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CUSTOMER EXPERIENCE MANAGEMENT THE BANK ALFALAH WAY M. Mudassar Aqil November 19, 2009.

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Presentation on theme: "CUSTOMER EXPERIENCE MANAGEMENT THE BANK ALFALAH WAY M. Mudassar Aqil November 19, 2009."— Presentation transcript:

1 CUSTOMER EXPERIENCE MANAGEMENT THE BANK ALFALAH WAY M. Mudassar Aqil November 19, 2009

2 3 Dimensions of Customer Relationship Impact Customer Acquisition Deposit Growth X sell Profitability Tenure Validation Quality Service Value Promise Brand Appeal Emotional connection with the brand PerceptualExperiential Behavioural

3 Exceed Expectations – Emotional & Rational Rational Expectations Emotional Expectations Not Meeting Exceeding Not Meeting Exceeding Colin Shaw and John Ivens, “Building Great Customer Experiences” Commoditization Zone High Performance Zone Danger Zone Dead Zone

4 WHAT IS QUALITY? If Q<1, then quality is ……………..? If Q=1, then quality is ……………..? If Q>1, then quality is ……………..?

5 The Caring Bank Be Convenient Show Appreciation Be Responsive Take Ownership Be Transparent (fees, rates, policies) Bridging the promise vs. reality gap What we say What we do

6 BAL Quality Assurance Mission “To ensure the delivery of a consistent and high quality customer experience through all bank channels and products leading to improved customer satisfaction, loyalty, and profitability.”

7 Quality Assurance Journey at Alfalah QA Established as an independent function at BAL in Mid 2006 Developed the vision to become the number one bank in Service Quality in Pakistan Inducted Six Sigma Black Belt to develop the systems approach to Customer Experience Management Initially focused on Managing Customer Experience at direct customer touch points and defined KPIs

8 BRANCH ATM PHONE WEB CHANNELS CARDS HOME FINANCE CAR FINANCE SME AGRI. PRODUCTS Environment Customer Service TATs / SLAs Convenience Taking Ownership Problem Handling Staff Knowledge Speed of service Service Quality Attributes CUSTOMER EXPERIENCE CUSTOMER EXPERIENCE SCOPE HR IT CREDIT SYS & OPS EST. & ADM BACK OFFICE (H.O DIVISIONS)

9 Getting on the Road to Excellence Developed KPIs for factors that impact customer experience Conducted first Mystery Shopping of selected branches in 2006 to determine the baseline data of existing service quality Developed “Gold Standard Customer Services” Training for all branch staff in 2007. (Total branches covered 175 and total staff trained 4800 in 16 months)

10 Whatever doesn’t get measured doesn’t get managed OR… Step One: Quality / Service Performance Data Collection

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12 Vehicle for Quality Improvement Approach for quality deployment / improvement on DMAIC concept of SIX SIGMA. DMAIC stands for: Define Measure Analyze Improve Control

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16 Catalysts of Excellence A 20 member QA team of highly qualified and well trained professional bankers, assess the branches from the customers’ perspectiveA 20 member QA team of highly qualified and well trained professional bankers, assess the branches from the customers’ perspective Each QA officer visits 15 branches in a month and on the average 3600 visits are done in a year by QA teamEach QA officer visits 15 branches in a month and on the average 3600 visits are done in a year by QA team QA officers also provide on the spot trainings to the branches on products and customer servicesQA officers also provide on the spot trainings to the branches on products and customer services

17 Marching on the Road to Excellence Started measurement process of branch service quality using checklist & system generated data. Service Quality parameters displayed on ScorecardStarted measurement process of branch service quality using checklist & system generated data. Service Quality parameters displayed on Scorecard First year (June 2007) assessments covered 56 branches and in two years the coverage increased to more than 250 branches.First year (June 2007) assessments covered 56 branches and in two years the coverage increased to more than 250 branches. Incorporated customer complaints as a factor of service quality in 2008.Incorporated customer complaints as a factor of service quality in 2008.

