PROPOSAL SERVICE MANAGEMENT

CUSTOMER SERVICE IMPROVEMENT IN THE

BANKING INDUSTRY

FACULTY & PROGRAMME :

SEMESTER :

PROJECT TITLE :

GROUP MEMBERS : 1. DAYANG FEBRUANA BINTI SUHAILI (2016365385)

LECTURER :
 TABLE OF CONTENT

PAGE
TITLE PAGE i

1. PROJECT DESCRIPTION 1

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2. PROBLEM STATEMENT

3. OBJECTIVE OF PROJECT
1

3. PROJECT WORK PLAN 1

4. APPROACHES TO EVALUATING PROJECT 3

5. PROPOSED PROJECT SCHEDULE TO DEVELOP STRATEGIC PLAN 4

6. CONCLUSION
4

7. REFERENCES
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1. PROJECT DESCRIPTION

Our group will incorporate the various experiences of customer service from each individual
member, ranging from the customer and the bank company representatives, to the owners
and policy makers, in order to produce an approach from an unbiased position. By doing this,
we will be able to discover and present solutions that will fix the problem at its very core, by
starting at the top of the company and working all the way down to the ground level of face-
to-face customer service. This project proposal requires us to work as a team. Our team
comprises of 5 competent members from our service management class. As a team we will
divide the responsibilities and research equally among all members. We each focuses on a
particular section of the requirements and will follow a project completion schedule. By so
doing, we will able to focus our individualized attention on every section and detail. Also, we
coordinate through email and telephone for any and all additional support and
communication. By dividing responsibility, doing thorough research, organizing our ideas
and attentively discussing all aspects of the issue, we will be able to unify as a team to
achieve dependable customer service solutions in banking industry to ensure greatness for
the company, the employee, and the customers.

2. PROBLEM STATEMENT

Our team was given a general topic in which to build upon. We initially chose “the effects of
a bad boss in the work place,” then refined our topic into “how does poor customer service
affect a banking service and the company as well?” This open-ended question allowed us to
approach the issue from every angle to formulate solutions that would benefit everyone. If
we used a closed question it would be virtually impossible to approach the issue impartially
or completely. Therefore, the final Question in our research is “How does poor customer
service affect a company particularly in banking industry?”

3. OBJECTIVE OF PROJECT

1. To determine the relationship between the needs of service quality and customer
satisfaction in banking industries of Malaysia.
2. To examine the relationship between the need of responsiveness and customer
satisfaction in banking industries of Malaysia.
3. To observe the current service management in baking industries in Malaysia.

4. PROJECT WORK PLAN

Customer Service is at the face of every company. Because of this, it is one of the most
important elements of a business. Whether from a consumer’s position or a business

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representative’s position, we are faced with customer service encounters virtually every day.
Because these encounters do not always end positively in similitude of a tyrant customer,
employee, or boss and the disasters that may be caused in a poor customer service
situation.

As a team we planned the work in sequence greatly aided our team to work together
to make the best of each member’s talents. An outline of these steps and how we applied
them as a group is as follows:

Phase 1: Define the problem

1. Define the problem. This was done in our first meeting as a group. With much
deliberation, we were able to pinpoint our problem in the form of an open-ended
question.
2. Analyze the problem. This was also done in our first meeting. As we discussed topics
and possibilities, we discussed what each would encompass. Our original question
was too narrow, so we revaluated our question and decided to change it. Once we
changed the question, we implemented step two and dissected the problem. This
made it possible to divide responsibilities to among the members.

Phase 2: Develop “Plan for Plan” for strategic plan

1. Establish criteria for a solution. Once we completed the first two steps, we decided
what criteria our solutions had to meet. This helped us research our possible
solutions and choose those that proved to be best.
2. Consider possible solutions to the problem. Each member was required to contribute
2 possible solutions. Having 5 members, this was a total of 10 possible solutions to
analyze. Because we had criteria in place, we were able to evaluate and discuss
each solution, then pick the ones that would work the best.

Phase 3: Identification of strategic Goals and objectives

1. Decide on a solution. After following the previous steps it is quite easy to determine
our final solution. We will be able to decide as a group on what we thought would be
the most effective. At times, we will not be able to fully agree so we implement a
voting process before finalizing decisions. Review organizational information, for
example, history, products and services, and current activities.

