Addressing Customer Service Issues: A Report on MNC Bank's Challenges

This report examines the customer service challenges faced by a multinational bank (MNC Bank) experiencing a high volume of complaints in its customer credit card business and banking accounts. The report identifies key issues such as a lack of customer satisfaction, inadequate staff training, and poor organizational culture. It explores the importance of Customer Relationship Management (CRM) and the need for empowerment within the organization to address these issues. The report delves into performance objectives like quality, speed, dependability, flexibility, and cost, offering strategies to improve them. It also outlines operational strategies, including the Triple A model (alignment, accountability, and assessment) and proposes ways to enhance collaboration among different departments. The report provides recommendations to reconstruct customer service, improve customer experience, and prevent future issues by leveraging customer feedback and enhancing product features. It emphasizes the need for a comprehensive review of customer service operations, people, policies, and interdepartmental teamwork to foster a customer-centric environment. Finally, the report suggests actionable steps to improve the bank's customer service and overall reputation.

Table of Contents
1. Introduction...................................................................................................... 1
2. Identify key challenges..................................................................................... 2
3. Empowerment in an organization.....................................................................3
4. Organizational culture....................................................................................... 3
5. Performance objectives........................................................................................ 4
5.1. Quality............................................................................................................. 4
5.2. Speed.............................................................................................................. 4
5.3. Dependability.................................................................................................. 4
5.4. Flexibility......................................................................................................... 5
5.5. Costs............................................................................................................... 5
6. Operation Strategy............................................................................................. 5
6. Ways to improve collaboration.............................................................................6
7.1. Develop a common Language.........................................................................6
7.2. Get involved.................................................................................................... 6
7.3. Facilitate consistent Communications.............................................................6
7.4. Encourage feedbacks...................................................................................... 7
7.5. Provide an informal venue..............................................................................7
8. Conclusion.......................................................................................................... 7
9. Recommendations............................................................................................. 8
10. References........................................................................................................... 9
11. Appendix........................................................................................................... 9
1. Introduction
The purpose of this report is to evaluate and solve the issue about the complaints in the Customer
service of a MNC bank Case Study that has been received on a daily basis on their custom credit
card business and banking accounts. Also it was complicated with lots of escalations and unusual
amount of not satisfied clients. Emails about escalation and from clients reached headquarters in
Singapore, which operations were done in Indonesia.
Lots of revisions were done in each group of customer service, which includes senior staff
members from Singapore, that were visiting Indonesian customer service operations. However,
without no improvements. The reputation of the MNC bank became gloomy as the customer
service tear was not working correctly and hard enough.
The recommended action aims to give instructions to solve the complaints issue. Reconstructing
and illustrating Customer Service of a MNC excellence and experience of customer

management, diagnosing methodologies and using innovative customer feedback, so such
problems would not appear again, it would be needed significantly enhancing product features
and as levers utilizing clients answers. In addition, there must be done a full review of CS
operations, how they are performed, its People, policies, products and so on. There is also a
significant role plays how department work with each other, are different departments as risk
management, marketing, sales, back office, contact center, etc., engaged into the process enough
and working as a team and are there enough of empowerment to solve the client dilemmas. Also
wrong divided tasks and no periodically reviewed CS problems can lead to such situation.
2. Identify key challenges
The most significant issue in MSN is customer complaints, thus to improve this
misunderstanding, there must be done discussions and trainings in the bank to identify the issue
and try not to repeat them. Customer relationship management (CRM) is based on the premise
that the only way to find loyal customers are more profitable than non-loyal customers. CRM’s
aims are to increase sustainability, sales, and customer loyalty. To achieve CRM, the interaction
with the customer to boost revenue is assisted by a company wide range of tools, technology,
and procedures. CRM is thus largely a strategic market and process concern instead of a
technological challenge. (Dowling, 2002). Identifying from the feedbacks of CS the pain areas
and resolving them, making surveys thorough clients and CS gives needed solution to the
problem. The core problem as appears is not satisfied customers, thus the staff must be trained to
provide as much as possible their requests, with politeness and kindness. Analyzing CRM is also
very essential to an organization, as is obvious, expertize in the front office called analytical
CRM is known as back office CRM to evaluate the behaviors of consumers. In this type,
technology is needed to process and aggregate the data gathered from clients, and making it easy
to interpret and also improve customer facing activities by introducing innovative business
performance to enhance revenue and customer satisfaction. (Dyche, 2002)
Refer to Appendix A1.

