Literature Review:

The Customer Gap:

The customer gap is the difference between customer expectations and perceptions. Customer expectations are
standards or reference points that customers bring in to the service experience, whereas customer perceptions are
subjective assessments of actual service experiences. Customer expectations often consists of what a customer
believes should or will happen. Closing the gap between what customers expect and what they perceive is critical to
delivering quality service; it forms the basis for the gaps model. The sources of Customer expectations are marketer-
controlled factors (such as pricing, advertising and sales promises) as well as factors that the marketer has limited
ability to affect (innate personal needs, word-of-mouth communications, and competitive offerings).

The Provider Gaps:

To close the all-important customer gap, the gap model suggests that four other gaps; the provider gaps need to be
closed.

Gap 1: The Listening Gap

Gap 2: The Service Design and Standards Gap
Gap 3: The Service Performance Gap
Gap 4: The Communication Gap

Provider Gap 1: The Listening Gap

The listening gap is the difference between customer expectations of service and company understanding of those
expectations. The primary reason that many firms do not meet customers’ expectations is that the firms lack an
accurate understanding of exactly what those expectations are.

Key Factors Leading to Provider Gap 1: The Listening Gap

 Inadequate customer research orientation

o Insufficient customer research
o Research not focused on service quality
o Inadequate use of market research
 Lack of upward communication
o Lack of interaction between management and customers
o Insufficient communication between contact employees and managers
o Too many layers between contact personnel and top management
o Inadequate use of market research
 Insufficient Relationship Focus
o Lack of market segmentation
o Focus on transactions rather than relationships
o Focus on new customers rather than relationships        
 Inadequate service recovery
o Lack of encouragement to listen to customer complains
o Failure to make amends when things go wrong
o No appropriate recovery mechanism in place for service failures

Provider Gap 2: The Service Design and Standards Gap

A recurring theme in service companies is the difficulty experienced in translating customer expectations into
service quality specifications that employees can understand and execute. The service design and standards gap is
the difference between company understanding of customer expectations and the development of customer-driven
service designs and standards. Customer-driven standards are different from the conventional performance
standards.

Key Factors Leading to Provider Gap 2: The Service Design and Standards Gap

 Poor service design

o Unsystematic new service development process
o Vague, undefined service designs
o Failure to connect service design to service positioning
 Absence of customer-driven standards
o Lack of customer-driven service standards
o Absence of process management to focus on customer requirements
o Absence of formal process for setting service quality goals
 Inappropriate physical evidence and servicescape
o Failure to develop tangibles in line with customer expectations
o Servicescape design that does not meet customer and employees needs
o Inadequate maintenance and updating of the servicescape 

Provider Gap 3: The Service Performance Gap

The service performance gap is the discrepancy between the development of customer-driven service standards and
actual service performance by company employees. Standards must be backed by appropriate resources (people,
system and technology) and must be enforced to be effective; that is employees must be measured and compensated
on the basis of performance along those standards.

Key Factors Leading to Provider Gap 3: The Service Performance Gap

Deficiencies in human resource policies

o Ineffective recruitment
o Role ambiguity and role conflict
o Poor employee-technology job fit
o Inappropriate evaluation and compensation system
o Lack of empowerment, perceived control and teamwork
 Failure to match supply and demand
o Failure to smooth peaks and valleys of demand
o Inappropriate customer mix
o Over-reliance on price to smooth demand
 Customers not fulfilling roles
o Customers lack knowledge of their roles and responsibilities
o Customers negatively impact each other
 Problems with service intermediaries
o Channel conflict over objectives and performance
o Channel conflict over costs and rewards
o Difficulty controlling quality and consistency
o Tension between empowerment and control

Provider Gap 4: The Communication Gap

The communication illustrates the difference between service delivery and the service provider’s external
communications. Promises made by a service company through media advertising, sales force, and other
communications may raise customer expectations, the standards against which customers assess services service
quality. The discrepancy between actual and promised services, therefore, can widen the customer gap.
Key Factors Leading to Provider Gap 4: The Communication Gap

