Client of Customer Care PG Course. Inc. Business, Client Behaviour, Client Confidentiality, Client Motivation, Client Relation, Consumer Rights Act , Consumer, Customer Loyalty, Customer Relation, Digital Content, Fit for Purpose, Front-line Staff, Hire Purchase, Information System, Organizational Effectiveness, Repair or Replace, Right to Reject, Sale of Goods, Sales Contract, Service Provision, Worker-Client Relation, Wrong Quantity, in Abuja, Accra, Amman, Bangkok, Banjul, Beirut, Birmingham, Bogotá, Brasilia, Brunei, Brussels, Bucharest, Cairo, Colombo, Conakry, Dodoma, Doha, Dubai, Durban, Gaborone, Georgetown, Hanoi, Islamabad, Jakarta, Jeddah, Kathmandu, Kinshasa, Kuala Lumpur, Kuwait, Lagos, Lima, London, Luanda, Lusaka, Manama, Manila, Maputo, Muscat, Nairobi, New Delhi, New York, Niamey, Paramaribo, Paris, Quito, Rabat, Seoul, Singapore, Tokyo, Toronto, Tripoli, Windhoek, Wolverhampton, etc. and Online.

PG Course 002 Client or Customer Care Course, Leading to Diploma – Postgraduate – in Client or Customer Care, Double-Credit, 60 Credit-Hours, accumulating to a Postgraduate Certificate, with 120 additional Credit-Hours, and a Postgraduate Diploma, with 300 additional Credit-Hours.

Click To Download the PDF Brochure, for this Course


Introduction To Customer Care or Client Care


An enhanced client or customer care is of inestimable importance to organisational effectiveness, not least because users or consumers trust your establishment and do not expect to be betrayed, but primarily that our very existence rely on their patronage. They have a wide choice of suppliers or providers, who offer similar or better-quality products or services, at competitive prices.


Clients or customers will opt for a product or service, even if it is more expensive than the competition, because of the assurance that they receive from the front-line service personnel. You will most likely be annoyed if you receive two hundred pounds (£200.00)  less salary than you expect; your salary is 5 days late or you did not receive it at all; your appraisal report neglects your positive contributions but highlight the negatives or is unreflective of the glossy picture that your manager has been painting of you; you were given the wrong profile and consequently denied promotion.


You will be annoyed because you trust the accounting system and the appraisal and administration systems. You have a right to be treated with respect when you complain in annoyance. Your clients or customers also have an expectation that you will, in the least, be empathetic to them; that you will assure them that the situation will be put right; that they will be compensated for their inconvenience. If you offer next-day delivery, they will order items and expect delivery because they trust you. If you disappoint them, then they will disappoint their customers or clients, who might also disappoint their customers or clients.


You have created a chain of disaster costing millions of pounds. Why shouldn’t these customers or clients be angry? If they are not, then consider them stupid. The measures that you have in place, to put things right might cost you more than the value of the product or service that you provide them but you are building and maintaining that relationship. The customers or clients that you are dealing with might be worth a few hundred pounds, today, but might be worth a billion pound before you realise it. Social media aside, one satisfied client or customer might be your link to thousands of potential customers or clients. When I share my experience as a client or customer with the more than one thousand (>1,000) students whom I meet each week, they will be spreading the word (negative or positive) to another five thousand (5,000) potential customers or clients.


Now consider just ten academics, like myself, who receive a good ‘product or service experience’ that they wish to share with their students; this translates into sixty thousand (60,000) potential or repelled customers or clients. Consider the constituents of one household, even though you are aware of only one member; they interact with their friends and neighbours and compare notes on the quality of products that they receive from you. Consider the snowballing effect that a positive impression will have.


Someone might be having a bad day; might be bereaved; just separated; just lost a job; just missed a flight; just received a devastating health diagnosis; just lost a loved one. You will not be aware of his or her plight but the reality is that these events will have a physiological effect on how your customers or clients look and sound and over which they have little control. You are the psychologist, the psychiatrist, the therapist in a most indirect way but which will have implications for future relationship.


