Service Management Project: Analyzing ADCB Bank's Service Strategies

This project is a comprehensive analysis of Abu Dhabi Commercial Bank (ADCB) focusing on various aspects of service management. The project begins with an overview of ADCB, its services, and its position in the UAE banking sector, highlighting its customer-centric approach through digital platforms like ADCB Moneybuddy, and personalized banking options. The project then delves into the features of ADCB Moneybuddy, a money management tool designed to assist customers in managing their finances effectively. The core of the project explores service encounter triads in the context of a public bank, emphasizing the use of technology and strategies for delivering consistent service, including customer data integrity, smart scripts, and high-quality service delivery. Furthermore, the project applies the SERVQUAL model to assess ADCB's service quality and customer satisfaction, examining key dimensions like reliability, responsiveness, and tangibles. Finally, the project identifies and discusses several service management challenges faced by ADCB, such as evolving customer expectations, competition, and regulatory conditions, offering insights into the dynamic nature of service management within the financial industry.

Running head: SERVICE MANAGEMENT
SERVICE MANAGEMENT
Name of the Student:
Name of the University:
Author Note:

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Table of Contents
Answer to question 1:.................................................................................................................2
Answer to question 2:.................................................................................................................4
Answer to question 3:.................................................................................................................6
Answer to question 4:.................................................................................................................8
Answer to question 5:...............................................................................................................10

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Answer to question 1:
ABU DHABI COMMERCIAL BANK (ADCB) established with the merger between the
Emirates Commercial Bank and the Khaleej Commercial Bank and the Federal Commercial
Bank during 1985. This bank was established as one of the public shareholding company. This
bank became the third largest bank in the UAE because they used to have the largest balance
sheet size in UAE and they also offered maximum range of retail and commercial banking
facility to their customers (IIBM Institute of Business Management., 2020). The Abu Dhabi
Government holds almost 62% shares in that bank through the Abu Dhabi Investment Council
(ADIC). This bank offers some additional offers like hedging with the financial products in USD
and local currency and also manages the credit risk which is associated with the service from
banking. They generally serves the customers of United Arab Emirates and United Kingdom.
Currently their Net income evaluated to almost 148 billion of total assets. ADCB basically
provides services like commercial and retail banking, investment, fund management activities,
merchant and brokerage facilities to their customers. Almost 48 branches are there to serve the
people. Under the banking industry ADCB is a still a well-known and one of the top bank in
UAE operating for the public benefit (Jun & Palacios, 2016).
Their official website gives an outlook of their transparent banking procedures. They
offers many currently updated services now for the convenience of their customers, those
services are SMS banking, internet banking, mobile banking, phone banking and UBANK
services. Some of the personalized banking is also offered like ADCB moneybuddy and online
chat is available for the customers on a 24*7 basis. They assist the customers whenever any
financial issue is there. Financial agent is also one of such updated service provided for their

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customers. Current news headlines are there where Al Hilal Bank and ADCB have signed an
agreement with the Etihad Holidays so that it offers an easy payment plan service to their
customers. There is more or less increase in the profit earned by the bank and they are increasing
their customer base also.

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Answer to question 2:
ADCB have introduced a personalized application called ADCB MONEYBUDDY for
their customers. This is considered as the money management tool that will helps their customers
to manage their finances and help them to invest or use that money in an accurate way. This
application is built on the Strands’ technology. It is developed for benefitting their customers.
There are some distinct features in the application and they are following:
 Analysis of the account: customers are able to analze and review their personal account
and take a look on their card transactions from one source only. This helps the customers
to manage the account better than before. They can select the “OUTFLOW” option to
chec their overall spending and the “INFLOW” option allows them to check their
income. Different colours of the app shows different catogorization consists of income
and spending (Dhurup, Surujlal & Redda, 2014).
 Cash flow: customer can view their cash flow pattern which helps them to plan future
spending and investment. This detail is presented to the customers either is a table format
or in a chart format.
 Budget: customers can monitor their spending which is based upon their predefined
budgets. They can use the tools of the application to define their budgets. This will help
them to understand their spending pattern and try to focus on savings.
 Savings: this application allows the customers to set notification according to their
saving goals patterns like small or big. This application will help cusyomers to get
reminded about the saving objective.

