Consumer /Customer Complaints

Handling
Dr U K Chatterjee
Oct 2013

Complaint 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

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.)

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:

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

Is the complaint
coming from a
consumer?

No

Yes

Is the complaint
related to a product
(incl. its packaging)?

No

Examples of this are

complaints from retailers,
wholesalers and
authorities.

Examples of this are

consumer complaints about
marketing, services,
promotions, promotional
items, coupons, price,
availability and company
overall complaints (corporate)

Not required to report in the

global reporting process

Yes
,
.

Is the complaint
related to a
Genuine Unilever
product?

No

The product is counterfeit (fake)

Examples:
Yes

Is the complaint
related to a non conformance in the
Supply Chain?

Yes

Packaging that is in general too weak

to survive the Supply Chain,
product design that in general
is not suitable to survive for
the Supply Chain, etc.
Is the complaint
attributable to a
No
product / packaging
design which is not
robust enough?

Yes

No

Report as Design Complaint

(R&D) in the global reporting
process

Report as Execution
Complaint (Supply Chain) in
the global reporting process

Examples:

Examples:

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

Complaints associated with out-of

spec sensorial, functional or
performance attributes. These may
- non-conformances in
be caused by
Supply Chain e.g. in raw materials,
packaging materials, process,
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 someones 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!

Activities

Quality Governance from Compliance to Designed and

Delivered Quality
Designed Quality

Brand
Performance
Standards

3-Year
Rolling
Benchmarking

(R) Responsible
(A) Accountable

l SC Leader (A)
)

On Shelf Quality

A/B
Incidents

Careline

Monitoring/Feedback

Brand Quality
Objectives/Standards
Mktg/Dev(R)

Consumer
Complaints

Mfg Unit /SC

Mktg/Dev
responsibility
Output

Delivered Quality

Monitoring/Feedback Crisis Management

Quality Improvement plans

Mktg/Dev (R)

SC Leader (R )

Mktg/Dev(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 Processes

What do we mean by Responsibility ?

Responsibility

Accountability

WALCI
Embraces the main tasks of the
individual
The individual can act upon
themselves with own resources
Assumes decision-making
authority and the
competence/ability to directly
enforce the execution of the task
Is assigned to an individual and
can neither be delegated nor
shared
Implies full accountability for the
related tasks

Responsibility can be
described by: Decide, set,
define, manage,
perform, act upon, assume
the results

Goes beyond responsibility as

it also includes tasks the
individual should influence, but
cannot directly enforce

Acronym

Definition

W (Works)

- does the task

- prepares materials/outputs

A (Accountable)

- set priorities & allocates resources

- shapes, initiates and gives direction
- takes decisions/approves/authorises
- accountable for process integrity/quality
- challenges assumptions/proposals/ plans/delivery

Can be shared, but can not be

delegated

L (Leads)

Includes an obligation to
challenge and follow up on the
plan/actions of the responsible
individual

- manages/supervises the execution of plans &

tasks
- responsible for delivery of actions/projects

C (Consulted)

- is consulted regarding plans/tasks/outcomes

- provides feedback/input to plans/tasks/outputs
- consulted before decisions are made

I (Informed)

- is informed about plan/tasks/outcomes

- informed after decision taken

Encompasses the areas of the

responsibility of direct reports
and/or the areas of
responsibility of the individuals
that are functionally led (dotted
line)

Accountability can be
described by: Propose,
ensure, support,
facilitate, monitor, follow
up

Responsibility & accountability relate to an individual, not to his

department

Capture of Complaints using CRM-SAP

Consumers / Customers

Snail-Mail

Phone

email

TechShastra

Sample
Exchange

Local courier

Consumer Call / Visit

Courier

SMS

Agency Call Centre

SAP

SAP

Care lines HO/ Office

SAP

SAP

Corporate Lead Function

Developm
ent/Mktg

Brand

Legal

QA

Careline process an example

Custome
r Dev

Root Cause analysis to be standardised

Losses

Complaints/
defects

Design or
execution

Pack (before opening)