 Lack of integrated services marketing communications

o Tendency to view each external communication as independent
o Not including interactive marketing in communications plan
o Absence of strong internal marketing program
 Ineffective management of customer expectations
o Not managing customer expectations through all forms of communication
o Not adequately educating customers
 Overpromising
o Overpromising in advertising
o Overpromising in personal selling
o Overpromising through physical evidence cues
 Inadequate horizontal communications
o Insufficient communication between sales and operations
o Insufficient communication between advertising and operations
o Differences in policies and procedures across branches or units
 Inappropriate pricing
o High prices that raise customer expectations
o Prices that are not tied to customer perceptions of value
Company Overview:

Bank Asia Ltd. is a third generation public limited commercial bank. It received the Certificate of Incorporation on
September 28, 1999 and came to operation on November 27, 1999. Bank Asia has been launched by a group of
successful entrepreneurs with recognized standing in the society. The management of the Bank consists of a team
led by senior bankers with decades of experience in national and international markets. The senior management
team is ably supported by a group of professionals many of whom have exposure in the international market. Mr. A
Rouf Chowdhury is the Chairman and Mr. Md. Arfan Ali is the Managing Director of Bank Asia Ltd.

It set milestone by acquiring the business operations of the Bank of Nova Scotia in Dhaka, first in the banking
history of Bangladesh. It again repeated the performance by acquiring the Bangladesh operations of Muslim
Commercial Bank Ltd. (MCB), a Pakistani bank. In the year 2003 the Bank again came to the limelight with
oversubscription of the Initial Public Offering of the shares of the Bank, which was a record (55 times) in our capital
market's history and its shares commands respectable premium.

Bank Asia Limited started its service with a vision to serve people with modern and innovative banking products
and services at affordable charge. Being parallel to the cutting edge technology the Bank is offering online banking
with added delivery channels like ATM, Tele-banking, SMS and Net Banking. And as part of the bank's
commitment to provide all modern and value added banking service in keeping with the very best standard in a
globalize world.

Slogan:

For a better tomorrow

Vision:

Bank Asia's vision is to have a poverty free Bangladesh in course of a generation in the new millennium, reflecting
the national dream. Our vision is to build a society where human dignity and human rights receive the highest
consideration along with reduction of poverty.

Mission:

 To assist in bringing high quality service to our customers and to participate in the growth and expansion of
our national economy
 To set high standards of integrity and bring total satisfaction to our clients, shareholders and employees
 To become the most sought after bank in the country, rendering technology driven innovative services by
our dedicated team of professionals

Core Values:

 Place customer interest and satisfaction as first priority and provide customized banking products and
services
 Value addition to the stakeholders through attaining excellence in banking operations
 Maintain high ethical standard and transparency in dealings
 Be a compliant institution through adhering to all regulatory requirements
 Contribute significantly for the betterment of the society
 Ensure higher degree of motivation and dignified working environment for our human capital and respect
optimal work-life balance
 Committed to protect the environment and go green
Corporate Milestones:
Particulars Amount/Date
Certificate of Incorporation 28.09.1999
Certificate of Commencement of Business 28.09.1999
Banking License 06.10.1999
First Branch License 31.10.1999
Inauguration of Bank 27.11.1999
Only Bangladeshi bank to acquire operations of 02 2001 (Bank of Nova Scotia, Canada) 
foreign banks 2002 (Muslim Commercial Bank of Pakistan)
Date of IPO subscription 23-24.09.2003
IPO oversubscribed by: 56 times
Date of First Share Trading in Bourse 08.01.2004
Number of Shareholders and Shares 10,160 (shareholders) 1,110,387,486 shares
Date of First Subscription with CDBL 20.12.2005
Date of First Script-less Trading 30.01.2006
Commenced Operation of Off-Shore Banking 28.01.2008
Commenced Operation of Islami Banking 24.12.2008
Member, Dhaka Stock Exchange (DSE) 06.01.2004
Commenced Operation of Capital Market Division 05.08.2009
Number of Promoters 22
Number of Directors 14
Number of Branches 127
Number of SME Service Centers 4
Number of Agricultural/SME Branch 4
Number of Brokerage Branches 5
Number of Islamic Banking Wing 5
Number of ATM booths Own - 142, Shared-8,523
Number of KIOSK 5
Number of employee till December, 2017 2,087
Number of foreign correspondents (in 2017) 727
Beneficiaries from Corporate Social Responsibility Cataract Operation – 885 H.S. Scholarship –
(CSR) Programs 215,Comp. Learning Centers (25) - 3000+
Total deposits (as on 31/12/2017) Tk. 207,041.00 Million
Total advance (as on 31/12/2017) Tk. 197,504.00 Million
Export (31/12/2017) Tk. 118,172.00 Million
Import (31/12/2017) Tk. 181,468.00 Million
Remittance (31/12/2017) Tk. 51,778.00 Million
Total Assets (as on 31/12/2017) Tk. 288,997.00 Million
Credit Rating Status AA2 - Long Term, ST - 2 Short Term
Contribution to National Exchequer (2017) Tk. 4,408 Million
Statutory Reserve (as on 31/12/2017) Tk. 7,345 Million
Retained for investment and future Tk. 1,677 Million
Departments in the Corporate Office:

1. Foreign Remittance 24. Islamic Banking

2. Anti-Money Laundering 25. General Banking
3. Special Asset Management 26. Syndication and Structured Finance Unit
4. Retail 27. Mid Segment Enterprise
5. ICT 28. Credit Risk Management
6. Branch Operations Division 29. EBEK Operation
7. Agricultural Credit 30. Credit Administration Department
8. Central Trade Services Unit 31. People Management Division
9. Consumer Credit 32. Small Enterprise Financing
10. SME 33. Islamic Banking Division
11. Share Division 34. Marketing Division
12. Internal Control and Compliance 35. Central Clearing Unit
13. Research and Strategy 36. Corporate Liability Marketing Department
14. Alternative Delivery Channel 37. Legal & recovery Division
15. Legal 38. Agent Banking Division
16. Investment 39. CSR & Green banking Department
17. International Division 40. Public Relation Department
18. Accounts 41. Finance & Accounts Division
19. Group Finance 42. Consumer Credit Department
20. Credit Card Division 43. Logistics & Support Services Division
21. Corporate and Large Loan 44. Export Finance Department
22. Consumer Finance 45. Risk Management Division
23. Treasury Department
Services offered by Bank Asia Ltd.:

1. Retail Banking:
a. Deposit Accounts
 Savings Account  Hajj Card
 Current Account  Shadhin Card
 Star Savings Account
 Short Term Deposit d. Agricultural/Rural Finance
 Fixed Term Deposit  Agricultural/Rural Loan
 Shanchay Plus
 DPS+ e. E-Banking
 Monthly Benefit Plus  Debit Card
 Double Benefit Plus  Internet Banking
 Triple Benefit Plus  Mobile Banking
 Shonchoy E Koti Poti  Express Cash
 SMS banking
b. Consumer Finance  ATM
 Auto Loan
 House Finance 2. Corporate Banking
 Senior Citizen Support  General Corporate Finance
 Unsecured Personal Loan  Work Order Financing
 Loan for Professionals  Export Finance
 Project Finance
c. Credit Card  Off Shore Banking Unit
 Visa Classic Local Card  Cash Management
 Visa Gold Local  Syndication Finance
 Visa Classic Dual Card
 Visa Gold Dual Card 3. Islamic Banking
 Visa RFCD Card  Deposit Products
 Visa ERQ Card  Deposit Schemes
 Virtual Card  Profit on Deposit
 SME Card  Investments Products
 Visa Butterfly Card  Corporate Banking
 MasterCard Silver  SME Finance
 MasterCard Gold  Retail Finance

