AbstractTitleComplaints Handling and Social MediaPurposeThe purpose of the project is to describe how companies conduct complaints handling in socialmedia and how they listen, talk and energize with the help of social media in terms of complaintshandling.Research QuestionsHow do companies perform complaints handling in social media? How do companies listen, talkand energize in social media in terms of complaints handling?Theory and ConceptsComplaints handling; encouraging customers to voice a complaint; the role of front-lineemployees in complaints handling; the role of compensation in complaints handling; socialmedia and relationship marketing; listening in social media; talking in social media; energizingon social mediaMethodologyThe study is descriptive with deductive approach. The research is qualitative and the researchstrategy is one-to-one interviews. Interviews were conducted with social media representatives ofBeeline, SAS supermarkets’ chain and Figaro restaurant group in Armenia.ConclusionsFrom the research it was concluded that SAS supermarkets’ chain and Figaro restaurant group interms of complaints handling mainly embrace the relationship potentials social media provides.That is they listen to complaints on social media; they always response to complaints either bytaking proactive measures or describing the situation; however, they do not energize customerswith stories about successful complaints handling experiences. While, in terms of complaintshandling, Beeline does not use the tools of listening, talking and energizing properly. It was alsoconcluded that both SAS supermarkets’ chain and Figaro restaurant group conduct complaintshandling in social media environment mainly in accordance to theories about how successfulcomplaints handling can be done, while Beeline does not.

Failures are common in business and lead to negative repercussions for organizations. However, through the use of explanations, firms can diminish the negative consequences of their failures. Unfortunately, researchers do not have a clear idea about why one type of explanation is better than another. The current study examined organizational explanations (including excuses, justifications, and apologies) to determine which components of these explanations work to make a difference in consumer satisfaction following a service or product failure. Results indicated that explanations that were considered believable, appropriate, considerate, and accepting of responsibility made a difference in the way consumers perceived organizations that failed them. Specifically, organizational communication that included these components were more likely to lead to an increased willingness to conduct business with an organization in the future, increased positive perceptions of company credibility, increased satisfaction with an organizational response, decreased perceptions of negativity about the failure episode, and decreased perceptions of company control over a failure than communication that did not include these components. Additionally, results showed that excuses, justifications, and apologies also functioned independently of believability, appropriateness, consideration, and responsibility to influence consumers' perceptions of their organizations. The presence of excuses led to lower perceptions of company control and higher perceptions of negativity about a failure episode. The presence of justifications led to lower perceptions of negativity and the presence of apologies led to increased perceptions of negativity. These results combined with the results from the hypotheses suggest that the hypothesized components of explanations and the form of explanations used in remedial responses both influence people's perceptions of organizations and organizational responses following complaints about a failure. / text

Thesis (doctoral)--Friedrich-Alexander-Universität zu Erlangen.

Thesis (M.S.)--University of Wisconsin--Madison, 1984. / Typescript. eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references (leaves 50-53).

Thesis (M.S.)--University of Wisconsin--Madison, 1974. / eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references.

Thesis (Ph. D.)--University of Texas at Austin, 2007. / Vita. Includes bibliographical references.

No description available.

Thesis (MBA.) --University of Limpopo, 2017 / The research was qualitative, where groups of restaurants managers/owners were interviewed in the three Polokwane Malls namely Limpopo Mall, Savannah Mall and Mall of the North. The purpose of the interviews was to find out what customers complain about in restaurants. To find how the customers in restaurants lodge their complaints; how the businesses deal with complaints; how customers bring forth their complaints in different ways; and to identify which groups complain the most. Further, to find out how restaurant owners handle customer complaints and to whom customers lodge those complaints, and the ways which restaurants use to respond to the customers’ complaints. The research results show that restaurant customers complain mostly verbally to the managers. Females are the ones complaining more than their male counterparts. Levels of education make no difference to how customers complain. Waiters need to render quality service as product knowledge is not the only product customers prefer; they actually value service more. The study recommends that restaurants need to pay careful attention to services such as a clean eating area to avoid complaints as most complaints come about this area; verbal and nonverbal skills of employees should be developed in order to avoid complaints from customers. Managers should be equipped to handle customers’ complaints as they are the people to whom such complaints are addressed and waiters/waitress should be made aware that customers are important and their complaints are always valued in the business in order to improve service

Thesis (M. Soc. Sc.)--University of Hong Kong, 1982.

published_or_final_version / Public Administration / Master / Master of Social Sciences