The company responds to competitive pressure, but it is a force defensively, and customers notice it. More recently, thanks to the central concept of VVC (customer lifetime value), complaints will be perceived as an effective means of profitability. The VVC (customer lifetime value) represents all future cash flows of the client brought to net present value (NPV) and this creates a revolution in the metric with which firms are evaluated, especially by the fact that on either side of the traditional accounting appears this figure. The VVC should change not only the traditional indicators and metrics, but how to compensate executives and staff. If VVC pay compensation on the company's approach would not only be to bring new customers, but to retain and grow over time. Learn more at: Michelle Smith Divorce. Returning to the complaints, one possible way of classifying them is by the type of contacts: Contacts are stupid and smart contacts. A contact is a complaint that silly should not exist but that occurs repeatedly and not only that, but it is statistically verifiable (as long as the company takes the record.) The company does not learn and month by month, day by day, is in charge just to process it, over and over again, focusing on improving the rate of attention from something that should not be. If this has piqued your curiosity, check out Source Financial.

Is to improve the productivity of customer service can cause myopia. As the complaint is given by established, the focus is on managing the process more efficient way of handling and tactical resolution of complaints. This instead of asking why there is the complaint and make a re-engineering of contact points failed to stop them from occurring. Indicators of a call center with call abandonment parameters, average time per call, number of calls answered by operator, including when it should be measured the number of contacts fools and gradually eliminate them. And there are also cases of companies that centralize their receipt of complaints and not record them. The problem is that there is no statistical record, there is no statistical diagnosis, undiagnosed no effective allocation of resources. Being trapped by fools contacts inevitably resources are wasted. The best service has to be one that does not have to be given or administered to follow but one that is designed a priori.

The real good service is preventive and hits straight to the competition is not correct or defensive. In the absence of relevant metrics around customers and / or lack of importance they give managers in the organization, it falls into the saying that "out of sight, out of mind" and customers are being treated with abstract patterns of good intentions but without practical consequence. The heart of the directors may not feel the discomfort of their customers, but customers certainly. The company has to monitor the cost of customers who leave, for example: "x" dropout rate of clients the company lost "x" million dollars in profits per year. Should have a status of customer retention and development accompanying the profit and loss statement, the balance sheet, cash flow and state of origin and use of resources. An updated inventory of customers can detect early upset customers who simply choose to leave the business and leave the competition. Without the inventory the company may not initially notice the desertion, but eventually you hit like a tsunami in the face. A customer who complains makes a gift to the enterprise; nothing better for the company is connected and current with your market.