4. SME Banking
a. Secured Products
 Sondhi-Secured Trading 5. Other Services
 Shombridhi-Secured Manufacturing a. Service Products
 Sheba-Secured Service  Locker Services
 Somadhan-Secured  Centralized Trade Services’

b. Unsecured Products b. Capital Market

 Subidha-Unsecured Trading  Bank Asia Securities Ltd.
 Sristi-Unsecured Manufacturing
 Uthsob-Seasonal Business c. International Division
 Shofol-Unsecured Service  International Division
 Student File Service
c. Women Entrepreneur Special Product  Foreign Currency Accounts
 Subarno-Women Entrepreneur
d. Foreign Remittance Department
 Foreign Remittance Department
 Exchange Houses
 Inward Foreign Remittance
 Mobile Banking-Express Cash
 PAYZA
 Remittance Card
 BEFTN
 BA Exchange Company (UK) Ltd.
 BA Express USA Inc.

e. Treasury
 Treasury Services
 Asset Liability Management (ALM)
 Money Market
 Foreign Exchange
 Exchange Rates
 FC Interest Rates

f. Agent Banking
Reasons for Service Performance Gap:

Deficiencies in Human Resource Policies:

Ineffective Recruitment:

One of the problems with the recruitment system of Bank Asia Ltd. is unplanned recruitment. Proper headcount
requirements are not taken from individual branches rather Human Resources Department fixes the manpower
requirement. This results in ineffective recruitment and poor manpower allocation. Branches often suffer from
inadequate human resources which further affects the service quality.

Besides the annual recruitment of Bank Asia Ltd. usually takes place around December whereas the recruitment of
other banks start way before that. This results in the quality human resources to be recruited by other banks
beforehand and Bank Asia Ltd. suffers because of the untimely recruitment.

The recruitment takes place for 02 no. grades mostly for Trainee Officers and Management Trainee officers. Here
Management Trainee is the fast track program whereas the Trainee Officers are recruited for the General Banking
Division of the bank. Since the assessment quality of Management Trainee Officers are of the highest category, the
bank manages to recruit top quality graduates. On the other hand the criteria for Trainee Officer Recruitment is
somewhat relaxed which results in recruiting average candidates which further affects the performance quality.

Role Ambiguity and Role Conflict:

Even though there is proper job description for each employee, the allocation of the responsibilities differ from
department to department. All the tellers in the cash department are trained on receipt and payment of cash. Other
than that there are trained on receiving various utilities and university tuition payments. Yet when asked for a
particular service, sometimes they are not aware of who is responsible for that as there is no separate counter for
receiving utilities payment. Similarly in the customer service department, all the officers are trained for account
opening, pay order issuing and cheque book processing, debit card issuing. Even then when customer comes there is
a trend of passing the customer from desk to desk in search of the proper service. It seems that they themselves are
not aware of who is responsible for opening savings and current accounts. Besides the bank also offers opening of
Foreign Currency accounts. Since there is role ambiguity, the officers of General Banking Division sometimes send
customer to Foreign Trade Department as they believe the Foreign Currency accounts are under their jurisdiction.
This results in unnecessary hassle for the customer as all the accounts are opened from the Customer Service
Division. There is also role conflict among officers regarding the volume of work. The volume of work for the
officer issuing pay order and opening a savings account is more than for someone opening current account or issuing
cheque book. This results in disagreement and role conflict among members which affects performance quality.

Poor Employee-Technology Job Fit:

Bank Asia Ltd. uses the Stelar banking software. Compared to other banks this is slightly older and less user friendly
software. This requires a great bit of effort for users to get accustomed to the software. Besides the modules of the
software changes from time to time which further complicates the matter. Since mostly the trainee officers are
recruited for Cash and Customer Service Division, the software seems more complicated for them. There is regular
training on the software, however the mode of the training is less practical. Only the trainer uses the stelar in training
and the trainees only observes. Because of lack of practical knowledge the employees suffer when they actually use
the software. Often when customers come from particular service they are not aware from where to get the desired
report and discuss among themselves for solutions. Such poor employee-technology job fit affects service quality.

