Complaints are part of doing business, but how a company handles them is what separates mediocrity from excellence.
Many sales organizations resolve complaints situationally, depending on the day, the contact person, or the escalation level. Often, however, a structured process is lacking.
Here’s how to professionally establish complaint management in sales:
1. Clarify responsibilities:
Who in the company is responsible for complaints? Not just as the “receiver,” but as the responsible party with decision-making authority.
Ideally: a central point of contact with connections to sales, customer service, and quality management.
2. Define “complaint”:
It sounds trivial, but it’s essential. Is a late delivery already a complaint? A dissatisfied look during a sales conversation? Or only written complaints?
Only what is defined can be recorded, analyzed, and improved.
3. Set up the process, from receipt to feedback:
A clear workflow is crucial!
i) Receipt (e.g., phone, email, web form)
ii) Recording (e.g., CRM field “Complaint” with mandatory attributes)
iii) Review & Feedback
iv) Resolution & Closure
Each step requires clearly defined responsibilities, response times, and a feedback system.
4. Establish the Technical Foundation
A functioning complaint management system requires system support:
• A CRM that documents complaints
• An interface to sales
• An escalation path for recurring issues
Complaints belong in the system, not in personal inboxes.
5. Training & Awareness
Sales teams need to know:
• When does a complaint begin?
• What is documented, when, how, and by whom?
• How should I respond?
Regular, short refresher training sessions help to establish standards.
6. Analysis & Reporting
• Which products or services are particularly affected?
• Where are complaints concentrated?
• What is repeatedly criticized/regarded?
Without analysis, every system remains blind. A monthly report provides clarity.
7. Integration into the Sales Strategy:
Complaints are not simply a “customer service issue.” They reveal where promises are broken and where expectations and communication diverge.
Mature sales management takes these insights seriously and adjusts offers, arguments, and processes accordingly.
FinOptima helps companies develop precisely these structures in their sales operations: from a clear process and team awareness training to consistent integration with sales and management. This ensures that complaints become an advantage, not a risk.
How does this look at your company? Is a complaint still just an “incident” or already a “process”?
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