Finaref, an "enterprising" vision of customer complaints
To improve its already high customer satisfaction rate, Finaref has created a process that sorts customer complaints into four separate levels. Since late 2006, a single Customer Service department has been managing sensitive complaints.
According to a survey conducted by TNS/Sofres in 2006, two out of three Finaref clients – 65.6% to be exact – say they are completely satisfied with their dealings with Finaref, whatever the method of contact (telephone, mail or internet). This is a flattering score, but the company wants to do better. A year and a half ago, Finaref began an internal quality enhancement process aimed at making customer satisfaction a central issue.
“An unhappy customer who feels that their concerns are taken seriously can be the company’s best advertisement,” says Isabelle Querné, Finaref’s Head of Customer Service. Once a problem has been explained and resolved, the customer feels gratified because someone has listened to them and understood them. They are therefore more likely to remain a customer. Isabelle adds: “By voicing their complaint, the customer shares their experience with us and gives us a chance to do better.”Internal mediator
“We try to be sympathetic,” explains Isabelle. “We act as internal mediators. After objectively analysing each situation, we systematically inform the client of the reasons and justifications for our decision.” When customer relations managers identify a problem, they immediately alert the Customer Accounts department so that the necessary corrective action can be taken. “Properly handling a complaint also means making sure it doesn’t happen again,” notes Isabelle.
Also as part of its quality improvement process, and to make the most of its direct communication with customers, Finaref has improved the way it handles customer emails and has overhauled much of its correspondence to make it clearer and more direct. The next customer satisfaction survey will show whether these measures have paid off.
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