Consumer /Customer Complaints Handling - Dr U K Chatterjee Oct 2013
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Consumer /Customer Complaints
Handling
Dr U K Chatterjee
Oct 2013Complaint related Definition
•
• A complaint is consumer dissatisfaction about a Company product expressed via a Company care line
operation (by phone, mail, e-mail, text message, web site, fax or any other accepted medium).
• A Consumer Unit or CU is the smallest unit as bought by the consumer from the customer shelves and
can be:
– A single unit of packed product as purchased by the consumer or
– A number of identical units bundled into a Multi-pack purchased as a single item by the consumer or
– Different units bundled into a Multi-pack (also called Complex pack) purchased as a single item by the consumer.
– Consumer Units should be identified by a unique CU specification(s) i
• Consumer units sold is defined as the amount of consumer units sold to customers in a given period
.
• Consumer complaints per million units sold or ‘cpmu’ is a normalised figure to express consumer
complaints. The calculation is explained in the next slide. There are some companies who tries to
differentiate Design related complaints from Delivered Quality related complaints for the purpose of
accountability . These are defined as under:
• Designed quality complaints are complaints associated with in-spec sensorial, functional or performance
attributes. These may be attributable to (non-robust) product designs, artwork design (nutritional info, user
instructions), recipe, consumer behaviour, etc
• Delivered quality complaints are complaints associated with out-of-spec sensorial, functional or
performance attributes. These may be caused by non-conformances in Supply Chain e.g. in raw materials,
packaging materials, process, supplier assurance, conditions, hygiene, etc.)CPMU Calculation Procedure
• Absolute complaints is the sum of complaints for a given combination of geography, category and time.
Similarly, the absolute number of ‘designed quality’ and ‘delivered quality complaints’ are calculated
• Consumer units sold is the sum of consumer units sold for a given combination of geography, category
and time.
• Cpmu is the absolute number of complaints per million consumer units sold for a given combination of
geography, category and time. It is calculated as follows:
Absolute number of complaints (a) (b)
• Cpmu = ---------------------------------------------------------------- x 1.000.000
Consumer units sold (a) (b)
– (a) is a given combination of geography & category and can be Country – single product category or cross category
– (b) is a given period of time and can be Month,YTD (sum of multiple months),Full year
• Note: cpmu for a given combination of geography and category will vary significantly, based on complaint
culture (which varies per country) and the nature of the category (some product types inherently trigger
more complaints e.g. due to product complexity or product handling by the consumer).Flow Diagram – to split Designed and
Delivered Quality
Feedback
Examples of this are
complaints from retailers,
wholesalers and
Is the complaint No authorities.
coming from a
consumer?
Yes Examples of this are
consumer complaints about
marketing, services,
promotions, promotional
items, coupons, price,
availability and company
Is the complaint No overall complaints (corporate)
Not required to report in the
related to a product
global reporting process
(incl. its packaging)?
Yes
,
.
Is the complaint
No The product is counterfeit (fake)
related to a
Genuine Unilever
product?
Examples:
Yes Packaging that is in general too weak
to survive the Supply Chain,
product design that in general
is not suitable to survive for
Is the complaint the Supply Chain, etc.
Is the complaint
Yes attributable to a No
related to a non -
product / packaging
conformance in the
design which is not
Supply Chain?
robust enough?
No Yes
Report as Design Complaint Report as Execution
(R&D) in the global reporting Complaint (Supply Chain) in
process the global reporting process
Examples: Examples:
Complaints associated with in-spec Complaints associated with out-of
sensorial, functional or performance spec sensorial, functional or
attributes. These may be attributable performance attributes. These may
to (non-robust) product designs, be caused by - non-conformances in
artwork design (nutritional info, user Supply Chain e.g. in raw materials,
instructions), recipe, consumer packaging materials, process,
behaviour, etc supplier assurance, conditions,
hygiene, etc.
