A National Survey into Customer Satisfaction Level in Rwanda, 2010.
This research was commissionned and Spearheaded by Deogratias Harorimana, Deput CEO Human Capital Development in the the Rwanda Development Board www.rdb.rw
The presentation talks about Digital Financial Services available in Indonesia. It discusses the customer's perspective. What challenges and opportunities lie ahead?
Banks have an opportunity to improve the customer experience in 3 key areas:
1. Make banking simple and clear by increasing transparency around fees and improving communications. Fees and unclear communications were common reasons for customers switching banks.
2. Help customers make decisions in a complex environment by providing more and better advice. Customers are willing to do more business with banks that help simplify financial decisions.
3. Work with customers when problems arise by enhancing problem resolution. Solving issues in a way that leaves customers feeling advocated for can increase trust and loyalty.
Improving the customer experience across channels and addressing pain points like fees, advice and problem resolution can help banks increase advocacy, open more accounts, and defend against competitors.
This document summarizes the key findings from EY's 2014 Global Consumer Banking Survey. Some of the main points include:
1. Customer trust and advocacy are important drivers of growth for banks. Customers with complete trust in their primary bank are much more likely to recommend them.
2. Customer experience is a key factor influencing trust and advocacy. Customers cited how they are treated and quality of communications as important reasons for trust. Experience also influenced account openings and closings.
3. Banks can improve the customer experience by making banking simple and clear, providing helpful advice, and resolving problems well. Specifically, banks should improve fee transparency, mobile and online banking, and customer service.
2017 KPMG Nigeria Banking Industry Customer Satisfaction Survey Highlightsadriancook
This document summarizes the results of a survey on customer satisfaction with Nigerian banks. The key findings are:
1) Customer satisfaction levels have increased in retail banking due to banks' continued investments, but customers still face issues like unclear fees and long wait times.
2) Digital banking usage like mobile and internet banking has significantly increased, making digital services a necessity, but some customers remain reluctant to adopt digital channels or find them difficult to use.
3) Younger customers and small businesses are less satisfied than other groups, indicating banks need better strategies for addressing sophisticated customers and underserved segments like SMEs.
4) While digital services are growing, many customers still prefer human interactions for important tasks
Canadian banks have achieved high levels of customer satisfaction and loyalty, with 70% of customers very satisfied with their primary bank and 71% having been with their bank for over a decade. However, some customers have switched banks in recent years, particularly younger customers. To maintain loyalty and reduce switching, the survey identifies three key areas banks should focus on:
1. Get the basics right - Customers expect their personal information to be secure and issues to be resolved promptly. Failure in these areas makes customers much more likely to switch banks.
2. Put the personal in personal banking - Customers want more personalized service and rewards for loyalty through product bundling.
3. Change channels with the customer - Banks need
2016 KPMG Nigeria Banking Industry Customer Satisfaction Survey Highlightsadriancook
The KPMG Annual Banking Industry Customer Satisfaction Survey (BICSS) expanded its scope this year to cover over 28,000 customers across 29 locations in Nigeria. It assessed customer satisfaction across five key factors for retail and wholesale banking segments. While digital payments are growing, cash remains predominant with 70% of customers still using it for regular payments. Poor customer experiences with digital channels have hindered their adoption, though many customers express preference for alternatives to branches. Maintaining consistent customer experience is important for bank loyalty as willingness to switch banks has increased from 7% to 9% since 2015.
The presentation talks about Digital Financial Services available in Indonesia. It discusses the customer's perspective. What challenges and opportunities lie ahead?
Banks have an opportunity to improve the customer experience in 3 key areas:
1. Make banking simple and clear by increasing transparency around fees and improving communications. Fees and unclear communications were common reasons for customers switching banks.
2. Help customers make decisions in a complex environment by providing more and better advice. Customers are willing to do more business with banks that help simplify financial decisions.
3. Work with customers when problems arise by enhancing problem resolution. Solving issues in a way that leaves customers feeling advocated for can increase trust and loyalty.
Improving the customer experience across channels and addressing pain points like fees, advice and problem resolution can help banks increase advocacy, open more accounts, and defend against competitors.
This document summarizes the key findings from EY's 2014 Global Consumer Banking Survey. Some of the main points include:
1. Customer trust and advocacy are important drivers of growth for banks. Customers with complete trust in their primary bank are much more likely to recommend them.
2. Customer experience is a key factor influencing trust and advocacy. Customers cited how they are treated and quality of communications as important reasons for trust. Experience also influenced account openings and closings.
3. Banks can improve the customer experience by making banking simple and clear, providing helpful advice, and resolving problems well. Specifically, banks should improve fee transparency, mobile and online banking, and customer service.
