TQM at NIB bank

Introduction

NIB Bank Limited started as NDLC-IFIC Bank Ltd. which was incorporated in March 2003 as a public limited company. It started operations in October 2003 when all assets, liabilities, rights and obligations of the former National Development Leasing Corporation (NDLC) and Pakistan operations of IFIC Bank were amalgamated with and into the Bank with a paid up capital of Rs.1.2bn. In April 2004 the Pakistan operations of Credit Agricole Indosuez were also amalgamated with and into NIB. In March 2005 Temasek Holdings of Singapore acquired 25% shareholding in NIB Bank, through Bugis Investments. NIB Bank's vision is to rank amongst the top 5 banks in the country. Therefore towards the end of June 2007 it acquired majority shares of PICIC with the aim of merging PICIC and its commercial banking subsidiary PICIC Commercial Bank Limited (PCBL) into NIB. The acquisition was financed through the country's largest private sector rights issue, with resultant increase in NIB's paid up capital to Rs.22.0 bn. The PICIC acquisition bought with it another subsidiary "PICIC AMC" and an affiliate "PICIC Insurance". The legal merger of PICIC & PCBL into NIB took place on December 31, 2007, once all regulatory approvals were in place. NIB Bank continues to be led by Khawaja Iqbal Hassan, supported by four business heads and ten business enabling function heads. The merger resulted in a vastly expanded branch network and total assets of Rs 176.6 bn on merger date. NIB has the highest paid up capital of Rs. 40.4 bn amongst all banks in Pakistan. Merger synergies include lower cost deposits, enhanced customer service delivery channels and overall improved efficiencies.

Mission Statement

To improve the quality of life for million

Vision statement

To be the most admired Financial Institution in Pakistan

Our values

Passion

Respect

Integrity

Excellence

Fairness

Fatima Jinnah Women University 1

Quality for NIB bank NIB Bank is an exemplary provider to business and industry offering high quality expertise and service along with innovative Banking solutions, which in turns supports economic development.

At NIB Bank, we value our Human Capital and ensure that employees in every functional area of the bank have the required skills & competencies to deliver the business proposition to our customers.

Our line managers / supervisors understand and take ownership of their responsibility in day to day execution of their duties in managing, developing, monitoring, engaging & leading their teams in the pursuit of our collective goal of becoming the dominant financial institution in Pakistan.

NIB provides a work environment which is inclusive and supportive, where staff is highly valued and feel motivated, based on fairness, equity and business needs.

We encourage a culture which supports and builds mutually advantageous alliances while continuously working to eliminate discrimination and promote diversity and equality of opportunity.

Quality Approach

External Approach

If we talk about the external approach NIB bank is focused on,

External Customers Valued product and services Customer retention Increased customer base Profitability and growth


Quality ApproachQuality Approach

Internal ApproachInternal

ApproachExternal ApproachExternal Approach

Internal Approach

Talking about the internal approach adopted by the bank NIB is focused on,

Bank its people and processes Efficiency and effectiveness in all aspects Profitability and growth

Quality Management

a) Creativity

Definition:Is able to conceive original, imaginative and valuable ideas to solve problems and improve processes.

EFFECTIVE BEHAVIOUR INDICATOR LESS EFFECTIVE BEHAVIOUR INDICATOR

MORE OF THIS LESS OF THIS

Develops ideas and thinks through to innovative conclusions.

Questions traditional thinking in order to initiate new perspectives.

Builds on information and ideas provided by others.

Acts quickly to grasp and develop novel opportunities.

Improvises effective solutions when faced with ambiguous and difficult situations.

Tests out ideas for practicality and feasibility.

Seeks out pools and thinkers and puts them together to generate ideas; uses tools and techniques to simulate others’ creativity.

Prefers to use tried and tested methods to solve problems rather than think of new and innovative solutions.

Sees opportunities as risks; talks about the dangers and risks rather than the potential benefits.

Actions ideas giving appropriate thought only to short-term benefits and immediate impact.

Is overly absorbed in own ideas; hence is not as aware of the environment or important events as required.