Effective customer or client care policy and strategy must be viewed from the perspective of the digital age in which they exist. No longer is the news being spread via the ‘word of mouth’, on a one-to-one basis; it is now one-to-many. The digital age means that Twitter, LinkedIn, Facebook and all the other social media representations, can be used to give a wider circulation of client and customer experience of your products and services. Expect that everyone with whom we come into contact, has a mobile phone, watch or camera that can take pictures and record our behaviours, at every step of the way. Be conscious that whatever we say or do is being recorded and shared. Clients and customers’ sharing information in this way is much more effective than paid advertisements. While we hope that these shared experiences are positive, unfortunately, they are sometimes negative, resulting in brand damage within an instant. We have seen so many examples of images and recordings of poor treatment being exacted on patrons.  This means that the poor treatment of one customer or client, on a bad day for a front-line staff, can tarnish the reputation of our organisation. Try to recall these incidents that wreaked reputational damage to the organisations concerned:

·         The gentleman who was dragged off an airline;

·         The group that was subjected to police harassment, at the instance of the service crew;

·         The musician whose guitar got damaged on an airline and who, later, composed a YouTube hit, deploring the company;

·         The mobile phone company that continued to bill for the service charge on a deceased’ phone, long after his death, refusing to cancel his account, despite being requested to do so by his daughter;

·         The salesperson who insulted a potential customer, who left the store without making a purchase;

·         The delivery driver filmed throwing a computer monitor over a fence, thereby smashing it.

These are a few of the customer or client service blunders that went viral, on social media, putting the organisations concerned in an awkward position, ruining their hard-earned reputation. Whenever we are the subject of these types of publicity, it is likely that we get a surge of new customers or we find that our current customers dwindle or virtually disappear, their having found less objectionable sources of their desired product or service.


We need to ensure that we go beyond the ‘call of duty’, ensuring that we surpass all expectations, in order to meet the demands of our clienteles. Managers, policymakers, and executives need to be cognisant of the fact that their organisation is being represented to the public by their frontline staff. It is for this reason that they need to be given measured autonomy to address problems that occur in the process of meeting the needs of customers and clients. For example, where a customer is infuriated about an error, on the part of the agent or service personnel, he or she can be justly compensated with a gift or a cash-back. This gesture can alleviate the animosity that might exist and persist between the organisation and the client or customer.


Empowering your frontline staff to take the necessary action, as damage limitation, means that they will use their discretion to address some of the issues that they face while you and their managers and supervisors are ‘absent’. Whenever they apply their autonomy, in using organisational resources to address situations, they should be confident that you will support their actions, operating on your behalf, despite their cost, to the organisation, in the short term. This should be the case, the fact that they have taken the necessary measures to alleviate the negative implications of not acting in time. This scenario represents ‘motivational job design’, a factor that constitutes job satisfaction for the employee, organisational effectiveness being a positive spin off. 


It is not about just ‘helping’ people but exceeding normal expectations, in meeting clients’ needs. At best, we should provide them with pleasant surprises with respect to how we treat them. How do we know that we are going beyond the normal expectations? First, we need to know their anticipation in relation to the law; that which protects them, upholding their rights.


Many organisations make the error of establishing a customer or client service strategy, which fall short of the requirements of the law. For example, if we have a policy that requires the acceptance of return of an item, within a specific period, it must be at least, but not less than that which the law stipulates.  Many organisations have been caught out dispensing what they thought was an excellent client or customer service, only to find themselves in breach of legislation – facing enormous fines. It is for this reason that I have incorporated the law within this revised customer client care course. It is designed to create an understanding of the legal environment in which the provider-client relationship operates.


My bottom-line is: ‘treat your clients and customers with the respect that they deserve, because you need their business; you depend on their patronage; your survival depends on it; your organisation’s survival is your survival; you are a part of the system and you can do a great deal to improve it or you can contribute to its disastrous end; its demise is your ‘real death’’. The type of contribution that you make, in customer or client service, has a cyclical effect on our national economy and affect the lives of millions. This Postgraduate Shot Course on client service or customer service will address these and other pertinent issues.


This customer care or client care Postgraduate Short Course is designed to ensure that your clients or customers are motivated to remain loyal to your organisation. If your customers or clients are treated with the respect, value and empathy that they deserve, they will continue to support the product or service that they receive.