Pack Statutory

Missing info. on
label
Missing/illegible
pack code

Material

Improvement actions (examples)

Method

Exec. (fac)

a
a

Printing error

Exec (fac)
Exec
(supplier)

Change from Inkjet to laser/ on line code checker

Bulk density variation/weighing scale effy./on line weight
checker

Supplier capability/incoming quality control

Damaged pack

Design

Other defects

Design
Exec (SC)

a
a

Exec

Pack functionality

Machine

Design

Short weight

Pack Aesthetics

Root Cause Analysis

Men

a
a

a
a
a

a
a

Exec

a
a

Foreign matter

Exec

Design
Exec

a
a
a

a
a
a

Texture

a
a
a
a
a

a
a

Malfunction

Design
Exec (SU)

Local product approval procedure - implementation

Qii (machine/transit trial) - Pkg design (Prim./Sec.)

Storage/handling/Transp. Norm. adherance
Antistatic property of container, machine/conveyor design
QM Pillar make implementation
Pkg. design/MOC etc correction
Compliance with process specs.

Product (after opening)

Product appeal

Colour

(visual)

Sensorial requirements

Perfume/Taste/od
or

Design

Design
Exec
Design

(Chem./Micro.)

Exec

Effectiveness of

Design

(not cleaning etc)

Exec (fac)

Product thin/thick/
separation etc

Design
Exec (fac)

a
a
a
a
a

Claims

Advt. /pack claim

Design

Reaction on use

Skin irritation

Design

Others

Spurious packs
Expired packs

Exec
Exec

a
a

a
a
a

Product not meeting standard (MPT to commercial

production)
Non adherance to RM/process specs.
GMP/HACCP implementation & process control in
supplier/SU
Sieve by design
Hardware/blending capability, RM quality

a
a

Contamination

In use property

a
a

Perfume impact by design

RM quality, Dosing issue, expiry date, skill gap
Hardware/Process design
HACCP implementation, RM quality, Cleaning &
disinfection procedure
Formulation design issue; specs not upto mark
Process control issue

MPT/Transit/Storage trial; Hardware process design (QM)

RM quality/Process control issue

Product Approval procedure

Consumer/market test, formulation

Packaging material/finished goods disposal procedure

Finished goods inventory management

Process to Identify Top Q Issues and actions

CONSUMER COMPLAINTS

Answer to the complaint owner

Call Center

COPY:

Country Complaints
Coordinator(CCC)

answer

Proposal How complaints

would be analysed by
Local TM and RDC to
determine root cause and
corrective action before
reporting to Reg QA/RCLT

answer

OpCo
QA CONTACT

IMPORT
PRODUCTS

PRODUCER OPCO
answer

Answer

Manufacturing
DESIGN & EXECUTION SPLIT
in coordination with R&D and SC

EXECUTION
DESIGN

Answer

SUPPLY
CHAIN

Logistics &
distribution
SM

Answer

R&D Cat TM Contact

ntegrity

check

TM Team (OpCo)

RDC Contact

Corrective actions
& Implementation

Answer

Self assessment and Action plans

DEPARTMENT SPLIT

Product Packaging- Process

Evaluation for the

Corrective Actions
Resp: Program Dir

Self assessment and action plans

R&D CORRECTIVE ACTION

PROJECT (RDCTeam- BD,SC)

Spec changes Procedure updates

IMPLEMENTATION BY TM

Complaints action limits -an example

Consumer Complaint ( cpmu )

Q Crisis

500
400

Q Issue

Q issue

300
200
100
0
Jan08

Feb08

Mar08

April08

Taste complaints ( 3 year avg) + 6

Taste complaints (3 year avg) + 3
Taste complaints (3 year avg)