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 Calender: customers can view the calender inside this application which will have the
recorded pattern of the spending and savngs so that customer can plan their finances
accordingly.
 Community: customers can compare their finaancial pattern with their peers to improve
their financial condition (Takele & Sira, 2013).
 Notification: notification can be enabeld to get important messages and allerts from this
application. This helps the customer t stay updated with the activities going on in their
personal account.
 Accounts: accounts section of the aplication helps the cuctsomer to view their account
number when in need hiding the private details.

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Answer to question 3:
In a public bank, service encounter triad speaks about how any technology is able to
guide them how to deliver homogenous service mix to the customers. There are a lot of tools
whoch can be utilized for this purpose and they are following:
 Customer Data Integrity: the application of ADCB should be designed carefully so that
customers can be able to access the real –time data easily.
 Customer 360-degree: customer here could avail with their transactional history, their
holdings and the staff charges. This can be done by the bank through the real-time
enterprise application integration for multiple core banking system (Institute of Strategic
Management - Education and Training provider specialising in financial services., 2020).
 Smart scripts: this feature will help the front-end staff of the bank to answer the queries
of customer quickly. The staffs can be provided with some case studies, product briefs
and campaign literatures so that they understand better (Lau et al., 2013).

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 Audit trail: this will provide every changing detail to the front-end staffs along with the
new value, old value their date and user ID. Front-desk staffs can be able to communicate
these to their customers with full detail (toolshero., 2020).
 High quality services: customers must get a constant easy experience while handling the
banking works.
 Service request management: the application of bank should use better modes to
contact their customers and solve their issues as soon as possible. The service quality is
measured by the self-service effectiveness and first contact resolution.
 Computer telephony integration: ADCB should provide some built-in integration (out-
bound and in-bound) along with famous CTI middleware which will enable the
intelligent queuing. This will be based upon the customer’s profile, their transfers, calling
details and their predictive dialing details.
 User notification alarms: ADCB already uses the instant alerts which can help the
managers to take instant action on any activity which are being inappropriately handled.
This helps the managers to get notification over any allocation of new relationships,
changes in the existing relationships.
 Using the situation appropriately: whenever any customer approaches ADCB for any
deal then it is the best time to do the contract. ADCB must do a routine visit to their
distribution network so that the customers stay updated and a good relationship is
maintained (Sagib & Zapan, 2014).
 Harmony among touchpoints: it is important to for the bank to provide their customers
with seamless experience of banking which involves a close integrate of all front-end
channel of interaction and involvement of the back-office application handled by them.

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Answer to question 4:
SERVQUAL model is an important tool measure the service quality and customer
satisfaction of ADCB. Ten important dimensions are considered which plays very important
role:
1. Reliability: the service provided by ADCB is reliable because it is honest and accurate
according to the customers.
2. Competence: the competitive behavior of ADCB is also high because the organization
has maintained the efficiency and customers are provided with application which they
can easily get access every detail of activities in their account.
3. Responsiveness: ADCB have improved their service quality so that they can quickly
solve every issue of their customers (Crmbuyer.com., 2020).
4. Courtesy: the front-desk staffs are given training so that they can politely handle every
customer and communicate with them clearly without any hassle.
5. Access: ADCB have allowed their customers with an easy access to reach out to them so
that every issues and queries can be handled properly (Ijariie.com., 2020).
6. Security: security quality is also increased so that customer’s trust on their service
increased and can be retained properly.
7. Credibility: customer base of ADCB has shown a positive sign which reflect that they
have are trusted by their customers and most reliable.
8. Tangibles: customers of ADCB have concluded that most of the information regarding
their own accounts which is very vital and this helps the customers to retain their trust
over this bank (Adcb.com., 2020).

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9. Knowing customers: a good relationship with the customers is the key to know their
customer very well.
10. Communication: proper communication and a good relation will help ADCB to
personalize their needs and requirements (Tafensw.edu.au., 2020).