Over relies heavily on past experience; does not think laterally.


b) Continuous Learning

Definition:A strong personal commitment to self-development reflected in an underlying curiosity to know more

about people, things, issues, stretching beyond what is routine or required job knowledge.

EFFECTIVE BEHAVIOUR INDICATOR LESS EFFECTIVE BEHAVIOUR INDICATOR

MORE OF THIS LESS OF THIS

Identifies skills needed for the future and takes steps to develop self and others.

Actively seeks professional development opportunities, both inside and outside the organization.

Seeks opportunities to work with the others of diverse backgrounds, experience, viewpoints.

Has personally established on-going systems or habits for information gathering through professional memberships, literature and contacts.

Sets clear personal development targets which focus on behavioral improvements as much as professional / technical skills.

Volunteers for assignments which contribute to individual learning goals.

Accepts and seeks feedback from others; learns from past mistakes.

Over emphasizes the importance of won professional development at the cost of work priorities.

Relies too heavily on own knowledge does not accept constructive feedback.

Sticks to own area of expertise rather than broadening one’s focus.

Develops oneself for tangible rewards rather than more and grow.

Waits for others to identify own development needs.

Considers skills lifelong; continuously resorts to tried and tested methods.

Prefers to cover up mistakes rather than seek feedback and learn.


Customer Focus

Dimensions Followed by NIB Bank:

The dimensions considered important by the NIB bank includes

a. Credibility

Credibility is important to demonstrate the good reputation of the bank.

b. Security


Credibility

Security is another important matter to articulate the safety for the customers to use the bank's ATMs anytime and to protect the credit card against unauthorized use.

c. Empathy

Empathy or accessibility is another key related factor that enables customers to deal with their banks more easily.

d. Communication

Communication dimension is also very important in NIB bank. It believes that when the customer complains, the bank manger should be interested to listen to the customer regarding their complaints through proper communication channels. Understanding the customer is important for banks to make the efforts to know customers and their needs.

e. Tangibility

Tangibility is another important dimension for NIB bank. For instance, "Customers make inferences about the service quality on the basis of tangibles of the bank (the buildings, the physical layout etc.), that surround the service environment because these can have a significant impact on customers' affective responses.

f. Reliability

Reliability is also important in banking sector. NIB bank believes that when a bank officer, for instance, says he/she will call the customer back in 10 minutes to solve the problem, he/she should do so accordingly.

g. Responsiveness

Responsiveness is an important dimension for bank to resolve the problem of the customers quickly and which is rare in our banking sector

h. Courtesy

Courtesy is important for bank employees to have a pleasant behavior and to show the politeness consistently when answering the various questions of their customers.

i. Assurance

Assurance is also an important dimension that includes Good communication Individual attention Customer understanding.


CUSTOMER SATISFACTION:

To check the satisfaction level of NIB customers we have designed a questionnaire and get it filled by 50 customers. Our questionnaire covers almost every aspect which helps to measure the contentment or satisfaction of customers. Important aspects include:

Quality of customer service Process of getting concerns resolved About information available on internet About customer service representative How they contact with the bank Do they quickly identify your problem About NIB’s product and services

1. In thinking about your most recent experience with the bank: was the quality of customer service you received was satisfactory:

2. Was the process for getting your concerns resolved satisfactory?


3. Sufficient information was available on the internet to solve my problem.

4. The customer service representative was very courteous

5. The customer service representative handled my call quickly


6. My phone call was quickly transferred to the person who could best assist me

7. The customer service representative was very knowledgeable

Analysis:We have asked different questions to the customers to know that to what extent they are satisfied with bank product and service quality. The graphical representation shows that customers are highly satisfied with the quality of services they have been given by bank but only few percentage of customers have shown their dissatisfaction regarding services of NIB bank. Customers responses have shown that customer service representatives are very courteous and knowledgeable, their problems are identified and resolved quickly and they also told us that if they need to talk on phone to solve a query, the customer service representative try his level to provide them with the person who could best assist them. NIB wants to give every ease and comfort to their customers so that if they are not able to make visit to the bank to get their query resolved, the bank is available.