May08

June08

July08

Aug08

Spet.08

Oct08

Nov08

Formal alert of an issue = 3

Threshold level for Crisis = 6

Dec08

Consumer Compl. handling approachan example

1a

Escalation of
urgent complaints
Quality Assurance

Measure

Execution
related issues

2
Consumer
Complaints Report

Care Line
contacts

Screen/Trend analysis:
Top Quality issues

Embed, predict and prevent in Future

Innovation Projects and Design

Both Design/exec related to

the Board for decision

Board decisions/actions to
be communicated by QA

predict

Brand

Execution related to SC
Leader parallely

Quarterly Quality reports with trend

analysis, performance and actions
Full report to QA Community

Embed & Prevent

Embed and Prevent in Brand

Mktg

Deliver

10

Make

Report to Dev/Mktg
SC and R&D

All SC/Mfg

11
Supply

Embed and prevent in Supply Chain

(excl. Supply Management)

All QA, QC managers

Embed and prevent in Supply

Management
l Supply Management

Unitwise report to SC
Unit manager/ SC

Communicate

R&D Programme
Brand

Action &
Monitor

monthly feedback on Top Q issues by

Quality Team

Consumer
Complaint Target
Setting
Company Board

Design

Discuss with
lSC/R&D

Quarterly feedback on Q parameters and

Quality Assurance

Complaint

Design related
issues

Immediate
actions: Unit

Care line

Analysis & discussions led by QA

(presentation to Co Board)

Analyse, prioritise,
align & commit

Quality on
Shelf/Ex fac./non
conformances
report

For MNCs Standardise Consumer Lines - an example

Summary of CONSUMER CARELINES AAC
Country

Since
when
Carelin
es in
place

Other
Software used
countries
covered

2008

SAP CRM Ver 7.0

Coverage- Respons
Con/Cust ible for
/Foods
Careline
Soln
complaint
Consumer/C
Corp.QA
s

0900 to 2200 hrs

(recording)

2009

CRM-BD

2001

Raabta CRM

2008

MS Access Data Base

2000

CRM SOFTWARE

Con./Custom CRM Mgr.

er/FS

1993

T- contect Center

Con./Cust.
FS sep.

QA

Phone,email,post 0830 to 1745

(voicemail)

2005

Microsoft Excel

Consumer

Marketing

Phone

0900 to 1730

1995

U-call system

Consumer/C
ustomer
Consumer

CIB

Phone/Web

0900 to 1700 hrs

QA Mgr.

Phone

Co. working hrs.

Bangladesh
Pakistan

Consumer/C
ustomer
Con./Cust.
FS sep.
Consumer

Brands/QA
CMI
Corp.QA

Sri Lanka
China

Taiwan

Japan
Korea
Australa
sia

Careline
timing (Mgt.
after office
hrs)

Tollfree
Number/E
Mail/Snail mail
Telephone/E
Mail/SMS
Telephone/E
Mail/Post
Phone, Letters,Emails,SMS
Email, phone,
fax,

ustomer

India

Hongkong

Contact to
careline
through

1993

Cons. Inform.system
New Zealand Webworks

1999

Philippines
Thailand

1997 HPC
& IC 2009
2000

Malaysia
Singapore

approx. 7
yrs
2006

Vietnam
2001

Cote D'Ivoire

Burkina
Faso, Mali,
Togo, Niger,
Bnin

2007

Ghana
2007

Uganda &
Tanzania (All
within ESA)

Perf.
Careline
Design Standard
Evaluation nos.
/Exec
reports
of C/Line
printed on split
all pkgs?.

YES

YES

0900 to 1900 hrs

YES

YES

0700 to 1630 hrs

(voicemail)
0900 to 1700 hrs
(sales staff)

16

YES

Con./Custom Mkt/Corp.rel phone, fax, email 0700 to 1700 hrs

er/FS
ations
and website
(emergency no.)