Phase 4: Action Plans

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 1. Implement the solution. As a group we research how other companies implement
policies and procedures and use these methods as a guide. This is a very useful step
because without a method of implementation no policy or procedure could be use
efficiently.

Phase 5: Draft, Review and approve strategic plans

1. Follow up on the solution. By the time we reach this step, we will be able to compile
all research and data to see how well these methods worked. The methods of
influence used in the solutions proved to be some of the best for customer service.

Based on the issues described, to achieve our goals as a team we followed these steps by
meeting twice a week in class and once a week at a member’s office. This ensured team
unity and production. In these meetings we discuss all aspects of the project by following an
agenda. This allowed us to coordinate, collaborate, and track all progress. We made an
effort to make the meeting as pleasant as possible by bringing treats and giving everyone
the opportunity to participate in making group decisions. We implemented a voting process
to better assist us in the equality of control.

4. APPROACHES TO EVALUATING PROJECT

4.1 Focus of Evaluation Plan(s)

Evaluation planning should be based on the project’s goals and outcomes. After the goals
and outcomes have been finalized, the consultant and client will work together to establish
the focus of each Evaluation Plan. Plan(s) could focus on:

1. Project activities, as those activities occur (a formative, process evaluation).

2. Project deliverables (proposed deliverables are listed in the above section, “Initial
Project Activities and Deliverables”).
3. Outcomes achieved by the project (the proposed outcomes are listed in the above
section, “Project Outcomes”).

4.2 Contents of Evaluation Plan(s)

The consultant and client will work together to design the content of each Evaluation Plan,
which will include evaluation questions, information needed to answer each question, and
methods to gather and analyze that information.

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5. PROPOSED PROJECT SCHEDULE TO DEVELOP STRATEGIC PLAN

Phase Nov Nov Nov Nov Dec Dec Dec Dec Dec Jan Jan Jan
04 11 18 25 02 09 16 23 30 06 13 20
1.Organizational
assessment
and report
2. “Plan for
Plan”
3. Identify
goals and
strategies
4. Develop
action plans
and resource
needs
5. Draft, review
and approve
Strategic Plan
Table 1: Approximate Time Required Producing Strategic Plan Document

The focus of this project is to instil new systems as a foundation to bring about change, such
that the outcomes of the project are achieved. However, the long-term health of the
organization depends on how well those new systems are fully integrated and utilized on a
regular basis throughout the organization. Complete change often involves changing the
culture of the organization realistically, that can take a year or more. The amount of time to
make those new systems an automatic part of operations for the client depends primarily on
the leadership and amount of resources that the client can apply to the change effort, and on
whether any unexpected major events occur during that effort. The overall organizational
development activities in this project will occur during a three-month period.

6. CONCLUSION

In our economic downturn, it is vital for any company who wants to prosper to have excellent
customer service. This safeguards sales and profits through building relationships with the
consumer. Only through staff, specifically customer service representatives, is the company
able to do this. Consumers are more than just a number or statistic. They are people with
thoughts, feelings and emotions. These people are the ones spending their hard earned
money that keeps each company in business. Companies and employees must realize it is
their responsibility to treat these people well. There are many variables in establishing a
great customer service team to represent a company, and the set of policies we have
provided in this report are a proven solution to improving poor customer service for any
company. By focusing on the employee and the consumer as real people instead of a
responsibility, pay check, number or statistic, these policies will create a sense of worth,

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fulfilment and contentment to all involved, whether directly or indirectly. The best business is
achieved only with the best customer service.

7. REFERENCES

Barney, J. (1991) ‘Firm resources and sustained competitive advantage’, Journal of

management, 17(1), pp. 99–120.

Jones, G. R. (2010) Organizational Theory, Design, and Change. Prentice Hall. Available at:
https://books.google.com.my/books?id=aZggAQAAMAAJ.

Njagi, L. K. and Malel, J. (2012) ‘Time management and job performance in selected
parastatals in Kenya’, Australian Journal of Business and Management Research, 2(5), p. 19.

O’Malley, L. and Tynan, C. (2001) ‘Reframing relationship marketing for consumer markets’,
Interactive Marketing, 2(3), pp. 240–246.

Rodrigues, C. A. (2001) ‘Fayol’s 14 principles of management then and now: A framework

for managing today’s organizations effectively’, Management Decision, 39(10), pp. 880–889.