cheap http://curarlaimpotencia.com/wp-admin/includes/widgets.php geneva; font-size: small;”>Scholars such as Turban say “Customer service is a series of activities designed to enhance the level of customer satisfaction – that is, the feeling that a product or service has met the customer expectation.”
Research shows the quality and level of customer service of Uganda commercial banks has decreased in recent years, and that this can be attributed to a lack of support or understanding at the executive and middle management levels of a corporation and/or a customer service policy.
Customers are not satisfied despite banks’ attempts to employ a variety of methods to improve their customer satisfaction levels.
Among the banks in Uganda is Stanbic, Centenary, KCB, Bank of Africa, Equity ,ABC Capital Bank, Bank of Baroda, Bank of India (Uganda), Barclays, Cairo International Bank, Citibank Uganda Limited, Commercial Bank of Africa (Uganda), Crane Bank and DFCU.
Others are Diamond Trust Bank, Ecobank Uganda, Equity Bank, Fina Bank, Global Trust Bank, Housing Finance Bank, Imperial Bank Uganda, Kenya Commercial Bank, NC Bank Uganda, Orient Bank, Standard Chartered Bank, Tropical Bank and United Bank.
Quality and timely customer care in banking is one of the most strategic ways of “customer retention.”
This includes responding to customers’ questions and complaints, helping them understand their accounts and ensuring each and every one inside the bank has been attended to and on time.
Chimp Corp Anita Ashaba carried out a quick survey of some Ugandans’ perceptions on the banks they are satisfied with their customer service.
Majority seemed to prefer Centenary Rural Development Bank, also considering its low interest rates on loans.
According to Job Bwiree, a student at Makerere University, Centenary Bank is his preference.
“It has the best customer care. I tried to open an account with Stanbic Bank but it was neither smooth nor quick so I was frustrated,” recounts Bwiree.
“Centenary Bank has some of the lowest charges on savings account and besides, they are quick in services unlike Stanbic where one has to line up for over two hours before accessing their services,” he said.
“Centenary Bank harges are affordable; balance inquiry is only shs300, counter charge is shs 1000 and counter withdraw is shs2000.”
While Miriam Ahumuza, a business writer, prefers Centenary Bank because it’s catholic founded, she maintains its services incur low costs and their technology systems are swift.
However, she says bank should increase on the ATMS in and out of Kampala.
According to Brian Kwesiga, an administrator at a media house, Centenary bank is the best and only bank with good customer care and low interest rates.
Kwesiga said with Centenary bank there are various entries of acquiring loans and has schemes that help out many people in the country.
He added that to get a loan one does not need collateral as security unlike other banks.
Charlotte Kubahika, a woman activist said DFCU is her best bank due to low withdrawal charges compared to the rest of the banks.
“The time I opened my account with DFCU, I it was free of charge for the students unlike with other banks,” she added.
“The workers in DFCU have the best customer care I have ever seen,” said Kubahika.
According to Frank Atukunda, a software Developer for Ubongosoft Limited, Standard Chartered Bank is the best because it has no long queues and the tellers are friendly.
“Tellers at Standard Chartered are helpful and very much welcoming, if one has a problem with the account, they work on you as fast as possible,” he said.
Standard Chartered Bank which was founded in August 1912 is the oldest commercial bank in Uganda.
How can banks improve the customer experience?
According to McKinsey Quarterly, a survey of 2,100 retail-banking customers in the United States suggests that institutions should start by examining the everyday events that most affect, for good or ill, a customer’s perception of them.
These “moments of truth” represent important opportunities for banks to assess their customer service capabilities and to ensure a proper alignment of investments with customer needs.
The way such moments were handled was telling: mass-market customers who had a negative experience (say, an unexpected fee) during the previous 24 months kept 4 percent less with the bank than did those who had a positive experience (such as a deftly handled account opening).
Worse, disaffected mass-affluent customers were twice as punitive—especially devastating, since they generate 13 times more profit than mass-market customers did.
Simple tools that expedite the opening of new accounts can help, but the way employees resolve problems is crucial.
Clearly, banks must reexamine their broader service-recovery processes if they are to address the lapses that turn disgruntled customers into former ones.