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    Case Study: Prepared by Group I

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    pmp aspirant
    The document is a case study about a state-owned bank in India. [1] The bank has introduced an SMS service called "SMS Unhappy" that allows customers to complain about issues by sending an SMS. [2] When a customer sends "SMS Unhappy", they are connected to a specialist who works to resolve the problem. [3] The program aims to improve customer satisfaction and increase the bank's competitiveness.

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    © All Rights Reserved
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    Case Study: Prepared by Group I

    Uploaded by

    pmp aspirant
    31 views38 pages
    The document is a case study about a state-owned bank in India. [1] The bank has introduced an SMS service called "SMS Unhappy" that allows customers to complain about issues by sending an SMS. [2] When a customer sends "SMS Unhappy", they are connected to a specialist who works to resolve the problem. [3] The program aims to improve customer satisfaction and increase the bank's competitiveness.

    Original Description:

    SMS documentation

    Original Title

    NotHappySend SMS

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    The document is a case study about a state-owned bank in India. [1] The bank has introduced an SMS service called "SMS Unhappy" that allows customers to complain about issues by sending an SMS. [2] When a customer sends "SMS Unhappy", they are connected to a specialist who works to resolve the problem. [3] The program aims to improve customer satisfaction and increase the bank's competitiveness.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    31 views38 pages

    Case Study: Prepared by Group I

    Uploaded by

    pmp aspirant
    The document is a case study about a state-owned bank in India. [1] The bank has introduced an SMS service called "SMS Unhappy" that allows customers to complain about issues by sending an SMS. [2] When a customer sends "SMS Unhappy", they are connected to a specialist who works to resolve the problem. [3] The program aims to improve customer satisfaction and increase the bank's competitiveness.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    of 38

    Case study

    Prepared by Group I
    Pernille Taisiya Ørjan Kristian Wen
    • 9955691 • 4868317 • 9842484 • 4868521 • 4863467
    5 6 4 8 8

    Board of Directors
    Go ahead, send us an SMS and give us the opportunity to put
    a smile  on your face!
    Introduction

     State-owned bank

     Largest bank in India

     Innovative

     Culture: key to success


    Process

    HAPPY
    CUSTOMER CUSTOMER
    ROOM
    Complaint Phone Call
    (SMS)
    SERVQUAL
    Tangibles
     Welcoming
    atmosphere in
    branches
     Employees’
    physical
    appearance is
    neat and
    professional
     Equipment is well
    maintained and
    works as
    intended
    Parasuraman, A., Valarie A. Zeithaml, and
    Leonard L. Berry. 1988. "SERVQUAL: A Multiple-
    ltem Scale for Measuring Consumer Percep-
    tions of Service Quality." Journal of Retailing 64
    Reliability

     Representatives
    always get back
    to customers
     Resolution
    provided is
    relevant and on
    time
     Interest in
    solving
    problems
    Responsiveness
     Customers are provided with a specific time
    period within which their complaint will be
    addressed
     Transparency in how the complaint will be
    handled
    Assurance
     Complaints are handled by professionals
     The primary goal is customer satisfaction
     Representatives are well informed and
    empowered to resolve complaints
    Empathy

     Representative
    s empathize
    with customers
     Purpose is to
    help
    A. Parasuraman, Valarie A. Zeithaml
    and Leonard L. Berry , “A Conceptual
    Model of Service Quality and Its
    Implications for Future Research,”
    Journal of Marketing
    Vol. 49, No. 4 (Autumn, 1985), pp. 41-
    50
    Profession
    al

    Service Service Service Service


    Rep Rep Rep Rep
    Strengths
    Weaknesses
    Opportunities
    Threats

    Euromonitor (2014). Mobile Phones in india. [Online].


    Available at:http
    ://www.portal.euromonitor.com/…/…/SearchResultsLis
    t.aspx
    (Accessed: 6 September 2014)
    Das, S.K (2013) Social and Innovative banking
    strategies for sustainable banking in India.
    International Journal of Economics, Finance and
    Management. Vol. 2. No.2
    Retail banking
     When bank executes transactions with costumers,
    rather than corporations or other banks.