2017 KPMG Nigeria Banking Industry Customer Satisfaction Survey Highlightsadriancook
This document summarizes the results of a survey on customer satisfaction with Nigerian banks. The key findings are:
1) Customer satisfaction levels have increased in retail banking due to banks' continued investments, but customers still face issues like unclear fees and long wait times.
2) Digital banking usage like mobile and internet banking has significantly increased, making digital services a necessity, but some customers remain reluctant to adopt digital channels or find them difficult to use.
3) Younger customers and small businesses are less satisfied than other groups, indicating banks need better strategies for addressing sophisticated customers and underserved segments like SMEs.
4) While digital services are growing, many customers still prefer human interactions for important tasks
Canadian banks have achieved high levels of customer satisfaction and loyalty, with 70% of customers very satisfied with their primary bank and 71% having been with their bank for over a decade. However, some customers have switched banks in recent years, particularly younger customers. To maintain loyalty and reduce switching, the survey identifies three key areas banks should focus on:
1. Get the basics right - Customers expect their personal information to be secure and issues to be resolved promptly. Failure in these areas makes customers much more likely to switch banks.
2. Put the personal in personal banking - Customers want more personalized service and rewards for loyalty through product bundling.
3. Change channels with the customer - Banks need
2016 KPMG Nigeria Banking Industry Customer Satisfaction Survey Highlightsadriancook
The KPMG Annual Banking Industry Customer Satisfaction Survey (BICSS) expanded its scope this year to cover over 28,000 customers across 29 locations in Nigeria. It assessed customer satisfaction across five key factors for retail and wholesale banking segments. While digital payments are growing, cash remains predominant with 70% of customers still using it for regular payments. Poor customer experiences with digital channels have hindered their adoption, though many customers express preference for alternatives to branches. Maintaining consistent customer experience is important for bank loyalty as willingness to switch banks has increased from 7% to 9% since 2015.
Our 2012 World Retail Banking Report offers a mechanism for better understanding customers,
as well as a prescription for navigating the current terrain. Our Customer Experience Index
proved to be an effective indicator of customer loyalty, which is an essential element of retaining and
attracting customers.
2018 KPMG Nigeria Banking Industry Customer Satisfaction Survey Highlightsadriancook
The document summarizes the key findings of KPMG's annual Banking Industry Customer Satisfaction Survey. It finds that customer expectations are increasing as digital adoption grows. While customers use both digital and physical channels, convenience is now expected. Younger and higher-income customers seek more services beyond transactions. However, integrity and reliability are still important. Access to finance remains a challenge for SMEs. The survey interviewed over 25,000 retail customers, 3,500 SMEs, and 420 corporations to understand customer experiences, preferences, and needs.
This document discusses trends in customer loyalty in retail banking globally. Key points include:
- Customers are conducting over 50% of banking interactions through digital channels like mobile apps and websites in most countries surveyed. Mobile is the most used channel.
- "Omnichannel" customers who use both digital and physical channels have higher loyalty and purchase more products than customers relying on a single channel.
- However, over 1/3 of customers purchased a new banking product from a competitor in the past year, showing potential for banks to improve sales through digital channels.
2007 KPMG Nigeria Banking Industry Customer Satisfaction Surveyadriancook
This document summarizes the results of a customer satisfaction survey of Nigerian banks conducted by KPMG. The key findings are:
1) Zenith Bank emerged as the most customer-focused bank based on an overall Customer Satisfaction Index score of 83.30. Guaranty Trust Bank and Access Bank followed in second and third place.
2) Zenith Bank ranked first in four out of five customer service categories measured. Guaranty Trust Bank ranked first in one category and second in the remaining categories.
3) Financial stability was the most important factor for corporate customers when selecting a bank, followed by regional spread and relationship with any offshore parent company.
4) Transaction processing and convenience/access
Whitepaper_E_Customer centricity the survival strategy for Japanese lendersArup Das
1. The Japanese consumer lending industry has traditionally been dominated by banks lending to large firms, leaving the consumer and small business segments underserved. Non-bank institutions grew rapidly from 1994-2003 by serving these segments but then faced regulatory crackdowns.
2. Now with low interest rates and high competition, Japanese lenders must differentiate themselves through customer centricity. The whitepaper discusses how improving the customer experience during loan origination, such as through faster approvals and online self-service, can help lenders gain an advantage.
3. Key aspects of a customer centric origination process include product innovation, convenience, relevance, quick approvals, self-service capabilities, and an omni-channel experience. Technology
Social media is the juice of humanity with people flocking on the various platforms to make connections. This is a report of how Nigerian banks are doing social
The document summarizes that while customer satisfaction with banks remains high in most regions, customers also express low levels of trust, confidence, and loyalty toward banks. This creates contradictory sentiments. Positive customer experiences are needed to strengthen relationships and improve loyalty, but currently less than half of customers are having positive experiences through most channels. The mobile channel saw the largest increase in positive experiences and could accelerate adoption more quickly than internet banking, despite some concerns regarding mobile banking.