When we asked question about information available on internet, it shows a high percentage of customers almost 22% who do not avail internet facilities and some of them are disagree that there is sufficient information on internet. Only few customers are there who avail information available on internet.


8 How likely are you to use/purchase [PRODUCT & SERVICES] again?

9. Would you recommend to others?

We then asked them that how likely they are going to avail products and services and also recommend to others. So we ascertained that customers have given positive response 20% of them are sure to avail products and services but few of them has given neutral response.

10. In your most recent customer service experience, how did you contact the representative?

Graphical representation shows that customers are most likely to contact in person or on telephone than any other mode of communication.

11. About how long did you have to wait before speaking to a representative?


The result shows that 35% of customers are highly satisfied and they believe that they are taken care of immediately. Only minute percentage shows that they are being kept on waiting for 3-5min before speaking to representative.

12. Did the representative

This graph tells about the abilities of representative and it reveals that their representatives are highly knowledgeable, quickly identify problems and get them resolved with courtesy and professionalism.

13. Which of the following qualities of the service representative stood out (as being superior)?


This graphical representation shows that the most important quality of NIB representatives that stood out is that they listen their customers’ problem very carefully always response in a positive tone and patiently, they never get aggressive.

14. What qualities of the customer service representative irked you?

The qualities of customer service representative that mostly irked. Few of the customers believe that they are not patient and always in hurry especially when we talk on phone. Very high percentage shows that there is nothing that irked them

15. The customer service

The question was asked that whether the customer service representative misleads you and needs any improvement. We ascertain that very few between 0% to 10% customers said that they were mislead or they have been given unclear information. On the other side more than 20%customers said that no improvement is needed.


Products and services offered for CustomersFollowing are the products and services provided by NIB Bank

1. LIFE BANKING

Life banking will assist the customer in managing all their banking needs at their office. Now they no longer have to stand in long queues or stuck in traffic jams. Life banking would take care of their financial matters, giving more comfort to their life. It includes Life salary account, Life guard, life auto financing, life corporation loan, Life profit account.

2. SALAAM BANKING

By saying Salaam they mean to pay homage to the people belonging to self employed mass market which includes small enterprises as well (retailers, traders & services). We commit to serve these hard working people with a strong belief that we are “privileged” to be their banking partner. By assisting them in their business financial needs, by providing them basic and advanced banking services at their door step. Accounting opening with no minimum balance requirement.

3. COMMUNITY BANKING

Community banking offers a wide array of NIB products and services made available in your local community. NIB believe that people who live and work in proximity with you understand your needs better. Being embedded within your local community, NIB is aware of your daily challenges and is prepared to provide you financial solutions.e.g NIB gold premier account, NIB azadi account,NIB amanat,Agriculture loan

4. SME AND COMMERCIAL BANKING

NIB offers a diverse range of products catering to private sector enterprises having an annual sales turnover between PKR 30 Million to PKR 1 Billion. NIB at SMEC has aimed to become a dominant player in Pakistan with an aggressive growth line equipped with teamwork and full inculcation of sales and credit programs.NIB offers the safest option to place your deposit (CA, SA & TD) at their branches. NIB provides one window solution, where you cannot just avail loans to cater your regular business or trade requirements but they can also enjoy chain management benefits through their extensive branch distribution footprints.

5. TREASURY AND CAPITAL MARKET GROUP

NIB Bank Limited boasts one of the finest Treasuries in Pakistan, providing corporate and individual clients with a wide selection of products ranging from the traditional to the customized. From products that meet the demands of liquidity, cash flow management, interest rate fluctuations and risk management etc. to specialized Investment Services. NIB Bank Limited Treasury also provides full foreign exchange service available in all major currencies with the ability to monitor and track prices.


