000056124 001__ 56124
000056124 005__ 20210121114539.0
000056124 0247_ $$2doi$$a10.1016/j.jretai.2014.09.004
000056124 0248_ $$2sideral$$a89575
000056124 037__ $$aART-2015-89575
000056124 041__ $$aeng
000056124 100__ $$aCambra-Fierroa, Jesús
000056124 245__ $$aManaging complaints to improve customer profitability
000056124 260__ $$c2015
000056124 5060_ $$aAccess copy available to the general public$$fUnrestricted
000056124 5203_ $$aIn this study, the authors aim to understand whether, to what extent, and under what circumstances, organizational responses to customercomplaints improve customer profitability. To do so, they build upon the congruence approach and propose a contingency framework in whichthe effectiveness of three organizational responses to customer complaints (timeliness, compensation and communications) in improving customerprofitability is contingent upon the strength of the relationship and the type of failure. The framework is tested empirically in the financialservices industry applying latent class techniques to longitudinal data for a sample of complaining customers. The results reveal that: (1) differentcomplaint-handling initiatives affect customer profitability differently for each of the four segments of complaining customers that are obtained; (2)these heterogeneous responses to complaint handling are explained by differences in the orientation of the relationship and in the failure context;and (3) complaint-handling initiatives are more (less) effective at improving customer profitability when the benefits they offer strongly (poorly)match the benefits sought by customers in each segment to recover from the failure. These results contribute to a better theoretical understandingof customers’heterogeneous responses to complaint handling and offer managerial recommendations to allocate marketing resources acrossalternative complaint-handling strategies to improve profitability.
000056124 536__ $$9info:eu-repo/grantAgreement/ES/DGA/S09-PM062$$9info:eu-repo/grantAgreement/ES/MINECO/ECO2011-23027
000056124 540__ $$9info:eu-repo/semantics/openAccess$$aby-nc-nd$$uhttp://creativecommons.org/licenses/by-nc-nd/3.0/es/
000056124 590__ $$a2.014$$b2015
000056124 591__ $$aBUSINESS$$b43 / 120 = 0.358$$c2015$$dQ2$$eT2
000056124 592__ $$a2.174$$b2015
000056124 593__ $$aMarketing$$c2015$$dQ1
000056124 655_4 $$ainfo:eu-repo/semantics/article$$vinfo:eu-repo/semantics/acceptedVersion
000056124 700__ $$aIguacel Melerob, Iguacel
000056124 700__ $$0(orcid)0000-0001-5321-8052$$aSesec, F.Javier$$uUniversidad de Zaragoza
000056124 7102_ $$14011$$2095$$aUniversidad de Zaragoza$$bDpto. Direc.Mark.Inves.Mercad.$$cÁrea Comerci.Investig.Mercados
000056124 773__ $$g91, 1 (2015), 109-124$$pJ. retail.$$tJOURNAL OF RETAILING$$x0022-4359
000056124 8564_ $$s870202$$uhttps://zaguan.unizar.es/record/56124/files/texto_completo.pdf$$yPostprint
000056124 8564_ $$s70940$$uhttps://zaguan.unizar.es/record/56124/files/texto_completo.jpg?subformat=icon$$xicon$$yPostprint
000056124 909CO $$ooai:zaguan.unizar.es:56124$$particulos$$pdriver
000056124 951__ $$a2021-01-21-11:15:25
000056124 980__ $$aARTICLE