3. Empowerment in an organization
Other issue that could arise is abusing the power, and as was mentioned before, illustrate others
what is empowering and how to fight it, by this we aim to eliminate such kind of inappropriate
actions that can lead to not efficient work. Dipping into the topic of empowerment, it is
important to not forget about the variables cause the leaders to empower their staff. The survey
stated that there are a lot of variants such as gender, racism, the education level, the task
difficulty at a hand, and organizational culture too. Also there was found out that women are
more affected to empower more than men, whereas men tend to seek to have power over the
staff. This leads us to believe that women could be more likely to empower subordinates, but it is
not about the case, because as study revealed only 11% are women. When, males are 89%
dominate among the organization. (Pitts, 2005) It is very significant to give attention into every
aspect within organization, by solving them we can prevent worse situations and not effective
teamwork. Also there was revealed that the meaning of empowerment within workplace can
differ, every individual defines empowerment variously. Most of them were told that the defines
differs from their managers, so manager should treat them generally by involving into the
process and interacting with the staff. The overall consensus is that het employees want some
type of empowerment, to gain control, respect or reputation, however the level and forms are
very various and if this line crosses than empowerment leads to exploitation. (Kay Greasley,
2005)
4. Organizational culture
Refer to Appendix 2.
As MSN is a big bank, there should be surveys and internal infrastructure, where people can
work one as a team and help each other. Good atmosphere in the workplace improves job
adequate. If we look into this casus, we can see that not working in a team and lacking of
efficiency make errors, and made an effect in CS, thus customers got pissed off. To improve this,
it must be looked into the workplace infrastructure. If the culture of a company is going to boost
the internal success of the organization, the culture must have a strategic competitive edge, and
ideals and values must be universally expressed and strongly maintained. A good community,
such as greater confidence and teamwork, less conflicts and more effective decision-making, will
offer benefits. Culture also offers an informal system of influence, a deep sense of identity with
the organization, and a common awareness of what is relevant among employees. Employees
whose companies have well developed cultures may therefore defend their organizational
activities because they suit the community. (Understanding and Developing Organizational
Culture, n.d.)

5. Performance objectives
Refer to Appendix 3
5.1. Quality
In this kind of job quality, in my opinion, means adequate performance, understanding the
requirement and doing them as required. First thing we understand when we see quality it means
“dong thing the right way”. Quality is how MNC can sustain continuity in meeting the needs of
consumers. It will make or break service of an organization and it is always the thing that is most
visible to client. Quality can be calculated in production in terms of the number of errors per
sample, the quantity of the commodity for the first test, or all other observable variables, for
instance, offering stars for service efficiency, or encourage consumers to write their own
reviews. By improving quality, customers can gain their trusts and an organization can improve
their reputations. (The top 5 Performance Objectives, 2020)
5.2. Speed
Pace is an essential part of the decision-making process of a consumer. The sooner they are able
to access a good or a service, the more satisfied they are and no more complaints. This helps to
reduce the amount of angered clients and restore trust and reputation of Customer Service of
MNC banks. The pace at which a business can satisfy the demands of a client can boost revenue
in this matter. It may also inventory dependency and decrease other risks, such as predicting
mistakes or expensive inputs. Speed is also a major factor in the decision of which vendors to
purchase from in manufacturing. Pace will refer to the time it takes to get the shipment from the
placement of the time it takes to the order. In this scenario, the successes target may be
calculated in the amount of shipments that fall to reach a deadline. (Understanding and
Developing Organizational Culture, n.d.)
5.3. Dependability
This is the most important part of gaining and not losing clients, by doing what is defined below.
This is generated over time that it overpowers all other variables in the end. It does not matter
how inexpensive, quick, creative a product or service can be, the client would be lost if the
product would not satisfy his needs, will it be on time or right standards. Dependability within
the enterprise is also very important because it eliminates the inefficient use of time and energy,
as though it saves time and money. Dependability also creates continuity within the enterprise, as
disruption impacts the quality of time and extends beyond time and costs. (Rheeder, n.d.)
5.4. Flexibility
In MNC banks business, flexibility implies the capacity to adjust practices in response to
developments. In order to meet an increase in demand or to add new services to meet changing