.Examples of designed quality & delivered quality complaints Some examples of design quality complaints A complaint about unclear information (e.g. unclear product use or ingredient declaration) on a pack of skin cream is a designed quality complaint as it is the design process that defines what and how information should be represented on pack. If someone’s complaints is caused by ‘abuse’ or misuse of the product than this should be treated as a designed quality complaint. The reason is that if there are likely ways the consumer can abuse or misuse the product, this has to be dealt with via on-pack communication (e.g. mention that tables margarines cannot be used for baking or that toilet cleaner must not be used in combination with other cleaning chemicals) If people complain about cutting themselves on the edges of a product this would classify as a designed quality complaint as the complaint is a result of design decisions being made. Some examples of delivered quality complaints If people complain about insects or other foreign bodies in a product this would classify as an delivered quality complnt as this is most likely to have happened in the SC either at our own or 3P. Complaints about impulse ice cream that is melted or covered in ice crystals are typical delivered quality complaints related to the cold chain. Other typical delivered quality complaints are complaints dealing with weighing, filling, mixing, packing, underweight, short number of items, printed coding (e.g. best before date), improper sealing, scratches or wrong contents.
Some examples : that can be designed quality or delivered quality complaints If someone complains about a damaged carton box with powder soup then in principle this would classify as a delivered quality complaint because it is obvious that the damage happened either in manufacturing or during transport. If many of such complaints are received then it may appear that the design of the carton is not robust enough to survive the distribution chain. In that case it could later be classified as a designed quality complaint. A complaint about bad taste of an ice cream that has been on the market for some years could be classified either as designed quality or delivered quality. If someone is a loyal user and complains about the taste then it is possible that something went wrong in the manufacturing process or that one of the ingredients was sub-standard. This would then be classified as a delivered quality complaint. Analytical evidence can be used to confirm if the ice cream meets specifications. If someone is a new user and simply does not like the taste than this would classify as a designed quality complaint. If the design of this same ice cream product was changed recently and the loyal consumer complains again about the taste then it may very well be a designed quality complaint!
Quality Governance from Compliance to Designed and
Delivered Quality
Designed Quality Delivered Quality
Activities
Consumer
Brand 3-Year
Complaints A/B
Performance Rolling On Shelf Quality
Incidents
Standards Benchmarking
Careline
Mfg Unit /SC
Mktg/Dev
Monitoring/Feedback Monitoring/Feedback Crisis Management
responsibility
Brand Quality
Output Objectives/Standards
Quality Improvement plans
Mktg/Dev(R)
(R) Responsible Mktg/Dev (R)
SC Leader (R ) Mktg/Dev(A)
(A) Accountable l SC Leader (A)
l SC Leader (A)
)
)
Supply Chain is the Quality Conscience and process owner“Designed Quality” Responsibilities
• Brand Performance Standards
– Defined by the Brand leadership
– Informed by consumer and customer needs ( Market Research , QFD studies)
– Translated into parameters that can be used for product design, specification and quality
evaluation (Brand Quality Objectives/ Standards)
– In place for all brands with action standards of superiority on key attributes versus identified
competitors (including private label)
• Competitor Benchmarking
– 3 year rolling Product Benchmarking plan by Category
• based on prioritised SKU lists (including technical, blind and branded product testing)
– Program integrated with Consumer Research teams
• Quality Champion in Development ?
– Responsible for ensuring the Brand and Quality performance standards are updated
– Accountable for quality improvement plans by design“Delivered Quality” Governance
• Consumer Complaints
– Monitoring and consumer feedback Company Chairman
• Establish feedback system with consumers (care lines)
– Reduction Process SC Leader
• Identify issues using care line data
• Establish a program to reduce complaints closely working with Development
• Operationalise the improvement actions
• On Shelf Quality
– Monitoring Quality Leader
• Methodology to be defined
• Execution as appropriate for country
– Improvement SC Leader
• Identify issues
• Establish program to correct
• Operationalise the improvement
• Quality Incidents
– Crisis Management Co Chairman
• Lead crisis team
• Process Q Incident Policy
– Reducing incidents SC Leader
• Detailed review & corrective actions
• e.g. Artwork Management, Hygienic Design/Processing, Supplier Approval, Product Control through
Finished Goods warehousing and Incident Management ProcessesWhat do we mean by Responsibility ?