Banks are facing disruption from new digital entrants and changing customer behaviors. A survey of 4,000 banking customers found that over a quarter would consider a branchless digital bank, and nearly half would bank with non-financial companies they do business with like Amazon or Apple. Younger customers especially want banking services that are seamlessly integrated across digital and in-person channels, and expect their bank to proactively recommend products and help manage their finances. To respond, banks need to become truly omnichannel, extend their ecosystem of services, and offer digital personalized financial advice to stay relevant and build loyalty among changing customer demands.
Retail banks around the world are facing intense margin pressure, slow
balance sheet growth, an uncertain economic outlook and a growing
threat from new entrants, especially in the payments arena. Banks are
also confronted with growing regulatory costs and increasing demands
for greater fairness and clarity in their interactions with customers.
- China's GDP grew 7.4% in 2014, meeting the government's target but representing a slowdown from previous years and signaling a "new normal" of slower growth.
- Fixed asset investment and manufacturing sector growth declined, but the service sector and private sector investment increased, contributing to economic restructuring.
- Inflation remained low and stable while the economy transitioned, with GDP growth expected to continue slowing gradually in 2015.
Early on, banks focused on improving the digital experience for their customers. While digitizing the banking experience was an important development, it had the unfortunate side effect of downplaying the branch's role in the customer experience.
Celent's report found that, while customers prefer digital channels for simple transactions, they want face-to-face interactions for complex or substantive conversations. The report also found that a bad branch experience was a top reason customers gave for switching banks.
Take a look at the infographic below to learn more about why banking customers across all demographics value bank branch offices.
This study explores the factors affecting increased waiting times for customers at Egyptian public banks. It identifies several potential factors, including service process design, financial illiteracy, social responsibility, e-banking services, and ATM services. Preliminary data from customer and employee interviews suggest that outdated work procedures, lack of specialization and automation, and low financial literacy are key contributors. The study will analyze how service process redesign, increased e-banking and ATM usage, and financial education programs could help address the problem by reducing waiting times and improving the customer experience of Egyptian public banks.
Exploring the factors affecting increase waiting time in Egyptian public bankAbdelhamid Elsadawy
The document discusses factors affecting increased waiting times for customers at Egyptian public banks. It explores reasons for the rise in wait times through a case study of the National Bank of Egypt. The conceptual framework identifies high customer wait times as being impacted by service process design, financial illiteracy, social responsibility, e-banking services, and ATM spread/services. Data collection includes surveys of 100 customers and employees to understand their perspectives on reasons for long waits and potential solutions.
This document summarizes key findings from a global consumer banking survey conducted by EY. Some of the main points include:
1. Customer advocacy and trust in their primary banking provider is high, driven largely by positive customer experiences. However, banks still have opportunities to improve certain aspects of the customer experience.
2. Convenience through digital banking channels is important to customers, but mobile banking features still lag online banking. Simplifying fees and communications remains a top priority.
3. Customers are generally satisfied with their primary bank but open to switching for better service or advice. Segmenting customers reveals opportunities for banks to better meet different needs.
4. Banks should focus on making banking simple and clear
Mobile money loans vs borrowing behavior of Tanzanias urban informally employedDunia Yusuf
This project set out to study the demand for mobile credit services in Tanzania. The study found that interest rate and lack of awareness are among the most important factors that affect the demand for mobile money loans in Tanzania.
This document analyzes digital and branch banking in India. It finds that while branch banking customers value privacy and face-to-face service, digital banking is most popular with younger users who prioritize security, responsiveness and convenience. Research also showed a need for better awareness and tailored products for women and rural customers. Recommendations include expanding access to banking in rural areas, improving specific product awareness, and personal financial management tools. The road ahead involves better serving currently underserved customer groups through marketing and useful new products.
Our 2012 World Retail Banking Report offers a mechanism for better understanding customers,
as well as a prescription for navigating the current terrain. Our Customer Experience Index
proved to be an effective indicator of customer loyalty, which is an essential element of retaining and
attracting customers.
2018 KPMG Nigeria Banking Industry Customer Satisfaction Survey Highlightsadriancook
The document summarizes the key findings of KPMG's annual Banking Industry Customer Satisfaction Survey. It finds that customer expectations are increasing as digital adoption grows. While customers use both digital and physical channels, convenience is now expected. Younger and higher-income customers seek more services beyond transactions. However, integrity and reliability are still important. Access to finance remains a challenge for SMEs. The survey interviewed over 25,000 retail customers, 3,500 SMEs, and 420 corporations to understand customer experiences, preferences, and needs.
