CHAPTER 2: CUSTOMER SERVICE FOR INDIVIDUAL CLIENDTS
2.4. Summary of findings customer service in MB Hoang Quoc Viet Brach
MB Hoang Quoc Viet Branch head office is located at 126 Hoang Quoc Viet street, Hanoi. The facility is spacious, clean and eyes-catching, MB Hoang Quoc Viet gradually dominates and makes belief in the population. The opening of 03 new transaction offices in 2012, 02 transaction offices in 2013 and 01 transaction office in 2014 began going into stable operation, contributing significantly to capital mobilization and scattered lending, collection services for the Branch customers and helping facilitate the transaction.
Business operations of branch achieved positive results thanks to largely restructured customer system, maximizing the potential customer relations and customer service was placed on top in order to retain old customers and attract more new customers.
Cards, payments, savings are the strengths of MB service because of bank staff who are cheerful, friendly, helpful and professional at high level; extensive trade networks, simple, convenient and easy procedures.
Implementing programs of 5S and Mystery shopping was created service quality standards and put MB services under an unified standard on all branches and transaction offices MB’s working environment is highly valued by customers.
Customers who wait for the transaction always have water to drink, newspapers and magazines to read. Beside that, the branch has convenient parking, staff dresses elegantly and politely. Information about the bank regularly appears in newspapers and magazines.
The comprehensive branch offices were repaired spaciously accordance to banking standards that contributed to improving reputation of MB Hoang Quoc Viet brand in locality.
Performing regular work of self-training, training personnel rotation from top managers to the potential employees improved the professionalism and customer service attitude.
Ensuring customer satisfaction on customer service quality of the bank from the first transaction. The staff appreciated the form and attitude of service.
Transaction time is shortened because the branch has made the appropriate improvements in transaction processes and information technology.
The condition of bank’s facilities is good and location is convenient for customers.
Image, reputation and brand of MB are increasingly affirmed at certain locations.
2.4.2. Shortcomings and causes
According to the customer’s survey result with the retail area director and the top manager of MB Hoang Quoc Viet branch, the author give some shortcomings and show its causes in customer service in MB Hoang Quoc Viet branch following:
Transaction time lasts longer, leading to waiting times longer deals, directly affects to customers. With customers who have a large transactions, income and expenses in excess of quota trading, counter staff will have to do procedures in front of tellers on processing and wait through two stages prior to approval of the inspectors and customer service manager. Meanwhile, tellers give papers and hand over control to customer service manager for approval. For large customers, the transaction must wait for approval through many steps that they are not really satisfied because job processing time of transactions is long and customers have to wait longer.
The staff has not been appreciated for their ability to communicate directly with customers, and sometime consulting products and services are incompletes.
Customers also do not satisfied about staff’s attitude and communication skill.
Currently when customers go to the bank to make transactions, consultancy
division including 01 counselor will advise customers about products, services and help customer go to the right counter. However, the number of customers at the branch is too large to consult. This makes not satisfied for customers, especially fastidious customers.
Customer information systems have not built in a completed way. Customer information is not stored into the system, leading to difficulty in finding information. Currently, the basic information of customers have been entered on the system, but not enough information such as the business situation, the transaction situation, etc. Customer has not been closely monitored.
In business activities of the bank, customers regularly contact with staff to deal with works, and all attitude and style of work of employees have a decisive effect on the image and reputation of the bank. So, with the knowledge, experience, service attitude, ability to convince customers, appearance, attire, etc., staff can increase the quality of service or can also reduce the quality of service. Currently, with the arrival of many foreign and domestic banks, the level of technology, product with almost no difference, with the same interest rate as stipulated by the State Bank’s regulations, banks can only enhance competitiveness, improve its image in the service quality of the staff. Staff quality is higher which means competitive advantage of the larger banks.
Therefore, to maintain and develop relationships with existing customers as well as future customers, MB Hoang Quoc Viet Branch must constantly improve the quality of its staff.
Besides, the bank's human resources are not good enough, many officials have concurrently that affects to the image of the bank.
And many customers have not known products that MB improved Bank assurance, customers primarily known as customer relationship with bank loans, so the immediate goal is that MB Hoang Quoc Viet Branch should strengthen promoting products and services to customers.
Although, in recent times, MB has focused on the care plan, but it has no specific policies to take care of regularly, scientifically and thoughtfully. The individual customers center’s staff has not assigned specific scientific care so they are sometimes not able to understand the needs of customers or provide appropriate services. However, these things can build trust of customers in using services provided by MB. Therefore, a large amount of customers who have used services provided by Military Bank is not those loyal customers any more.
2.5 . Solutions to improving customer service in MB Hoang Quoc Viet Branch
2.5.1. Building customer information system
The lifeblood of any business is the customer. Customers who decide to sales based on their perception of the quality of products and service. In other words, the quality of key decisions and customer profitability are determined and decide what quality is and how.