Postgraduate Short Course 002 - Client Care Customer Care Seminar or Course, Leading to Diploma - Postgraduate - in Client Care Customer Care Double-Credit, Accumulating to a Postgraduate Certificate, with 120 additional Credit-Hours and a Postgraduate Diploma, with 300 additional Credit-Hours. Click to download the PDF Brochure for this Course


For Whom This Course is Designed

This Course is Designed For:

·    Business Administrators;

Business Owners;

Call Centre Officials;

Call Centre Operatives;

Call Centre Supervisors;

Citizens’ Advisors;

Client Managers;

Client or Customer Tribunal Representatives;

Client Relations Personnel;

Client-Service Consultants;

College Administrators;

Commodity Dispatchers;

Commodity Traders;

Competition Advisors;

Complaints Officers;

Compliance Officers;

Consumer and Competition Researchers;

Consumer Appeal Tribunal Representatives;

Consumer Law Professors;

Consumer Protection Agency Officials;

Customer Relations Personnel;

Customer Service Representatives;



Fair Trade Representatives;

Front-Line Staff;

General Academics;

Guest Relations Managers;

Lecturers of Competition Law;

Lecturers of Consumer Law;

Lecturers of Client or Customer Care;

Lime Managers;

Line Supervisors;


Manufacturing Representatives;

Market Regulators;

Marketing and Sales Personnel;

Marketing Managers;

Marketing Supervisors;

Members of Competition Commissions;

Mystery Shoppers;

Public Administrators;

Reception Administrators;



Sales and Customer Service Supervisors;

Sales Managers;

Sales Professionals;

School Administrators;

Senior Sales Representatives;

Store Managers;

Store Supervisors;

University Administrators;

Warehouse Managers;


All others with a demonstrable interest, or desirous of enhancing their expertise, in Client or Customer Care, UK Consumer Protection Law, Competition and Marketing.


Doctor of Philosophy {(PhD) {University College London (UCL) - University of London)};

MEd Management (University of Bath);

Postgraduate (Advanced) Diploma Science Teacher Ed. (University of Bristol);

Postgraduate Certificate in Information Systems (University of West London, formerly Thames Valley University);

Diploma in Doctoral Research Supervision, (University of Wolverhampton);

Teaching Certificate;

Fellow of the Institute of Management Specialists;

Human Resources Specialist, of the Institute of Management Specialists;

Member of the Asian Academy of Management (MAAM);

Member of the International Society of Gesture Studies (MISGS);

Member of the Standing Council for Organisational Symbolism (MSCOS);

Member of ResearchGate;

Executive Member of Academy of Management (AOM). There, his contribution incorporates the judging of competitions, review of journal articles, and guiding the development of conference papers. He also contributes to the Disciplines of:

Human Resources;

Organization and Management Theory;

Organization Development and Change;

Research Methods;

Conflict Management;

Organizational Behavior;

Management Consulting;

Gender & Diversity in Organizations; and

Critical Management Studies.

Professor Dr. Crawford has been an Academic in the following UK Universities:

University of London (Royal Holloway), as Research Tutor;

University of Greenwich (Business School), as Senior Lecturer (Associate Professor), in Organisational Behaviour and Human Resource Management;

University of Wolverhampton, (Wolverhampton Business School), as Senior Lecturer (Associate Professor), in Organisational Behaviour and Human Resource Management;

London Southbank University (Business School), as Lecturer and Unit Leader.

His responsibilities in these roles included:

Doctoral Research Supervisor;

Admissions Tutor;

Postgraduate and Undergraduate Dissertation Supervisor;

Programme Leader;

Personal Tutor.


Classroom-Based Duration and Cost:

Classroom-Based Duration:

10 Days

Classroom-Based Cost:

£10,000.00 Per Delegate

Group Discount:

Varies With Group Size

Group Residential Cost:

Up To 86% Discount, Based on Numbers.

Synchronous Online (Video-Enhanced) Duration and Cost

Online Duration:

20 Days @ 3 Hours Per Day

Normal Online Cost:

£6,700.00 Per Delegate


Classroom-Based Course and Programme Cost includes: 

     Free Continuous snacks throughout the Event Days;  

Free Hot Lunch on Event Days;                           

Free City Tour;             

Free Stationery;                               

Free On-site Internet Access;

Postgraduate Diploma/ Diploma – Postgraduate –or

Certificate of Attendance and Participation – if unsuccessful on resit.


   Students and Delegates will be given a Selection of our Complimentary Products, which include:

Our Branded Leather Conference Folder;

Our Branded Leather Conference Ring Binder/ Writing Pad;

Our Branded Key Ring/ Chain;

Our Branded Leather Conference (Computer – Phone) Bag – Black or Brown;

Our Branded 8-16 GB USB Flash Memory Drive, with Course Material;

Our Branded Metal Pen;

Our Branded Polo Shirt.;

Our Branded Carrier Bag.


Daily Schedule: 9:30 to 4:30 pm.

