Customer service improvement

Client satisfaction survey

We used the following key tools to monitor our customers’ satisfaction level:

  • Net Promoter Score (NPS), which is based on customers’ responses to our questions regarding their willingness to recommend Sberbank to their friends and acquaintances;
  • Customer Satisfaction Index (CSI), which reflects to what extent provided services met customers’ requirements and expectations (generally and by specific aspect).

Figure 5: Sberbank’s Net Promoter Score (NPS) Based on the results of the annual Net Promoter Score and Customer Satisfaction Index for Sberbank and competitor banks conducted by an independent company., %

Figure 6: Sberbank’s Customer Satisfaction Index (CSI) Based on the results of the annual Net Promoter Score and Customer Satisfaction Index for Sberbank and competitor banks conducted by an independent company., points

The results of both surveys show positive changes and constantly exceed the competitors’ indicators. We are going to continue work to maintain high net promoter and customer satisfaction scores in 2015. To achieve this goal we are going, in particular, to include NPS in the KPIs of our retail department employees.

Table 6: Examples of customer satisfaction surveys carried out by Group members in 2014
Group member Subject of survey Method and scope of surveys Results
BPS-Sberbank Customer service in business units Questionnaire survey on the official website — 464 participants

Best results: presentable appearance of employees — 79%; convenience of office locations — 71%

Worst results: service rapidity — 57%

Call centre service Telephone interviews with clients who used the call centre in the last 1-3 days — 500 participants

Overall result — 84.6%

Client’s problem resolved after the first call (First Contact Resolution, FCR) — 85%

Sberbank Kazakhstan Service in business units Questionnaire survey and telephone poll — 1.5% of the total customer base Overall result — 4.6 out of 5 points
Sberbank Ukraine Servicing customers who have been bank clients for more than 6 months - Overall result — 86.9%
First impression about the quality of service (Welcome Call) A survey of customers who purchased their first product in the bank Overall Rating — 85.4%
Cetelem Call centre service Automatic telephone survey after completion of a conversation with the operator — 26% of clients addressing the call centre

Politeness — 96%

Professionalism — 95%

Solution of the client’s problem after the first call (FCR) — 93%

DenizBank Small business customer service operating in the production sector Telephone survey — 1,500 clients per month Small business loyalty index — 31%
Sberbank Europe (Czech Republic) Alternative channels of service: internet banking and website Online survey — 2,259 customers

Satisfaction with service quality — 61%, website — 71%, internet banking — 74%

willingness to recommend the bank — 67%

Customer service in business units Interview with 436 clients Consumer loyalty index — 79%
Yandex.Money Customer support and online service channels Telephone and online survey of more than 400 people who are Yandex.Money e-wallet users Satisfaction level — 70%

Handling customer complaints

In order to analyse the dynamics of customer complaints, we consider the number of complaints against the total scope of banking transactions. In 2014 we were able to reduce the number of complaints for the first time despite a continuing increase in the number of banking transactions by our clients.

Figure 7: Customer complaints DYNAMIC PATTERN at Sberbank, 2012-2014

To reduce the number of client complaints we took the following measures in 2014:

  • developed a new version of Service Standards — the guidelines for our employees on how to deal with clients and their complaints;
  • introduced standards for transactional procedures for the most common issues (such as searching for and refunding payments and handling any transactions’ issues that involve self-service machines) to facilitate instantaneous assistance and prevent grievances.

Analysis of complaints in the Group revealed that most often complaints are connected to issues that arise while a customer is making payments, depositing and withdrawing cash through ATM and internet booking. Also, our clients are not fully satisfied with the quality of service and the terms of the products offered.

Table 7: The most common complaints at Sberbank and subsidiary banks of the Group in 2014
Reasons for complaints Sberbank Cetelem Bank Sberbank Ukraine Sberbank Kazakhstan BPS-Sberbank DenizBank Sberbank Europe
Search for, refund and repeat transfer of payments ˅ ˅ ˅ ˅ ˅ ˅
Customer’s disagreement with received, written-off or paid amounts ˅ ˅
Complaints regarding terms of product or service and performance of service ˅ ˅ ˅ ˅ ˅ ˅
Issues with self-service banking machines ˅ ˅ ˅
Poor performance of service by personnel ˅ ˅ ˅ ˅
Delays in provision of services and queues ˅ ˅ ˅
Difficulties reaching technical support over a phone ˅
Problems with transactions in online banking or other technical services ˅ ˅ ˅
Complaints regarding alerts, mass messaging, promotions and advertising campaigns ˅ ˅ ˅

Customer complaints indicate areas of concern and we adjust our work accordingly in order to reduce complaints. Changes made by the Group’s banks in 2014 include:

  • introduction of an operational schedule for servicing self-service machines (repair, replacement and preventive maintenance) in local banks that had three or more client complaints per week (Sberbank);
  • reviewing the processing of registers on payments (Cetelem Bank);
  • upgrading the service quality training programme for employees in the branches and contact centre (Sberbank Ukraine);
  • linking the number of complaints with employees’ appraisal (Cetelem Bank);
  • introducing requirements to publish changes in terms of products or service provision 60 days prior to their implementation (Sberbank Europe);
  • growth in the number of connection channels with technical support (BPS-Sberbank);
  • reduction of the number of transactions that require mandatory use of paper documents (Sberbank Europe) and others.

Reducing queues at Sberbank

In 2014 we continued to monitor customer flows using an automated queue management system (QMS). Based on the year’s results, we achieved our targeted performance indicators: the waiting-in-line time was less than 10 minutes for 93% of our customers Data is provided for the customer service outlets that are connected to the QMS automatic monitoring system..

table 8: Results of the No Queues! programme
Indicator 2012 2013 2014
Number of customer service outlets equipped with QMS 4,902 5,620 6,247
the outlets equipped with QMS and connected to the automatic monitoring system 85% 100% 100%
Share of customers who waited in queues less than 10 minutes 92% 92% 93%