Consumer/F Mktg. Svcs. Toll-free, email,

0800 to 1800
S
letters, SMS
(emergency line)
Web -based application Con./Custom Corp. Affairs Telephone &
0730 to 1630 hrs
er/FS
Mobile Phones, e- (3 CAS mobile
mails, SMS,
nos.)
snail mail, fax
Con. Hotline Tracking
Consumer/C QSHE
Phone/Fax
0730 to 1630 hrs
ustomer
Director
(voicemail)
Microsoft Excel
Con./Custom NA
Phone/Email
0900 to 1700
er/FS
(voicemail)
Microsoft Excel
Con./Cust.
Admn.
Phone
0900 to 1730
FS sep.
Coord.
(voicemail)
Access
Customer
Customer
Phone,fax,e0800 to 1700 hrs
Svc.
mail,text
message,
Microsoft-WORD
Consumer;
Con. Mkt
Phone/Post
0800 to 1700 hrs
Cust.sep.
insight mgr.
(voicemail)

Safety/H Int/Ext.
ealth
(FTEs)
overvie
w/Escal
ation

YES

Ext. (12)

YES

YES

Ext. (4)

YES

YES

YES

YES

YES

YES

Int (2),
Ext(10)
Int. (1)

YES

YES

YES

YES

YES

Int. (15)

15

YES

YES

YES

YES

YES

Int. (2)

NO

YES

NO

YES

YES

Int. (2)

20

YES

YES

YES

YES

YES

Int. (11)

25

YES

0900 to 1730 hrs

IT 3P

Indonesia

Product
related
complai
nts %

YES

NO

YES

YES

YES

YES

YES

Int. (2)
YES

Int. (10)
Int. (13)

NO

YES

YES

YES

YES

Int. (3)

2.5

YES

YES

YES

YES

YES

Int. (3)

42

NO

YES

NA

YES

NO

YES

NA

NO

NO

Int. (1)

12

YES

NO

NO

NO

NO

Int.

1 to 2

YES

YES

YES

YES

YES

Int (1)

Int.(1)

Microsoft Office
Access
MS excell Data Base

Consumer/C
ustomer
Consumer/C
ustomer

Customer
Phone
Dept.
Quality Ass. Emails, Phones,
Post

24 hrs

43

NO

YES

NA

YES

Int.

0800 to 1700 hrs

(phone to
security)

40

NO

YES

YES

YES

YES

Int. (1)

Toll Free Line

Consumer/C
ustomer
Con./CCM
for Cust. &
FS

SC (Cent.
Phone/Email
Qlty)
Corp. SHEQ Tollfree phone
dept.

0800 to 1700 hrs

(recording)
1000 to 1900 hrs
(voicemail)

YES

YES

YES

YES

YES

Int.

8.5

YES

Launch/relaunch
products

NO

YES

Office hrs
(security guards
trained)
1000 to 2300 hrs

64

YES

NO

YES

YES

YES

Int. (3)

YES

YES

YES

YES

YES

Ext.(8)

phone, fax, email 0800 to 1600 hrs

and post
(mobile)
Phone/Fax/email 0800 to 1800 hrs

60

YES

YES

YES

YES

Int. (10)

60

YES

YES

YES

YES

YES

Ext.(12)

Phone/email/web 0900 to 1700 hrs

site
(voicemail)

YES

YES

YES

YES

YES

Ext.(5)

ESA
2008

Nigeria
2008

Arabia

scope is
Arabia or
GCC (6)
countries

Microsoft Excel

2004

Lotus app.system QIS Consumer

Con. Svcs.
(Mktg)

Phone/email/SM
S

2001

Microsoff Excel
Remedy CRS

Con./Cust.
Svc QA
Con.affairs
Mgr.
Con.relation
s Mgr.
Con./Cust.
Mgr.

