Improving quality service

Complaint management

In complaint management, we focus both on improving the comfort and transparency of complaint filing and processing and on removing the reasons for complaints.

In 2013, Sberbank launched the process of re-engineering complaint management aiming to change the approach and attitude to complaints and turn the entire complaint management system to client side. Now we focus on the client’s problem itself, not only on closing the complaint which was caused by the problem, and seek to solve it “right here and now”, if possible. To strengthen this approach, we:

  • changed the principles of internal evaluation of service quality aiming to ensure thorough and rigorous evaluation of complaint management, both at customer service outlets (pre-complaint settlement) and in the central automated system (correct registration, timely request handling, etc.);

  • expanded the authority of our internal divisions and call centre to enable our officers to solve the client’s problem immediately when the client comes to the bank;

  • launched a new approach to handling public complaints based on the level of public response: complaints from opinion leaders and top bloggers will be settled on an individual basis.

We evaluate the complaint performance on the basis of their relation to the number of transactions. Since the number of transactions increases substantially from year to year, the number of complaints grows too. However, in the second half of 2013 we managed to constrain the growth of the complaint-to-transaction ratio compared to the previous reporting period (45% vs. 144%, respectively). In 2014, we aim to reduce it by a further 25%.

Fig. 2. Client complaint trends in 2012-2013

Based on complaint research, we found out that the problems our clients face most often relate to operating self-service machines, making payments, low service quality and long queues. The complaint research enabled us to develop detailed plans aimed at removing the gaps in the bank’s products and processes that lead to complaints.

Table 12. Reasons for complaints to the Group banks located in CIS member states

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Country

Problem areas

Action taken to remove the reason for complaints

Russia

  • Depositing/withdrawing cash via self-service machines

  • Investigation/return/loss of payment via various payment channels

  • Unreasonable appropriation of a loan to outstanding debt accounts

  • Self-service machine settings (screen forms, labels, voice support) are changed

  • Regular maintenance of most problem-prone machines is initiated

  • A pilot device to ensure that transactions are completed in the event of machine disconnection is launched

  • Payment confirmations are issued immediately upon request

  • Stage-by-stage introduction of the automatic loan repayment technology is launched

Republic of Belarus

  • Low quality of service

  • Unsatisfactory operation of remote channels

  • Tariff/product policy

  • Additional personnel training in problem areas identified by complaint research is arranged

  • The timeliness of updating the ATM-Cards Seized database is improved

  • The model individual bank account agreement is amended to include the penalty that the bank is obliged to pay in the event it fails to give out cash immediately upon request of account holder

Ukraine

  • Tariff/product policy

  • Queues, correctness and completeness of advice from bank managers

  • Sending/receiving money transfers

  • Credit card alert sms messages are amended to include the amount of minimum repayment

  • The bank account agreement is amended to include annual interest rate

  • Banking service terms are amended to include the procedure to connect to Sberbank OnLine

Kazakhstan

  • Low quality of service

  • Queues and electronic queues

  • Failures in card transactions

  • Customer service outlets are equipped with the Evaluating Service Quality zone

  • The Quality Service training arranged for the front-office as well as training and attestation of call centre employees

  • The Calendar of Convenient Time to Visit the Bank is created

Reducing queues

In 2013, we continued implementing the No Queues! programme. By the end of the year target KPIs were achieved, in particular 92% of all clients, that used the services of the bank, spent less than 10 minutes in queues.

Now we have 5,620 customer service outlets in Russia equipped with the Queue Management System (QMS), a 15% growth compared to the number in 2012 (4,902 CSOs). All CSOs equipped with the Queue Management System are connected to the QMS automatic monitoring system which enables the bank’s management at any level to monitor the current client flow and offer system solutions to reduce queues.

Client satisfaction research

To improve the quality of service, we monitor customer satisfaction at every stage of our communication with clients. For this purpose, we use inter alia:

  • The Client Voice research system designed to conduct client satisfaction and loyalty polls, evaluate the effectiveness of internal banking processes, use the Mystery Calling technology;

  • Phone polls to obtain feedback from our clients;

  • Customer Loyalty Index (Net Promoter Score, NPS) based on responses from our clients if they would recommend Sberbank to their friends.

Fig. 3. Customer satisfaction and loyalty index

Introducing the CRM-Sensor technology for real-time evaluation of the quality of service at Sberbank Group

In 2013, Sberbank and its subsidiary banks, including banks in the Republic of Belarus, Ukraine and Kazakhstan, launched a pilot operation of the CRM-Sensor technology that allows us to evaluate employee performance in real-time mode. The CRM-Sensor technology is based on tablets installed at customer service outlets that clients can use to evaluate speed, comfort and convenience of service including performance of our specialists. In addition, the module functionality enables the client to provide his/her phone number for feedback. With this technology, the response time can be reduced to 24 hours after the complaint. Upon completing the pilot operation, in 2014 we shall decide if it is reasonable to expand the application of this technology.

To improve the quality of service, Sberbank also monitors the performance of the Service Quality Index based on the indicators of employee performance (approach to clients, attention to their needs, development of employees’ skills and knowledge) and the index of meeting the bank’s service standards. In 2013, both indices rose 6 percentage points coming close to the maximum performance of service standards.

Fig. 4. Service Quality Index and service standards performance at Sberbank

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