What should be done when customers are dissatisfied?

The last post explored on the Satisfaction=Expectations-Performance Model in terms of 'mere satisfaction' and 'delight'. Now, I would like to explore on 'dissatisfaction', that is, when an institution's performance is lower than customer's expectation.

Whilst dissatisfaction can occur when performance is below expectation, I believe there are other variables that can contribute to a customer being dissatisfied. Going back to my previous example of my mother as an HSBC Premier cardholder, she was taken aback when walking around in major shopping malls in Jakarta to find a large amount of HSBC salespeople 'chasing' after mall-goers to offer  them HSBC Premier credit card. Consequently, she feels HSBC has cheated on her. What was suppose to be an exclusive circle of Premier cardholders are now being shoved to every person's face through intensive client recruiting programme.

It is important that marketing managers are aware of the reasoning behind a customer dissatisfaction. They may not realise that their marketing strategy for expansion (ie. growing their market share and customer base) can lead to their top customers' dissatisfaction. Marketing managers should identify their marketing strategy weaknesses through customer satisfaction surveys, complaint & suggestion systems. If they detect that their top customers are unhappy with the way the bank is promoting its Premier card (setting up booths in the middle of shopping malls), it should take this into account as part of its service recovery strategy. Afterall, retaining customers are less costly than gaining new ones.