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Complaint management: comparison between traditional and digital banks and the benefits of using management systems for improvement

Pedro G.C. Pio (School of Mechanical Engineering, State University of Campinas, Campinas, Brazil)
Tiago Sigahi (School of Mechanical Engineering, State University of Campinas, Campinas, Brazil)
Izabela Simon Rampasso (School of Mechanical Engineering, State University of Campinas, Campinas, Brazil) (PNPD/CAPES Program, Doctoral Program in Sustainable Management Systems, Federal Fluminense University, Niteroi, Brazil)
Eduardo Guilherme Satolo (Faculty of Sciences and Engineering, São Paulo State University (UNESP), Tupã, Brazil)
Milena Pavan Serafim (Laboratory of Public Sector Studies, School of Applied Sciences, State University of Campinas, Campinas, Brazil)
Osvaldo L.G. Quelhas (Department of Production Engineering, Federal Fluminense University, Niteroi, Brazil)
Walter Leal Filho (Department of Life Sciences, Hamburg University of Applied Sciences, Hamburg, Germany)
Rosley Anholon (State University of Campinas, Campinas, Brazil)

International Journal of Productivity and Performance Management

ISSN: 1741-0401

Article publication date: 15 May 2023

Issue publication date: 4 April 2024

582

Abstract

Purpose

This paper compares traditional and digital banks in nine categories of complaints and provides insights to improve complaint management performance.

Design/methodology/approach

A sample of the major Brazilian banks was defined, with four traditional and four digital banks. The grey relational analysis (GRA) method was applied as an analytical tool to compare the most frequent complaints of traditional and digital banks. The most critical complaints identified were considered to discuss potential improvements in complaint management using quality and service management system concepts.

Findings

The GRA method enabled the development of a ranking of nine complaint categories, considering the uncertainty involved in the data and differentiating between traditional and digital banks. The most critical complaint categories, regardless of business model, were “unauthorized charges” and “poor service,” which were ranked first and second in the frequency rankings. Traditional and digital banks differed the most in the complaint category “unfair charge,” ranking third and eighth in the rankings, respectively.

Practical implications

Managers from traditional and digital banks can improve complaint management performance by applying ISO 9001 and ISO 20000 concepts such as incident, problem, change, service level, availability, capacity, information technology service continuity and financial management.

Social implications

The study's findings can help bank managers improve service levels in the face of technological competition. Improving these organizations is an important factor for developing countries such as Brazil.

Originality/value

This paper reveals the differences between two business models regarding complaint management. It also considers a methodological approach to include the uncertainty related to customers' perception and subjectivity inherent to complaints.

Keywords

Acknowledgements

The authors are grateful for the support of the National Council for Scientific and Technological Development (CNPq/Brazil) under the grant no. 307536/2018-1.

Citation

Pio, P.G.C., Sigahi, T., Rampasso, I.S., Satolo, E.G., Serafim, M.P., Quelhas, O.L.G., Leal Filho, W. and Anholon, R. (2024), "Complaint management: comparison between traditional and digital banks and the benefits of using management systems for improvement", International Journal of Productivity and Performance Management, Vol. 73 No. 4, pp. 1050-1070. https://doi.org/10.1108/IJPPM-08-2022-0430

Publisher

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Emerald Publishing Limited

Copyright © 2023, Emerald Publishing Limited

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