Human Resource Management

Training Programs for Employees

Talent Development and Training by Human Capital Optimization Group (HCOG)

The Talent Development Function was formulated at the beginning of 4th quarter 2007 within HCOG to develop the potential of our workforce through skill / technical trainings aimed at enhancing the workforce performance in relevant areas. This would enable NIB to deliver on its business proposition of providing quality banking experience to our valued customers. Since its inception the Talent Development function has arranged, organized and delivered the following major training initiatives:

Cycles of Change

The Cycle of Change (COC) training program rollout was conducted by Iqbal Ali, Ali Noman, Bushra Khilji and Syed Naveed-ul-Zafar from March to June 2008 for around 1100 participants. Participants comprised of countrywide CMM branch employees. This 4/5 day program is geared towards inculcating a deeper understanding of CMM banking functions, adding intrinsic value to all the individual communities that the NIB branch network serves within the CMM segment. It also introduces a relationship oriented banking proposition while at the same time imparting basic product and front-end operational knowledge.

Performance Management

The Performance Management training program was conducted countrywide by Jawed Ausaf and Ivan Johns during March 2008 for around 356 participants. This training program aimed at getting members of all the three merged entities together on one platform in order to institute a unified system of performance management for NIB, based on the same measuring tools and standards to be followed for assessing, evaluating and managing staff.

Professional Grooming

The program on Professional Grooming was conducted by Bushra Khilji from July to October2008 for around 99 participants. The objective of this training program is to enable employee’s to identify and practice preferred grooming skills and business etiquette in the workplace enhancing self-confidence and encouraging positive thinking to help with image building of NIB.

General Banking Training Program

General Banking Training Program rollout was conducted by the Institute of Bankers Pakistan (IBP)for 356 employees from November to December 2007.This two day training program was based on fresh concepts in various general banking areas such as bankers’ obligation to customer, duty confidentiality, different aspects of account opening and operations, details of inward/outward clearing process etc.


Other than the above, various training programs have been conducted by both in-house trainers as well as external trainers. In 2008 NIB has trained 5380 employees in various disciplines resulting in 12200 plus man days of training. Employee development will continue to be priority in NIB and staff is encouraged to attend programs as and when they are announced.

Fraud awareness training

Fraud Prevention Initiatives

Upgraded version of “Fraud Prevention Policy” has been uploaded at NIB after approval from BOD.

FMG’s surprise branch visits to counter any misconduct / discrepancies.

Special emphasis on the high risk areas of branches.

Transaction monitoring practice in places prevention against account takeover cases.

Future Investments on Early Warning systems for Fraud Detection.

Monthly vigilance of the Small & Medium Enterprises and Commercial.

Employee Involvement programs

A participative process that uses the entire capacity of employees and is designed to encourage increase commitment to the organization success. Employee involvement programs include the following.

Participative management Representative Participation Quality circles Employee Stock Ownership Plans.

We asked the question from the employees to what extant you and your colleagues feel that you can make decisions and solve problems without checking with your managers? Basically this question is related to participative management that is one of the types of employee’s involvement program to increase the involvement of employee in decision making process Participative program are also very helpful to increase the moral high and productive of the employee. In participative management employees are the trusted by the management and also increase the management confidence on their employees. Participation increases commitment to decision. Employees are less likely to undermine a decision at the time of implementation if they share in making that decision and participative management makes employees job more interesting and meaningful to them and participative management increased productivity, improved quality and reduced costs.

Monthly quality circles are conducted where all the quality issues are addressed ensuring quality in all aspects.


Employee’s MotivationThe process that accounts for an individual, intensity, direction and persistent efforts towards attaining a goal.

Reward systems:

The only way employees will fulfill your dream is to share in the dream. Reward systems are the mechanisms that make this happen. "However, reward systems are much more than just bonus plans and stock options. While they often include both of these incentives, they can also include awards and other recognition, promotions, reassignment, non-monetary bonuses (e.g., vacations), or a simple thank-you.