Phone

1993

Maghreb
Mashreq
South Africa
Israel
Turkey

More than
15 yrs
16 yrs

Vantive
Microsoft-CRM

Consumer/C
ustomer
Consumer
(retail & FS)
Consumer/F
S separate
Consumer/C
ustomer

Ext(1),
Int.(2)

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 meeting

Finalise Roles ,Resp on Complaints Handling WALCI

Action & Monitor

5a- Quarterly feedback on Q parameters and monthly

feedback on Top Q issues to RCLT
5b- Screen/Trend analysis: Top Quality issues
6a- Design/Exec related to RCLTs (through SC contact)
6b- Execution related to RVSs (through RVS
leaders/Manex)

Communicate

Embed & Prevent

6c- Feedback on actionFeedback on actions to be

communicated to Reg. Qs to be communicated to Reg. Q
Quarterly Quality reports with trend analysis,
performance and actions
a-Full report to QA Community
b-Category report to RCLT
c-Cluster/Country report to SC
Embed, predict and prevent in Future Innovation Projects
and Design
Embed and Prevent in Brand
Embed and prevent in Supply Chain (excl. Supply
Management)
Embed and prevent in Supply Management

LW

LW

A
A

LW
LW

I
I

C
A

I
A

I
X

C
C

UQAG

Regional BD
VP

I
C

R&D
Programme
DIR/VP

I
C

RVS Leaders

OpCo R&D
TM

Brand
Building

I
C

OpCo SC

Cluster Q
Coordinators

Regional /Cat
Quality

Regional Q.
Director

SC EXC.VP

OpCo
Chairman

AL

RCLT

A
I

Regional SC
VP/SC
Contact(Q)

3. Consumer Complaints Target Setting

4- Analysis & discussions led by MCO QA
(presentation to MCO/SC Board)
- Execution related issues
- Design related issues

I
A

Cluster SC
VP/SM VP

Analyse,
prioritise, align &
commit

LW
LW

Customer
Development

1-Careline Contacts
1a- Escalation of urgent Complaints
2- MCO Consumer Complaints/On shelf Quality Report

Distribution

Measure

Process
(Level 3)

OpCo Quality

Process
(Level 2)

Careline

LEGEND:
R- Responsible for
X- Reports being sent to /involved in discussions/informed

AAC Quality Information and Feedback Process:

Roles and Responsibility

I
I

AL

AL

W
W

I
I

I
I

AL

AL

Complaint - Complainant
: Risk Categorization
Risk Categorisation
PACK
Complaint - Complainant
Risk M atrix
(Severity, Spread)

MIX

TRADE

Foreign
M atter

Spoilage

Not
M eeting
Standard

Pack
Damage
HPC

Pack
Damage
Foods

Empty
Pack

Reaction
on Use

Spurious

Brand
Claims Sensorial
Promotn
Not M et Prefernce
Promise

Individual Consumer

Hi

Me

Lo

Lo

Me

Lo

Hi

Lo

Me

Lo

Hi

ULo

ULo

ULo

Supported Consumer
(Legal / PR backing)

Hi

Hi

Me

Me

Hi

Lo

Hi

Me

Hi

Lo

Hi

ULo

ULo

ULo

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

Cheated
on Price

Cheated
Not
on
Available
Promotn

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
Brand ReLaunch Positioning
Brand Variants
Brand Endorsement
Brand Claims on Pack
Brand Claims in Advertising
Pack Text Declaration
Pack Graphic Elements
Product Functionality
Reasons to Believe
Product Science
Product Development
Product Trials
Key Ingredients with functionality
Product benefits over competition
Product benefits over home
remedies
Product Format benefits over other
formats

What Not

Why
Why Not

When
When Not

Where
Where
Not

Who

Who Not

How

How Not
How
Much

For Best Results, Use Before

For Best Results, Use with
Dos & Donts
Effect of In-use conditions
Storage Instructions
Usage Instructions
Disposal Instructions
Side Effects
Product Quality & Consumer Safety
Product Manufacturing Process,
Hygiene
Brand Availability, Distribution Gaps
Brand Promotional Campaigns
Brand Media Activity
Brand PR, Social Responsibility
Activities
Related guidance Tips, Feel good
idea, Recipe
Consumer specific Problem Solution
Price Proposition, Value for Money

Create Database ~ Brand FAQs and train

Complaint Investigation Rigor

Investigation
Area

Checkpoints

Complaint Sample

Inspection, Spurious/Genuine Confirmation, Complete Analysis

(physical, chemical, microbial, sensorial)