    Services offered include:

    "Retail Banking."
    http://www.investopedia.com/terms/r/retail
    banking.asp.
    Contribution of SMS Unhappy

    Send
    Send sms
    sms Your
    Your problem
    problem is
    is
    “Credit
    “Credit card
    card resolved
    resolved
    unhappy”
    unhappy”

    Specialist
    Specialist from
    from
    Problem
    Problem with
    with credit
    credit dep will
    dep will
    credit card
    credit card call
    call
    Customer orientation in retail
    banking

    Lervik-Olsen, Line, Lars Witell, and Anders Gustafsson. "Turning


    customer satisfaction measurements into action." Journal of
    Service Management 25, no. 4 (2014): 556-71.
    The Potential of SMS Unhappy
    Social Networks
    Surveys
    Billboards
    Important issues
    Complaint Trends

     66% of complaints
    happen over the
    telephone

    Grainer, Marc, Charles H. Noble, Mary J. Bitner, and


    Scott M. Broetzmann. "What Unhappy Customers
    Want." MIT Sloan Management Review 55, no. 3 (2014):
    31-35.
    Increasing the brand
    performance
     Reduce risk

     Create recall and awareness

     Points-of-difference
     => competitive advantage

    The first brand mentioned by recall


    ”Top of mind” – a special and stronger position
    Recall Brand mentioned unaided – recalled when
    Unaided recall
    the product category or usage situation is
    Recognition mentioned
    The brand cannot be recalled, but is
    Aided recognition recognized when it is mentioned or
    Unknown shown. Weaker level of awareness
    Never heard of Aaker, David A. Buidling strong brands. 1996. 10-13. Print.
    Competitiveness

    Shah, D., Rust, R. T.,


    Parasuraman, A., Staelin, R. and
    Day, S. G. (2006). The path to
    customer centricity. Journal of
    Service Research, Vol. 9(2),
    113-124.
    Competitiveness
    Competitiveness
    National rollout

    Complex
    processes

    Increasing
    expenses
    Cost & Benefit

    Perspective Cost Benefit


    SBI Trained Personnel Customer satisfaction
    Advertisement Market share
    It costs
    IT Real time feedback
    Customer Costs of SMS Quick service
    Less time
    Personal
    Reference List

    Aaker, David A. Buidling strong brands. 1996. 10­13. Print.

    Das, S.K (2013) Social and Innovative banking strategies for sustainable banking in India. International 
    Journal of Economics, Finance and Management. Vol. 2. No.2

    Euromonitor (2014). Mobile Phones in india. [Online]. Available at:http
    ://www.portal.euromonitor.com/…/…/SearchResultsList.aspx(Accessed: 6 September 2014)

    Grainer, Marc, Charles H. Noble, Mary J. Bitner, and Scott M. Broetzmann. "What Unhappy Customers 
    Want." MIT Sloan Management Review 55, no. 3 (2014): 31­35.

    Lervik­Olsen, Line, Lars Witell, and Anders Gustafsson. "Turning customer satisfaction measurements into 
    action." Journal of Service Management 25, no. 4 (2014): 556­71.

    Parasuraman, A., Valarie A. Zeithaml, and Leonard L. Berry. 1988. "SERVQUAL: A Multiple­ltem Scale for 
    Measuring Consumer Percep­tions of Service Quality." Journal of Retailing 64 (Spring): 12­40

    Parasuraman, A., Valarie A. Zeithaml, and Leonard L. Berry . “A Conceptual Model of Service Quality and 
    Its Implications for Future Research.”
    Journal of Marketing 49, no. 4 (Autumn, 1985): 41­50.

    "Retail Banking." http://www.investopedia.com/terms/r/retailbanking.asp.

    Shah, D., Rust, R. T., Parasuraman, A., Staelin, R. and Day, S. G. (2006). The path to customer centricity. 
    Journal of Service Research, Vol. 9(2), 113­124.

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