Purpose The purpose of this paper is to investigate meat traceability by outlining the different perspectives and opinions of meat supply chain stakeholders (SCSs); it also evaluates potential of acceptance of blockchain technology (BCT) as a viable transparency and traceability system (TTS). Design/methodology/approach A questionnaire survey of 141 consumers reveals their opinions about TTSs. In addition, semi-structured interviews with seven retail managers, four government officials and one blockchain service provider (Project Provenance Ltd) provide expert insights. Findings The results demonstrate that consumers are overwhelmed by the amount and complexity of certification labels. As a TTS, BCT implementation appears to have significant positive influences on consumers’ purchasing decisions, mediated by consumers’ quality perceptions. This study reveals the discordant perspectives of different stakeholders with regard to the importance of a BCT-based TTS. Originality/value This study investigates current TTSs and certification labels, and probes customer perception of a potential BCT-based solution for meat traceability. Changes to supply chains’ mentality and the active establishment of trust in BCT applications are needed. Firms should take both holistic and altruistic views to deal with the challenges of TTSs in the meat supply chain. The adoption of BCT, in combination with DNA coding, seems promising as a solution to many of the issues that currently plague TTSs.

This paper examines the regulatory requirements for the management of customer complaints in financial services. It describes the outcomes of new research, which show that most financial services companies are some way from being able to meet these new regulatory requirements. It identifies the processes that must be followed to fulfil these requirements and outlines the type of system that is likely to be able to support meeting these requirements. Finally, it identifies that the probable reason for the neglect of this area is the heavy involvement of most financial services companies’ customer service functions in meeting the needs of the sales process (before, during and after the sale) rather than the more traditional role of customer service ‐ listening to customers and solving their problems.