Responsibility Accountability
WALCI
• Embraces the main tasks of the • Goes beyond responsibility as
individual it also includes tasks the
individual should influence, but Acronym Definition
• The individual can act upon
cannot directly enforce W (Works) - does the task
themselves with own resources
• Encompasses the areas of the - prepares materials/outputs
• Assumes decision-making
responsibility of direct reports A (Accountable) - set priorities & allocates resources
authority and the
and/or the areas of - shapes, initiates and gives direction
competence/ability to directly
responsibility of the individuals - takes decisions/approves/authorises
enforce the execution of the task
that are functionally led (dotted - accountable for process integrity/quality
• Is assigned to an individual and line) - challenges assumptions/proposals/ plans/delivery
can neither be delegated nor
• Can be shared, but can not be L (Leads) - manages/supervises the execution of plans &
shared
delegated tasks
• Implies full accountability for the
• Includes an obligation to - responsible for delivery of actions/projects
related tasks
challenge and follow up on the
C (Consulted) - is consulted regarding plans/tasks/outcomes
plan/actions of the responsible
- provides feedback/input to plans/tasks/outputs
individual
- consulted before decisions are made
I (Informed) - is informed about plan/tasks/outcomes
- informed after decision taken
• Responsibility can be
described by: Decide…, set…, • Accountability can be
define…, manage…, described by: Propose…,
perform…, act upon…, assume ensure…, support…,
the results… facilitate…, monitor…, follow
up…
Responsibility & accountability relate to an individual, not to his
departmentCapture of Complaints using CRM-SAP
Consumers / Customers
SMS Snail-Mail
Phone email
Courier
TechShastra Local courier
Consumer Call / Visit
Sample Agency Call Centre
Exchange
SAP
SAP Care lines – HO/ Office SAP
SAP
Corporate Lead Function
Developm Custome
Brand Legal QA
ent/Mktg r Dev
Careline process an exampleRoot Cause analysis to be standardised
Complaints/ Design or
Losses defects execution Root Cause Analysis Improvement actions (examples)
Pack (before opening) Men Material Machine Method
Missing info. on
Pack Statutory label Design a a Local product approval procedure - implementation
Missing/illegible
pack code Exec. (fac) a a a Change from Inkjet to laser/ on line code checker
Bulk density variation/weighing scale effy./on line weight
Short weight Exec (fac) a a checker
Exec
Printing error (supplier) a a Supplier capability/incoming quality control
Pack Aesthetics Damaged pack Design a a Qii (machine/transit trial) - Pkg design (Prim./Sec.)
Exec a a Storage/handling/Transp. Norm. adherance
Other defects Design a a Antistatic property of container, machine/conveyor design
Exec (SC) a a QM Pillar make implementation
Pack functionality Malfunction Design a a Pkg. design/MOC etc correction
Exec (SU) a a a Compliance with process specs.
Product (after opening)
Product not meeting standard (MPT to commercial
Product appeal Colour Design a a a production)
(visual) Exec a a a Non adherance to RM/process specs.
GMP/HACCP implementation & process control in
Foreign matter Exec a a a a supplier/SU
Texture Design a a Sieve by design
Exec a a Hardware/blending capability, RM quality
Perfume/Taste/od
Sensorial requirements or Design a Perfume impact by design
Exec a a a RM quality, Dosing issue, expiry date, skill gap
In use property Contamination Design a a a Hardware/Process design
HACCP implementation, RM quality, Cleaning &
(Chem./Micro.) Exec a a a a disinfection procedure
Effectiveness of Design a a a Formulation design issue; specs not upto mark
(not cleaning etc) Exec (fac) a a a Process control issue
Product thin/thick/ Design a a a MPT/Transit/Storage trial; Hardware process design (QM)
separation etc Exec (fac) a a a a RM quality/Process control issue
Claims Advt. /pack claim Design a a Product Approval procedure
Reaction on use Skin irritation Design a a a Consumer/market test, formulation
Others Spurious packs Exec a a Packaging material/finished goods disposal procedure
Expired packs Exec a Finished goods inventory managementProcess to Identify Top Q Issues and actions
CONSUMER COMPLAINTS Answer to the complaint owner
Call Center
COPY:
Country Complaints
Coordinator(CCC)
answer answer
