Study On The Problems Of Service Management In China’s Commercial Banks

In recent years, on the one hand, the criticisms and complaints, such as long queue, low efficiency and poor overall service quality in commercial bank service outlets are often reported in the media. Being represented by "queuing phenomenon", the service issues have increasingly attracted wide concerns from the social public and commercial bank system. Currently, from the overall situation of many commercial banks, unsuitability of service capability and service level have become the critical problem which dented the social image of commercial banks, and service has become one of the weaknesses in the management of commercial banks.On the other hand, in Post Financial Crisis Era, with the adjustment of national macroeconomic and financial policy, the government regulator has strengthened its supervision for commercial banks in capital rationing and risk management. It is difficult for commercial banks to maintain the traditional growth mode which is mainly based on the capital occupation, as well as the profit growth model which depends mainly on interest margin. A new business development mode has become an important choice for commercial banks to reform their management by improving service management, promoting service level, increasing contribution of service value, building up core competitiveness of service, paying attention to connotative growth and speeding up the formation of capital saving business development model.At the same time, from the view of commercial banks inside and considering customer experiencing, this paper is to explain and integrate the practice and characteristics of service management in commercial banks with relative theories of economics and management, follow the principle of combining macroscopic and microcosmic views, combining practice with long-term plan, and combining temporary solutions together, systematically and objectively research the issue of service management, analyze the deep reasons for the service problems, locate the sticking point, and study on the potential improving methods. All of These are of great significance for banks to adapt to the demands of the new trend in the commercial banks service, provide options for the management transition, promote the enrichment and deepen the management theories of the commercial banks service, provide realistic operation instructions to resolve the problems of the service management in the commercial banks, no matter from the view of theories or practice.The research of this paper will be conducted according to the following steps: promote problem-Look for evidence-Analyze problem-Solve problem.This paper includes four sections. The Section One and the Section Two are the first part of this paper, which introduce the background of the topic selection, the writing purpose and significance of this research, as well as the framework and research methods. Relative literatures and methods of service management both at home and abroad would be organized and summarized, which should make a solid foundation for subsequent research.The Section Three, Section Four and Section Five are the second part, which introduce the concepts of commercial banking service, service management system and theory, analyze the service, especially the features of commercial banks service, and also analyze the important theories which support service management of commercial banks, such as transformation of financing intermediary to service intermediary, service profit chain, service satisfaction, virtuous cycle and vicious cycle, etc. And commercial banking service management functions are presented, and two typical service management systems are explained. In other words, it means service management system of commercial banks centering on culture and service management system of commercial banks centering on customer skills. Meanwhile, the trend of service management is predicted in this part.The Section Six is the third part. This part focuses on the analysis of current status and problems of service management in commercial banks, and illustrates the challenges which the service management of commercial bank is facing. Then the inside reason for problems of service management of commercial banks would be deeply analyzed.The Section Seven, Eight and Nine are the forth part of this paper. These three sections separately introduce five important evaluation models and practical application of these models, the five dimensions of SERVQOAL model in the commercial bank service quality management, as well as the analysis of the service quality difference. From the two aspects of counter service and online service, the practical cases of commercial bank customer service would be analyzed. At last, by combining temporary solution and permanent cure, short-term and long-term methods, macroscopic and microcosmic views together, the approaches and methods to solve service management problems in commercial banks have been proposed based on the management strategy, system transition, procedures outline, service management, channels construction, service innovation and team building up, and so forth.The innovations of this paper are:Ⅰ. Practicalness. This paper is closely connected with the practice of service management in the commercial banks. Not only the purpose of this research is rather practical, but also through cases analysis on real situations, the flaws, such as only theories are discussed or practice is disconnected with theories are totally avoided.Ⅱ Systematization. At the present time, according to the current domestic literatures of service management and viewing from inside of the commercial bank, systematical research on the service management issue is rather few. While this paper combines the micro and macro views, studies the service management problems in strategic, management and practical level, and has strong systematization. It also combs nine problems existing in commercial banking service management, that the hardware construction and software support don’t math, foreground and background management aren’t synchonous, business innovation is unsuitable for customer demand, customer evaluation is incompatiblitity with financial model, and management ability is improper to environment change. Finally this paper improves analysis lack of systematization and with too many points about service.Ⅲ Traceability. This paper deeply analyzes the root cause of service problem, based on the main component of service system, integrating the plan, organization and control of management. This analysis involves service concept and strategy, service system and rule, service procedures and control, service management and quality, personnel loyal and quality, service channel and system and many other deeper factors which affect service management. In addition, this paper breaks the situation that the analysis is limited to the surface cause of service management in commercial banks, such as long queue in service outlets and service quality management, and so on.ⅣPerspectiveness. Based on relevant theories, this paper combines commercial banking service management practices, and implements perspective search on difficult and hot issues about service management. Firstly this paper finds weakness of Cengiz Haksever service value model, and then makes revise, adds service returns and mental attributes elements, and based on this puts forward the idea of bank service value model. Secondly for the first time it proposes that risk is one of service characteristics. Thirdly it probes functions of commercial banking service management, proposes five functions including service value creation, resource elements allocation, inernal and external conflicts management, service risk control, resource development and targer diviation. Fourthly it divides the existing banking service management system into two parts, namely culture-core system and customer contact-core system. Fifthly it first proposes overall strategy to set up "customer create", and points of strategy including "step guidance","inernal circulation","service transition" and "value promotion".