<p>Research has shown that companies encourage customers to complain and gather huge amounts of service recovery information, although most of this information isn´t used by the companies. Our purpose with this thesis is to explore what determines the filtering of service recovery feedback, and if possible to identify its underlying reasons. This was accomplished through a qualitative case study at Handelsbanken Uppsala City. Empirical material was mainly collected through interviews with the office manager, frontline employees, and the regional complaints manager. When analyzing the empirical material Tax and Brown model of service recovery was used as an analytical framework.</p><p>The analysis shows that the employees at Handelsbanken Uppsala city aren’t controlled by many guidelines and policies; instead emphasis is put on the independence, trust, and responsibility of each individual employee. This is probably due to the decentralized organization of Handelsbanken and the belief in the employee’s capability to better understand what is of importance to filter, due to their close interaction with customers.</p>

Research has shown that companies encourage customers to complain and gather huge amounts of service recovery information, although most of this information isn´t used by the companies. Our purpose with this thesis is to explore what determines the filtering of service recovery feedback, and if possible to identify its underlying reasons. This was accomplished through a qualitative case study at Handelsbanken Uppsala City. Empirical material was mainly collected through interviews with the office manager, frontline employees, and the regional complaints manager. When analyzing the empirical material Tax and Brown model of service recovery was used as an analytical framework. The analysis shows that the employees at Handelsbanken Uppsala city aren’t controlled by many guidelines and policies; instead emphasis is put on the independence, trust, and responsibility of each individual employee. This is probably due to the decentralized organization of Handelsbanken and the belief in the employee’s capability to better understand what is of importance to filter, due to their close interaction with customers.