Proposal – How complaints OpCo
QA CONTACT
IMPORT
PRODUCTS PRODUCER OPCO
would be analysed by answer
Answer
Local TM and RDC to Manufacturing
determine root cause and DESIGN & EXECUTION SPLIT
Logistics &
in coordination with R&D and SC SUPPLY
corrective action before CHAIN distribution
EXECUTION
reporting to Reg QA/RCLT DESIGN
Answer SM
Answer R&D Cat TM Contact
İntegrity check TM Team (OpCo) Corrective actions
& Implementation
Answer
RDC Contact
Self assessment and Action plans
DEPARTMENT SPLIT
Product – Packaging- Process
Evaluation for the
Corrective Actions R&D CORRECTIVE ACTION
Resp: Program Dir PROJECT (RDCTeam- BD,SC)
Spec changes – Procedure updates
Self assessment and action plans
IMPLEMENTATION BY TMComplaints action limits -an example
Consumer Complaint ( cpmu )
500 Q Crisis
400
Q Issue Q issue
300
200
100
0
Jan08 Feb08 Mar08 April08 May08 June08 July08 Aug08 Spet.08 Oct08 Nov08 Dec08
Taste complaints ( 3 year avg) + 6σ
Taste complaints (3 year avg) + 3σ Formal alert of an issue = 3σ
Taste complaints (3 year avg)
Threshold level for Crisis = 6σConsumer Compl. handling approach–an example
Quality on 4 Analysis & discussions led by QA
1a Escalation of Shelf/Ex fac./non (presentation to Co Board)
urgent complaints conformances
report
Quality Assurance Execution Design related
2 issues
Analyse, prioritise,
1 related issues
align & commit
Care Line Consumer Immediate Discuss with
Measure
contacts Complaints Report actions: Unit lSC/R&D
Care line Quarterly feedback on Q parameters and
Quality Assurance
5 monthly feedback on Top Q issues by
3 Quality Team
Consumer Screen/Trend analysis:
Complaint Complaint Target Top Quality issues
Setting
6 Execution related to SC Both Design/exec related to
Action &
Monitor
Company Board Leader parallely the Board for decision
Board decisions/actions to
predict be communicated by QA
Quarterly Quality reports with trend
Design 7
8 Embed, predict and prevent in Future analysis, performance and actions
Brand Innovation Projects and Design
Full report to QA Community
R&D Programme
Communicate
9
Embed & Prevent
All QA, QC managers
Brand Embed and Prevent in Brand
Mktg
Report to Dev/Mktg
Deliver
10
Embed and prevent in Supply Chain
(excl. Supply Management) SC and R&D
Make
All SC/Mfg
11
Embed and prevent in Supply Unitwise report to SC
Supply
Management
Unit manager/ SC
l Supply ManagementFor MNCs Standardise Consumer Lines - an example
Summary of CONSUMER CARELINES AAC
Country Since Other Software used Coverage- Respons Contact to Careline Product Perf. Careline Design Standard Safety/H Int/Ext.
when countries Con/Cust ible for careline timing (Mgt. related Evaluation nos. /Exec reports ealth (FTEs)
Carelin covered /Foods Careline through after office complai of C/Line printed on split overvie
es in Soln hrs) nts % all pkgs?. w/Escal
place complaint ation
2008 SAP CRM Ver 7.0 s
Consumer/C Corp.QA Tollfree 0900 to 2200 hrs 6 YES YES YES Ext. (12)
ustomer Number/E (recording)
India Mail/Snail mail
2009 CRM-BD Consumer/C Brands/QA Telephone/E 0900 to 1730 hrs YES YES Ext. (4)
Bangladesh ustomer Mail/SMS
2001 Raabta CRM Con./Cust. CMI Telephone/E 0900 to 1900 hrs 1 YES YES YES YES Int (2),
Pakistan FS sep. Mail/Post Ext(10)
2008 MS Access Data Base Consumer Corp.QA Phone, Letters,E- 0700 to 1630 hrs 16 YES YES YES YES YES Int. (1)
Sri Lanka mails,SMS (voicemail)
2000 CRM SOFTWARE Con./Custom CRM Mgr. Email, phone, 0900 to 1700 hrs 6 YES YES YES YES YES Int. (15)
China er/FS fax, (sales staff)
1993 T- contect Center Con./Cust. QA Phone,email,post 0830 to 1745 15 YES YES YES YES YES Int. (2)
Taiwan FS sep. (voicemail)
Hongkong 2005 Microsoft Excel Consumer Marketing Phone 0900 to 1730 5 NO YES NO YES YES Int. (2)
1995 U-call system Consumer/C CIB Phone/Web 0900 to 1700 hrs 20 YES YES YES YES YES Int. (11)
Japan ustomer
Korea 1993 Cons. Inform.system Consumer QA Mgr. Phone Co. working hrs. YES NO YES Int. (2)
Australa New Zealand Webworks Con./Custom Mkt/Corp.rel phone, fax, email 0700 to 1700 hrs 25 YES YES YES YES Int. (10)
sia er/FS ations and website (emergency no.)
IT 3P Consumer/F Mktg. Svcs. Toll-free, email, 0800 to 1800 1 YES YES Int. (13)
Indonesia S letters, SMS (emergency line)
1999 Web -based application Con./Custom Corp. Affairs Telephone & 0730 to 1630 hrs 5 NO YES YES YES YES Int. (3)
er/FS Mobile Phones, e- (3 CAS mobile
mails, SMS, nos.)