This document discusses trends in customer loyalty in retail banking globally. Key points include:
- Customers are conducting over 50% of banking interactions through digital channels like mobile apps and websites in most countries surveyed. Mobile is the most used channel.
- "Omnichannel" customers who use both digital and physical channels have higher loyalty and purchase more products than customers relying on a single channel.
- However, over 1/3 of customers purchased a new banking product from a competitor in the past year, showing potential for banks to improve sales through digital channels.
2007 KPMG Nigeria Banking Industry Customer Satisfaction Surveyadriancook
This document summarizes the results of a customer satisfaction survey of Nigerian banks conducted by KPMG. The key findings are:
1) Zenith Bank emerged as the most customer-focused bank based on an overall Customer Satisfaction Index score of 83.30. Guaranty Trust Bank and Access Bank followed in second and third place.
2) Zenith Bank ranked first in four out of five customer service categories measured. Guaranty Trust Bank ranked first in one category and second in the remaining categories.
3) Financial stability was the most important factor for corporate customers when selecting a bank, followed by regional spread and relationship with any offshore parent company.
4) Transaction processing and convenience/access
Whitepaper_E_Customer centricity the survival strategy for Japanese lendersArup Das
1. The Japanese consumer lending industry has traditionally been dominated by banks lending to large firms, leaving the consumer and small business segments underserved. Non-bank institutions grew rapidly from 1994-2003 by serving these segments but then faced regulatory crackdowns.
2. Now with low interest rates and high competition, Japanese lenders must differentiate themselves through customer centricity. The whitepaper discusses how improving the customer experience during loan origination, such as through faster approvals and online self-service, can help lenders gain an advantage.
3. Key aspects of a customer centric origination process include product innovation, convenience, relevance, quick approvals, self-service capabilities, and an omni-channel experience. Technology
Social media is the juice of humanity with people flocking on the various platforms to make connections. This is a report of how Nigerian banks are doing social
The document summarizes that while customer satisfaction with banks remains high in most regions, customers also express low levels of trust, confidence, and loyalty toward banks. This creates contradictory sentiments. Positive customer experiences are needed to strengthen relationships and improve loyalty, but currently less than half of customers are having positive experiences through most channels. The mobile channel saw the largest increase in positive experiences and could accelerate adoption more quickly than internet banking, despite some concerns regarding mobile banking.
Banks are facing disruption from new digital entrants and changing customer behaviors. A survey of 4,000 banking customers found that over a quarter would consider a branchless digital bank, and nearly half would bank with non-financial companies they do business with like Amazon or Apple. Younger customers especially want banking services that are seamlessly integrated across digital and in-person channels, and expect their bank to proactively recommend products and help manage their finances. To respond, banks need to become truly omnichannel, extend their ecosystem of services, and offer digital personalized financial advice to stay relevant and build loyalty among changing customer demands.
Retail banks around the world are facing intense margin pressure, slow
balance sheet growth, an uncertain economic outlook and a growing
threat from new entrants, especially in the payments arena. Banks are
also confronted with growing regulatory costs and increasing demands
for greater fairness and clarity in their interactions with customers.
- China's GDP grew 7.4% in 2014, meeting the government's target but representing a slowdown from previous years and signaling a "new normal" of slower growth.
- Fixed asset investment and manufacturing sector growth declined, but the service sector and private sector investment increased, contributing to economic restructuring.
- Inflation remained low and stable while the economy transitioned, with GDP growth expected to continue slowing gradually in 2015.
Early on, banks focused on improving the digital experience for their customers. While digitizing the banking experience was an important development, it had the unfortunate side effect of downplaying the branch's role in the customer experience.
Celent's report found that, while customers prefer digital channels for simple transactions, they want face-to-face interactions for complex or substantive conversations. The report also found that a bad branch experience was a top reason customers gave for switching banks.
Take a look at the infographic below to learn more about why banking customers across all demographics value bank branch offices.
This study explores the factors affecting increased waiting times for customers at Egyptian public banks. It identifies several potential factors, including service process design, financial illiteracy, social responsibility, e-banking services, and ATM services. Preliminary data from customer and employee interviews suggest that outdated work procedures, lack of specialization and automation, and low financial literacy are key contributors. The study will analyze how service process redesign, increased e-banking and ATM usage, and financial education programs could help address the problem by reducing waiting times and improving the customer experience of Egyptian public banks.
