Research On The Service Quality Of H Commercial Bank

Twenty years into the new century,as parts of China’ s financial system opened up to the world,domestic banks are simultaneously facing the impact of foreign banks and the challenge and pressure of internal survival of the fittest.The increasingly fierce competitive environment forces banks to continuously improve service quality level to enhance comprehensive competitiveness,some bank branches began to attempt transformation,reform and innovation.In addition,under the current situation that the products,business and service modes of banks tend to be homogeneous,the personalized needs of customers also put forward higher requirements for the service quality of banks.The goal of service quality management is also more inclined to improve customer satisfaction.The key element of improving customer satisfaction lies in the corporate values and development concept that banking enterprises uphold in the process of providing services,which usually close to the satisfaction of employees.At the same time,for service quality management,we should not only pay attention to the experience of external customers,but also pay attention to the satisfaction of internal employees.This thesis takes H Commercial Bank as the research subject to study the branch service quality,including but not limited to SERVQUAL model,service profit chain,service quality gap model,etc.Through design,distribution,statistics and analysis of individual customer questionnaire surveys(including six dimensions such as physical form and rights protection)and employee questionnaire surveys(also including six dimensions such as salary performance and incentives,employee autonomy),the survey results are studied and the problems and causes in the service quality management of H Bank are discussed.When studying the survey results,this thesis evaluates the importance of each factor of the dimensions of service quality according to customers,and obtain a more reasonable SERVQUAL value by introducing the weight analysis of AHP.At the same time,the internal managers and service personnel were interviewed to collect and analyze the relevant data of H Bank’s service quality management assessment.Extending the service quality management of the bank front desk counter to background system,the branch service quality of H Bank is studied by taking external service quality as the main and internal service quality as the auxiliary method.From the survey results,both external customers and internal employees’ satisfaction with the service quality of H Bank needs to be improved.This thesis analyzes the survey results from all dimensions of the questionnaire and combines the current situation of H Bank service quality management.Through external and internal service quality management,the problems of H Bank are sorted out,such as unreasonable network space layout,long waiting time for customers during peak hours,cumbersome business process and single financial products.From an internal perspective,it summarizes problems such as lack of comprehensive training and incentive system for staff,weak marketing awareness of service staff and improper handling of customer complaints.In view of related problems,specific promotion and improvement schemes are put forward: external management should strengthen the construction of hardware facilities for counter service,improve the banking service commitment and strengthen supervision management,promote the site management level of branch service,counter business and background system process optimization,step up innovation and create differentiated services,and perfect the information supervision mechanism,increase the publicity of bank culture.Internal management to improve staff incentive and training system,service marketing team construction,strengthen the service standard management of branch staff,and establish customer complaint mechanism and service evaluation system.