How to be a good customer service bank

How to do a good job in bank customer service

China Merchants Bank adopts the method of "point, line and surface" to ensure the satisfaction of every moment and every service field, thus forming the overall satisfaction of China Merchants Bank.

Walking into the business hall, there are flowers at the door. The staff with the brand of "shopping guide and promoter" hanging on their chests came over and asked customers enthusiastically. Then, you take a number from the number machine, then rest on the sofa and wait for the call. If you are bored, look at the newspaper rack next to the sofa. There is also water and coffee for you to enjoy. When the customer walks to the counter, the service staff will stand up and serve the customer with a smile. Perhaps many banks have done this now, but China Merchants Bank first attracted people's attention from such services.

For these service details, Li Chaoyang, deputy general manager of customer service department of China Merchants Bank, has a special concept-MOT, that is, real instant or real feeling. He believes that customer satisfaction is formed by the accumulation of "MOT" one by one, which constitutes the MOT from contacting a thing to making a judgment. Many judgments people make in life are not based on profound understanding, but on judgments made in an instant. For example, if people have to do a lot of mots to know what it is saying, then an advertisement is not a good advertisement, and if they can know what it is saying soon after seeing an advertisement, then it is a good advertisement.

● Key points-attach importance to MOT

The service of the business hall is only a part of attaching importance to MOT. When we call the customer service number of China Merchants Bank, we will hear a pleasant greeting: "Hello, China Merchants Bank Credit Card Center, my last name is X, and I am very happy to serve customers". It is more humanized and more popular with customers than those hotlines that are cold-reported by machines. In order to make every service staff achieve 100%, they require customer service staff to conduct 15 minutes of etiquette training before each shift.

In fact, whether it is lobby service or hotline service, as long as it is all possible interfaces and contact points with customers, such as customer telephone, business promotion, customer access to websites, etc., it is the focus of China Merchants Bank to improve service satisfaction. To this end, they also put forward the requirements of "consistency, integrity and stability" to control the quality and efficiency of these key indicators.

Among them, the customer service hotline is an important contact point of their concern. To this end, they tailored more than 20 indicators for the customer service center and conducted regular performance tests. Time-sensitive operation indicators: ACD answering time (15s connected S/L≥85%), telephone hang-up rate (≤5%), first-line processing rate (≥95%), recording success rate (≥95%), etc. In addition to external contact points, this quality assurance system also goes deep into the contact points of internal customers. Because they know that only when the work of various departments within the bank is smoothly connected can they really serve customers efficiently. The indicators of internal customer-specific satisfaction include: telephone service evaluation, departmental complaints, overall service satisfaction, education and training satisfaction, etc.

In reality, the service of China Merchants Bank is meticulous, and the online service is unambiguous. Although it is not the earliest website, it is the first bank to realize online trading functions such as account inquiry, stock investment, online payment and fee payment. Moreover, according to the above-mentioned survey in Beijing, China Merchants Bank is in a leading position in the user evaluation of its online banking in terms of security, convenience of opening, convenience of operation, accurate and timely data recording, and speed of web pages.

● OK-"One-stop" authorization

What bothers me most about calling the hotline? There was once a cross talk image that expressed "three fears": one was afraid of waiting too long and wasting time; Second, I am afraid that advertisements will be broken and sold much; Third, I am afraid that reporting step by step will delay. So how can China Merchants Bank's "one-stop" service avoid departmental shirking and shirking responsibility in the whole process of implementation?

-Flexible authorization. First of all, they stipulate that the telephone must be connected within 15 seconds, and implement the concept of "real-time service" by adopting a highly first-line inquiry authorization and establishing flexible service authorization for customer dispute handling at all levels, so as to avoid a large number of problems that need to be upgraded step by step to affect the processing efficiency and greatly improve the one-time solution rate of problems. For example, the adjustment of the temporary quota can be done online by the front-line customer service specialist; Authorize front-line service personnel to adjust the cyclic interest generated by customers who have not received the bill for the first time; Conditionally authorize the front-line customer service specialist to handle customer procedures.

-Second-line tracking. What should front-line employees do when they encounter problems that they can never understand? According to statistics, Mr. Li Chaoyang analyzed that only about 5% of the problems in the customer service center need the support of other departments. The CSI system (customer service interface) developed by China Merchants Bank has a powerful second-line work tracking mechanism, which can ensure that service information will not be lost halfway. Therefore, the customer service center will fill in these questions, state in detail the problems, customer needs and when to solve them, and with strict internal control mechanism, every service request of customers can be answered accurately and timely. In addition, in this system, the front desk service personnel will make specific comments on the customer's problems and requirements in the system, and when the background (different) service personnel receive the phone call from the same customer, they will clearly reflect it on the interface to ensure the accuracy and consistency of the service.