18 Areas of Quality Score Card Branch Environment & FacilitiesBranch Environment & Facilities Compliance to Gold Standard Customer ServicesCompliance to Gold Standard Customer Services Turn Around Times for transactionsTurn Around Times for transactions Compliance of Customer Related Regulatory RequirementsCompliance of Customer Related Regulatory Requirements Phone Response QualityPhone Response Quality ATM AvailabilityATM Availability Number of Customer ComplaintsNumber of Customer Complaints

19 Some examples of branch environment improvement

20 Before QA Intervention After QA Intervention

21 Before QA After QA

22 Broken windows and unpainted walls New window panes and freshly painted walls

23 Before After

24 BeforeAfter

25 Before After Before After

26 Before After Before Store Room After

27 Store room properly organized and clean.

28 Listening to the Voice of the Customer Customer Complaint Management Unit actively listens to the voice of about 4000 customers on the average every month.Customer Complaint Management Unit actively listens to the voice of about 4000 customers on the average every month. Customers can send their suggestion or grievance through corporate website, complaint/suggestion box, direct letters and/or through regulatory bodiesCustomers can send their suggestion or grievance through corporate website, complaint/suggestion box, direct letters and/or through regulatory bodies All complaints are acknowledged within one working day and Average Turn Around time for complaint redressal is 3 daysAll complaints are acknowledged within one working day and Average Turn Around time for complaint redressal is 3 days

29 Reward & Recognition Programs Certificate of Appreciation is awarded to the branch which has shown remarkable improvement in service quality in a quarterCertificate of Appreciation is awarded to the branch which has shown remarkable improvement in service quality in a quarter Certificate of Excellence to branches scoring “Excellent” rating for consecutive three monthsCertificate of Excellence to branches scoring “Excellent” rating for consecutive three months Revolving Service Quality Champion trophy to the best branch of the entire bank networkRevolving Service Quality Champion trophy to the best branch of the entire bank network One month salary as a bonus to entire branch staffOne month salary as a bonus to entire branch staff

30 Fruits of Efforts Most well maintained facilities in the banking industry.Most well maintained facilities in the banking industry. Highest ATM uptime in the industry as acknowledged by SBPHighest ATM uptime in the industry as acknowledged by SBP Highest brand awarenessHighest brand awareness Our research showed us to be almost tied at #2 spot in terms of customer satisfaction vs. competitor banks in 2007. We aim to be #1 in 2010.Our research showed us to be almost tied at #2 spot in terms of customer satisfaction vs. competitor banks in 2007. We aim to be #1 in 2010.

31 Happy employees make happy customers! BAL is number one employer of choice among the banking sector and number tenth in Pakistan, as per independent survey (sample size 12,500) conducted by rozee.pk Bank Name Ranking Bank Alfalah 10th State Bank of Pakistan 19th Standard Chartered Bank 20th Habib Bank Limited 22nd Muslim Commercial Bank 27th United Bank Limited 28th National Bank of Pakistan 30th Barclays Bank 34th Meezan Bank 35th HSBC 41th Askari Bank Limited 46th Royal Bank of Scotland 46th CitiBank 46th Allied Bank Limited 47th

32 What do Customers Say about us?

33 The Way Forward  Superior service  Customer convenience  Becoming simple to do business with

34 Target State of Customer Experience Convenience Customers are recognised throughout the enterprise. Priority customers receive preferential treatment across all channels. Customers can access acct information 24 hrs a day. Customers can update contact information w/out coming to branch. Customers can open addt’l accts with minimal paperwork. Choice Customers have the option of using call center and Internet for most common transactions Customers can choose to receive common information via SMS. Customers calls are transferred warm and no repeat of information is needed. Competency Customers report their issue(s) at the first point of contact. Customers consistently encounter courteous sales, service and support professionals with basic knowledge about basic products & services. Consistency Customers get the same answers / information across all channels. Customisation Customers perceive that their call has been personalised and that their history with the bank plays a role in the interaction. Communication Customers encounter conversational language appropriate to their technical level. The bank proactively alerts customers about relevant products and offers. Commitment Customers receive confirmation that their issues are resolved. Customers perceive that their feedback leads to swift changes and will benefit them on their next contact.

35 Thank You Questions? mmudassar@bankalfalah.com


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