customer experience management the bank alfalah way m. mudassar aqil november 19, 2009
TRANSCRIPT
CUSTOMER EXPERIENCE MANAGEMENT
THE BANK ALFALAH WAY
M. Mudassar AqilNovember 19, 2009
3 Dimensions of Customer Relationship 3 Dimensions of Customer Relationship
Impact• Customer Acquisition• Deposit Growth• X sell• Profitability• Tenure
Validation• Quality• Service• Value
Promise• Brand Appeal • Emotional
connectionwith the brand
Perceptual Experiential
Behavioural
Exceed Expectations – Emotional & RationalExceed Expectations – Emotional & Rational
Rational Expectations
Em
oti
on
al E
xpec
tati
on
s
Not Meeting Exceeding
Not
Mee
ting
Exc
eedi
ng
Colin Shaw and John Ivens, “Building Great Customer Experiences”
Commoditization Zone
High Performance Zone
Danger Zone
Dead Zone
WHAT IS QUALITY?WHAT IS QUALITY?
E
PQ
If Q<1, then quality is ……………..?
If Q=1, then quality is ……………..?
If Q>1, then quality is ……………..?
The Caring Bank
Be Convenient
Show Appreciation
Be Responsive
Take Ownership
Be Transparent(fees, rates,
policies)
Bridging the promise vs. reality gapBridging the promise vs. reality gap
What we say
What we do
BAL Quality Assurance MissionBAL 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.”
Quality Assurance Journey at AlfalahQuality 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
BRANCH ATM PHONE WEB
CHANNELS
CARDS HOMEFINANCE
CAR FINANCE
SME AGRI.
PRODUCTS
Environment
Customer Service
TATs / SLAs
Convenience
Taking Ownership
Problem Handling
Staff Knowledge
Speed of service
Service Quality Attributes
CU
ST
OM
ER
EX
PE
RIE
NC
ECUSTOMER EXPERIENCE SCOPE CUSTOMER EXPERIENCE SCOPE
HR IT CREDIT SYS & OPS EST. & ADM
BACK OFFICE (H.O DIVISIONS)
Getting on the Road to ExcellenceGetting 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)
Whatever doesn’t get measured Whatever doesn’t get measured doesn’t get manageddoesn’t get managed
OR…
Step One:
Quality / Service Performance Data Collection
Vehicle for Quality ImprovementVehicle for Quality Improvement
• Approach for quality deployment / improvement on DMAIC concept of SIX SIGMA.
• DMAIC stands for:• Define• Measure• Analyze• Improve• Control
Catalysts of ExcellenceCatalysts of Excellence
• A 20 member QA team of highly qualified and A 20 member QA team of highly qualified and well trained professional bankers, assess the well trained professional bankers, assess the branches from the customers’ perspectivebranches from the customers’ perspective
• Each QA officer visits 15 branches in a month Each QA officer visits 15 branches in a month and on the average 3600 visits are done in a and on the average 3600 visits are done in a year by QA teamyear by QA team
• QA officers also provide on the spot trainings to QA officers also provide on the spot trainings to the branches on products and customer servicesthe branches on products and customer services
Marching on the Road to Excellence Marching on the Road to Excellence
• Started measurement process of branch Started measurement process of branch service quality using checklist & system service quality using checklist & system generated data. Service Quality parameters generated data. Service Quality parameters displayed on Scorecarddisplayed on Scorecard
• First year (June 2007) assessments covered 56 First year (June 2007) assessments covered 56 branches and in two years the coverage branches and in two years the coverage increased to more than 250 branches. increased to more than 250 branches.
• Incorporated customer complaints as a factor Incorporated customer complaints as a factor of service quality in 2008.of service quality in 2008.
Areas of Quality Score CardAreas of Quality Score Card
• Branch Environment & FacilitiesBranch Environment & Facilities• Compliance to Gold Standard Customer Services Compliance to Gold Standard Customer Services • Turn Around Times for transactionsTurn Around Times for transactions• Compliance of Customer Related Regulatory Compliance of Customer Related Regulatory
RequirementsRequirements• Phone Response QualityPhone Response Quality• ATM AvailabilityATM Availability• Number of Customer ComplaintsNumber of Customer Complaints
Some examples of branch environmentSome examples of branch environmentimprovement improvement
Before QA Intervention
After QA Intervention
Before QA After QA
Broken windows and unpainted walls
New window panes and freshly painted walls
Before After
Before After
Before
AfterBefore
After
Before
AfterBefore
Store Room
After
Store room properly organized and clean.
Listening to the Voice of the Customer
• Customer Complaint Management Unit actively Customer Complaint Management Unit actively listens to the voice of about 4000 customers on listens to the voice of about 4000 customers on the average every month.the average every month.
• Customers can send their suggestion or Customers can send their suggestion or grievance through corporate website, grievance through corporate website, complaint/suggestion box, direct letters and/or complaint/suggestion box, direct letters and/or through regulatory bodiesthrough regulatory bodies
• All complaints are acknowledged within one All complaints are acknowledged within one working day and Average Turn Around time for working day and Average Turn Around time for complaint redressal is 3 days complaint redressal is 3 days
Reward & Recognition Programs
• Certificate of Appreciation is awarded to the Certificate of Appreciation is awarded to the branch which has shown remarkable branch which has shown remarkable improvement in service quality in a quarterimprovement in service quality in a quarter
• Certificate of Excellence to branches scoring Certificate of Excellence to branches scoring “Excellent” rating for consecutive three months “Excellent” rating for consecutive three months
• Revolving Service Quality Champion trophy to Revolving Service Quality Champion trophy to the best branch of the entire bank networkthe best branch of the entire bank network
• One month salary as a bonus to entire branch One month salary as a bonus to entire branch staffstaff
Fruits of Efforts
• Most well maintained facilities in the banking Most well maintained facilities in the banking industry.industry.
• Highest ATM uptime in the industry as Highest ATM uptime in the industry as acknowledged by SBPacknowledged by SBP
• Highest brand awarenessHighest brand awareness
• Our research showed us to be almost tied at #2 Our research showed us to be almost tied at #2 spot in terms of customer satisfaction vs. spot in terms of customer satisfaction vs. competitor banks in 2007. We aim to be #1 in competitor banks in 2007. We aim to be #1 in 2010.2010.
Happy employees make happy customers!
BAL is number one employer BAL is number one employer of of
choice among the banking choice among the banking
sector and number tenth in sector and number tenth in
Pakistan, as per Pakistan, as per independent independent
survey (sample size 12,500) survey (sample size 12,500)
conducted by rozee.pkconducted 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
What do Customers Say about us?
The Way Forward
Superior service
Customer convenience
Becoming simple to do business with
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.