-Comprehensive inquiry. Usually, a customer's problem will involve many aspects. If these questions rely on manual inquiry, it may take a few minutes, or even more than ten minutes, and customers will definitely be impatient. In order to improve efficiency, China Merchants Bank introduced and developed CSI system (customer service interface), which intuitively integrated multiple subsystems inside the credit card center on the operating computer of the customer service specialist. It covers almost all areas of credit card business, including application progress, card flow, deduction adjustment, amount adjustment, accounting and loss reporting. In this way, most problems can be completed in 10 second, which ensures the provision of "one-stop" service.

-Technical optimization. In order to avoid the influence of password leakage and advertising spots on customers' emotions when dialing the hotline, China Merchants Bank adopted the design of interference sound when customers set passwords when developing CTI (Computer Telephone Integrated System) and IVR (Automatic Voice Interaction System). Its voice query password is common with online banking query password; The design of advertisements is determined by the customers themselves whether to listen or not, and measures such as avoiding forced insertion are taken.

● Surface-"whole process" warranty

Of course, it is not easy to ensure the feeling of every moment, and it is even more difficult to "treat both the head and the foot". To this end, China Merchants Bank Credit Card Center has also introduced a whole-process quality assurance management mechanism, and established a set of management system to track service quality and continuous improvement, and supervise and control the service quality of the whole service process and all work links.

In terms of specific service items, in addition to the front-line customer service specialist directly facing customers, the second-line service group also ensures the service quality through various measures. They will visit VIP customers regularly, greet new cardholders, retain customers who apply for account cancellation, handle complaints in time, and select a certain proportion of telephones to visit customers' satisfaction, so as to judge the service quality and put forward the improvement direction in time.

Finally, the customer service center of China Merchants Bank passed the CCCS-OP-2003 five-star certification on June 5438+1October 3, 2005, and won the title of "five-star customer service center". The title of "China No.1" has been prepared for eight months, and a comprehensive and rigorous audit has been conducted in eight areas, including leadership, strategic planning and deployment, customer value, performance measurement and analysis, on-site management, personnel management, process management and operational performance results, involving hundreds of detailed operational performance indicators in five categories.

Comments: Asymmetric Competition Strategy

It is the essence of "experience economy" for China Merchants Bank to improve service satisfaction through MOT. For any customer, the only criterion for him to judge whether your service is good or not is whether he is happy when he accepts your service. Therefore, it is a very correct strategy for China Merchants Bank to choose to satisfy customers at every contact point.

If further calm analysis, China Merchants Bank's service strategy is a very realistic interest choice: First, China Merchants Bank's genes are weak. When China Merchants Bank 1987 started from Shenzhen, the layout of state-owned banks had been completed, but the service consciousness was still limited to "yamen" running errands. As a result, China Merchants Bank made a single breakthrough from the softest service of the other party and became a boutique bank. Set up in the most prosperous market, strive for perfection in equipment, personnel and network decoration, and provide customers with better services than state-owned banks with centralized support in the background.

Second, China Merchants Bank must use asymmetric services to gain asymmetric advantages. If it follows the old path of the other side, it will always fall behind its competitors. In the case that the actual network layout is at a disadvantage, China Merchants Bank can only concentrate on electronization and networking, thus opening the "one card" with eight functions of national deposit and withdrawal, automatic transfer and loan financing at the earliest in China. 1997 took the lead in opening "One Netcom" with online trading and payment functions, which launched an impact on the extensive "virtual space" and largely made up for the shortage of outlets.

Third, China Merchants Bank can also concentrate on doing great things in terms of service investment. For the pepper-like network construction of ICBC and CCB, China Merchants Bank can concentrate several times of funds on one network, such as flowers and coffee, so that the training and treatment of counter attendants will not account for much. Similarly, China Merchants Bank can invest more in network construction and back-office technology than other banks, and will be one step ahead in the information age.

