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Efma Customer Service Barcelona 27 February 2009
- 1. INTEGRATING CUSTOMER SERVICEPROCESSES to develop quality service and proactive sales. The ONENAK – “We are the best” programme. JON EMALDI. Head of Quality & Management Model. 2009/2/27
- 2. HOW A BRANCHCAN BECOME AN OCEAN RACER THE ONENAK PROGRAMME RICARDO PÉREZ AGUADO SALES PROCESSES DIRECTOR CUSTOMER SERVICE AND QUALITY MANAGEMENT EFMA – BARCELONA 22 – 23 FEBRUARY 2007
- 3. AGENDA Some informationon Caja Laboral – Euskadiko Kutxa Stage 1 Product differentiation (price/product/promotion) Stage 2 Customer satisfaction (quality of service & advice) Stage 3 Managing the Branch (quality & proactivity) Stage 4 Coming soon
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- 5. 260 Businesses 103,731 workforce Technology Centres 69 Production plants in 18 countries outside Spain
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- 7. MONDRAGON Corporation 1ST INDUSTRIAL GROUP IN THE BASQUE COUNTRY and in the TOP 10 in SPAIN DEMOCRATIC METHODS AND SOCIAL DEVELOPMENT
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- 9. 405 BRANCHES BASQUECOUNTRY 259 REST OF SPAIN 146 A cooperative Bank: Every worker is a partner A medium-sized regional Savings Bank
- 10. A competitive organizationGood performance, both in families and SME, increasing our market share and our wallet share
- 11. Well managed Wellaware of the liquidity risks that were coming fast to the Spanish market
- 12. Highly profitable Oneof the best cost – income ratios in the Spanish market
- 13. Differentiated and focusedmanagement. 1,155,000 clients 400 local Branches Focused on: Medium income families (house wives+) Self-employed, microenterprises SME under 10 M € in turnover (<2 M €+) 213,000 clients in portfolios with a personal manager
- 14. Stage 1 Productdifferentiation (price/product/promotion) One of the first in every “product war” High interest current accounts Low interest mortgages Promotions with gifts
- 15. In our experience, For NEW Clients or Clients without this AH. BIENESTAR product Welcome package 5% APR for Three Months Only for the First : 10,000 € For Clients who already have AH. BIENESTAR Loyalty BONUS 5% APR for Three Months Only for the amount you increase, up to 10,000 € Basic Remuneration is: 0€ to 999.99 € 0,10% APR >= 1,000.00 € 2,50% APR There´s nothing wrong with Stage 1! 1st you have to attract new customers; only later do they experience your service The trick is to level volume and profitability
- 16. Stage 2 Customersatisfaction Keys to success: A different way of understanding Service Greater commitment (clients find a “ partner” when they are with their manager) Focus on business, not administration Systematic approach to getting to know clients´ needs and also, A Branch network close enough (and with extended opening hours)
- 17. IQUOS - Índicede Calidad Objetiva Ranking Nacional (parcial)
- 18. Industry statistics onface to face interaction, also take into account selling skills Five items measured by mystery shoppers: Branch Environment Speed of service Customer contact Product information Selling skills
- 19. Caja Laboral comparedto competitors Strengths Customer contact, and advice (despite becoming the oldest in the market) Transparency in information on products, and always in writing (MiFID approach applied to every product) Proactivity (sorry, we are “the one eyed man in the realm of the blind”) Extended opening hours in the afternoon Weaknesses Waiting time when looking for advice (no queues on tellers, we have some at ATM´s)
- 20. The latest ranking,yet to publish, has been even better According to the industry´s last statistics, we have done it: Out of 105 banks in Spain in 2008 “We are the best”
- 21. STAGE THREE. ISTHIS ENOUGH? WE ALL SELL THE SAME PRODUCT. THE BRANCH IS ON ITS OWN regarding to MANAGEMENT.