Exploring the factors affecting increase waiting time in Egyptian public bankAbdelhamid Elsadawy
The document discusses factors affecting increased waiting times for customers at Egyptian public banks. It explores reasons for the rise in wait times through a case study of the National Bank of Egypt. The conceptual framework identifies high customer wait times as being impacted by service process design, financial illiteracy, social responsibility, e-banking services, and ATM spread/services. Data collection includes surveys of 100 customers and employees to understand their perspectives on reasons for long waits and potential solutions.
This document summarizes key findings from a global consumer banking survey conducted by EY. Some of the main points include:
1. Customer advocacy and trust in their primary banking provider is high, driven largely by positive customer experiences. However, banks still have opportunities to improve certain aspects of the customer experience.
2. Convenience through digital banking channels is important to customers, but mobile banking features still lag online banking. Simplifying fees and communications remains a top priority.
3. Customers are generally satisfied with their primary bank but open to switching for better service or advice. Segmenting customers reveals opportunities for banks to better meet different needs.
4. Banks should focus on making banking simple and clear
Mobile money loans vs borrowing behavior of Tanzanias urban informally employedDunia Yusuf
This project set out to study the demand for mobile credit services in Tanzania. The study found that interest rate and lack of awareness are among the most important factors that affect the demand for mobile money loans in Tanzania.
This document analyzes digital and branch banking in India. It finds that while branch banking customers value privacy and face-to-face service, digital banking is most popular with younger users who prioritize security, responsiveness and convenience. Research also showed a need for better awareness and tailored products for women and rural customers. Recommendations include expanding access to banking in rural areas, improving specific product awareness, and personal financial management tools. The road ahead involves better serving currently underserved customer groups through marketing and useful new products.
summer intership file for impact of customer satisfaction in financial serv...SHIVANIPANDIT14
The document discusses customer satisfaction with financial services. It provides an overview of a survey conducted with customers of a Romanian bank to evaluate their satisfaction levels. The survey looked at 50 retail customers and assessed their satisfaction across 8 attributes of the bank's services. The results showed that most customers reported being satisfied or undecided, with execution time and accessibility of offices being the only attributes with above average satisfaction levels. An analysis of extreme responses revealed the most dissatisfaction with the bank's reaction to complaints and communication. The survey highlights some areas the bank needs to improve customer satisfaction, such as addressing different customer types and specific issues across branches.
How a Credit Union Can Stay Off the CFPB's RadarSilver cloud
Learn what it takes to align consumer expectations, CFPB expectations and your business. SilverCloud, Inc. will take you through the evolving consumer behaviors, the current regulatory landscape and where you want to be to stay off the radar. Learn what your financial institution needs to be doing to have happier consumers, drive more revenue, lower costs, and stay compliant.
This project is entirely based on the retail banking of one of
the India's largest banks, HDFC Bank. We've talked about the
history of banks, the nationalization of banks in India, the
services offered by HDFC Bank, bank products, and much
more. What are the SWOT assessments of HDFC Bank? and
conducted an interview with the respondent to assess the
customer's satisfaction with the banking experience.
A new study on development organizations’ use of Mobile Money Bulk Payment Products carried out by NetHope. The report, based on qualitative and quantitative research, highlights a desire to move away from cash; usage of mobile money bulk payments; preferences and recommendations for design features of the products; and the estimated volume and value of this market segment.
A Study On Customer Satisfaction Towards HDFC Bank In Agra CityRachitMudgal1
This document summarizes a study on customer satisfaction towards HDFC Bank in Agra City. The study aims to understand customer satisfaction levels and perceptions of HDFC Bank's services. It also examines factors influencing customer choice of banks. The research methodology involves a survey of 77 HDFC Bank customers in Agra using a questionnaire. Key findings include that most customers are satisfied with HDFC Bank and prefer services like ATMs, FDs and savings accounts. Recommendations focus on improving advertising, customer relationships and awareness of extra services.
Customers Satisfaction on the Retail Banking Sector in Bangladesh: A Case Stu...Dr. Amarjeet Singh
This document analyzes customer satisfaction with retail banking services at City Bank Limited in Bangladesh. It conducts a case study through a survey of 50 City Bank customers to measure their expectations and satisfaction levels. The survey finds that customers are generally satisfied with reliability but less satisfied with accessibility, fees, and ATM services. To improve satisfaction, the bank should focus on expanding its branch network, simplifying the account opening process, improving ATM availability and reducing transaction fees. The study aims to help City Bank enhance its customer service and better meet customer needs.
McCallum Layton conducted a Snapshots study in November 2015 in order to gain an understanding of people’s current attitudes to customer service, and the role it plays in their relationships with companies and brands.
