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.