The goal of this essay is to demonstrate the importance of complaint management for professional sports organizations. There also should be set out proposals for the implementation of such a management in sport organizations. A further objective is to present a complaint management process for sport clubs.
Table of Contents
1 Introduction
2 Theoretical basis
2.1 Complaint management
2.2 Targets and Tasks of a complaint management system
2.3 Integration in the Customer Relationship Management
3 Complaint management for sport clubs
3.1 Importance of a complaint management system in sport clubs
3.2 Complaint management process for sport clubs
3.3 Direct process
3.3.1 Encourage complaints
3.3.2 Accepting complaints
3.3.3 Compromising complaints
3.3.4 Complaint reaction
3.4 Indirect Process
3.5 Instrument Service Guarantees
4 Outlook
5 References
Objectives and Key Themes
This paper aims to demonstrate the vital importance of implementing a systematic complaint management process within professional sports organizations to enhance service quality, maintain customer loyalty, and ultimately secure long-term economic success.
- Theoretical foundations of complaint management systems.
- Integration of complaint management into broader Customer Relationship Management (CRM) strategies.
- Development of a structured, two-part complaint management model (direct vs. indirect processes) specifically for sport clubs.
- Practical methodologies for encouraging, accepting, and resolving customer complaints.
- The role of service guarantees as proactive tools for quality assurance in the sports sector.
Excerpt from the Book
3.3.1 Encourage complaints
Not every dissatisfied customer of sport products complains (cf. Stauss & Seidel, 2002, p. 95). But unsatisfied people talk about their negative experiences with friends or family. The sport market is a special market. It is unusual that a dissatisfy spectator changes his or her favorite team. But it is possible, that the spectator will not go to stadium anymore to support the team because of his or her negative experiences. And maybe others will do the same if such a spectator tells this bad experience to others and that one can be easily influenced. After a time without counteracting the stadium will be empty. Sure, this is an extreme example, but it shows the negative effects. There are four main purposes for complaining: obtain restitution or compensation, vent their anger, help to improve the service or for altruistic reasons (cf. Lovelock & Wirtz, 2010, p. 374). These complaints could be important for a sport club.
Summary of Chapters
1 Introduction: This chapter highlights the necessity of implementing complaint management in sports organizations to avoid budget losses and improve service quality.
2 Theoretical basis: This section defines complaint management, outlines its core tasks, and explains how it integrates into the broader framework of Customer Relationship Management.
3 Complaint management for sport clubs: This chapter introduces a specific model for sport clubs, detailing both direct (customer-facing) and indirect (internal analytical) processes for handling feedback.
4 Outlook: The final chapter reinforces the importance of using feedback to align service design with customer expectations in both the spectator and participant markets.
5 References: This section lists the academic literature and sources used throughout the paper.
Keywords
Complaint management, sport clubs, customer satisfaction, service quality, customer relationship management, direct process, indirect process, service guarantees, customer loyalty, spectator market, complaint handling, feedback, complaint channels, quality assurance, retention.
Frequently Asked Questions
What is the core focus of this scientific paper?
The paper focuses on the development and implementation of systematic complaint management models specifically tailored for sports organizations and clubs.
What are the primary thematic fields addressed?
The main themes include complaint management definitions, the integration of such systems into CRM, the distinction between direct and indirect processes, and the strategic use of service guarantees.
What is the primary goal of the author?
The objective is to convince sports organizations of the necessity of managing complaints and to provide a structural model to turn dissatisfied spectators into loyal customers.
Which scientific method is utilized?
The author uses a literature-based theoretical approach, combining established marketing theory with practical, adapted models for the unique context of professional sports.
What content is covered in the main section of the paper?
The main section details the importance of complaint management in sports, maps out the direct and indirect processes, and discusses practical instruments like IT-based database management and service guarantees.
Which keywords best characterize this work?
The work is characterized by terms such as Complaint management, Sport clubs, Customer relationship management, Service guarantees, and Customer satisfaction.
What is the principle of "Complaint Ownership"?
Originating from the Ritz-Carlton model, it dictates that the first person who receives a complaint is responsible for ensuring a solution, making them the "owner" of that specific issue to guarantee it is taken seriously.
Why is a distinction made between direct and indirect processes?
Direct processes involve the customer during the resolution (like phone or oral complaints), whereas indirect processes focus on the internal collection, analysis, and strategic use of data to prevent future issues.
How does the author suggest marketing a complaint system?
The author suggests using stadium magazines, the internet, and PA announcements to communicate that the club welcomes feedback, ensuring spectators feel comfortable expressing their concerns.
- Arbeit zitieren
- Daniel Diener (Autor:in), 2010, Dealing with complaining customers in sport clubs, München, GRIN Verlag, https://www.grin.com/document/168022