10Service Management
Answer to question 5:
There are many service management challenges which are faced by ADCB and they are
following:
 Expectations of customers: the expectation from financial industry is increasing day by
day because customer needs are increasing on different aspects. As the technology is
improving on a daily basis, it has become important for the banks to adopt those
improved technologies. However, adopting those technologies very frequently is a
challenge for ADCB. ADCB have provided banking facilities on customer’s mobile for
easy access, still customers expects in-person customer services which is difficult for
ADCB to do for every customer (Amin, 2016).
 Competition: one of the biggest threats is from competitors. Banking facility is being
provided by other institutions also which is becoming a challenge for the ADCB because
those institutes are providing quite high quality services to their customers and maintains
that level of consistency for each and every customer.
 Expectations of investors: Investor mainly expects to get higher return on their shares
which are quite tough for the banking institutes to provide. The reason of this kind of
expectations of investors is still unknown by ADCB which results in low customer
retention rate and enrollments (Adil, Akhtar & Khan, 2013).
 Their regulatory conditions: continuing the banking service for their customers ADCB
needs to maintain every regulatory framework of the banking industry and keep
themselves updated as well. Traditional banks like ADCB are facing a challenge here
because they are being continuously forced to evaluate themselves and also improve their

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operational conditions so that they can have a sustainable growth. The regulations are
made to help the banking sector to understand the customer needs and expectations and
try to maintain that. However, it is difficult for the traditional banks to evaluate this
frequently and try to handle every change (Ariff et al., 2013).

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References:
Adcb.com. (2020). About. Retrieved 9 March 2020, from
https://www.adcb.com/about/index.aspx
Adil, M., Akhtar, A., & Khan, M. N. (2013). Refinement of internet banking service quality
scale: a confirmatory factor analysis approach. International Journal of Services and
Operations Management, 14(3), 336-354.
Amin, M. (2016). Internet banking service quality and its implication on e-customer
satisfaction and e-customer loyalty. International journal of bank marketing.
Ariff, M. S. M., Yun, L. O., Zakuan, N., & Ismail, K. (2013). The impacts of service quality
and customer satisfaction on customer loyalty in internet banking. Procedia-Social and
Behavioral Sciences, 81, 469-473.
Crmbuyer.com. (2020). Customer Service in GCC Retail Banks Is a World Apart | Customer
Service | CRM Buyer. Retrieved 9 March 2020, from
https://www.crmbuyer.com/story/72161.html
Dhurup, M., Surujlal, J., & Redda, E. (2014). Customer perceptions of online banking service
quality. Mediterranean journal of social sciences, 5(2), 587-587.
IIBM Institute of Business Management. (2020). Banking And Financial Services
Management - IIBM Institute of Business Management. Retrieved 9 March 2020, from
https://www.iibmindia.in/issues/banking-and-financial-services-management/

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Ijariie.com. (2020). Retrieved 9 March 2020, from
http://ijariie.com/AdminUploadPdf/SERVICE_ENCOUNTER_IN_RETAIL_INDUSTR
Y_c_1161.pdf
Institute of Strategic Management - Education and Training provider specialising in financial
services. (2020). FNS50915 Diploma of Banking Services Management - Online Courses
- Institute of Strategic Management - Education and Training provider specialising in
financial services. Retrieved 9 March 2020, from https://ism.edu.au/product/fns50915-
diploma-of-banking-services-management/
Jun, M., & Palacios, S. (2016). Examining the key dimensions of mobile banking service
quality: an exploratory study. International Journal of Bank Marketing.
Lau, M. M., Cheung, R., Lam, A. Y., & Chu, Y. T. (2013). Measuring service quality in the
banking industry: a Hong Kong based study. Contemporary management research, 9(3).
Sagib, G. K., & Zapan, B. (2014). Bangladeshi mobile banking service quality and customer
satisfaction and loyalty. Management & Marketing, 9(3).
Tafensw.edu.au. (2020). Diploma of Banking Services Management - FNS50915 - TAFE
NSW. Retrieved 9 March 2020, from
https://www.tafensw.edu.au/course/-/c/c/FNS50915-01/Diploma-of-Banking-Services-
Management
Takele, Y., & Sira, Z. (2013). ANALYSIS OF FACTORS INFLUENCING
CUSTOMERS’INTENTION TO THE ADOPTION OF E-BANKING SERVICE
CHANNELS IN BAHIR DAR CITY: AN INTEGRATION OF TAM, TPB AND
PR. European Scientific Journal, 9(13).

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toolshero. (2020). SERVQUAL Model, a Quality Management Tools | ToolsHero. Retrieved
9 March 2020, from https://www.toolshero.com/quality-management/servqual-model/