Factory counter
sample

Inspection, Complete Analysis ( physical, chemical, microbial,

sensorial)

RM/PM Records

Input QC , Supplier COA, Storage & issue , CCP, Truck check list

Manufacturing
Records

Batch cards, CCP, In process analysis, Finished bulk analysis, RM

traceability, Sanitation, Rework Addition, Mixing Log Book, Mixer
maintenance

Packing Line
Records

Line AQL, Line AOQL, PM traceability, Packing log book,

Sanitation, CCP, Line Maintain ace

Storage& Dispatch
Records

Warehouse audit , Micro clearance , QC clearance for FG, Truck

checklist

General GMP
Records

Process audit, Hygiene audit, CCP audit, PHC audit, Pest Control

Forward Supply
Chain Records

Depot audit, Traceability

New Product
protocols Records

Micro/Tox Safety clearance, Micro clearance, Storage study, Transit

trial, Claim Support document

Consumer Engagement Preparation

Supporting Docs
Statutory
Reference

BIS, CODEX

Technology Access

Company Technology, R&D structures, State of Art Labs

Design Rigour

Toxicological Safety Clearance, Micro Challenge Testing, Storage

Study, Transit Trial, Scientific Claim Support, Clinical Evaluation

Consumer
Validation

Blind Product Tests, Consumer MR by independent 3P agency,

Expert Consumer QDA Panel Test

Statutory Approvals

FDA, PFA

Operational
Controls

Batch Cards, CCPs, Batch Clearances, QC, Process Audits,

Traceability, Change Initiation thru controlled Manufacturing
Approval Documents

Manufacturing
Hygiene

Pharma-standards for PP/Foods, HACCP, 5s, Sanitization, Cleaning

& Disinfection

Accredition

TPM, ISO

Endorsements

Institutional Edorsements

Levercare

Voice of consumer, Response Time, Investigation Rigour, Internal

Actions, Factory Visits

Clarity on
Threshold
Level for
Fast Tracking
Complaint
Bunching
Escalation
Threshold
Nature of Complaint
Brand Promotion Promise
Claim not met
Sensorial Preference
Foreign Matter
Reaction on use/consumption
Spoilage
Not meeting standard
Pack Damage
Empty / Shortage
Spurious

1st Auto
Escalation
2nd Auto
Escalation

Threshold Limit Threshold Limit

1st Escalation
2nd Escalation
10
15
5
8
20
30
3
5
3
5
10
15
10
15
10
15
3
5
3
5

Auto Emails

SC , MFG Head, QA Head,

Legal HO, Marketing
Manager
SCDir, Legal Dir, Mktg/Dev H

Risk Escalation is for increased Visibility only. Accountability for Closure

does NOT migrate.

Compensation Policy- An Example

Compensation

Schedule
Authority

Product exchange
One to One

Call centre

Product exchange
One to Many (max 10)

Head office

Cheque Voucher
Senior Legal Manager
Upto Rs. 5,000
Marketing Manager
on non-Consumer Safety
issues

Cheque Voucher on
Consumer Safety issues

Legal Head
Bus/ Mktg/Dev Head

of

Complaint KPI Targets for Complaint

Handling Team an Example
Indicator

Element

KPI Metric

Unit

Target

Call (Me-Hi) Closure Time

Weeks

<2

Call (UL-Lo) Closure Time

Weeks

<1

Action Closure OTIF

>90

Call Closure Time

Hours

<2

Action Closure OTIF

>90

Call Handling
Quality

Score

>90

Consumer
Satisfaction

Survey Score

>80

Consumer Database

New Additions

Numbers

>200

Complaints
Lagging
(Quarter)
Querry / Feedback

Leading
(Month)