We asked the question related to rewards that how rewards motivate employees in NIB Bank and we found that there are different kinds of rewards NIB Bank gives to their employees which are as follows:

Cash Bonuses Promotions Make team leader Increment in salaries Allowances like (Fuel allowance, mobile allowance)

We found one very different kind of reward in NIB Bank that they motivate their employees whose performance is not up to the mark by giving them the salaries equivalent to the market value of the any other employee of same rank so as to motivate their employee.

Employees Satisfaction Level

In order to find out the satisfaction level of NIB Bank employees we have designed a questionnaire and got it filled by 20 employees. Our questionnaire covered all the important aspects related to the employee’s satisfaction. We have asked questions like satisfaction level with

Pay Career progression at bank Benefits offered Process to determine the annual raises Prevailing reward system Environment Leadership styles Freedom Flexibility with respect to family responsibilities Training Programs etc


We asked the question from the employees related to reward system that to what extent they are being recognized and rewarded on their good performance and how these rewards motivate them to work. We ascertained that most of the employees in NIB Bank are satisfied but very few of employees showed that they are not rewarded for their performance but the overall result is positive and this shows the level of motivation employees get from rewards. Many of the employees told us they are being rewarded after accomplishment of their sales target in such a way that their management take them to the picnic or invite them for dinner and the rewards like picnic and dinner from NIB’s management is being rewarded most frequently.

Here we also want to share that in NIB Bank we did not find the employee recognition programs like (employee of the year, employee of the month) and we feel that this kind of recognition program can also increase the level of motivation and productivity of employees of NIB Bank.

But in whole we discover that the employees of NIB Bank are very much satisfied from rewards that are being given to them and the rewards in NIB Bank is based on the performance of the employee except one that we mentioned above and in NIB Bank most of the rewards are given to employees are of monetary nature and Management of NIB Bank continuously appreciates the good work done by the employees for the achievement of goals, which motivate the employees to worker harder for the achievement of goals.

Satisfaction level with respect to other dimensions is also very high as it is evident from the graph. Very few employees are dissatisfied.


LEADERSHIP STYLES

We asked different questions relating to the leadership style from NIB Bank employees to know which leadership style their leader uses and we found that two of the leadership styles that are task oriented and people oriented or relations-Oriented. NIB Bank has the leaders that perform better in all situations and can manage their teams more effective in favorable conditions and also in very unfavorable conditions.

Task oriented leadership:

A highly task-oriented leader focuses only on getting the job done, and can be quite autocratic. However, as task-oriented leaders spare little thought for the well-being of their teams, this approach can suffer many of the flaws of autocratic leadership, with difficulties in motivating and retaining staff.

People oriented or relations oriented:

This style of leadership is the opposite of task-oriented leadership: the leader is totally focused on organizing, supporting and developing the people in the leader’s team. However, taken to extremes, it can lead to failure to achieve the team's goals. NIB is practicing the combination of both styles. And it is evident from the graph that the satisfaction level with respect to leadership styles prevailing at the bank is really very high.

Directive Leaders Behavior:

The most contributive behavior in leadership behaviors in NIB Bank was found to be directive behavior which is being frequently used in the organization we targeted. The benefit of using directive form of leadership which is characterized by greater control, defining what needs to be done, allocating resources and establishing clear expectations. The directive leadership behavior takes a more pragmatic approach to handling affairs in NIB Bank and is characteristically utilized in corporate turn-around situations.

Supportive Leaders Behavior:

The second most contributory behavior in leadership behaviors in NIB Bank was found to be supportive behavior.


http://www.mindtools.com/pages/article/newLDR_84.htm#task

Majority of the employees are highly satisfied with the role that their leaders are playing at the bank and that is clearly evident from the graph above.

Some general questions have also been asked to judge their satisfaction level.

This table is clearly identifying that employees are really satisfied with the amount of work expected from them, they are provided with the continuous feedback and the most important thing that they are


recognize as individuals. Only few of the employees complained that they are not allowed to make decisions without checking with the mangers.

NIB Bank is very flexible with respect to the employee’s family responsibilities as 95% of the employees have agreed upon this and proper training programs are also arranged to help them work efficiently. But 30% people reported that they are experiencing discrimination at bank however 70% people were against it.