Philippines snail mail, fax
1997 HPC Con. Hotline Tracking Consumer/C QSHE Phone/Fax 0730 to 1630 hrs 2.5 YES YES YES YES YES Int. (3)
Thailand & IC 2009 ustomer Director (voicemail)
2000 Microsoft Excel Con./Custom NA Phone/Email 0900 to 1700 42 NO YES NA YES Int (1)
Malaysia er/FS (voicemail)
approx. 7 Microsoft Excel Con./Cust. Admn. Phone 0900 to 1730 NO YES NA NO NO Int. (1)
Singapore yrs FS sep. Coord. (voicemail)
2006 Access Customer Customer Phone,fax,e- 0800 to 1700 hrs 12 YES NO NO NO NO Int.
Svc. mail,text
Vietnam message,
2001 Burkina Microsoft-WORD Consumer; Con. Mkt Phone/Post 0800 to 1700 hrs 1 to 2 YES YES YES YES YES Int.(1)
Faso, Mali, Cust.sep. insight mgr. (voicemail)
Togo, Niger,
Cote D'Ivoire Bénin
2007 Microsoft Office Consumer/C Customer Phone 24 hrs 43 NO YES NA YES Int.
Ghana Access ustomer Dept.
2007 Uganda & MS excell Data Base Consumer/C Quality Ass. Emails, Phones, 0800 to 1700 hrs 40 NO YES YES YES YES Int. (1)
Tanzania (All ustomer Post (phone to
within ESA) security)
ESA
2008 Toll Free Line Consumer/C SC (Cent. Phone/Email 0800 to 1700 hrs 5 YES YES YES YES YES Int.
Nigeria ustomer Qlty) (recording)
2008 scope is Microsoft Excel Con./CCM Corp. SHEQ Tollfree phone 1000 to 1900 hrs 8.5 YES Launch/re- NO YES Ext(1),
Arabia or for Cust. & dept. (voicemail) launch Int.(2)
GCC (6) FS products
Arabia countries
2004 Lotus app.system QIS Consumer Con. Svcs. Phone/email/SM Office hrs 64 YES NO YES YES YES Int. (3)
(Mktg) S (security guards
Maghreb trained)
2001 Microsoff Excel Consumer/C Con./Cust. Phone 1000 to 2300 hrs 1 YES YES YES YES YES Ext.(8)
Mashreq ustomer Svc QA
1993 Remedy CRS Consumer Con.affairs phone, fax, email 0800 to 1600 hrs 60 YES YES YES YES Int. (10)
South Africa (retail & FS) Mgr. and post (mobile)
More than Vantive Consumer/F Con.relation Phone/Fax/email 0800 to 1800 hrs 60 YES YES YES YES YES Ext.(12)
Israel 15 yrs S separate s Mgr.
16 yrs Microsoft-CRM Consumer/C Con./Cust. Phone/email/web 0900 to 1700 hrs 6 YES YES YES YES YES Ext.(5)
Turkey ustomer Mgr. site (voicemail)Standard Consumer Complaints Loss tree (for
all categories)
Pack related ( before opening):
• Statutory reqt: missing code , nutritional labelling missing,less weight etc
• Pack Aesthetics: poor seal, damaged pack, buckled carton, illegible code, dirty
pack etc
• Pack functionality: cap not opening, difficult to tear etc
Product related ( after opening) :
• Product Appeal: lumps, foreign matter, spoilage,
• Sensorial reqts: Sensory std not met eg poor perfume/taste, colour etc
• In-use property: Basic function not met eg cleaning properties,thickness etc
• Claims: Pack/Advertisement claims not met etc.
• Reaction on use: Skin irritation etc
• Others: Spurious packs, expired packs
To be reported Monthly along with Top Consumer Cmplaints analysis and actions
at the mthly meetingFinalise Roles ,Resp on Complaints Handling WALCI
AAC Quality Information and Feedback Process:
LEGEND:
R- Responsible for Roles and Responsibility
X- Reports being sent to /involved in discussions/informed
OpCo Quality
Regional /Cat
Development
Coordinators
RVS Leaders
Regional BD
Regional SC
Distribution
Regional Q.
