Customer satisfaction rectification plan

Customer satisfaction rectification plan

Sub-branch's report on rectification measures to improve customer satisfaction

Trade unions of branches:

According to the evaluation results of customer satisfaction in the fourth quarter of 20 1, Xiangcheng Sub-branch earnestly summed up and learned lessons, and specially held the general party branch, the president's office meeting, the dissecting sparrow meeting and coordination meeting of various departments, carefully analyzed the existing problems, paid a return visit to the customers who had made spot checks one by one, further strengthened communication and understanding, and started to rectify the problems. Carry out serious rectification around the strategic objectives of "improving performance, improving service, strengthening team, improving culture and improving management" put forward by the sub-branch. In terms of customer satisfaction, the specific goals are put forward, that is, vigorously improve customer satisfaction, strive for industry leadership, and enter the top six of the system. The rectification situation is now reported as follows:

The first is to further improve the service mechanism.

1, strengthen leadership and raise awareness. Xiangcheng Sub-branch's service leading group was established and improved, and the document "Xiangcheng Sub-branch's Service Leading Group and Complaint Emergency Leading Group" (Su Xiangfa [2065 438+02] 12) was issued, which clarified the division of responsibilities of Xiangcheng Sub-branch's service leading group members and working groups. Implement the responsibility system for the top leaders. The leading group holds a service quality analysis meeting every quarter to comment on customer satisfaction, customer complaints and service failures.

2. Improve the complaint handling responsibilities of Xiangcheng Sub-branch. Improved emergency contact list (corner AB) for emergencies/customer complaints. And improve the two-level accounting system for the acceptance and registration of financial consumer complaints between sub-branches and various operating institutions. Establish a quick handling mechanism to ensure that the settlement rate of complaint handling reaches 100%. Do a good job before, during and after the complaint, focus on before the complaint, vigorously strengthen the lobby service, and solve customer complaints in the bud.

3. Strengthen the assessment mechanism. Strengthen the assessment of service satisfaction, incorporate the improvement of customer satisfaction into the BSC assessment of various departments and outlets, and set the service system score as 4 points to promote the improvement of service quality. And decompose the assessment into each service post in multiple latitudes.

Second, the plate rectification measures

(1) Strengthen communication and strive to improve the company's customer satisfaction.

Through this evaluation and analysis, although the company's customer satisfaction ranks fourth in the whole jurisdiction, there are still many problems. Mainly point out the satisfaction of corporate customers with our services and business processes, focusing on the following aspects:

1, dissatisfied with the service attitude of the counter staff, and the statement cannot be sent to the enterprise in a complete and timely manner;

2. Dissatisfied with the long waiting time for customers to handle business;

3. Dissatisfied with the service fees, such as high transfer fees and monthly account management fees, and feel that the fees of other banks are low;

4. The speed of online banking (confirmation return) is very slow, the online banking download transaction process is not detailed, and the operation interface is inconvenient;

5. It reflects that our loan approval and issuance process is long;

6. The company's financial product recommendation notice is not timely;

7. Centralized payment cannot be handled in time and will be completed the next day.

According to the customer's feedback, the business department of the branch contacted the customer in time, paid a return visit one by one, and put forward the following rectification measures for the corresponding deficiencies:

1. Require relevant account managers to communicate with customers in time, make clear the frequency of customers' visits to small and medium-sized enterprises, VIP customers of the company and industrial and commercial customers, and incorporate the customer managers' return visits to customers into the personal BSC assessment to further maintain good cooperative relations with customers.

2. When cooperating with the work of improving the efficiency of outlets, formulate measures to optimize the business process of outlets and solve the phenomenon of long queues at outlets as soon as possible; And will set up an enterprise VIP service area in the sales department.

3. Further strengthen the service awareness and marketing awareness of enterprise account managers, and provide differentiated services for different enterprise customers. Account managers need to collect customers' suggestions on our service requirements at any time during their daily visits to customers and feed them back to relevant departments.

4. Strengthen the training of account managers' business products and timely convey the relevant product information of the bank to customers.

5. Strengthen contact with relevant departments of branches and further improve the online banking function of the company.

6. Strengthen the training of branch account managers, account managers and company tellers on the company's business, and improve the business ability of branch counter staff.

(2) Personal service, focusing on improving personal high-end customer satisfaction.

Through this evaluation and analysis, our high-end customers' personal satisfaction ranks ninth in the whole jurisdiction, which is relatively low, far from the requirements of the branch itself. The main problems are as follows:

1, the professional quality of financial managers is not high;

2. Low customer contact rate, less concern and enthusiastic service to customers;

3. There are few VIP windows in outlets (the lobby does not recognize VIP customers in place and lacks effective guidance);

4. Credit card consumption SMS service is not timely;

5. Less customer value-added services;

6. Financial managers change frequently;

In view of the above-mentioned situations, the Personal Finance Department of the Bank also made some investigations and self-inspections, and the wealth management manager paid a return visit to the customers who had been spot-checked, and some situations may be biased. But in any case, on the whole, customers can put forward opinions and suggestions, which should be said to be their concern and encouragement to us.

The financial management team of Xiangcheng Sub-branch has just been established and improved. The quality of financial management team members needs to be improved rapidly. To this end, we will do a good job in the following aspects to improve customer satisfaction and service quality of financial management lines.