   Delivery Locations: 

 Central London, UK;

Dubai, UAE;

Kuala Lumpur, Malaysia;

Amsterdam, The Netherlands;

Brussels, Belgium;

Paris, France; and

Durban, South Africa;

Other International Locations, on request.


Course Objectives


An understanding of the fundamentals of leadership and management;

Analyse of other terms considered potentially unfair;

Appreciate the need to maintain a ‘generalised client/ customer information system’;

Ascertain the unfair terms in Holiday Caravan Agreements;

Assist clients in solving their problems relating to products and service;

Become familiar with the provisions of Regulations 1999;

Communicate effectively with clients, colleagues, juniors and managers;

Demonstrate a heightened understanding of the implications of the Supreme Court’s Ruling on Payment Protection Insurance (PPI) in the UK;

Demonstrate a heightened understanding of the provisions of UK Consumer Protection Law and its application;

Demonstrate an understanding of the flaws that have been uncovered in the “Payment Protection Insurance Market Investigation Order 2011”;

Demonstrate an understanding of the legal framework of client service;

Demonstrate an understanding of the value of front-line staff to organisational effectiveness;

Demonstrate their ability to contribute to the maintenance of customer/ client loyalty;

Demonstrate their ability to initiate improvements in client service;

Demonstrate their ability to remain calm and courteous during unpleasant situations such as an encounter with an irate client;

Demonstrate their expert knowledge of the Consumer Rights Act 2015

Demonstrate their expertise in leading a customer/client care team;

Determine how the consumer’s rights are protected under the Unfair Trading Regulations 2008;

Determine the Consumer Rights in Paying For Goods and Services;

Determine the most appropriate way of addressing unfair terms in home improvement contracts;

Determine the role of the Competition and Marketing Authority (CMA) in Promoting Fairness to Consumers;

Determine The role of Trading Standards in dealing with consumer complaints

Determine the role of Trading Standards in protecting consumer rights;

Determine what constitutes a ‘non-binding’ contract, under The Unfair Terms in Consumer Contracts Regulations 1999

Discuss the unfair contract terms;

Distinguish selling at a distance from the distance selling;

Enumerate the Core Criteria for Consumer Codes of Practice;

Evaluate the key provisions of Estate Agents Act 1979;

Exhibit a ‘functional’ level of interpersonal relationship;

Exhibit a willingness to seek help and advice from colleagues and managers, when faced with difficult situations;

Exhibit an awareness of the high standard of service, which each client anticipates;

Exhibit an understanding of the functioning of a ‘client-driven organisation’;

Exhibit competence in fundamental aspects of customer/ client service - incorporating sensitivity to clients’ needs;

Exhibit leadership in dealing with ‘the irate customer/ client’;

Explain in detail the principles of “Repair of Refund”;

Explain the concept of “Fit For Purpose” Rule and determine its implications;

Explain what are covered by the manufacturers’ warranty;

Gain information about Consumer Credit Directive (CCD) 2010/ 2011;

Identify transactions which are not considered a ‘Sale’;

Illustrate their ability to manage internal and external customer/client care environments;

Illustrate their understanding of the need to Empower Front-line Staff to Redress ‘Dissatisfactory Client/ Customer Situations’;

Indicate The Powers of the Office of Fair Trading, under the Unfair Terms in Consumer Contract Regulations 1999

Know the liability of manufacturer under the Consumer Protection Laws;

Learn how the unfair terms in Consumer Contracts are interpreted;

Outline at least five provisions of the Consumer Rights Act 2015, analysing their enforceability;

Provide examples of the legal application of ‘Fitness For Purpose’;

Recall fundamental elements of the ‘Sale of Goods Act 1979’;

Recall important points of law in the Unfair Terms in Consumer Contract Regulations 1999;

Recall the obligation of the producer of goods and service, under the ‘Sale of Goods Act 1979’;

Recall the obligation of the service provider/ product retailer, and manufacturer under The Supply of Goods and Services Act 1982

Recall the obligations of the retailer/ service provider under the ‘Sale of Goods Act 1979’

Specify the retailer’s liability under the Consumer Protection Laws;

Suggest the role of the former Office of Fair Trading (OFT), in dealing with consumers’ complaints under The Unfair Terms in Consumer Contracts Regulations 1999;

Indicate the correct interpretation of the law in relation to:

Financial Penalties;

Cancellation Clauses;

Supplier's Right to Cancel Without Notice;

Excessive Notice Periods for Consumer Cancellation;

Binding Consumers to Hidden Terms;

Supplier's Rights to Vary Terms Generally.

