Megan Mechanical Ltd: 12-Month Customer Complaint Analysis Report

This report presents a comprehensive analysis of customer complaints at Megan Mechanical Ltd over a 12-month period. The analysis, conducted using MS Excel and descriptive statistics, categorizes complaints based on product issues, external service providers, and staff performance. The findings reveal that staff-related complaints are the most prevalent, with one staff member, Basel, receiving a disproportionately high number. The report highlights the need for adjustments in staff disciplinary policies and a review of the criteria for selecting external service providers. Recommendations include establishing a customer suggestion box and implementing company-wide intellectual property protection. The data aims to assist the firm in improving customer satisfaction, and enhancing marketing strategies and overall competitiveness. The report includes tables of descriptive statistics and graphical representations to illustrate the data, and references relevant literature supporting the analysis.

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DRAFT REPORT 2
Draft report
Introduction
To comply with the organization’s, need to offer quality services to the clients, Megan
Mechanical Ltd recorded weekly customer complaints over a period of 12 months. These
complaints were classified based on those directed towards the product offered, external
service provider and the staff of the company. Through the manager's instruction, I was
tasked with analysis of the data and computation of the findings which will assist the firm in
its activities.
The data were analyzed by use of MS Excel, each complaint from a consumer was recorded
quantitatively on a weekly basis. Afterwards, descriptive statistics were obtained from the
data (Nick, 2007).
Findings
Table 1: descriptive statistics of complaints data
week complaints
produc
t
external provider Kasym
e
Raque
l
Bas
el
total staff
1 1 1 1 1 2
2 3 1 1 1 2
3 3 1 1 2 3
4 3 1 1 1
5 2 1 1 1
6 2 1 2 3
7 1 1 1 4 5
8 1 1 1
9 1 1 1
10 1 1 1 2
11 3 2 1 3 4
12 1 1 1
13 1 1 1 1
14 1 1 1 1
15 2 3 3
16 1 0

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17 1 1 1
18 1 1 0
19 3 1 1 3 4
20 1 1 1
21 1 1 1
22 1 1 1 2
23 1 1 1 2
24 2 1 2 2
25 1 1
26 1 1 1
27 1 1 1 2
28 2 1 3 4
29 1 1 1
30 1 1 1 2
31 1 1 2
32 1 1 3 3
33 1 1 1 1
34 1 0
35 1 1
36 1 1 3 3
37 1 1 1
38 1 1
39 1 1 1
40 1 2 1 2 3
41 1 1 1
42 1 1 1
43 1 0
44 1 1 3 3
45 1 1 1 1
46 1 1 1 1 1 3
47 1 1 1
48 1 1 3 3
49 1 1

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50 1 1 1 1 3
51 1 1 1 1
52 2 1 1 1 3 5
Total 53 34 20 20 54 94
Based on the analysis obtained from the data provided, it was observed that most of the
complaints from the customers were regarding our staff. Basel is the most affected
experiencing up to 4 complaints in a single week. His mean complaints per week which is
1.86 is higher than the overall staff mean which is 1.80. on a weekly basis, there is at least
one complaint regarding either of the staff members (Trochim, 2006).
The complaint from the products are also experienced at least one in a week the average
being higher than the complaint being derived from services offered by an external provider.
The data obtained indicate that the maximum number of complaints directed to the external
service provider is 2 a number which is below the maximum of 3 complaints recorded for the
product, the staff complaint leads with a maximum of 5 complaints having been seen in a
single week (Westbrook, 1991).
The 12 months period recorded a total of 94 complaints directed towards the company staff,
53 directed to product offered and 34 customers having issues with external providers.
Among the complaints directed towards the staff Basel alone contributes 54 which is a sign
of great incompetency on the part of the staff (Wirtz & Chung Lee, 2003).
This data will be effective in assisting the firm mend some of the points which are weakening
the competitiveness of the organisation in terms of consumer satisfaction. This will be a vital
tool in the marketing department quest to improve the company sales (Fornell, 2010).
Table 2: Descriptive statistics
product external
provider
Mean 1.432432432 Mean 1.0625
Standard Error 0.11968766 Standard Error 0.043475521
Median 1 Median 1

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Mode 1 Mode 1
Standard
Deviation
0.728031613 Standard
Deviation
0.245934688
Sample Variance 0.53003003 Sample
Variance
0.060483871
Kurtosis 0.438760948 Kurtosis 13.22666667
Skewness 1.389131222 Skewness 3.795045503
Range 2 Range 1
Minimum 1 Minimum 1
Maximum 3 Maximum 2
Sum 53 Sum 34
Count 37 Count 32
Largest (1) 3 Largest (1) 2
Smallest (1) 1 Smallest (1) 1
total staff
Mean 1.80769
2
Standard Error 0.17158
3
Median 1
Mode 1
Standard
Deviation
1.23730
4
Sample
Variance
1.53092
Kurtosis 0.11041
3
Skewness 0.83340
3
Range 5
Minimum 0
Maximum 5

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Sum 94
Count 52
Largest (1) 5
Smallest (1) 0
Graphical analysis
Figure1
product external provider total staff
0
10
20
30
40
50
60
70
80
90
100
Complaint graph
Figure 2
Kasyme Raquel Basel
0
10
20
30
40
50
60
Staff complaint

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Conclusion
Based on the research findings there are indications that the staff disciplinary policies are not
effective and may need adjustments. The number of complaints directed towards the staff has
touched on the human resource department and it therefore advised that the head of the
department take necessary measures to try to minimise the customer staff issues.
Also, the criteria our firm use before directing clients to other service providers should be
reviewed. The number of complaints being directed to the external service provider is a sign
that the companies we are directing our clients to have failed to attend to them efficiently.
Therefore, the organization marketing department should review and vet the companies
before forwarding our customers to them (OnSphere Corporation, 2011).
This information touched on the performance of the staff, therefore, to avoid creating
discomfort and conflicts among the employees it will be appropriate that it's kept under
confidential documents. For security purposes, this data should be kept under restricted
documents and access only made under the instruction of the head of the human resource
department (McCarthy, 1964).
Recommendation
For intellectual property, the document should be prepared with a stamp of the company logo
in it. In addition, there should be a copyright triggered as an afoot note on the document so
that its evident that it is the property of the organization.
It recommended that the firm set up a customer suggestion box where consumers could air
their concern. The human resource and the marketing department head should solely be
responsible for the box and ensure the identities and complaints by the consumers are kept
according to the confidential standards.

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References
Fornell, C. R. R. a. M. D., 2010. The Effect of Customer Satisfaction on Consumer Spending
Growth. Journal of Marketing Research, 47((1), pp. 28-35.
McCarthy, J. E., 1964. Basic Marketing. A Managerial Approach, IL: Irwin: Homewood.
Nick, T. G., 2007. Descriptive Statistics; Topics in Biostatistics. Methods in Molecular
Biology, New York: Springer.
OnSphere Corporation, 2011. SOP Document Management in a Validated Environments, s.l.:
s.n.
Trochim, W. M. K., 2006. Descriptive statistics, s.l.: Research Methods Knowledge Base.
Westbrook, R. A. a. R. L. O., 1991. The dimensionality of consumption emotion patterns and
consumer satisfaction. Journal of consumer research, pp. 80-91.
Wirtz, J. & Chung Lee, M., 2003. An Empirical Study on The Quality and Context-specific
Applicability of Commonly Used Customer Satisfaction Measures. Journal of Service
Research, 5(4), pp. 335-345.