Payment Trends and Strategies in Affiliate Marketing - William Lorenz/EntroPa...auexpo Conference
The document discusses payment trends and strategies in affiliate marketing. It notes that while the affiliate marketing sector is worth billions, marketing budgets and merchant sales attributed to affiliates have declined in recent years. Affiliates prefer to be paid swiftly in many currencies. Affiliate networks help by aggregating affiliates and payments. Common payment methods like e-wallets and bank wires impact issues like trust, but affiliates desire transparency, flexibility, and reliability in payments. New payment options through virtual cards or bank transfers can help networks save costs while meeting affiliate needs.
Bill paying habits among accounting and accounts payable professionals are far more advanced at home, where they use a number of electronic payment methods, than at work, where they overwhelmingly rely on paper checks.
Smarter Loans Study - The State of Alternative Lending in Canada 2019Smarter_Loans
As Canada’s alternative lending industry continues to mature
Canadians are gradually becoming more comfortable
utilizing its services.
According to Smarter Loans’ “State of Alternative Lending
in Canada” 2019 Study, which gathered the feedback of
2,415 Canadian alternative lending customers, many of the
country’s providers continue to receive top marks for their
services.
Link to the study: https://smarter.loans/smarter-loans-alternative-lending-canada-study-2019.pdf
On July 22, 2017, State Vocational Rehabilitation staff and administrators, researchers and job development providers from across the country participated in RTC:Rural’s State of the Science webinar exploring how Vocational Rehabilitation (VR) payment models influence the availability of job development services in rural areas. The event aimed to help participants understand which models may facilitate better VR outcomes in rural areas, and encourage conversation between VR and providers about how payment models impact job development services.
While VR agencies use a variety of models to deliver job development services, the majority contract with third-party providers to deliver services such as resume development, job coaching, and job placement. There is evidence, however, that different payment models (such as hourly, fee-for-service, or performance-based benchmarks) influence the availability and quality of job development services in rural communities.
This Rural VR Job Development webinar explored the relationship between VR payment models, geography, and VR outcomes. The webinar was designed to provide current and pertinent information to stimulate a rich discussion among participants. Strategies to address VR outcomes were discussed such as hybrid models that draw upon the strengths of different delivery models and the use of incentives to serve rural areas and “hard cases.”
The webinar featured a review of current research from the Research and Training Center on Disability in Rural Communities (RTC:Rural), followed by reactions from a panel of experts representing a variety of perspectives within the field of VR service delivery:
--Betsy Hopkins, Director of Maine’s Division of Vocational Rehabilitation, spoke about Maine’s efforts to implement a hybrid payment model.
--Jessica Adams, a job development service provider in rural Idaho, shared insights from her experience participating in Idaho’s piloted (and then abandoned) performance-based system.
--Mimi Shafer, Rehabilitation Area Manager in southwestern Minnesota, spoke to challenges in serving rural areas due to CARF accreditation requirements, and new challenges introduced by WIOA.
--Joe Xavier, Director of the California Department of Rehabilitation, shared his perspectives on what makes a successful VR program in rural areas.
--Susan Foley, Ph.D., Senior Research Fellow at the Institute for Community Inclusion at University of Massachusetts, Boston, shared perspectives based on her experiences directing multiple national centers focused on research, training, and technical assistance for VR agencies.
A video recording of the webinar is available for viewing here: https://www.youtube.com/watch?v=XhBHn50LdH8
Group Project Phase 1 Full Stack Product Management RevoU.pdfIstianasetyarahayu
This document contains a pitch deck for OVO, an Indonesian payments and financial services platform. The summary includes:
- OVO has over 115 million users, 1.5 million merchants, and operates in over 426 cities in Indonesia. It is majority owned by Grab Holdings.
- The deck outlines OVO's vision, products, services, and partnerships. It also includes a lean canvas, research plan based on app store reviews, customer journey map, and prioritization of problems identified in user research.
- Key problems identified include failed transactions, issues upgrading accounts, and poor customer service responses. The research plan proposes interviews to understand these problems and how to increase user retention.
Ericsson ConsumerLab report highlights consumer expectations on operators in ...Ericsson
This document summarizes the findings of a study conducted by Ericsson ConsumerLab on understanding Indian consumers' expectations of their mobile operators. The study involved qualitative interviews and quantitative surveys of over 4,000 urban mobile users across India.
Key findings include: 1) Consumers compare their mobile operator experience to other industries and often find operators the most frustrating; 2) There is no single factor to improve satisfaction - different touchpoints like purchase, billing, service are important; 3) Customer service needs improvement to better support data users. The study benchmarks mobile operator experience lowest among industries in India.
After a series of events that arguably damaged the reputation of the federal government’s customer service programs, in 2015 the Obama Administration announced its intention to overhaul public services to make them more customer-centric. Customer service factors heavily in the Digital Services Playbook, while the Office of Management and Budget (OMB) has designated it a Cross-Agency Priority Goal, focusing on streamlining transactions, developing standards for high-impact services, and using technology to improve the customer experience.