To serve our customers in the best way, MB should focus on building a customer information system in sync throughout the system in general and MB Hoang Quoc Viet in particular.
The gathering of customer data is the most basic step in building customer information systems. The question is how to collect information and data on customers in a comprehensive, fair and effective.
At the bank, the customer deals directly with a teller to implementing data collection by the customer to staff transactions performed and recorded. Teller after having first customer must immediately update customer information to the system through software BDS or customer management program then prints out the Star Fish and autograph guest confirmed restaurant called "Document management portfolio paper, customer accounts." Then the inspectors shall have approved open records, account and oversight to help professional staff do a good job building customer profiles. "Ticket catalog records management, account" customers must be stored carefully, neatly in the order management of
low- to high or called CIF (Customer Information File) simultaneously that take full use such information in the course of professional development.
Getting the customer data classification as the basis for making the planning and design of customer service operations. Therefore, to facilitate the collection of customer information and keep up the system, the author should propose the use of new technology and information through multiple channels. Information management practices, including:
Poll information management, customer accounts Notepads customer information
Software management system of customer information Build customer information records:
In banking, consulting department and tellers is the direct data entry of customer information into the system on the basis of full information of the customer base, such as the initial information about the most basic primarily customer phone number, address, customer name, age, qualifications, interests, personality of the owner, date of transaction with the bank, frequency of transaction, type of account opening, number of customer capital, etc.
Once there is sufficient background information of customers, each customer at the bank should be given a code to track customers. In addition, to serve customers in the best way it requires each department and professional must have a track record for customer its customers to plan customer care. The additional information required is:
Typical customer: Includes business characteristics, business size, business policy, business direction, business concept, development potential, potential sales and customer service areas row.
The operations: Includes actual sales performance, capacity and quality of staff and managers, their relationship with the competitors, the attitude of cooperation and business relations of with bank customers.
The transaction: Includes activities in banking transactions. These problems exist, advantage should promote, for future policy, capital and conditions of customer transactions. When dealing with customers, banks should make every effort to give customers the service brings professionalism.
Revision of customer information:
Once you have the customer information, the regular monitoring of customer activity is work needed to complete the improvement of customer service quality, retain old customers and develop customer systems new goods. To maintain this work, requiring staff of bank transactions i.e. counselor, tellers, customers, specialists in handling the information gathered from customers to serve working later, as follows:
Record your phone calls dialed, including time, content calls, number of calls, etc. so will avoid duplication, while providing sufficient information necessary for the work for steps later.
Try to understand the required attitude, the psychology of the customer after the phone call, you have finished calling purposes, the content of this solution may be placed in the rear panel to record create favorable conditions, quick to check later.
Edit the customer information must be meticulous, careful. For some important information should be recorded and not to happen yet regrettable mistake.
For each customer visit must be made "customer generalized table". In that table must complete customer information.
After completing certain daily tasks must be carried out to handle customer information. For example, write a letter to thank the customers who cooperate with her and their appointment will meet on the following day.
Making customer assessment scale:
Get customer information as a basis, so the bank can assess and classify customer service customer care and service quality improvement. There are
many ways to evaluate the customer, the author proposes a method was established customer rating system, based on the volume of customer transactions such as balance of deposits, loans, service fees collected in year, etc.); customer classification history; or the introduction of new customers and sales transactions of new customers.
It can be said that, in 2010, MB has witnessed a dramatic transformation by developing and expanding the network, the number of outlets is constantly increasing. But the expansion of the network and personnel apparatus involves a large amount of investment capital. Especially in difficult and challenging times as today, banks seek ways to cut costs and the tendency to tighten the opening of new banks by merging small banks which operate inefficiently on big banks, MB should focus on planning holistically to evaluate the performance of the branch, the transaction on the basis.
Instead of expanding the trading network of affiliates, MB should focus on developing the scope of activities by opening the Satellite Customer Center with a compact size or the banking kiosk. Beside that, The bank should strengthen distribution channels through agents as agents paying remittances, payment agents, release agents and ATMs, etc. Moreover, it should promote links with insurance companies, system trade centers, supermarkets, tourist attractions, etc.
which are distributors of products for MB. In addition, MB also need to further promote the development of modern distribution channels such as the addition of ATM/POS, develop sales activities by telephone and direct sales team, team of collaborators.
2.5.2 Improving the quality of staff and building professional communication skills for staff at the branch
Constantly improve the quality of human resources and strategic development of high quality human resources. As we all know, the human factor is decisive to the success of the bank. To ensure quality service we must first improve quality
of service providers. Customer relations staff should have professional knowledge, equipped with soft skills, sales skills for communication service and sales. At the same time, bank employees also need to have good service attitude, courtesy, professionalism and enthusiasm to meet the needs of customers. Bank managers should routinely build and deploy soft, skills training classes for those sales staff often have direct contact with customers to improve the employees, elevated position of MB image bank for customers.