Inappropriate Evaluation and Compensation Systems:    

Employees of Bank Asia Ltd. are evaluated annually based on fixed parameter and pending on their performances
they are compensated in the form of increment and bonus. Such parameters include both qualitative and quantitative
section. Quantitative parameter includes the number of accounts opened, number of deposits obtained, average
transaction time, number of trainings attended, number of knowledge sharing presentations, contribution in
successor creation etc. Qualitative parameter includes officer attendance, behavior, team work, idea generation,
creativity etc. Even though the parameters are there, but sadly they are not judged properly. Only the number of
accounts and deposits obtained are measured and the rest are not given much importance. The average transaction
time is not properly evaluated.. The application of training and knowledge of employees are not tested which results
in poor overall knowledge of the employees. Since focus on creating successors are not there, so whenever an
employee gets transferred, his/her works are not properly handed over. Besides the number of accounts opened and
deposits obtained can be manipulated which further questions the evaluation system. Based on the results, some
undeserving employees get favorable compensation which further demotivates the hard working employees. Since
there is questionable evaluation process and compensation is not directly related to performance, the performance of
employee deteriorates. Such employees further hamper the service delivery of the bank.

Lack of Empowerment, Perceived Control and Teamwork:

Bank Asia Ltd. focuses on branch banking. The hierarchy of branch consists of Manager (Head of Branch),
Operations Manager, Department Heads and then respective department members. So the flow of authority comes
from top to bottom. Manager of the branch is the ultimate decision maker. Manager operations looks after the
operations side of the branch and respective department heads share decision making authorities.

Most of the employees of customer service and cash department lack empowerment. Whenever a customer
approaches them regarding a service where a decision needs to be made, they get puzzled and seek for department
head’s or operations manager’s assistance. Since they are used to receive instructions from top management,
sometimes they even delay basic service for their instructions which further delays the flow of services.

There is definitely lack of perceived control among employees of Bank Asia Ltd. Since they are used to receive
instructions from top management, they question their own decision making abilities. They believe they lack control
over their everyday operation and fail to own their job which affects the service quality.

Overall the teamwork of Cash and Customer Service of Bank Asia Ltd. is Satisfactory. However, there are role
conflicts among team members. Often it is observed that the work pressure is not equally distributed and
compensation are not properly designed. This demotivates workers and disrupts teamwork.

Failure to Match Supply and Demand:

Failure to Smooth Peaks and Valleys of Demand: 

Usually in central (Major) branches of Bank Asia Ltd. there are 03 no. of tellers or cash counters. During the
opening hours at 10:00 AM and during lunch time 2:00 PM is the peak hours. At that time the rush of customers is
more as compared to the other times of the day. In major branches there are around 10,000.00 account holders. So it
becomes really difficult to manage the huge crowd with 03 no. cash counters and as a result long queues are created.
This results in more waiting time for customers and hampers the service quality.

Similarly during the opening hours at 10:00 AM, the rush for depositing clearing cheques is more. The rush is
mostly because all high value cheque must be deposited by 11:30 AM and all the regular value cheque by 12:00 PM
for the cheques to be cleared the same day. Since there is only one clearing desk, it becomes difficult to process all
the cheques on time.

Inappropriate Customer Mix:

The portfolio of customers of Bank Asia Ltd. includes Corporate Accounts, Salary Accounts, FDRs, Deposit
Schemes, Individual Savings, Locker Holders, Walk-in customers etc. On the day of the salary, there is a huge rush
for withdrawing money. Besides walk-in customers takes a lot of time for depositing utility bills and issuing pay
orders from which there is low income. The locker customers are valued clients. They seem to take most of the time
of officers whenever they visit. So such inappropriate mix sometimes hamper service performance quality. 
Over Reliance on Price to Smooth Demand:

Whenever there is rush, the easy way out seems to be serving the valued client first or the client with most income
potential. They are given privileged services because of their contribution income. This over reliance on profit
potential to segment customers put the service performance at jeopardy. Regular customers get dissatisfied with the
service performance and spread negative word of mouth.

