Complaining

People are often reluctant to complain when they are dissatisfied

with goods or services. Oliver reports a correlation of about 0.4 between
dissatisfaction and complaining. Andreasen found that 60 per cent of
dissatisfied consumers did nothing. Research on complaining needs to
take account of all the possible reasons that people might have for this
behavior. We can cover these reasons by using Ajzens theory of planned
behavior. This deals with three types of influence.
The first influence is Expected outcomes, Hirchman suggested that
complaining by customer was related to the expected returns and costs.
Positive outcomes may include replacement, apology and better goods or
service in the future, while negative outcomes may include lost
opportunities, wasted time and embarrassment. As for an example,
customer purchase their desired product based on what they want, if they
prefer Apple iPhone function over Samsung function, they will
automatically choose apple based on their preference.
Normative influences is consumers may also be influenced by what
they believe others think they should do, even when these people are not
present. As for an example, if a children is considering to buy a shirt as a
birthday present for his mother, he might consider about how often his
mother wore that particular color, or that kind of design, they believe that
the others should do in the way that they think.
Control factors are knowledge, skills, time and other factors that can
make complaining easier or harder. Examples are the ease of accesss to
key personnel, an understanding of the workings of the organization
causing dissatisfaction and confidence about complaining. Control factors
help us to distinguish between those who complain and those who do not.
Herrman and willits found that non-complainers seemed powerless and
had less knowledge of the means of redress.

Benefits of receiving complaints

Fornell and wernerfelt argue that, within cost limits, it is profitable
to gather and evaluate compliants from dissatisfied customers. Companies
increasingly put toll-free telephone numbers and e-mail address on goods
packaging for this purpose. One reason for the profitability of receiving
complaints is that these supply information about the product deficiencies,
which can then be corrected. A second reason is to gather further sales
when the complainer gets in touch. For example the complainer may be
advised that there is a newer version of software or an improved design of
outdoor clothing and this information may lead to a further purchase. A
third reason is that an effective responseto the aggrieved customer by the

company may reduce negative word of mouth to other potential

customers, which could damage sales. Finaly, if the complaint is well
handled, the company may be able to stop defection or recover customers
who have already left. There is evidence that customers who are retained
after a service failure may be more satisfied than they are without the
failure. This is called the service recovery paradox (SRP). One explanation
is that if a customer appreciate the efforts of the company to satisfy their
concerns, they may recommend it more and to be more incluned to
repurchase.