HSBC- CASE STUDY

HSBC- Case Study

HSBC- Case Study

Introduction

In the competitive world of retail banking services to the cornerstone of a profitable business is to keep customers. Strategies such retention may have a different form of improving the overall customer experience from the visit to the department to more effectively manage requests for expert advice and receive services. If a bank wants to improve the overall impression of the customer service, then it is essential without delay and efficiently manages the flow of customers in the tense atmosphere department. And access to specialist advice necessary skills can be a determining factor in whether the client will remain in the bank or leave it. One of the world's leading banks HSBC saw for myself the opportunity to improve management practices common (not operating) queries in their UK offices and turned to a specialist company to manage queues Qm Group, to work together to implement an innovative solution to reduce waiting times and improve customer service. This example shows how the decision Qmatic Matchmaker ??was introduced in the 100 busiest branches HSBC. Rest on their laurels the bank has no plans to (Seybold, 2001).

Customer service issues

More than 1,700 offices in the UK make a real leader HSBC retail banking. As with all other British banks, it serves customers in over bank counters, where operations with deposits, withdraw cash, pay bills and discuss issues of general importance. Distinguishing feature of the proposals, which the bank refers to its customers, is a wide range of financial services and products in addition to maintenance of current accounts: they include literally everything from loans and mortgages to insurance, savings and credit cards. As in many other retail banks, sales of these products begin at the very moment when a visitor comes to the department for advice.

This immediately puts the bank a number of difficult problems. If he is good at them, the sale may be considered perfect, but if the bank failed to properly meet the visitor, it would affect relations with existing customers and could cause a risk that they just go to another bank (Coyles, 2002).

These problems can be formulated as follows.

When a visitor comes to the only branch of the bank, he does not know who to ask and how to get the necessary information. The situation is exacerbated if the experts there are long queues: the visitor can be annoying to wait just to get information or advice, and as a result he is likely to go to another place. Such a scenario threatens the bank and other negative effects: Visitors to the general issues arise in the general waiting list to operating racks, which increases its length, and may discourage other customers. Suppose a visitor stood in line to the expert-processing operator to carry out banking operations or answer a general question, what happens more often, eventually it will provide the required services. But how can receptionist better serve customers and sell products, so it will be forced to turn to colleagues who are concerned with sales. This, in turn, result in immediate formation of two ...