consumer tastes, that might mean increasing production volume. Flexibility can speed up
reaction time, save coats and encourage reliability as a success target. (The top 5 Performance
Objectives, 2020)Also flexibly is a n ability of capacity to diverse in either, how, when and what
so that so company can satisfy all the requirements. (Rheeder, n.d.)
5.5. Costs
It is also an influential part of training CS, where staff learns how to reduce usage of money for
the bank and at the same time doing it for customers. Cost productivity refers to doing something
economically. A universally enticing feature is low prices. Higher manufacturing or service
distribution costs are expressed in the form of a lower price for the consumer. By establishing
good relationships with vendors, good negotiation of service contracts, having the right balance
of services and equipment as inputs and so on, cost saving can be accomplished. An example of
the cost efficiency factor may be the no secret costs in the sense of exchange and transport
facilitation. (N. Slack, 2007) The lower the expensive of company services, the lower the offer
will be for clients. Cost is one of the basic aspects of the competitiveness, but with virtually any
business strategy out there, it is an enticing success target. (The top 5 Performance Objectives,
2020)
Refer to Appendix 4
6. Operation Strategy
Operational planning must be just one aspect of the CS MNS or organizational strategy, but
competitiveness and performance are critical. Companies struggle to keep up with evolving
markets without a clear operating plan and losing out to more strategic rivals. Amazon, for
example has driven aside countless brick-and-mortal stores while continuously advancing
technologies such as drones for shipping. To be successful and competitive, all aspects of an
organization must work together. (Operation Strategies 101-201: Definitons, Process, Plans, Pro
Insights, n.d.)
Robert Speculand advises using the Triple A model of alignment, accountability, and
assessment, paraphrased from a phone interview. In my opinion this is the great way to improve
the organizational strategy in MNC bank, because Robert Speculand gives a lot of useful
information and tips.
Refer to Appendix 5.
· Alignment: Keep the team attention on maintaining the viewpoints of the short and long
term. A lot of people go on this journey. You cannot just drive your individual silo in

order to be aligned. Do not assume that all plans are aligned. You need to take a
consistent direction.
· Accountability: Introduce a culture of keeping people accountable. Make sure people
know what is important and stick to your operational strategy. It is one of the easiest
areas to have a massive impact. In a culture like this, your boss checks every to see how
you do it. It is also significant to link accountability to rewards and recognition.
· Evaluation: You must be capable to evaluate the way you do it at any point in time. You
need to assess it with numbers. (Operation Strategies 101-201: Definitons, Process, Plans,
Pro Insights, n.d.)
6. Ways to improve collaboration
7.1. Develop a common Language
Inappropriate language and department-specific language can alienate those in other teams. A lot
of confusions and even conflict may arise in this sphere only from not having a common
understanding terminologies, directions of different departments used in interdepartmental
communications. Also not only working experiences of misunderstanding, but emotional, human
understanding should be practiced in a workplace to improve not only customer satisfaction, but
the employee satisfaction too. (11 Ways to improve collaboration between Departments, 2020)
7.2. Get involved
Just imagine that you and your team have done two weeks strategy to how improve the customer
satisfaction in your area of work, whereas tech department says that it is completely wrong and
needed to be redone. Kind of situations influence not only in the efficiency of work but to the
budged and timeframe too. That can be avoided if teams are involved into other departments and
work together, also the project would be satisfactory for both of them and would be done faster
and correctly. (11 Ways to improve collaboration between Departments, 2020)
7.3. Facilitate consistent Communications
Nowadays staying updated is very important especially in MNC bank sphere. To encourage
information sharing they need the right software, notably in this days when almost everything
done through Internet and customer would appreciate this kind of solution, it will be a plus in our
way, working not only offline but online too. (11 Ways to improve collaboration between
Departments, 2020)
7.4. Encourage feedbacks
We need to encourage both customer and staff to give us feedback so we can determine where
we can improve or expand our view points. In a quick pace workplace atmosphere, we are
depended on each and every individual in a project to reach to changes in strategies and process

