·being kept informed of progress；
·being advid what they bsp;do to help avoid the problem recurring.
When the problem is reported，you should：
·Thank the er for bringing the problem to your attention.
·Treat the er with empathy，courtesy，patience，hoy and fairness.
·Speak to the er in person，and do not rely solely on written plaints，or records of versations.
·Show the er that you clearly uand their problem by listening and taking notes.
·Ask questions to clarify the situation.
·Do not jump to clusions，apportion blame，or bee defensive.
·Summarize babsp;to the er your uanding of the problem.
·Respond to the problem quickly，tell the er how it will be handled and tell them when they bsp;expebsp;a respon.
When starting to solve the problems，you should：
·Tell the er you are taking responsibility for dealing with the problem.
·Familiarize yourlf with any background information.This could include cheg internal records，speaking to staff and cheg how this pares with the er’s version of events.
·Be solution-fobsp;by involving the er in this process.
·Make sure the er is happy with the propod solution before going ahead.
·Ensure that the solution meets any legal obligations.If the er is asking for more than their legal right and you feel they are making an unrealistibsp;demand，explain what the law says.
·Where there are no legal obligations，offer a solution that in the circumstanbsp;best meets the needs of your business.For example，if the law says a er is entitled to a repair，you may be willing to offer a replat if that is what the er wants.The cost of satisfying the er is likely to be less than the cost of losing them.
·Make sure you do what you promid to do，and don’t delay—quibsp;a will keep ers happy，but stalling and delays will lo ers.If there is going to be a delay，tell the er.
·Tell the er what your business will do to prevent the problem from happening again.