Case study

Prepared by Group I

Pernille Taisiya

rjan

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
ROOM

CUSTOMER
Complaint
(SMS)

CUSTOMER
Phone Call

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 Multipleltem Scale for Measuring Consumer Perceptions 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. 4150

Profession
al

Service
Rep

Service
Rep

Service
Rep

Service
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
Credit
Credit card
card
unhappy
unhappy

Problem
Problem with
with
credit
card
credit card

Your
Your problem
problem is
is
resolved
resolved

Specialist
Specialist from
from
credit
dep
credit dep will
will
call
call

Customer orientation in retail

banking

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

customer satisfaction measurements into action."Journal of
Service Management25, 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 Review55, no. 3 (2014):
31-35.

Increasing the brand

performance
Reduce risk
Create recall and awareness
Points-of-difference

=> competitive advantage

Top of mind
Recall
Unaided recall
Recognition
Aided recognition
Unknown
Never heard of

The first brand mentioned by recall

a special and stronger position
Brand mentioned unaided recalled when
the product category or usage situation is
mentioned
The brand cannot be recalled, but is
recognized when it is mentioned or
shown. Weaker level of awareness
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
SBI
Customer

Cost
Trained Personnel
Advertisement
It costs
IT
Costs of SMS

Benefit
Customer satisfaction
Market share
Real time feedback
Quick service
Less time
Personal

ReferenceList
Aaker,DavidA.Buidlingstrongbrands.1996.1013.Print.
Das,S.K(2013)SocialandInnovativebankingstrategiesforsustainablebankinginIndia.International
JournalofEconomics,FinanceandManagement.Vol.2.No.2
Euromonitor(2014).MobilePhonesinindia.[Online].Availableat:http
://www.portal.euromonitor.com///SearchResultsList.aspx(Accessed:6September2014)
Grainer,Marc,CharlesH.Noble,MaryJ.Bitner,andScottM.Broetzmann."WhatUnhappyCustomers
Want."MITSloanManagementReview55,no.3(2014):3135.
LervikOlsen,Line,LarsWitell,andAndersGustafsson."Turningcustomersatisfactionmeasurementsinto
action."JournalofServiceManagement25,no.4(2014):55671.
Parasuraman,A.,ValarieA.Zeithaml,andLeonardL.Berry.1988."SERVQUAL:AMultipleltemScalefor
MeasuringConsumerPerceptionsofServiceQuality."JournalofRetailing64(Spring):1240
Parasuraman,A.,ValarieA.Zeithaml,andLeonardL.Berry.AConceptualModelofServiceQualityand
ItsImplicationsforFutureResearch.
JournalofMarketing49,no.4(Autumn,1985):4150.
"RetailBanking."http://www.investopedia.com/terms/r/retailbanking.asp.
Shah,D.,Rust,R.T.,Parasuraman,A.,Staelin,R.andDay,S.G.(2006).Thepathtocustomercentricity.
JournalofServiceResearch,Vol.9(2),113124.