- 22. QUALITY PROACTIVITY HIGHLOW LOW HIGH Stage 3 Managing the Branch (quality & proactivity) Lacking SPEED and PUSH SUBMERGED Lacking Focus on CLIENT´s NEEDS
- 23. Index of LOYALTY/ SERVICE QUALITY / BUSINESS PROACTIVITY for each branch in AREA 3 in the province of ALAVA
- 24. ONENAK PROGRAMME BUSINESS PLANNING CUSTOMER MANAGEMENT MODEL BEST BUSINESS PRACTICES OUR COMMITMENTS TO CUSTOMERS OFF SITE SALES IN HOUSE (in branch) TRAINING HOUR
- 25. BUSINESS PLANNING (1)BUSINESS MANAGEMENT PLAN MONTHLY BRANCH MEETING BUSINESS TEAM WEEKLY MEETING WEEKLY PRIORITIES FROM AREA MANAGERS DAILY MEETING OF SALES – COCA (Sales and Cancellations) MATRIX COMMUNICATION SCHEME
- 26.
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- 28. BEST BUSINESS PRACTICES(1) HANDBOOKS + knowledge PILLS MANAGEMENT SUPPORT MANUALS + self assesment + self audit NARRATIVES (STORYTELLING). PROACTIVE Situations in VIDEO
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- 30.
- 31. DIFFICULTIES WE FACE“ DOING IT THAT WAY... HOW DOES IT HELP ME ACHIEVE MY TARGETS?” “ BUT WE’RE ALREADY DOING FINE, SO WHAT DOES THIS MODEL CONTRIBUTE TO?” “ THERE ARE MANY MANAGER CHANGES THROUGHOUT THE YEAR”. “ WHATEVER YOU SAY, WE ARE NOT INTEGRATED MANAGERS.” “ I HAVEN’T GOT THE TIME TO DO IT ANY OTHER WAY, NOR EVEN TO THINK ABOUT IT.” CHANGE OF ROLES WITH THE SAME PEOPLE... who become 1 YEAR OLDER every year A REACTIVE DYNAMICS IS HARD TO CHANGE. EFFICIENT TRANSMISSION… with scant resources.
- 32. KEYS TO SUCCESS(INTERNAL) MAKING PROFIT TANGIBLE SOCIALISING INNOVATION (the two core aspects to be developed are QUALITY AND PROACTIVITY, and they are to be developed COLLECTIVELY AND IN A COORDINATED MANNER IN EACH BRANCH) PI FACTOR: PATIENCE + INSISTENCE (improvements take time to be implemented and only after a long process of conviction –HYPERCOMUNICATION- that is not only rational) ATTITUDE: PROXIMITY AND LISTENING TIME TOOLS AND MONITORING AT BRANCH LEVEL (you obtain what you measure)
- 33. Stage 4 Comingsoon Values Management Every person is / should be a leader The BE – DO – HAVE paradigm, means the order is VALUES BEHAVIOUR high PERFORMANCE
- 34. At present weonly have Projects 8 out of 23 projects in 2009 are related to developing and empowering our PEOPLE, especially our SALES PERSONS Transforming Top-10 advisors into Personal bankers Succession & Promotion Internal communication system Improving our multichannel bank Individual life span training Performance management Direct communication between client and advisor Pricing at Branch level only
- 35. Stages overlap. Evenif you are first in class you never finish, and you have to come BACK TO ESSENTIALS once and again: External Client centered Comunication trasparent + in writing Internal Collaboration Commitment (building your system is your 1st step in implementation) Confidence + Control Comunication + Challenge We all know the theory. The difference comes from systematic implementation Please excuse these Conclusions: A quote: “... If you want to get somewhere else, you must run at least twice as fast as that!”
- 36.
- 37. Public knowledge FunctionalityConsumers´ experience Aspirational Afiliation Emotional ties Components of a brand According to BCG Brand´s value Stage 1 deals with functionality. Stages 2 and 3 are related to customers´experience. Stage 4 refers to emotions.
Editor's Notes
- #2 Good afternoon Thanks for this nice introduction In my presentation, I will try to give you an insight of the way we try to be proactive in our selling behaviour, and also giving clients a high quality and reliable service in every single Branch