Conclusion NIB Bank is a global bank which is also operating in Pakistan. As the requirement of growing

banking sector it is necessary to set challenging and effective goals so as to become market leaders. Despite of setting challenging goals the employees of NIB Bank are satisfied with these challenging goals and performing well to achieve the goals which were provided to them.

The management style in NIB Bank is kind of participative management in which employees are given chance to share their ideas for decision making so the NIB Bank is utilizing its employees by getting different ideas from different employees this provides greater chances for getting better and innovative ideas. Not only this but from this activity employees feel motivated because they think they also have the authority in decision making process and they are also a part of an organization. During the interview of an employee NIB Bank he told us “All the employees here are given title of relationship officer rather than any other designation and at the beginning of each month the top level management visits every branch and arrange meeting with all the employees of the branch and discuss the problems faced by every employee and immediately tries to resolve the problem and this is the major motivating factor for us”.

For motivating their employees management uses different types of motivating tools the innovative ones we found are ESOP (Employees Stock Ownership Plan) and the pay plan for less productive workers. By providing ESOP the employees gains the ownership of an organization and work hard not only for their benefit but also to maximize the profit of the organization.

The next thing about the pay plan for less productive workers the company motivate their employees whose performance is not up to the mark by giving them the salaries equivalent to the market value of the any other employee of same rank.

As the motivation and reward systems are up to the expectation of the employees so the employees are very much satisfied and don’t want to leave the organization.

The leadership styles in NIB Bank are mixture of both the task oriented and relationship oriented but it is little lien towards relationship oriented leadership style.

Overall we concluded NIB Bank inherits strong organizational culture having values for leaders and as well as for employees and customers and the organization behavior is up to the mark for any company being in Pakistan.


Recommendations NIB Bank should offer training and development sessions for undergraduates; this will help NIB

Bank in future while recruiting employees.

NIB should introduce “Dress-Down” day i.e. employees should be given permission to wear

dresses other than formal dresses on certain days so as to make them relaxed while work.

Customer retention: Customer retention is one of the main priorities for banks today. With the

entry of new players and multiple channels, customers have become more discerning and less

'loyal' to banks. Given the various options, it is now possible to open a new account within

minutes. Or for that matter shift accounts within a couple of hours. This makes it imperative that

banks provide best levels of service to ensure customer satisfaction. So NIB bank should remain

focused on continuous improvement.

Perquisites and Allowances: the number of allowances and perquisites for the employees should

be increased to ensure that they put their body and soul in the jobs assigned to them.

The fresh hiring should be made permanent so that they are secured of their future. Further the

allowances and perquisites attached with the permanent jobs will also increase the motivation

level of the employees.

Empowerment Of employees to participate more in the decision process.

In order to implement total quality management, bank need to respect a cultural change in direction, set the strategy and give employees a chance to look at things differently.

Reorganizing products and services according to customer requirements


Questionnaire

The questionnaire attached to this letter is a part of an academic research being undertaken for the partial requirement of fulfillment of master’s degree at Fatima Jinnah Women University Rawalpindi. The information collected through this questionnaire will be treated as highly confidential. The identity of the respondent will not be made public under any circumstances. The respondent is participating in this research without constraint and does not undertaking this exercise as a voluntary social service.

Gender: Male Female

Age: 18-25 26-35 36-45 Above 45

Q1.How many years have you been with the bank?

Less than one year1 - 3 years4 - 6 yearsMore than six years

Q1.How satisfied are you with...

Completely satisfied

Very satisfied

Somewhat satisfied

Neutral Somewhat dissatisfied

Very dissatisfied

Completely dissatisfied

Your pay

Your career progression at the bank thus

far

Benefits offered by the

bank

Process used to determine

the annual raises.

Reward system prevailing in

the bank


Q3.Satisfaction level with respect to the leadership styles:

Key: 1 =Strongly Agree; 2 = Agree; 3 =Neutral; 4 = Disagree; 5 = strongly disagree

S. No

QUESTIONS1 2 3 4 5

1Tells group members what they are supposed to do.