Programme
SC EXC.VP
OpCo R&D
Contact(Q)
Cluster SC
VP/SM VP
Customer
Chairman
Cluster Q
OpCo SC
Building
Careline
Director
Quality
DIR/VP
VP/SC
UQAG
Brand
OpCo
RCLT
R&D
Process Process
TM
VP
(Level 2) (Level 3)
Measure 1-Careline Contacts LW I A I I I I I
1a- Escalation of urgent Complaints LW A I C C C
2- MCO Consumer Complaints/On shelf Quality Report
W AL I I C C
3. Consumer Complaints Target Setting C L I I A C W C C C C
Analyse, 4- Analysis & discussions led by MCO QA
(presentation to MCO/SC Board)
prioritise, align & - Execution related issues L I A C C C W
commit - Design related issues
5a- Quarterly feedback on Q parameters and monthly
I I A L W W I I I I C
feedback on Top Q issues to RCLT
5b- Screen/Trend analysis: Top Quality issues I I A L W I I I W
Action & Monitor 6a- Design/Exec related to RCLTs (through SC contact)
I C A L I C I C
6b- Execution related to RVSs (through RVS
C I A L W C I I I
leaders/Manex)
6c- Feedback on actionFeedback on actions to be A I C C I I I I I I LW
communicated to Reg. Qs to be communicated to Reg. Q
Communicate Quarterly Quality reports with trend analysis,
A L W I I I I I I
performance and actions
a-Full report to QA Community
I A LW I I
b-Category report to RCLT X C A LW I I I C I
c-Cluster/Country report to SC C A LW I I I I
Embed & Prevent Embed, predict and prevent in Future Innovation Projects
I I C W AL C I I
and Design
Embed and Prevent in Brand I I W W AL I I
Embed and prevent in Supply Chain (excl. Supply
I C C C C I W C AL I
Management)
Embed and prevent in Supply Management I C C C W AL W IComplaint - Complainant : Risk Categorization
Risk Categorisation
PACK MIX TRADE
Complaint - Complainant Not Pack Pack Brand Cheated
Foreign Empty Reaction Claims Sensorial Cheated Not
Risk M atrix Spoilage M eeting Damage Damage Spurious Promotn on
M atter Pack on Use Not M et Prefernce on Price Available
(Severity, Spread) Standard HPC Foods Promise Promotn
Individual Consumer Hi Me Lo Lo Me Lo Hi Lo Me Lo Hi ULo ULo ULo
Supported Consumer
Hi Hi Me Me Hi Lo Hi Me Hi Lo Hi ULo ULo ULo
(Legal / PR backing)
Consumer Body Hi Hi Me Me Hi Me Hi Hi Hi Lo Hi ULo ULo ULo
Regulatory Official Hi Hi Hi Hi Hi Hi Hi Hi Hi Lo Hi ULo ULo ULo
A ny o ther co mplaint to be risk assessed based o n specific details
UnIConnect Forward Hi Hi Hi Hi Hi Hi Hi Hi ? ? ? ? ? ?
Risk categorization based on Consumer Safety, Brand Reputation, Consumer Satisfaction
Further Call handling process flow will depend on the assessed risk
Risk Escalation based on Sample FIR, Repeat Complaint (auto), Repeat Call
Risk Escalation is for increased Visibility. Accountability for Closure does NOT migrate.Brand FAQs : an Example
What
• Brand Heritage For Best Results, Use Before
What Not
• Brand ReLaunch Positioning For Best Results, Use with
• Brand Variants Why Dos & Donts
• Brand Endorsement Effect of In-use conditions
Why Not
• Brand Claims on Pack Storage Instructions
• Brand Claims in Advertising When Usage Instructions
• Pack Text Declaration Disposal Instructions
When Not
• Pack Graphic Elements Side Effects
• Product Functionality Where Product Quality & Consumer Safety
• Reasons to Believe Product Manufacturing Process,
• Product Science
Where
Hygiene
• Product Development Not
Brand Availability, Distribution Gaps
• Product Trials Who Brand Promotional Campaigns
• Key Ingredients with functionality Brand Media Activity
• Product benefits over competition Who Not
Brand PR, Social Responsibility
• Product benefits over home How Activities
remedies Related guidance – Tips, Feel good
• Product Format benefits over other How Not idea, Recipe
formats Consumer specific Problem – Solution
How
Price Proposition, Value for Money
Much
Create Database ~ Brand FAQs and trainComplaint Investigation Rigor
Investigation
Checkpoints
Area
Inspection, Spurious/Genuine Confirmation, Complete Analysis
Complaint Sample (physical, chemical, microbial, sensorial)