However, leading consumer studies and public opinion surveys have found that there is still much to be desired from federal customer service. According to the American Customer Satisfaction Index (ACSI), for instance, federal customer service continues to lag behind the private sector standard.
To better understand customer service from the perspective of the federal workforce, evaluate the drivers and challenges to reform, and shed light on improvements currently underway, Government Business Council (GBC) and Deloitte conducted a survey of federal managers.
World Retail Banking Report 2014 from Capgemini and EfmaCapgemini
The Customer Experience Index for retail banking declined in 2014, with fewer customers reporting positive experiences in most regions of the world. Customers with positive experiences are much more likely to remain loyal to their bank, purchase additional products, and refer others. While North America continues to have the highest levels of positive customer experiences, Asia and parts of Europe saw declines. Banks need to focus on consistently delivering positive experiences across all channels to drive key behaviors that boost profitability.
This document summarizes a study on consumer preferences and satisfaction towards various mobile phone service providers in Jodhpur City, Rajasthan. The study surveyed 250 mobile phone users of various service providers such as Vodafone, Airtel, BSNL, Reliance, Idea, Tata Indicom and others. The results showed that BSNL had the highest number of users at 36% followed by Airtel at 29.2%. Most respondents (84.4%) had prepaid plans, with BSNL and Airtel being the most popular prepaid providers. The key factors influencing choice of provider were found to be call tariffs, network coverage, and brand image, with family members
Digital Financial Services: The Current Landscape
In 3 sentences:
CGAP is focused on spurring financial inclusion through digital financial services innovation. Over 250 providers now serve over 340 million customers across 84 countries using digital channels like mobile money, with 38% of customers classified as low-income. Rapid scaling of agent networks has enabled the expansion of services from basic transfers to include savings, credit, insurance, utilities payments and more, transforming access to financial and other services for the poor.
Similar to rwanda customer satisfaction survey final (20)
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L'indice de performance des ports à conteneurs de l'année 2023SPATPortToamasina
Une évaluation comparable de la performance basée sur le temps d'escale des navires
L'objectif de l'ICPP est d'identifier les domaines d'amélioration qui peuvent en fin de compte bénéficier à toutes les parties concernées, des compagnies maritimes aux gouvernements nationaux en passant par les consommateurs. Il est conçu pour servir de point de référence aux principaux acteurs de l'économie mondiale, notamment les autorités et les opérateurs portuaires, les gouvernements nationaux, les organisations supranationales, les agences de développement, les divers intérêts maritimes et d'autres acteurs publics et privés du commerce, de la logistique et des services de la chaîne d'approvisionnement.
Le développement de l'ICPP repose sur le temps total passé par les porte-conteneurs dans les ports, de la manière expliquée dans les sections suivantes du rapport, et comme dans les itérations précédentes de l'ICPP. Cette quatrième itération utilise des données pour l'année civile complète 2023. Elle poursuit le changement introduit l'année dernière en n'incluant que les ports qui ont eu un minimum de 24 escales valides au cours de la période de 12 mois de l'étude. Le nombre de ports inclus dans l'ICPP 2023 est de 405.
Comme dans les éditions précédentes de l'ICPP, la production du classement fait appel à deux approches méthodologiques différentes : une approche administrative, ou technique, une méthodologie pragmatique reflétant les connaissances et le jugement des experts ; et une approche statistique, utilisant l'analyse factorielle (AF), ou plus précisément la factorisation matricielle. L'utilisation de ces deux approches vise à garantir que le classement des performances des ports à conteneurs reflète le plus fidèlement possible les performances réelles des ports, tout en étant statistiquement robuste.