Customers not Fulfilling Roles:

Customers Lack Knowledge of their Roles and Responsibilities:

Often customers complain that their money was not deposited on time, their ATM card was captured, their monthly
deposit schemes are not properly maintained, their account interest are not properly charged, their cheques are not
processed etc. Most of these are the result of their lack of knowledge regarding their roles and responsibilities. The
customers are not fulfilling the roles that are expected from them. 

For example, as per Bangladesh Bank instruction the High Value cheque (Tk. 500,000.00 and above) should be
placed before 11:30 AM to have them cleared at 3:30 PM. Often customers fail to maintain the time and then
complain when the money is not deposited on time.

Similarly there are instructions regarding ATM use for customers. There is a certain way for inserting the credit and
taking out the debit card. If the customer inserts it in the wrong way or fails to take it out within 02 minutes of
receiving cash, the card will get captured.

For the customers maintaining monthly deposit schemes, they are required to submit their monthly contribution
within 10th of each month. Despite being aware of the condition, they sometimes fail to follow it which disrupts the
service.

There are also rules of withdrawal numbers for savings account for interest to be applicable. Despite knowing the
rules, the customers fails to follow it and complains at the end.

Sometimes customers come up with stale cheque (over 06 months old) and complain when their cheques are not
processed which is clearly a lack of knowledge regarding their roles and responsibilities.

Customers Negatively Impact Each Other:

Customers sometimes affect the service performance by not fulfilling their roles and negatively impacting each
other. Signature mismatch, damaged notes deposit, unaware of bills, chaos and taking more time, insufficient
documents etc. are some of the ways customers negatively impact each other.

Customers are always instructed to sign their cheque properly. However often signature mismatch or missing seals
are observed in cheques. As a result of that, they take more time of the teller while fixing their signatures which
affects other customers.

As per Bangladesh Bank guidelines the bearer of cheques must bring their National Identification Card with them
while withdrawing money. Yet most customers fail to bring that and stand at the front of the queue and argue with
the teller. This creates chaos and further increases the waiting time for the customers.

Customers are often seen depositing 1/3rd of damaged notes and requesting for exchange in full value. However
instructions for exchanging torn notes are clearly mentioned in front of the cash counters. Despite that they take
extra time of the teller and hampers the service.

Most of the times customers themselves are not aware of the amount of utility bills due or pay order amount for tax
purposes. They tend to go to the front of the queue and decide then. Such uncertainty results in more time and
affects other customers.
Other than that customers are required to bring certain documents for account opening. Despite clear instructions,
they fail to bring the right set of documents and wastes the customer service officer’s time in serving other
customers.

Problems with Service Intermediaries:

Channel Conflict over Objective and Performance:

Although most of the services of Bank Asia Ltd. are performed through in house staff, a portion of credit card sales
is done through contractual/3rd party employees. Performance of 3rd party employees will always differ from the
bank employees. Their objectives might differ from that of the bank and thus service quality is hampered. The
objective of the bank might be to become the number one bank in terms of credit card services, on the other hand the
objective of the individual seller might be to sell the cards to fulfil his targets. Such difference in objectives will
affect performance.   

Channel Conflict over Costs and Rewards:

Since channel members are contractual/3rd party employees their performance depend on the number of cards they
sell. If they feel that it will be costly to market the cards to someone they often tend not to do so which results in the
bank losing a big customer. Moreover sometimes they focus on hard sell which hampers the reputation of the bank
in front of the customers.

Difficulty Controlling Quality and Consistency:

Since the performance of contractual/3rd party employees depends on the number of cards they sell, most of the
time they focus on hard selling and over promising. They tend to push sales of cards to the wrong segment.
Sometimes they present incomplete applications. This certainly affects the quality and consistency of Bank.

