85
MAYBANKSustainabilityREPORT2013
OURPRODUCTSANDSERVICES
focusoncustomers
Our priority is to make it simple and easy for our customers to do business with us by paving the path for accessibility
and service. We will continue to improve efficiencies and synergies with the Group supported by our branch
transformation and improvements in customer service.
Service Quality (SQ) aligns with other units within Maybank worldwide to consistently deliver best-in-class customer
service moments. We play a pivotal role in streamlining customer service strategies and gearing towards operational
excellence. In 2013, we embarked on a centralised IT shared service, the Maybank Shared Service (MSS). MSS is aligned
with the Group’s strategic priorities to deliver better and improved customer services and control. We believe that
with MSS, we will be able to push delivery of customer service in a more seamless manner and are beginning to see
the results of our transformation. The annual External Customer Engagement Survey (ECES) was held in November and
December 2013 to gain insights on key indicators of Customer Engagement, identifying and prioritising service-related
areas. Overall we achieved a 46% engagement rate, a slight decrease from 2012’s 48%, as we faced system instability
challenges at our branches. The overall satisfaction score with our centralised problem resolution also recorded an
improvement from 2013, with staff’s product knowledge, attitude and services being the most favoured elements of our
service recovery.
We project that the overall satisfaction score with the centralised problem resolution will continue to see improvement
due to our staff’s knowledge in policy and procedure, as well as mannerism in handling complaints with quality of
resolution being our strongest points.
In order to engage better, we are also seeing the results from Project GIFT ‘Get Involved and Follow Through’ that was
introduced in July 2012. Project GIFT was introduced to improve end-to-end problem resolution by centralising complaints
handling with the Customer Feedback and Resolution Management (CFRM) team acting as a single point of contact
to relentlessly follow through problem resolution. In May 2013, more business units have been included in this Target
Operating Model (TOM) to reinforce efficiency and consistency in managing customer feedback.
Going the Extra
Mile
Madam Lee Guat Ee was at a lost on
how to transfer authorisation from her
husband to herself when her husband’s
delicate health made it difficult for him
to physically visit the bank. She called
Cards Authorisation to seek for assistance
and was attended by Brian Alcantra
who patiently listened and empathised
with Madam Lee’s situation, and offered
professional advice. Determined to see
the case through, Brian and the Head of
Maybank Call Centre, Audra Pinto, found
that the best solution was to visit Madam
Lee. Together, they dropped by her home
and took the necessary steps to assist
Madam Lee who was delighted with their
positive support.
An elderly customer visited the Maybank
TAR Branch in Kuching, Sarawak hoping to
make a simple remittance to her daughter
in Australia. The customer came in at 4pm,
close to the bank’s closing time, without
being aware that because the amount
was quite large additional information
was required for the purpose of the
transaction. Given the large amount, the
branch staff prepared an agreement letter
for the transaction and ensured that the
entire process was completed although
they were passed beyond closing hours.
The customers gratitude earned the
branch team a spot in the Heartbook.
46%
rateof
customer
engagement
7.5K
messages on
project
Heartbook
CustomerAppreciationthroughProjectHeartbook
Project Heartbook was introduced in 2013 as a social media tool to show appreciation and recognise contribution.
Heartbook evolved from project e-555, which is primarily an internal portal to recognise internalisation of core values.
Heartbook also functions as a learning channel for improvement at a professional and personal level. To date, over
7,500 messages have been received by both internal and external customers. As the project is taken to a regional level,
more messages are expected. Our branches, in particular, are seen as community leaders and participate actively in
local community events. In an effort of becoming the undisputed local market leader, they are more empowered now to
seize business opportunities, meeting the needs of our target segments to deliver the enhanced customer experience
and value proposition.
OurCommitment
2011
2012
2013
Progress
Improving customer
satisfaction which is tied
back to performance
improvement. (programme
initiated in 2012)
n/a
95%
98.4%
We have exceeded our initial
target of 90% and are working
to expand GIFT as a core
element of customer support
across the region.
60
50
40
30
20
10
0
2008
2009
2010
2011
(Full)
2011
(1)
2012
(Half-year)
2012
(Full-year)
2013
29%
33%
MAYBANK EXTERNAL CUSTOMER ENGAGEMENT SURVEY (ECES)
34%
40%
46% 46% 48% 46%
ECES
G4-PR3, G4-PR5
