The problems can be two pronged. It can be a structured or unstructured problem. Structured problem is the balance in my account. It is also the amount I am utilizing. As far as these problems are concerned, a call centre is a perfect example of customer satisfaction and loyalty. For unstructured problems, a human touch is very important and a service agent who knows the bank is needed. Most of us will agree that call centres are outsourced for cost effectiveness and flexibility and that it needs huge infrastructure. There is also the manpower cost.
Nandan: If you are looking for a SO-seater call centre then there are whole lot of things involved. There are shifts, payments, costs, salaries, etc, involved.
Avinash: There are different patterns of calls at night and morning ones.
Nandan: We have looked at both the options. There are twothree models of call centres. One can be fully owned by the bank. Second is space can be ours and infrastructure outsourced and the agents are outsourced. The first question we asked to those who came was whether their agents were trained. They said no. But after all this they can be limited to take simple and basic calls. Inbound call centre are basically for cross-selling, product knowledge, intricacies about the system also have to be told.
Avinash: A call centre is basically an unorganized place.
The attrition rate is high. A employee picks up the work and then quits and joins somewhere else. There is lot of lead generation.
Manoi: What are the constraints? Is it human or technology or infrastructure?
Chaphekar: Some part from the technology and some human side. We outsourced our call centre. The constraints are getting the concerned fellow to use the technology. So whatever schemes or charges we want to talk about, they wont understand the intricacies about our product.
Girish: I have had a look into some of the call centres. There are people who have done wonderful work for the foreign banks. I know of some Indian operators who do undertake loans of up to $5million for the bank. They also send out fa.xes to the bank and no questions are asked. That is their efficiency. We are a lot more concerned about secrecy sometimes where it should not be. So it's a mindset change that comes in. Moving customers away from the branch always backfires. Today in the West, they have reaJised that you cannot call a customer, cannot email him as it will be treated as spam, the printer brochures are junked, and hence you cannot communicate. Therefore bankers have to use delivery channels effectively and also make sure that customers come back to the bank. I would be happy if I saw the younger generation come back to the branch instead of only talking through delivery channels.
Nandan: the PSU banks are also faced with this problem.
The average age of the customer is going down. We at our bank call them GenNext branches. All said and done we want them back at the branches. Human touch is important.
Singh: I was reading a survey that said that there should be at least 7 physical meetings in a year between customer and banker besides internet and phone.
Girish: For me KYC is not legal. It is knowing the customer.
Avinash Chugh KK Sharma
Nandan: On KYC, the former director IIM (Ahmedabad) delivered a speech and defined KYC as kick your customer.
Narang: When I was going through age pyramid of the country, what I realised was that the age group of 20-34 are the people who actually go banking. And an equal number 024 will remain constant for the next 20-30 years. The former are tech-savvy and like to use multiple delivery channels. But you have to supplement services in a branch with alternate channels. Today I cannot think of banking with a bank without ATM. ATM is an onsite service. Offsite services or remote services are also important. If at 11 pm, I need to renew my insurance I need phone banking. All these channels need to supplement each other instead of competing with each other. If you talking of services other than cash withdrawals and other services they can be done from remote locations from channels like net banking. Net banking is a powerful channel. But only 6-7% of the population use it. This is where some leading banks have exploited this well. One of the banks has around 4000 agents running their contact centre. There is a team that looks after each aspect such as HNI customers, library assets, etc. The yield from average customer is far less than that of an HNI customer.
KK Sharma: What should be the engagement factors for PSU banks for getting HNls? Effectively ensuring that customers wont try to visit (I am taking about HNI customers) and if they do visit they are looking for exponential kind of banking. This is the same reason why we visit a mall today. If that experience banking is missing then that HNI customer will be disappointed. Once in a while he would like to visit and see. He would expect a special treatment.
Girish: A marketing guru was telling me that if you want to target the HNI customer, get their spouses involved.
Avinash: As for HNI customer, it is a question of segmentation. Every bank has its own set of I-1Nls. Its only a question of segmenting the data. The HNI needs to be positively discriminated. Kakade: as long as provide what the customer wants at his price and at the speed at which he wants, if we deliver all this, any organisation can achieve success. If you know your products well, your customers and people well, then everything revolves around these. You need to perceive their needs and device a strategy so that immense growth potential is relized. You need a proactive effort.