Right to Change What Is Supplied;

Price Variation Clauses;

Supplier's Right of Final Decision;

Entire Agreement and Formality Clauses;

Binding Consumers Where the Supplier Defaults;

Supplier's Right to Assign Without Consent;

Restricting the Consumer's Remedies.


Contents, Concepts and Issues


Part 1 – The Customer Focused Organisation: Perfecting the Relationship Between the Organisation and its Clientele

Who is a ‘front-line staff’?

Who has customer/ client-relation and customer/ client-relation responsibility?

Value of front-line staff to organisational effectiveness;

Features of a Client-Driven Organisation;

Internal & External Factors Influencing Client Behaviour;

Client Motivation;

How Can We Assure Clients That They Are Getting a Good Deal?;

Working Towards Clients’ Continued Accessing of Service;

Sensitisation & Client Needs: Role Transposition

What to Know About Your Clients;

Maintaining a Generalised Client Information System

Dealing with Sensitive Situations: Confidentiality VS Disclosure

Dealing with an Irate Client: Understanding Clients’ Frustration

Improving Worker-Client Relation

Communication: Perfecting ‘The Approach’ and Offering Assistance

Contributing to the maintenance of customer/ client loyalty;

Empowering Front-line Staff to Redress ‘Dissatisfactory Client/ Customer Situations’;

Seeking help and advice from colleagues and managers, when faced with difficult situations;

Dealing with conflict between client/ customer and front-line staff.


 Part 2 - Salient Consumer-Related Terms and Their Legal Interpretations






Digital Content.

Sales Contract;

Hire Purchase Agreement;

Contract For The Hire of Goods;

Contract For Transfer of Goods;

Absolute Contract;

Conditional Contract;

Mixed Contract;

Ownership of Goods;

Transferring Ownership of Goods.


Part 3 - Provisions of the Consumer Rights Act 2015 and Their Enforceability (1)

Sales Contracts;
Contracts For The Hire of  Goods;
Hire-Purchase Agreements;
Contracts For Transfer of  Goods;
Goods to    Be of  Satisfactory Quality;
Goods to    Be Fit For Particular Purpose;
Goods to    Be As Described;
Other Pre-Contract Information Included In Contract;
Goods to    Match A Sample;
Goods to    Match A Model Seen or   Examined;
Trader to    Have Right to    Supply The Goods Etc;
Consumer’s Rights to    Enforce Terms About Goods;
Right to    Reject;
Time Limit For Short-Term Right to    Reject;
Right to    Repair or   Replacement;
Right to Price Reduction or   Final Right to    Reject;
Delivery of Wrong Quantity;
Instalment Deliveries;
Passing of Risk.


Part 4 - Provisions of the Consumer Rights Act 2015 and Their Enforceability (2)

Goods Under Guarantee;

Liability That Cannot Be Excluded or Restricted;
Contracts Applying Law of  Non-EEA State
Digital Content to    Be of Satisfactory Quality;
Digital Content to    Be Fit For Particular Purpose;
Digital Content to    Be As Described;
Other Pre-Contract Information Included In Contract;
Supply By Transmission and   Facilities For Continued Transmission;
Quality, Fitness and   Description of Content Supplied Subject to    Modifications;
Trader’s Right to    Supply Digital Content;
Consumer’s Rights to    Enforce Terms About Digital Content;
Right to    Repair or Replacement;
Right to    Price Reduction;
Remedy For Damage to    Device or   to    Other Digital Content;
Liability That Cannot Be Excluded or   Restricted;

Contract For A Trader to    Supply A Service to    A Consumer.


Part 5 - Provisions of the Consumer Rights Act 2015 and Their Enforceability (3)

Service to    Be Performed With Reasonable Care and   Skill;
Information About The Trader or   Service to    Be Binding;
Reasonable Price to    Be Paid For A Service;
Service to    Be Performed Within A Reasonable Time;
Relation to    Other Law On Contract Terms;
Consumer’s Rights to    Enforce Terms About Services;
Right to    Repeat Performance;
Right to    Price Reduction;
Liability That Cannot Be Excluded or Restricted;
Powers of The Court;
Requirement For Contract Terms and   Notices to    Be Fair;
Contract Terms Which May or Must Be Regarded As Unfair;
Exclusion From Assessment of Fairness;
Bar On Exclusion or   Restriction of  Negligence Liability;
Effect of An Unfair Term On The Rest of  A Contract;
Requirement For Transparency;
Contract Terms That May Have Different Meanings;
Enforcement of The Law On Unfair Contract Terms;
Duty of Court to    Consider Fairness of  Term;
Application of Rules to    Secondary Contracts;
Disapplication of Rules to    Mandatory Terms and   Notices;
Contracts Applying Law of non-EEA State;
Investigatory Powers etc.