Fourth, this is decided by the customers of China Merchants Bank. China Merchants Bank has lost the policy obligation of the four major state-owned banks to serve many middle and lower class customers, but its high-quality customers are concentrated in white-collar workers aged 20-30. They have higher requirements for service experience, and they also like to accept new things, which is suitable for China Merchants Bank to focus on innovation and investment in online banking and telephone banking. Customer virtual agent

Why do many enterprises clearly know that "customers are God" and there is no "rice bowl" without customers, but once it comes to the operation of enterprises, why do they often become pure verbal propaganda and ignore the existence of customers?

Just after work, the mobile phone of Mr. Liu, the marketing manager of a group company, rang, and a sweet voice came from the other end of the phone: "Hello, customer, this is Xiao Li from the Credit Card Center of China Merchants Bank. We want to remind our customers that tomorrow is their wife's birthday, so don't forget to give her a gift. " Only then did Mr. Liu realize that he almost forgot about it, and immediately ordered a bunch of flowers for his wife with China Merchants Bank credit card.

Recently, many credit card holders of China Merchants Bank have felt similar warm service. Why is the service of China Merchants Bank always the first to notice these details and be considerate?

● Top management "changes with customers"

"There will always be customers in my heart" is not an advertising word, it involves the position of customers in the enterprise, which needs the actual organization to ensure. External customers must be internalized, and there are "virtual agents" of customers from the organization to the top of the enterprise to remind and guide the work of all departments and links of the enterprise at all times to serve customers. In 2002, as the first financial product in China, "Golden Sunflower" financial management was launched under this background.

Liang, the executive deputy general manager of China Merchants Bank Credit Card Center, is a "virtual customer" at the top of the enterprise, because she also serves as the general manager of the customer service department, which can make the customer service department get the overall work support of the enterprise. They also hired senior managers of overseas credit card industry as senior consultants of customer service department to directly participate in the operation and planning of customer service center. At the same time, the general manager's office directly entrusts the quality supervision function of the credit card center to the quality assurance room of the customer service department, and participates in the quality supervision and effect evaluation of business projects of various departments of the credit card center based on customer service experience to ensure that the product functions and services meet the actual needs of customers to the maximum extent.

This emphasis on customer service was finally refined into the service concept of "changing with customers" in 2002, and compared with "sunflower". President Ma Weihua explained: "The customer is Sun and China Merchants Bank is Sunflower. Sunflowers turn against the sun, and what China Merchants Bank has to do is always meet the needs of customers. Grasping the direction of the sun, sunflowers can stay bright for a long time; Only by adapting to the needs of customers can China Merchants Bank achieve rapid development. " Subsequently, the "Golden Sunflower" financial management was launched to provide high-quality and personalized comprehensive financial management services for high-end customers, and the account manager system was fully implemented. In 2004, sunflower was officially identified as the school flower of China Merchants Bank.

● departmental pilot pull

In addition to the huge service innovation, some careful CMB customers noticed that the service hotline number of CMB credit card (800-820-5555) is a straight line on the keyboard, and there is no cross or awkward feeling of gestures at all. So why should technicians consider the use of customers?

This is because the customer service department is a "virtual customer" in all departments, and China Merchants Bank has positioned it as the leading force to promote the service level of all departments. The credit card center of China Merchants Bank began to implement VOC project in May 2003. All employees above the director of the department office, including all members of the general manager's office, must go to the customer service center for at least 1 hour online service test every month to understand and master the customer's trends in real time, formulate, modify and improve various business processes and management methods according to the various needs of customers' online feedback, thus shortening the market distance of the credit card center in business management, product strategy and price strategy.

In this way, all departments of China Merchants Bank can put themselves in the customer's shoes and improve the service quality. When designing IVR (Automatic Voice Interaction System) process, the technicians of China Merchants Bank can review it repeatedly from the customer's point of view. Is the process design reasonable? When designing application fields, they will first consider whether the folding method is appropriate. Is the design of the site suitable? And repeatedly tested, filled in and revised countless times. ...

● First-line entry examination for employees

Last year, China Merchants Bank implemented an electronic scoring system for business counters throughout the bank, turning all customers into supervisors and "referees" of China Merchants Bank, so that employees can always face customers' critical eyes. The account manager of China Merchants Bank must provide special services. An account manager of China Merchants Bank Jinan Branch encountered a problem when handling the housing loan business for a couple. The woman has just given birth in the hospital and can't leave the hospital to sign. However, due to the restriction of the purchase contract, it was too late to go through the entrustment formalities, so the account manager had to brave the heat and go to the hospital to handle business in person on weekends.