1. Further improve the professional quality and service level of financial managers.

Because most of our financial managers are selected from the counter staff, they have not received professional training and can only improve while learning. The main method is to improve the professional quality of financial managers and cultivate their marketing skills through weekly meetings and special topics, case analysis, advanced exchanges and relevant business knowledge training.

2. Improve the customer contact rate of wealth management managers.

Core customers often visit and dig deeper, key customers often contact and expand, and potential basic customers often send text messages to strengthen communication. First, strengthen communication by distributing relevant materials to financial managers and greeting them in person. The second is to make appropriate compensation for product matching marketing. The third is greetings on holidays and birthdays. Fourth, organize community friendship marketing and other activities to strengthen contact with customers. In order to release information more conveniently, the Bank and the mobile company applied for a special SMS calling platform to ensure the contact frequency with customers and control the appropriate and effective sending time.

3. Strengthen the sense of teamwork of marketing staff, lobby manager and counter staff. Set up a strong marketing team to provide customers with all-round and three-dimensional combined marketing and services. Among them, the lobby manager should be able to quickly identify customers and guide them well. Counter staff and financial managers should work together to improve service efficiency.

4. Strengthen the value-added services of VIP customers and distribute gifts uniformly. The personal finance department of the sub-branch uniformly formulates the VIP customers' gift distribution plan, which is earmarked for special purposes to maximize the benefits.

(3) Take a multi-pronged approach to improve the service efficiency of outlets and halls.

Since the beginning of this year, the Bank has taken the following measures to improve the service efficiency of outlets:

1, starting from "three latitudes", strengthen the inspection of tellers and counters;

(1) Adhere to the monthly on-site inspection system, including service inspection and 7S inspection. Implement the "7S" inspection plan of the branch, and improve the clean and hygienic third-party custody of each branch.

(2) Strengthen the real-time off-site inspection system. The General Management Department will assign special personnel to check the counter service personnel in real time every two days, and establish a scorecard system for employees' quality service and a red and black list system for services, which will be included in the BSC assessment of employees.

(3) The sub-branch entrusts a third party to conduct unannounced inspection, so as to truly reflect the service quality from the perspective of a mysterious person.

2. Strengthen staff skills training and improve service quality.

(1) Establish a branch "skill salon", hold activities every month, and set up employees to practice.

Platform, to ensure that each employee can achieve more than two expert goals, the sub-branch reaches the participation rate of 100%, and the expert rate is over 98%.

(2) Strengthen the training of counter service ability, so that every employee can master service action, service language and service skills, and make customers happy and satisfied.

3. Implement the "second-line service line" and do a good job in logistics support.

(1) Strengthen the maintenance of service facilities and service occasions, ensure normal operation and make customers impeccable.

(2) Accelerate the outsourcing process of network cleaning. At present, there are four tier-two branches on trial, and all of them will be in place in the first half of the year.

(3) to establish a fast service channel, the outlets need to respond at the first time and complete it within the specified time.

(4) Strengthen communication channels between departments, between departments and outlets, and between branch departments, strive to improve service processes, expand service products, accelerate the integration of physical channels, and accelerate the improvement of service efficiency.

(4) Optimize the process to shorten the waiting time of customers at the counter.

1. The business management department is responsible for business training and supervision of all counter employees under its jurisdiction. It is divided into two levels: one is the theoretical level, which mainly focuses on the basic laws and regulations of banks, such as savings regulations, Bill Law, payment and settlement methods, anti-money laundering laws and so on. , and conduct closed-book tests to promote employees to master basic theoretical knowledge; Second, at the operational level, sort out the business varieties that are often used in daily business, initially set about 20 varieties, and list the detailed steps of how to operate each business variety for tellers to master. The business management department will conduct spot checks one by one to promote employees to master common business operations, improve proficiency and improve operational efficiency. Finishing will be completed by the end of this month, and detailed operation steps will be completed in early March.

2. Set up a process carding team. The business management department is responsible, mainly composed of business managers and business managers. It is divided into three groups: domestic settlement process, gold business process and internal control compliance process, to sort out whether there is anything that can be improved or put forward to the superior bank. The preliminary results were announced at the end of March.

3. Improve the operation speed of counter staff. The time of 58 business varieties on the counter for each employee is calculated, and the data of the new district bank is analyzed and improved. It is determined that the task will be completed at the end of February. Analyze the reasons for employees' slowness and urge employees to improve their operation speed.

4. Strengthen the power configuration of VIP window. Select the employees in the current financial window and VIP private counter, appropriately raise the salary level, compete for posts, and select employees with good business, fast operation, strong marketing, excellent service and good image as tellers in this window.

5. Publish the business volume and errors of employees every month. Let tellers compare between the same outlets and different outlets, find the gap, promote employees to improve their business skills, and also provide a basis for assessment.

6. Set up corporate VIP counters if conditions permit. Establish VIP identification, service plan, access mechanism and other supporting facilities.

Xiangcheng Sub-branch will take the opportunity of customer satisfaction rectification, earnestly grasp, actively reform, get quick results and strive for the upper reaches. With a positive attitude and good service, polish the century-old golden signboard of China Bank.