Normally Overall Consumer Complaint ( cpmu ) will be the target at the

Company level

Analysis Call Centre Performance an exam

Lever Care

Channel Distribution

Category FAQ

Complaints

Queries

Feedback

Follow up
Calls

Dropped
Calls

Others

Total

Category

Querry

FAQ
Bank

FAQ
Used

277

1467

116

98

1272

8070

11300

Bus cat

203

379

18

SMS
Outbound

79

13

490

592

Bus cat

707

359

18

Email

62

32

28

43

466

631

Bus cat

163

178

11

Snail mails

Bus cat

61

147

13

353

1578

157

142

1272

9026

12528

Bus cat

31

84

Bus cat

83

53

Bus cat

32

47

Toll free

Total

Call Distribution
Day

Mon

Tue

Wed

Thu

Fri

Sat

Week

Bus cat

26

40

Avg #s

535

474

521

499

516

336

2881

Bus cat

Time (hrs(

9-11

11-13

13-15

15-17

17-19

19-21

Day

Bus cat

22

44

49

58

60

72

305

Bus cat

Bus cat

265

25

Total

1578

1312

70

Avg #s

Call Agent Quality

Courier Performance

Agency

Company

Calls
Monitored

140

Avg. Score
# Agents
Grade B/C
# Fatal
Errors

Total Calls assigned

217

Defective Retrived

135

87%

% Retrival rate

62%

Avg. Retrival time(Days)

FAQ
Changed

FAQ
To Chng

Open
Tag Age

MQ experience 1500 querries p.m. + 500 complaints

p.m.

60% queries relate to Bus cat

Dropped calls investigated thru call backs to 562 callers.
95% proved non-productive. No technical issue.
Courier performancec improved thru MQ

Complaint Summary- an example

MQ Complaints Category
Pack

Mix

Trade

Other

Total

Reaction
on use

Spurious

Claims
not met

Sensorial
prefernce

Brand
Promtn
Promise

Cheated
on Price

Cheated on
Promotion

Not
Available

22

11

101

81

10

22

32

23

634

19

44

33

31

92

24

20

168

Bus Cat

44

161

224

Bus Cat

12

Bus Cat

12

39

32

96

Bus Cat

12

22

Bus Cat

12

Bus Cat

Bus Cat

Total

48

51

665

39

160

33

37

17

203

48

58

Foreign
Matter

Spoilage

Bus Cat

11

30

Bus Cat

424

23

Bus Cat

Bus Cat

Bus Cat

Bus Cat

Not matching Pack damage Pack damage

Empty Pack
Standard
HPC
Foods

COMMENTS

---

1378

Highlight High-Med Risk Complaints and

monitor trend
Pack Related Me-Hi Risk Complaint Trend
Feb

Mar

Bus Cat

12

11

31

Bus Cat

21

44

25

90

Bus Cat

20

Bus Cat

12

Bus Cat

Bus Cat

19

34

Bus Cat

Bus Cat

Bus Cat

12

23

18

53

Bus Cat

Bus Cat

Bus Cat

Bus Cat

Total

68

111

92

Apr

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

COMMENTS on investigation ,trend, actions on

Repeatative ones

Total
2008

Jan

271

Consumer Satisfaction Survey post an Incident

Summary of an Incident ( high no of complaints
leading to an incident/recall)

Consumers Surveyed
Satisfaction Survey Score
Brand Loyalty Score

Total Complaints - 373

Every consumer compensated
with 2 Packs (courier)
No. of Complaints - 10 day period

Jan

Feb

Mar

88

202

83

100

80

60

40

: 224
: 87%
: 90%

SATISFACTION SURVEY QUESTIONNAIRE

(Source: Brand)

Avg. Score
(5 pt Scale)

Have your received replacement ?

4.5

Ease of access for providing feedback to Company ?

4.4

Time taken for Company to acknowledge your complaint ?

4.2

Quality of interaction with Company Representatives ?

4.3

Time taken by Company to provide replacement ?

4.2

Quality of Replacement pack ?

4.2

Overall response of Company in dealing with your

complaint?

4.3

Will you continue to buy Vaseline in future ?

4.5

20

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

Overall

Recall Stock Salvage to be actioned in .

34.7

Earn the love & respect of

Consumers and Customers
By making a real difference