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KALYAN CHART SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
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SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
3. Rwanda Customer Satisfaction Survey Sample To test the level of customer satisfaction with Rwandan organizations, a survey was administered to 522 customers in 7 sectors in 3 urban centers (Kigali, Huye, Musanze). Face to face interviews were conducted with customers on the organization’s premises. Residency Hotels RRA Immigration Water utility Sector Source: OTF Customer Satisfaction Survey (n=522) February 2010
4. Overall Satisfaction Level Respondents indicated their satisfaction levels were average The majority of respondents (63%) noted their level of satisfaction as neutral. Those with more extreme opinions were almost equal in number. Rating Strongly Agree Strongly disagree Source: OTF Customer Satisfaction Survey (n=522) February 2010 On a scale of 1-7, how strongly do you disagree/agree with the statement “Organizations in Rwanda generally meet my customer service expectations”: Number of respondents
5. When engaging with a business, you feel that they… When you leave a Rwandan organization, you feel… Source: OTF Customer Satisfaction Survey (n=522) February 2010 You feel the general attitude of Rwandans to customers is... The people working in Rwandan organizations are … The people working in Rwandan organizations are … Most customers rate their satisfaction slightly more positive than negative except regarding the issue of value for money. Overall Satisfaction Level Value for money is the top area of dissatisfaction Do not provide value for money Provide value for money Highly dissatisfied with the experience Highly satisfied with the experience Negative and unwelcoming Positive and welcoming Unskilled and untrained Skilled and well trained Unfriendly Friendly
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7. All attributes received negative ratings but problem solving skills and timeliness were perceived as among the worst customer care elements. -16% -18% -25% -27% -28% Better Worse Source: OTF Customer Satisfaction Survey (n=522) February 2010 Five Pillars of Customer Satisfaction Specific attributes emerged as the “Best” and the “Worst”
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13. -14% -17% -21% -22% -25% -26% -33% Overall Comparison by sector While immigration ranks top, district get the worse ranking Services related to tourism, such as immigration and hotels, performed closest to customer expectations while local government offices performed worst Better performers Worse performers Source: OTF Customer Satisfaction Survey (n=522) February 2010
14. Customer Satisfaction by sector Waiting time by sector and level of education Customers in district offices, especially in Kigali, experienced the longest waiting times. Customers with a high level of education managed to wait the least. How long do you have to wait to be served in this organization? Average waiting time by level of education Source: OTF Customer Satisfaction Survey (n=522) February 2010
15. -14% -17% -21% -22% -25% -26% -33% Customer Satisfaction by Sector Actions following poor customer service Surprisingly, most respondents said they take action when they encounter bad customer service. However, nearly a quarter keep quiet and only 13% say they quit doing business with that company. 49% 40% 35% 22% 13% When you have a bad customer service experience, which of the following are you most likely to do?: Source: OTF Customer Satisfaction Survey (n=522) February 2010
16. Banks Telecoms Hotels Districts Offices RRA Immigration Water utilities All sectors in Rwanda have issues with timeliness, communication and problem solving Customer Satisfaction by Sector Key issues per sector Waiting time: 29 minutes Meeting customer expectation: 3.88 Waiting time: 22 minutes Meeting customer expectation: 3.86 Waiting time: 64 minutes Meeting customer expectation: 5.00 Waiting time: 53 minutes Meeting customer expectation: 3.53 Waiting time: 91 minutes Meeting customer expectation: 3.80 Waiting time: 35 minutes Meeting customer expectation: 4.09 Waiting time: 15 minutes Meeting customer expectation: 4.13 Source: OTF Customer Satisfaction Survey (n=522) February 2010 Ease of doing business -15% Professionalism -18% Timeliness -27% Problem solving -31% Communication -31% Ease of doing business -11.2% Professionalism -16.8% Timeliness -22.8% Communication -25.9% Problem solving -27.7% Professionalism -11.1% Ease of doing business -12.9% Communication -19.1% Timeliness -20.1% Problem solving -21.5% Professionalism -24.5% Ease of doing business -30.0% Communication -33.0% Problem solving -35.1% Timeliness -40.0% Professionalism -17.9% Ease of doing business -21.0% Communication -28.3% Problem solving -28.8% Timeliness -31.3% Professionalism -10.0% Ease of doing business -11.2% Timeliness -13.1% Communication -17.0% Problem solving -17.1% Professionalism -13.0% Ease of doing business -15.7% Timeliness -21.5% Problem solving -26.2% Communication -26.7%
25. -21% -25% Customer Satisfaction Survey Overall satisfaction: comparison by residency Non-Rwandan residents are more satisfied with customer service than Rwandan residents. Their expectations are slightly less and their experience is more positive (may be due to shorter waiting time, and also the places they frequent). Average waiting time: Rwandan resident = 53 min Non-Rwandan resident=25 min Source: OTF Customer Satisfaction Survey (n=522) February 2010
26. Customer Satisfaction survey Customers’ expectations and experience Customers expects the most regarding issues of timeliness and problem solving. Yet, it is specifically in these areas, as well as communication, that their experience was rated the lowest. Overall expectation Overall experience Source: OTF Customer Satisfaction Survey (n=522) February 2010
27. -18% -20% -28% -29% -29% Customer Satisfaction by attributes Specific attributes Rwandan Vs non-Rwandan residents Non-Rwandan residents are more satisfied with customer service compared to residents, however they are both least satisfied with communication, timeliness and problem solving -13% -16% -22% -25% -26% Rwandan residents Non-Rwandan residents Source: OTF Customer Satisfaction Survey (n=522) February 2010