Improving the quality of staff
The human factor has always been regarded as one of the key factors determining the growth and success of any enterprise. For banks, business activity in the services sector, the quality of staff increasingly important role. It is in the process of contact, daily transactions between customers and bank staff will determine the image and reputation of the bank. Currently, where the products and services and the technological level of the bank is similar, the quality of human resources is a "weapon" to create differentiation and competitiveness among banks. Therefore, the development of service solutions Individual customers, MB to constantly improve general knowledge, professional skills, communication skills for employees. To perform this job, MB to perform synchronous following specific measures:
Building management systems work:
Develop and standardize job profiles: every job requires the employee have the knowledge, experience and different skills. The construction and standardized job profile is extremely necessary requirements to provide a basis for recruitment of personnel as well as the periodic assessment of the quality of bank staff
Develop and improve the system performance evaluation index work (KPI - Key Performance Indicator) for the Front Office and Back/Support Office in order to accurately assess the capacity and results of completed work staff. On the results of that assessment, reward and punishment must be fair regime to
stimulate efficiency and quality of work. Besides, the results of this assessment is the basis for the bank to perform the layout, the staff rearranged to suit the professional level as well as plans to transfer or hiring new staff.
Improving the quality of recruitment:
MB should develop a recruitment plan long term consistent with business strategy and development direction of the bank and forecast staffing needs for the units in the line, avoiding cases Employment unscheduled and urgent nature's fortunes.
Develop and regularly update "question bank" structure and placement exam titles.
After the training process bank integration and probation period, employees should perform harvest reports and test actual operational testing with the independent assessment of specialized parts.
The quality of recruitment depends on the ability to attract potential candidates to join. Therefore, the propaganda and advertisements for the recruitment program is very necessary. For key positions, need high-quality human resources, MB should also require the assistance of a professional recruitment firm.
In addition, MB can coordinate with universities to organize an internship program for final year students. Thereby, help students to visualize and capture the work, improving knowledge and work experience; the bank can simultaneously assess student ability, and can recruit students who fit certain jobs. MB should regularly coordinate with universities organize meetings, communicate with students (part-time jobs), students have certain knowledge about the working environment, promotion opportunities in MB Hoang Quoc Viet, contributed to build, promote the image of MB helps to attract quality human resources.
Training and staff development
Professionalism in the activities of the Training Center is as the coordinator in the organization and implementation of training activities across the system. That is why the professionalism and efficiency of the activities of the Centre a strong influence on the success of the training. Therefore, training centers should note the following issues:
Open training sessions for new employees to new employees understand organizational structure, strategic sale, system sales business process, design skills and product development services, skills manage and deploy sell all individual products, communication skills customer service, negotiation skills, corporate culture, the interests and fundamental obligations.
To meet the demand for large-scale training, banks need to diversify the forms of training: training through organized classes, training through the training bulletin, training through online training system, etc.
Develop training programs breakthrough, for example, program planning staff; program "Spread the red carpet, welcome talented people", programs to attract and train excellent students in prestigious universities with the goal of becoming the future leaders, etc.
Periodically organize training courses and professional skills for staff personnel capable of performing the work with modern technology, the ability to behave when in contact with customers. At the same time, planning to send its young cadres capable intensive training in the areas of core business, new services in order to build a team of experts, as the core of human resources in the future.
Regular organization of seminars between employees with the leadership and encouragement to the presentation on the difficulties and problems as well as practical experience in professional activities.
Develop staff remuneration policies
Besides recruitment policy and training, employee remuneration policy is also very important role. Attractive salary and benefits programs for employees are
the factors encouraging employees to work enthusiastically, seriously, with a sense of responsibility, dedication and maximum long-term commitment with the bank. The salary, bonus, promotion for staff should always be renewed in the direction of equality, fairness, based on clear criteria commenting; not just relying on the position, seniority, but also based on the actual performance, the level of enthusiasm, effort, responsibility, professional ethics of personnel for jobs. In addition, MB should improve operational efficiency through the inspection, internal audit responsibilities associated with specific individuals.
Thus, to get good staff, work effectively, MB policy should focus on recruiting, training and remuneration of staff.
Building professional communication skills for staff
Communication skills is one important factor to create a good impression, certain trust of customers to the bank, is the key to their decision to become bank customers row. Thus, the communication of banking staff directly impacts the decision-making process using the product and customer service affect the business performance of the bank. Therefore, when in contact with customers, employees involved in MB transactions must understand that besides mastering expertise should also implement the following principles:
Firstly, there is the principle of respect for the customer. Customer respect is shown at the teller know how to behave fairly, equally between customers.
Respecting customers also expressed in teller listener feedback from customers, said remediation, conduct dexterity, flexibility and customer satisfaction; how use plain language, with cultural, neat attire, proper regulation of banking, customer reception with attitude smiling, affable, enthusiastic, friendly and comfortable, etc.
Secondly, the tellers contribute to maintain the differences in products and services of the bank. The difference is not only in service output expressed in the