in a timely manner. Although it is substantial to remember that giving feedback not to abuse or
empower other but it is a constructive critic framed in a way that focuses on the situation not an
individual. In addition, if there is organization environmental problems giving feedback can be
anonymously and it can be referred to manager or your boss, it is important that manager should
know what is going on in the company and try to solve it, so the not needed obstacle to efficient
work can be eliminated. (11 Ways to improve collaboration between Departments, 2020)
7.5. Provide an informal venue
If member of MNC communicate too formally that can scare customer, because every customer
are different individuals and every of them require special treatment. Plus, referring too formally
to the colleagues can arise tension, so both of them cannot explain their doubts and
misunderstandings. Of course the relationship should not be too friendly, but holding too much
of a distance ca create not healthy organizational culture. There must be perfect coordination
between consumer and worker, employer and employee, between colleagues. (11 Ways to
improve collaboration between Departments, 2020)
8. Conclusion
In a nutshell, the major problem was that customers were not satisfied with the Customer service
of a MNC bank in Indonesia and there were send multiple complaints and escalation, even so it
reached to headquarters in the Singapore, so they sent reviser team. Nonetheless, the problem did
not solve and in here I gave the reasons why the issue could arise. First of all, the staff might
have not taught the CS trainings, how to talk, behave and approach client. Besides, there can be
other small problems but together they create chaos. Such problem as was told can be not healthy
atmosphere in the working place, performance objectives that are essential in every organization
and sphere. They are divided into 5 types as speed, cost, quality, dependability and flexibility.
Moreover, not informed staff about how to collaborate with colleagues and consumers. In the
body part, I have splatted up collaboration into main sectors, so it would be more useful. Various
department working together can speed up the pace and erase the unneeded tension, when errors
can show up, also using terms that not only other employees will not understand, but customer
surely will not can make already not as good reputation of MNC banks make worse. Being too
formal can upset the clients, who should trust the bank and it is not affordable to lose customers,
because bringing them back and building up the trust will be much harder than keeping good
relationships with them. One more important aspect is operation strategy, can much more rise the
rate of a company performance, not forgetting about Robert Speculars brilliant plan that consists
of three tactics that are Alignment, Accountability and Assessment as he likes to call three ‘a’s.
Where first a means thinking in a both ways, which are long and short term. Second a dictates
that everyone gets involved into the process and of course understand what are priorities. At last,

but not at least, you need to evaluate everything and must understand what is going on at the
moment. (Operation Strategies 101-201: Definitons, Process, Plans, Pro Insights, n.d.) These are
all very essential to MNC bank case, because this kind of problem in my opinion came from not
only of the incompetence of various consultant workers but the whole team as well, that they
were not involved and educated enough. Every employee is accountable at this case, but not for
doing nothing, rather for not understanding and assessing.
9. Recommendations
Analyze pain areas, gaining feedbacks from Cs employees and MNS customers, not
involving not necessary staff of the bank. Reviewing every complaint and escalations that
were send to MNC office and fixing main problems;
Re-review politics, policies and procedure features that could contain problematic and
unnecessary and conflictual points;
New technologies and some staff reducement or addition should be done;
Internal organizational culture should be fixed, policies such as no more abusive power in
the CS staff to ensure that staff work efficiently;
Regularly make meeting with the senior employers to resolve upcoming problems fast
and effectively, attended by heads of department, where updates, improvements or downs
can be discussed;
Frequently make surveys among customers to understand what can be improved and
made simpler;
Schemed stereotypes must be broken and new strategies for CS staff implemented;
Regular CSAT and KPI measures should be surveyed among both CS staff and customer
including NPS tests to understand how much are client are depended of our service and
trying increase within two months length the feedbacks by using the tips that were given
above;
Framed work schedules should be erased and new ones that satisfy customers must be
implemented.
Refer to Appendix 6.
10. References
11 Ways to improve collaboration between Departments. (4 December 2020 г.).
Получено из http://www.workzone.com/blog/9-ways-to-improve-
collaboration-between-department

Dowling, G. (2002). in B2C Markets, often less is more, California Management
review. В Customer relationship management (стр. VOL.44, NO.3).
Dyche, J. (2002). The CRM handbook. Addison-Wesley, 2nd printing.
Kay Greasley, A. B. (2005). employee relations. В Employee perceptioons of
empowerment (стр. 354-368).
N. Slack, S. C. (2007). Operations Managment. Prentice Hall 5th Edition.
Operation Strategies 101-201: Definitons, Process, Plans, Pro Insights. (б.д.).
Получено из http://www.smartsheet.com/operations-strategies-definitons-
process-plans-insights
Pitts, D. (2005). Review of Public Personnel Adminisration. В Leadershi,
Empowerment and Public Organizations (стр. 5-28).
Rheeder, K. (б.д.). Operations performance. Получено из
http://www.reserchgate.net/profile/karin_Jesuis/ppublication/273775347_Oper
ations_Performace-_COSTS_SPEED_FLEXIBILITY-QUALITY-and-DEPENDABILITY-
Transformation-to Organizational-Excellence
The top 5 Performance Objectives. (10 December 2020 г.). Получено из
http://www.upsillcoach.com//blog/the-top-5-performance-objectives/
Understanding and Developing Organizational Culture. (б.д.). Получено из
http://www.shrm.org/resorceandtools/tools-and-samples/toolkits/pages/
ucerstandinganddevelopingorganizationalculture.aspx
11. Appendix
Appendix 1
Appendix 2

Appendix 3
Appendix 4

Appendix 5
Appendix 6