The Effort Model of Consumer Complaining Behavior: An Update and New Research Directions

Abstract

Voicing a complaint directly to a firm is not easy, and few consumers do it. In order for someone to initiate a complaint, the level of dissatisfaction must be sufficiently high, the problem must be consequential, and the consumer must believe that a reasonable probability of success will result. Otherwise, it is not worth the substantial amount of effort required to complain, and consequently the number of complaints received by companies is low relative to the number of dissatisfied customers. This summarizes the thesis of the effort model of consumer complaining behavior (Huppertz 2003), and since its publication, research in the area has focused on the role of service recovery to mitigate the effects of service failures on consumer attitudes and behavior (Kim, Wang, & Mattila 2011). Easing the burden of complaining increases consumers’ intentions to complain, but the strongest impact results from the expectation of success – an anticipated refund, replacement, or other remedy by the seller (Huppertz 2007). As firms have increased their focus on customer satisfaction, they have invested in complaint handling processes, measurement systems, training programs, and service recovery protocols in the quest to develop and maintain a loyal and satisfied customer base. Complaining remains difficult, but consumers have discovered new routes to voicing their complaints, even as managers encourage them to contact the firm directly before taking any other action. In this brief review, we will examine two areas for further research, online complaining and equity theory.