Developing a Scorecard for Service Quality

Jones, Chris
April 2004
Management Services;Apr2004, Vol. 48 Issue 4, p8
Academic Journal
The article focuses on the development of a scorecard for service quality and productivity by Gulf Bank. Following a change of ownership in 1999 Gulf Bank sought rapid growth in it's customer base. The key market sector on which this growth was focused was middle to higher income Kuwaiti nationals. In a region where commercial banking services are characterized by vanilla products and indifferent service, the bank was confident that appropriate, innovative products backed by excellent service would secure the desired growth. At the start of 2003 a formal service excellence programme was formulated and launched. A key element in this program was the definition, measurement and on-going reporting to all levels of management of service quality performance information. Management reports on service quality had to address three key requirements: provide a focus on the principal drivers of customer satisfaction and retention; drive action by channel and product managers; and, be simple to communicate and use. For Gulf Bank the most important drivers of revenue growth are consumer loans and credit cards to new customers. The monthly scorecard report structure comprises a headlines top sheet showing this month's performance for key criteria by channel. Each of the headline key criteria represents the sum of detailed criteria by department or branch. In common with many of the other service quality measures the Customer Satisfaction Survey was introduced early in 2003. The survey is conducted by face-to face interview with customers at Gulf Bank branches. An Oracle-based system was implemented which allows customer complaints to be captured at the initial point of contact be this the branch, the call center or the head office customer service unit.


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