In a service conducted training for security staff, facilitators begin by asking questions to a participant about the understanding of service. "Ready! Servicing air conditioning, radio service, TV service! "Mr. Security Guard answered firmly with tense faces," tuned "straight ahead without the slightest smile tugging at his lips. Facilitator with no disrespect to a genuine smile. A challenge for a facilitator to relax the nerves and tension slowly entering service concept with which most easily understood language, so at the end of training the crews of the essential services industry is able to become more service oriented.
The illustration above illustrates how the importance of instilling a service culture in the company, especially the banking services industry. All employees are an important component of the service. Not only is titled customer service, but the security guard as the first person encountered by any walk-in customers should be able to provide a positive image for the company. Back office employees are not face to face with the client must also be capable of being customer service for internal customers (fellow employees) so as to maintain the rhythm of the positive work which impact on achieving the observance of the Service Level Agrement (SLA). The achievement of SLA will impact on the timeliness in the handling of each case or transaction, so the achieved customer satisfaction (customer satisfaction).
By definition, there is a shift in the understanding of "Who is the customer". Previously, the customer is anyone who needs me. Over time, the notion evolved into, anyone that we need for our success. Proverbial, customers with banking services industry as well as artists with fans. No great artist without the fanaticism of fans, so there are no major industries of banking services without a loyal customer. To that end, customer confidence should continue to be nurtured and consistently maintained.
Why is that? Because even the slightest rumors can cause shocks to the banking services industry. What's worse, if the shock is a rush or a run on banks (large-scale withdrawal of funds), it will impact on the reputation of the national banking collapse that could destroy the country's economy. An artist who abandoned his fanatic fans will have an impact on job loss, reduced income, and family economic decline.
Similarly, the banking industry left by loyal customers will have broad impact on its stakeholders. The shareholders will lose the value of investments, stock drop, the loss of dividends, and even worse have to account for it. The employees are likely to receive SP (warning letter), loss of bonuses, or even laid off. While customers will experience a deterioration in service, deteriorating product quality, receives the impact of a liquidity crisis, even experienced the occurrence of regulatory changes. For that product, process, and people are the three pillars of service which are all important and can not be ignored.
To be able to provide excellent service, keep in mind the real thing desired by the customer. Karl Albrecht, a German entrepreneur origin, sparked an interesting theory about "The Hierarchy of Customer Value" which consists of four levels, namely basic (minimum mandatory), the expected (customers know they can get it), desire (things imagined by the customer, which distinguishes it from competitors), and unanticipated (things "specials" are provided, though not required and not previously imagined by the customer). To be selected by the customer, the bank should be at the level of desire. However, the condition "was chosen by the customer" means not able to get a loyal customer. To that must be reached levels unanticipated by providing much better service beyond customer expectations.
Referring to the above theory, if likened to a stage service, the service can be divided into three major components. First, there is the strategy behind the stage, support systems, and human resources development. Second, on the stage there is product, people, process, and place. Third, customers who have a perception versus expectation.
Service culture is needed in all service industries, both new and existing companies is stable. The question is, how to build and grow a service culture in the company, particularly the banking industry?
In principle, service culture is a shared responsibility. Growing culture of service can be initiated by service campaign involving all components of the company. Bosses should be able to be a role model for his subordinates and subordinates should strive to be a role model for his colleagues. In addition, it would be nice if this is supported by good training and continuous. Training does not have to send all employees to follow external training is expensive, but can also be made internally.
Supervisor or designated employee may participate in external training first, and then held training sessions or sharing to distribute knowledge to other employees. Thus, besides the cost is much cheaper, these activities can also create a culture of learning. To keep the culture remain stable service required of the spirit to compete. Reward and punishment are given on the right portion will be very effective to maintain its sustainability.
The illustration above illustrates how the importance of instilling a service culture in the company, especially the banking services industry. All employees are an important component of the service. Not only is titled customer service, but the security guard as the first person encountered by any walk-in customers should be able to provide a positive image for the company. Back office employees are not face to face with the client must also be capable of being customer service for internal customers (fellow employees) so as to maintain the rhythm of the positive work which impact on achieving the observance of the Service Level Agrement (SLA). The achievement of SLA will impact on the timeliness in the handling of each case or transaction, so the achieved customer satisfaction (customer satisfaction).
By definition, there is a shift in the understanding of "Who is the customer". Previously, the customer is anyone who needs me. Over time, the notion evolved into, anyone that we need for our success. Proverbial, customers with banking services industry as well as artists with fans. No great artist without the fanaticism of fans, so there are no major industries of banking services without a loyal customer. To that end, customer confidence should continue to be nurtured and consistently maintained.
Why is that? Because even the slightest rumors can cause shocks to the banking services industry. What's worse, if the shock is a rush or a run on banks (large-scale withdrawal of funds), it will impact on the reputation of the national banking collapse that could destroy the country's economy. An artist who abandoned his fanatic fans will have an impact on job loss, reduced income, and family economic decline.
Similarly, the banking industry left by loyal customers will have broad impact on its stakeholders. The shareholders will lose the value of investments, stock drop, the loss of dividends, and even worse have to account for it. The employees are likely to receive SP (warning letter), loss of bonuses, or even laid off. While customers will experience a deterioration in service, deteriorating product quality, receives the impact of a liquidity crisis, even experienced the occurrence of regulatory changes. For that product, process, and people are the three pillars of service which are all important and can not be ignored.
To be able to provide excellent service, keep in mind the real thing desired by the customer. Karl Albrecht, a German entrepreneur origin, sparked an interesting theory about "The Hierarchy of Customer Value" which consists of four levels, namely basic (minimum mandatory), the expected (customers know they can get it), desire (things imagined by the customer, which distinguishes it from competitors), and unanticipated (things "specials" are provided, though not required and not previously imagined by the customer). To be selected by the customer, the bank should be at the level of desire. However, the condition "was chosen by the customer" means not able to get a loyal customer. To that must be reached levels unanticipated by providing much better service beyond customer expectations.
Referring to the above theory, if likened to a stage service, the service can be divided into three major components. First, there is the strategy behind the stage, support systems, and human resources development. Second, on the stage there is product, people, process, and place. Third, customers who have a perception versus expectation.
Service culture is needed in all service industries, both new and existing companies is stable. The question is, how to build and grow a service culture in the company, particularly the banking industry?
In principle, service culture is a shared responsibility. Growing culture of service can be initiated by service campaign involving all components of the company. Bosses should be able to be a role model for his subordinates and subordinates should strive to be a role model for his colleagues. In addition, it would be nice if this is supported by good training and continuous. Training does not have to send all employees to follow external training is expensive, but can also be made internally.
Supervisor or designated employee may participate in external training first, and then held training sessions or sharing to distribute knowledge to other employees. Thus, besides the cost is much cheaper, these activities can also create a culture of learning. To keep the culture remain stable service required of the spirit to compete. Reward and punishment are given on the right portion will be very effective to maintain its sustainability.
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