Nandan: If you are looking for a SO-seater call centre then there are whole lot of things involved. There are shifts, payments, costs, salaries, etc, involved.
Avinash: There are different patterns of calls at night and morning ones.
Nandan: We have looked at both the options. There are twothree models of call centres. One can be fully owned by the bank. Second is space can be ours and infrastructure outsourced and the agents are outsourced. The first question we asked to those who came was whether their agents were trained. They said no. But after all this they can be limited to take simple and basic calls. Inbound call centre are basically for cross-selling, product knowledge, intricacies about the system also have to be told.
Avinash: A call centre is basically an unorganized place.
The attrition rate is high. A employee picks up the work and then quits and joins somewhere else. There is lot of lead generation.
Manoi: What are the constraints? Is it human or technology or infrastructure?
Chaphekar: Some part from the technology and some human side. We outsourced our call centre. The constraints are getting the concerned fellow to use the technology. So whatever schemes or charges we want to talk about, they wont understand the intricacies about our product.
Girish: I have had a look into some of the call centres. There are people who have done wonderful work for the foreign banks. I know of some Indian operators who do undertake loans of up to $5million for the bank. They also send out fa.xes to the bank and no questions are asked. That is their efficiency. We are a lot more concerned about secrecy sometimes where it should not be. So it's a mindset change that comes in. Moving customers away from the branch always backfires. Today in the West, they have reaJised that you cannot call a customer, cannot email him as it will be treated as spam, the printer brochures are junked, and hence you cannot communicate. Therefore bankers have to use delivery channels effectively and also make sure that customers come back to the bank. I would be happy if I saw the younger generation come back to the branch instead of only talking through delivery channels.
Nandan: the PSU banks are also faced with this problem.
The average age of the customer is going down. We at our bank call them GenNext branches. All said and done we want them back at the branches. Human touch is important.
Singh: I was reading a survey that said that there should be at least 7 physical meetings in a year between customer and banker besides internet and phone.
Girish: For me KYC is not legal. It is knowing the customer.
Avinash Chugh KK Sharma
Nandan: On KYC, the former director IIM (Ahmedabad) delivered a speech and defined KYC as kick your customer.
Narang: When I was going through age pyramid of the country, what I realised was that the age group of 20-34 are the people who actually go banking. And an equal number 024 will remain constant for the next 20-30 years. The former are tech-savvy and like to use multiple delivery channels. But you have to supplement services in a branch with alternate channels. Today I cannot think of banking with a bank without ATM. ATM is an onsite service. Offsite services or remote services are also important. If at 11 pm, I need to renew my insurance I need phone banking. All these channels need to supplement each other instead of competing with each other. If you talking of services other than cash withdrawals and other services they can be done from remote locations from channels like net banking. Net banking is a powerful channel. But only 6-7% of the population use it. This is where some leading banks have exploited this well. One of the banks has around 4000 agents running their contact centre. There is a team that looks after each aspect such as HNI customers, library assets, etc. The yield from average customer is far less than that of an HNI customer.
KK Sharma: What should be the engagement factors for PSU banks for getting HNls? Effectively ensuring that customers wont try to visit (I am taking about HNI customers) and if they do visit they are looking for exponential kind of banking. This is the same reason why we visit a mall today. If that experience banking is missing then that HNI customer will be disappointed. Once in a while he would like to visit and see. He would expect a special treatment.
Girish: A marketing guru was telling me that if you want to target the HNI customer, get their spouses involved.
Avinash: As for HNI customer, it is a question of segmentation. Every bank has its own set of I-1Nls. Its only a question of segmenting the data. The HNI needs to be positively discriminated. Kakade: as long as provide what the customer wants at his price and at the speed at which he wants, if we deliver all this, any organisation can achieve success. If you know your products well, your customers and people well, then everything revolves around these. You need to perceive their needs and device a strategy so that immense growth potential is relized. You need a proactive effort.
Posts
No comments:
Post a Comment