2Acts friendly with members of the group.

3Sets standards of performance for group members.

4Helps others feel comfortable in the group.

5Makes suggestions about how to solve problems.

6Responds favorably to suggestions made by others.

7Makes his/her perspective clear to others.

8 Treats others fairly.

9Develops a plan of action for the group.

10Behaves in a predictable manner towards group members.

11Supervisor encourages high achievement by reducing the fear of failure.

12Supervisor takes responsibility for shaping the attitudes and relationships among different departments

General Questions:Fatima Jinnah Women University 24


S. No

QUESTIONS Strongly agree

Agree Neutral Disagree Strongly disagree

1 The Company clearly conveys its mission to its employees.

2The amount of work expected of you is reasonable.

3It is easy to get along with the colleagues in all departments

4You can make decisions and solve problems without checking with your managers.

5You are provided with the continuous feedback to help u achieve.

6Employees are not threatened by the management to achieve their sales target.

7Do you feel that the employees are recognized as individuals?

8The bank clearly communicates its goals and strategies to you.

9The bank is flexible with respect to your family responsibilities.

10Would you refer to your friend to apply for the job here?

11Have you ever experienced or observed any form of discrimination?

12Proper training programs are arranged to help you to work efficiently.

QuestionnaireThe questionnaire attached to this letter is a part of an academic research being undertaken for the partial requirement of fulfillment of master’s degree at Fatima Jinnah Women University Rawalpindi. The information collected through this questionnaire will be treated as highly confidential. The identity of the respondent will not be made public under any circumstances. The respondent is participating in this research without constraint and does not undertaking this exercise as a voluntary social service.

Gender: Male Female

Age: 18-25 26-35 36-45 Above 45

Serial no.

QUESTIONS Strongly agree

Agree Neutral Disagree Strongly disagree

1. In thinking about your most recent experience with the bank: was the quality of customer service you received was satisfactory?

2 Was the process for getting your concerns resolved satisfactory?

3 Sufficient information was available on the internet to solve my problem.

4 The customer service representative was very courteous

5 The customer service representative handled my call quickly.

6 My phone call was quickly transferred to the person who could best assist me

7 The customer service representative was very knowledgeable

8 The waiting time for having my question addressed was satisfactory.


Q9.How likely are you to use/purchase [PRODUCT & SERVICES] again?

Definitely probably Might or might not Probably not Definitely not Ever used

Q10.Would you recommend to others? Definitely probably Might or might not Probably not Definitely not Ever used

Q11.In your most recent customer service experience, how did you contact the representative?

In person By telephone Internet through a dealer or broker Other

Q12.About how long did you have to wait before speaking to a representative?

I was taken care of immediately Within 3 min 3-5 min 5-10 min More than 10 min

Q13.Did the representative

Quickly identify my problemAppear knowledgeable and competentHelp you understand the cause and solution to the problemHandle issue with courtesy and professionalism

Q14.What would best describe your experience, when you called?

Kept me waiting on holdHad to explain several timesDidn’t know how to handle the problemHad to ask othersSpoke slowlyOthersNo improvement needed

Q15.How many times did you have to contact customer service before the problem was corrected?

Once Twice Three times More than three times

Q16.Overall, how satisfied are you with the customer service experience?

Very satisfied Somewhat satisfied Neutral Somewhat dissatisfied Very dissatisfied

Q17.Which of the following qualities of the service representative stood out (as being superior)?

Patient Enthusiastic Listened carefully Friendly Responsive Other

Q18.What qualities of the customer service representative irked you?


Not patient Not enthusiasticDidn’t listen carefullyUnresponsiveOtherNo qualities irked me

Q19.The customer service

Gave me the wrong informationDidn’t understand the questionGave unclear answersCouldn’t solve problemDisorganizedNo improvement neededOther

Q20.Over the next 12 months, how likely are you to replace your (BANK) with another (BANK)?

CertainHigh chanceEqual chanceNo chanceNever


Documents

TQM at NIB bank