Professional Documents
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in people, technology and premises as its business grew in relation to the countrys economy. in 1993, there was an organizational re-structuring, which led to a substantial expansion of the Banks business. Today the bank has in total 17 branches in Dhaka including an offshore banking branch at the Savar EPZ. Bangladesh is under the MESA region, with the controlling office in Dubai. Its correspondent relationship with Sonali Bank, the largest bank in Bangladesh, gives its customer access to all major centers in the country. SCBs worldwide network facilitates convenient connections with foreign trades and remittance business. SCBs brach banking in Bangladesh allows it to offer a full range of banking services.
Standard Chartered Bank operates with the same mission as the group SCB subscribes to worldwide. In Bangladesh it has best and dedicated human resources of the private sector banking. Among the things that Standard Chartered takes pride of, one is definitely its growth in Bangladesh. If marketing is about knowing the need of people and serving them accordingly, then Standard Chartered Bank definitely knows the people of this continent. In some cases, they arouse the latent need of the people. They are the pioneed of introducing services like freedom account, graduate loan, credit card etc. Today SCB has 1.5 lac credit card holders. In Bangladesh SCB was the first Bank to commence the VISA and MasterCard in 1988. The bank recognized the prospect of introducing a local currency credit card in the country. Consequently, they launched the first Taka credit card in January 1997. As part of growth strategy, Standard Chartered Bank took a conservative approach to create market awareness and brand loyalty gradually. At present, Standard Chartered with above 51% makret share has a very strong position in credit card market. It leaves the bank with tremendous opportunity of capitalizing this untapped emerging market.
Inbound unit
Outbound unit
Inbound unit: Headed by Ms Tasnima Afrin this unit is responsible for attending all the incoming calls. Typically this is the most important unit of a call center. SCB Contact Center is not different as well. Customer calls are forwarded to the inbound unit, so these calls are crucial. There are a large number of agents working under this unit and many are kept standby. The head of the unit supervise over the agents and makes sure top quality service is being provided. However, not all the calls are forwarded to the agents, a big percent of the total calls are rather directed to self-service known as Interactive Voice Response (IVR) a system that automates retrieval and processing of information. use pre-recorded voice menus and prompts. Callers choose from a menu of options using a touchtone (Dual Tone Multi-Frequency) or voice recognition telephone interface. IVRs
Fig: How IVR Works The Inbound division is constantly working on developing the IVR system more effective. The goal is to increase the percentage of IVR calls even higher. The IVR calls are also monitored in real-time dashboard just as the agents responsed calls.
There are numerous dashboards in the SCB contact center that shows live feeds about the number of agents available, the number of agents is free to serve, the number of callers waiting. Here customers/clients are served on the basis of priority. The priority banking customer or the customer with whom SCB has more business deals often gets priority. Top priority customers often have specific consultant for their service. On an average about 3500 phone calls are received by the agents at the SCB contact center.
Outbound unit: The outbound unit of the contact center is a smaller one compared to the inbound unit. The principal task of this unit is to make sales calls to potential customers. Some other tasks are included as well. Key Performance Indicators It can be said that customer satisfaction with the services of a companys call center determines customer satisfaction level of the the company as a whole since it is responsible for most of the contacts between the company and its customer. Keeping this in mind Standard Chartered Bank is very much concerned about the service of its contact center. SCB contact center managers emphasize the improvement of the quality of the customer services provided by the call center to raise customer satisfaction. To accompish this, the contact center uses various types of KPIs. SCB contact center tries to keep the KPIs very well defined and measurable.
KPIs Actual Service Level Average speed of answer First Call Resolution Call Care Score Average time in queue Average Talk time Employment Turnover rate
Definition and Calculation The percentage of calls answered within a specified numbers of seconds The average time it takes for the call to be picked up by the call centers ACD The average number of problems been solved within the first call. The total time in queue to reach an agent divided by the total number of calls answered The elapsed time from when an agent answers a call until the agent disconnects. The percantage of agents who leave the contact center to work elsewhere.
90%+ 85%+
Other Activities SCB Contact center also performs some CSR activity. In last few years they have supported the cause of Jaago Foundation. SCB Contact Center has their very own wallmagazine/newsletter named vibe which pretty much covers everything that happen there. They celebrated birthdats, other anniversaries to keep the agents sharp and fresh. Conclusion The Contact Center is a fully functional unit of Standard Chartered Bank and is playing a very important role in maintaining the well-structured communication with the banks existing and potential customers. The Service KPIs and standards are well enough and do place the center in a favorable position in the customers mind.