Factory counter Inspection, Complete Analysis ( physical, chemical, microbial,
sample sensorial)
RM/PM Records Input QC , Supplier COA, Storage & issue , CCP, Truck check list
Batch cards, CCP, In process analysis, Finished bulk analysis, RM
Manufacturing
traceability, Sanitation, Rework Addition, Mixing Log Book, Mixer
Records maintenance
Packing Line Line AQL, Line AOQL, PM traceability, Packing log book,
Records Sanitation, CCP, Line Maintain ace
Storage& Dispatch Warehouse audit , Micro clearance , QC clearance for FG, Truck
Records checklist
General GMP
Process audit, Hygiene audit, CCP audit, PHC audit, Pest Control
Records
Forward Supply
Depot audit, Traceability
Chain Records
New Product Micro/Tox Safety clearance, Micro clearance, Storage study, Transit
protocols Records trial, Claim Support documentConsumer Engagement Preparation
Supporting Docs
Statutory
BIS, CODEX
Reference
Technology Access Company Technology, R&D structures, State of Art Labs
Toxicological Safety Clearance, Micro Challenge Testing, Storage
Design Rigour Study, Transit Trial, Scientific Claim Support, Clinical Evaluation
Consumer Blind Product Tests, Consumer MR by independent 3P agency,
Validation Expert Consumer QDA Panel Test
Statutory Approvals FDA, PFA
Batch Cards, CCPs, Batch Clearances, QC, Process Audits,
Operational
Traceability, Change Initiation thru controlled Manufacturing
Controls Approval Documents
Manufacturing Pharma-standards for PP/Foods, HACCP, 5s, Sanitization, Cleaning
Hygiene & Disinfection
Accredition TPM, ISO
Endorsements Institutional Edorsements
Levercare Voice of consumer, Response Time, Investigation Rigour, Internal
Actions, Factory VisitsClarity on
Complaint Threshold
Bunching Level for
Escalation Fast Tracking
Threshold
Threshold Limit Threshold Limit
Nature of Complaint
1st Escalation 2nd Escalation
Brand Promotion Promise 10 15
Claim not met 5 8
Sensorial Preference 20 30
Foreign Matter 3 5
Reaction on use/consumption 3 5
Spoilage 10 15
Not meeting standard 10 15
Pack Damage 10 15
Empty / Shortage 3 5
Spurious 3 5
SC , MFG Head, QA Head,
1st Auto
Auto Emails Legal HO, Marketing
Escalation
2nd Auto Manager
SCDir, Legal Dir, Mktg/Dev H
Escalation
Risk Escalation is for increased Visibility only. Accountability for Closure
does NOT migrate.Compensation Policy- An Example
Compensation Schedule of
Authority
Product exchange Call centre
One to One
Product exchange Head office
One to Many (max 10)
Cheque Voucher Senior Legal Manager
Upto Rs. 5,000 Marketing Manager
on non-Consumer Safety
issues
Cheque Voucher on Legal Head
Consumer Safety issues Bus/ Mktg/Dev HeadComplaint KPI Targets for Complaint
Handling Team – an Example
Indicator Element KPI Metric Unit Target
Call (Me-Hi) Closure Time Weeks 90
Quality
Leading Consumer
(Month) Survey Score % >80
Satisfaction
Consumer Database New Additions Numbers >200
Normally Overall Consumer Complaint ( cpmu ) will be the target at the
Company levelAnalysis Call Centre Performance an exam
Channel Distribution
Complaints Queries Feedback
Follow up
Calls
Dropped
Calls
Lever Care
Others Total
Category FAQ
Category Querry
FAQ
Bank
FAQ
Used
FAQ
Changed
FAQ
To Chng
Open
Tag Age
Toll free 277 1467 116 98 1272 8070 11300 Bus cat 203 379 18
SMS
9 79 13 1 0 490 592 Bus cat 707 359 18
Outbound
Email 62 32 28 43 0 466 631 Bus cat 163 178 11
Snail mails 5 0 0 0 0 0 5 Bus cat 61 147 13
Total 353 1578 157 142 1272 9026 12528 Bus cat 31 84 1
Bus cat 83 53 2
Call Distribution Bus cat 32 47 3
Day Mon Tue Wed Thu Fri Sat Week Bus cat 26 40 3
Avg #s 535 474 521 499 516 336 2881 Bus cat 2 0 0
Time (hrs( 9-11 11-13 13-15 15-17 17-19 19-21 Day Bus cat 5 0 0
Avg #s 22 44 49 58 60 72 305 Bus cat 0 0 0
Bus cat 265 25 1
Call Agent Quality Courier Performance Total 1578 1312 70 0 0 0
Agency Company Total Calls assigned 217
Calls
MQ experience – 1500 querries p.m. + 500 complaints
140 0 Defective Retrived 135
Monitored p.m.