Even in the eyes of ordinary people, China Merchants Bank has strict requirements for customer service personnel with low quality requirements. Because Li Chaoyang knew that without satisfied employees, there would be no satisfied customers. At present, 100% of the customer service staff of China Merchants Bank are college graduates or above, and two-thirds are undergraduates. After the employee joins the job, each customer service specialist must go through two months of off-the-job training in the customer service college opened by China Merchants Bank and get more than 85 points in the business examination before he is eligible to enter the formal work. Before taking over, you must actually study in the customer service center. At the same time, when I first joined the company, novices were deliberately increased in workload, and senior employees were beside me. After taking up the post, there will still be irregular tests and training in all aspects of knowledge to supervise at any time.

Because customer service is an emotional labor, the customer service department should try to decompress and motivate employees. Li Chaoyang said that he prepared a lot of facial tissues in the office to let employees vent their pressure and feelings during the conversation, and then talk after crying. At the same time, they also selected the best account specialist, announced the top 25% and the bottom 25% employees, and the general manager held a banquet once a month. Their goal is to make employee satisfaction reach 70%, and dissatisfaction is less than or equal to 15%. In 2003 and 2004, Mr. Li invited employees' families to visit the credit card center for two consecutive years to win their support. Now, he has controlled the average turnover rate of 30%~40% in the customer service center within 10%.

Comments: Behind the execution

Whether an enterprise is considerate of its customers depends on its concept and precise execution, which is not the result of forcing employees, and must be guaranteed by a good mechanism.

Ma Weihua once said that China Merchants Bank is a complete joint-stock bank and must rely on the market to support it. Moreover, China Merchants Bank has improved its corporate governance structure very early, and he himself is only a manager. If he doesn't do well, he can only pack up and leave. Therefore, he will always take the lead in innovation and dare to ask the whole bank to "change according to customers". Because from the market point of view, invariability is the biggest risk, and it will soon be eliminated by others; From an official point of view, invariability may be the least risky, because it will not make mistakes, which is the fundamental reason for the lack of innovation of state-owned banks. In addition, China Merchants Bank is small, flexible and easy to implement.

Similarly, if the top level dares to "change according to customers", the middle and grassroots naturally dare not slack off, otherwise they will be eliminated internally. In this way, they can pay attention to the departments that directly serve customers in the organization, pull and promote indirect departments to serve customers in time through these departments in the process, and supervise front-line employees through technology, process and even launching customers in the supervision. Only by straightening out this relationship can the so-called "customer-centered" become a realistic executive force.

Alliance service

Recently, China Merchants Bank has begun to realize that traditional measures are gradually failing. Standing service and smiling service are learned by other banks. Sending flowers and milk, they also started; Online banking, financial consultants and competitors are catching up ... how can we remain competitive in future services?

Since March 2005, if you are a platinum credit card customer of China Merchants Bank, as long as you dial 4008885555, the customer service staff of China Merchants Bank will recognize you immediately, and then simply say hello to the customer, know what the customer bought recently, and even know that the customer was on a business trip. He will easily exchange topics of interest with customers, so that customers will have the feeling of meeting "old friends". The above is the result of China Merchants Bank's opening of VIP special line and back-office system for Platinum Credit Card.

Judging from the alliance measures of China Merchants Bank, they have begun to actively meet the "personalized" service needs, and began to try to tailor some products for customers according to the customer preferences mastered by the customer service department, such as clothes and cosmetics of a well-known brand. In order to meet the increasingly colorful enjoyment needs of individuals, it is not enough to rely solely on banks. Therefore, the "alliance service" produced by China Merchants Bank Alliance is a new attempt. Take the platinum credit card of China Merchants Bank as an example. In order to create an extraordinary platinum life for successful people, many world-class service brands including Singapore Airlines, United Airlines, Virgin Atlantic, international SOS organization, Hyatt Regency, Intercontinental Hotel, Lane crowd Lane Crawford and so on have been carefully gathered. , as well as 24 first-class golf courses in China, playing free all year round, and 24-hour emergency rescue service for more than 200 cities and their private cars with a radius of 65,438+000 kilometers.

In addition, China Merchants Bank also launched a joint credit card of a single enterprise alliance. For example, China Merchants Bank Ctrip Travel Credit Card not only has the dual functions of China Merchants Bank Credit Card and Ctrip Business Travel VIP Card, but also has the function of business travel inquiry and reservation, and can enjoy the benefits of nearly 3,000 Ctrip preferential merchants nationwide.