Similarly the call center for credit cards is also managed by contractual/3rd party employees. They are sometimes
found not responding to customer calls or vaguely giving them solutions to their problems. These employees lack
knowledge of the product and the bank and hampers the service delivery. 

Tension over Empowerment and Control:

The contractual/3rd party employees are going on their own to sell cards. So the bank has no choice but to empower
and trust them with their services. But their over selling and selection off wrong segments bring the bank trouble.
The cards which are approved through the contractual/3rd party employees sometimes turn out to be the problem
customers. So bank often faces a dilemma whether to empower them or control them.
Recommendations for Improving Service Performance Gap:

1. Be the Preferred Employer: Offer potential employees the opportunity of extensive training, career
and advancement opportunities, excellent internal support, attractive incentives and quality goods and
services with whom employees are proud to be associated with.
2. Hire the Right People: Banking is a service sector which requires friendly, courteous and extroverted
employees. Such employees will create a friendly environment for the customer where they will be at
ease. Service employees must have two qualities: service competencies and service inclination. Not only
the trainee officers, but Management Trainees must also be engaged in the customer service department
to improve performance.
3. Planned Recruitment: Size of the branch and volume of work must be considered while calculating
manpower requirement and head count from the branch must be taken for effective recruitment.
4. Proper Job Description: Proper Job Description must be communicated to all employees and must be
properly documented. All the employees must know their own job description and others job description
as well. This will help them assist the customers by directing them to the right person.
5. One Stop Service: All the officers of Customer Service must be trained on all the functions of the
department so that they can provide a one stop solution to all the clients. Similarly the tellers of the
banks must be trained to deliver all the services from the same counter. Such steps would help reduce
role conflict and improve service performance.
6. Train for Technical and Interactive Skills: All the employees should be regularly trained on the
proper application of the software. They should be properly given practical training so that they are well
aware of all the functions of the software. Service employees must also be trained in interactive skills to
provide more courteous, caring, responsive and empathetic service.
7. Proper Evaluation and Compensation System: Reward systems must be linked with organization
vision and outcomes. Number of accounts and deposit obtained must be properly checked against each
individual employee. Service performance time as per the operation manual must be thoroughly
evaluated. Standard should be developed to measure customer satisfaction and repeat customer visits.
Quantitative and qualitative parameter must properly be judged. Reward system must value productivity,
sales and customer satisfaction.
8. Empower Employees: Frontline employees must be empowered to accommodate customer requests and
to recover on the spot when things go wrong. This will result in reduction in job-related stress, improved
job satisfaction, greater adaptability and better outcome for customers.
9. Promote Teamwork: Team Goals and rewards promote teamwork. By offering monetary rewards or
recognition for the team teamwork can be promoted. This will result in employees willingly taking load
from another employee and facilitate better customer service.
10. Cross-training Employees: Through cross-training employees on all the service peak hours can be
managed. During rush hour someone from the customer service department can act as a teller and an
additional counter can be opened. Similarly during the rush hour of clearing department someone can
receive the cheque and ease the pressure from the clearing department.
11. Proper Customer Mix: The bank must screen out the proper mix of customers through creation of
minimum deposit bar. This will reduce the number of less profitable customers and allow the bank to
serve more profitable segments smoothly.
12. Priority Banking:  For highly valuable customers priority banking must be introduced to they feel more
privileged and increase their volume of business with the bank.
13. Educating the Customers: Through encouraging the customers to read all the rules and by making
them aware of their responsibilities service performance can be improved. For example, ATM booths
must have visual image of proper way of inserting the card and proper direction for taking out the card.
14. Follow up Calls: For customers maintaining deposit schemes, follow up calls can be given to alert them
that they must deposit the prescribed amount within the scheduled time.
15. Monitoring of Channel Members: Channel members must be monitored on a regular basis to ensure
that quality and consistency is maintained through them. They must be motivated through proper
rewards and cautioned through the negative implications for violating the standards.