Avg. Score 87% 0 % Retrival rate 62%
# Agents
8 0 Avg. Retrival time(Days) 6
60% queries relate to Bus cat ……
Grade B/C
# Fatal
4 0
Dropped calls investigated thru call backs to 562 callers.
Errors
95% proved non-productive. No technical issue.
Courier performancec improved thru MQComplaint Summary- an example
MQ Complaints Category
Pack Mix Trade Other Total
Brand
Foreign Not matching Pack damage Pack damage Reaction Claims Sensorial Cheated Cheated on Not
Spoilage Empty Pack Spurious Promtn ---
Matter Standard HPC Foods on use not met prefernce on Price Promotion Available
Promise
Bus Cat 11 0 30 1 0 2 22 7 2 6 0 0 11 9 101
Bus Cat 3 6 424 23 0 0 81 10 22 1 32 1 8 23 634
Bus Cat 0 2 4 1 0 1 19 9 3 1 1 0 0 3 44
Bus Cat 5 0 6 6 0 2 6 0 3 1 0 0 1 3 33
Bus Cat 0 1 9 6 0 0 5 7 0 0 0 0 1 2 31
Bus Cat 5 0 92 2 0 1 24 0 7 2 9 0 20 6 168
Bus Cat 4 1 44 0 3 0 0 0 0 4 161 0 4 3 224
Bus Cat 0 0 7 0 1 0 0 0 0 0 0 0 1 3 12
Bus Cat 12 39 32 0 2 0 0 0 0 2 0 3 2 4 96
Bus Cat 4 1 12 0 0 0 2 0 0 0 0 3 0 0 22
Bus Cat 3 1 5 0 0 0 1 0 0 0 0 0 0 2 12
Bus Cat 1 0 0 0 0 0 0 0 0 0 0 0 0 0 1
Bus Cat 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Total 48 51 665 39 6 6 160 33 37 17 203 7 48 58 0 1378
COMMENTSHighlight High-Med Risk Complaints and
monitor trend
Pack Related Me-Hi Risk Complaint Trend
Total
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
2008
Bus Cat 12 11 8 31
Bus Cat 21 44 25 90
Bus Cat 5 9 6 20
Bus Cat 4 2 6 12
Bus Cat 3 5 1 9
Bus Cat 7 8 19 34
Bus Cat 0 4 4 8
Bus Cat 0 0 1 1
Bus Cat 12 23 18 53
Bus Cat 2 2 3 7
Bus Cat 0 3 1 4
Bus Cat 0 0 0 0
Bus Cat 2 0 0 2
Total 68 111 92 0 0 0 0 0 0 0 0 0 271
COMMENTS on investigation ,trend, actions on
Repeatative onesConsumer Satisfaction Survey post an Incident
Summary of an Incident ( high no of complaints
leading to an incident/recall)
Total Complaints - 373 Consumers Surveyed : 224
Every consumer compensated Satisfaction Survey Score : 87%
with 2 Packs (courier) Brand Loyalty Score : 90%
No. of Complaints - 10 day period Jan Feb Mar SATISFACTION SURVEY QUESTIONNAIRE Avg. Score
(5 pt Scale)
100 88 202 83
(Source: Brand)
80 Have your received replacement ? 4.5
60 Ease of access for providing feedback to Company ? 4.4
40
Time taken for Company to acknowledge your complaint ? 4.2
Quality of interaction with Company Representatives ? 4.3
20
Time taken by Company to provide replacement ? 4.2
0
Jan 1-10 Jan 11-20 Jan 21-30 Feb 1-10 Feb 11-20 Feb 21-29 Mar 1-10 Mar 11-20 Mar 21-31 Quality of Replacement pack ? 4.2
Overall response of Company in dealing with your 4.3
complaint?
Will you continue to buy Vaseline in future ? 4.5
Overall 34.7
Recall Stock Salvage to be actioned in …….“Earn the love & respect of Consumers and Customers By making a real difference”
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