This diagnostic model involved a seven-step procedure:
(i) document the voice of the customer (VOC); (ii) translate
VOC into customer demands and problems; (iii) analyse and solve
these questions; (iv) explore customer demands; (v) update failure
mode and effect analysis (FMEA) to avoid recurrence; (vi) share
solutions with affected customers; and (vii) update system performance
measurements. According to Bosch and Enríquez (2005),
the CCMS model can change an organisation’s perspective on complaint
management and transform the process of answering complaints
from a trivial activity to an exciting learning experience
in which continuous improvement leads to service excellence.
However, although this model does take into account the value
of customer complaints, it deals with individual customer complaints
on a case-by-case basis and does not retrieve useful information
from all customer complaints to create a comprehensive
basis on which to develop diagnostic strategies for improving the
organisation’s service system.