Part 6 - Provisions of the Consumer Rights Act 2015 and Their Enforceability (4)

Amendment of Weights and   Measures Legislation Regarding Unwrapped Bread;
Enterprise Act 2002: Enhanced Consumer Measures and   Other Enforcement;
Contravention of Code Regulating Premium Rate Services;
Private Actions In Competition Law;
Appointment of Judges to    The Competition Appeal Tribunal
Duty of Letting Agents to    Publicise Fees Etc;
Letting Agents to    Which The Duty Applies;
Fees to    Which The Duty Applies;
Letting Agency Work and   Property Management Work;
Enforcement of The Duty;
Supplementary Provisions;
Qualifying Institutions For The Purposes of The Student Complaints Scheme;
Duty to    Provide Information About Tickets;
Prohibition on Cancellation or Blacklisting;
Duty to    Report Criminal Activity;
Duty to    Review Measures Relating to    Secondary Ticketing;
Power to    Make Consequential Provision;
Power to    Make Transitional, Transitory and   Saving Provision;
Financial Provision.


Part 7 – Other Pertinent Issues in Consumer Protection:  Their Legal Bases and Remedies 

Purchasing Goods at Home:

Buying on the doorstep;

Criminal Offences;

Distance Selling;

The Right to Clear Information;

Right to Cancel;

If the Seller is Outside UK;

If the Goods Don’t Arrive.

Consumers and Credit:

Consumer Credit, Generally;

Right of Withdrawal;

Credit Cards;

Credit Reference Agencies;

Credit Unions;

Logbook Loans;

Money Lenders;

Payday Loans;

Personal Loans.


Part 8 - Other Consumer Protection Legislation, and Associations: How Beneficial?

The Role of The Consumer Credit (Agreements) Regulations 2010: Statutory Instrument 2010 No. 1014;

Effectiveness of The Consumer Credit (Advertisements) Regulations 2010: Statutory Instrument 2010 No. 1970;

The Role of The Consumer Credit Association (CCA);

The Function of The Consumer Credit Trade Association (CTA);

 The Finance and Leasing Association (FLA): Benefit To Consumers?.


Part 9 - Pertinent Issues in Consumer Protection:  Their Legal Bases and Remedies

Defective goods purchased on credit:

Inability to Meet Repayments;

The Consumer Credit Act and Extortionate;

Credit Bargains;

The Consumer Protection from Unfair Trading:

Regulations 2008;

Misleading Actions And Omissions;

Aggressive Practices;

General Duty Not To Trade Unfairly;

Consequences of Non-Compliance;

Unsafe Goods:


Package Holidays:

The Package Travel. Package Holidays and Package Tours Regulations 1992;

The Definition of Package Holidays;

Information Given by Tour Operator;

Statements Made in Holiday Brochure;

Liability-Terms and Performance of the Contract;

Alterations to a Holiday;

Overbooking of Flights;

Insolvency of the Tour Operator;

Consumer Remedies.


Part 10 - Dispute Resolution For Consumers

Consumer-Supplier Disputes;

Alternative Dispute Resolution (ADR);

Alternative Dispute Regulations 2015: Statutory Instrument 2015 No. 542;

Types of Alternative Dispute Resolution;




Ombudsman Schemes;

Locating an Alternative Dispute Resolution Scheme;

Some Consumer Dispute Resolution Agents:

Office of Gas and Electricity Markets (Ofgem)

Financial Conduct Authority (FCA)

Civil Aviation Authority (CAA)

The Small Claims Court;

Statute of Limitation: Standard and Variable;

Types and Levels of Claim;

Initiating a Small Claim;

Letter Before Action.


Part 11 - Renowned Consumer-Supplier Dispute Areas

Timeshare Property;

Payment Protection Insurance (PPI);

Implications of the Supreme Court’s (2015) Ruling on Payment Protection Insurance (PPI) in the UK;

Travel Insurance;

Suppliers Going Out of Business;

Dry Cleaning;

Mobile Phones;

Private and Car Boot Sales;

Buying at Auction;

Banks and Building Societies;

Car Insurance.

Retailer VS Manufacturer’s Liability.


Click To Download the PDF Brochure, for this Course