[각주:1] 출처: KMAC (한국능률협회컨설팅) 홈페이지 - http://www.kmac.co.kr/knowledge/read1.asp?board_kind=4&Pk=398&GotoPage=1


안녕하십니까? 일등은행 우리은행입니다. 고객님, 무엇을 도와드릴까요?
안녕히 가십시오. 행복한 하루 되십시오. 또 뵙겠습니다!


고객이 객장에 들어오는 순간 그리고 객장을 빠져나가는 그 절묘한 순간에 꼭 듣게 되는 이 말! 누군가는 부담스럽게 느낄지도 모릅니다. 하지만 이 말이 여러분도 알게 모르게 한 은행의 이미지를 떠올릴 때 영향을 끼친다는걸 아셨나요?

현재 우리은행 청년인턴십에 참여하고 있어서 금융서비스, 그 중에서도 은행이 고객만족 서비스를 어떻게 진행하는 지 관찰하고 경험할 기회가 참 많습니다. 업무의 일환으로 객장에서 로비매니저로 고객들을 도우면서도, 타행 벤치마킹을 통해서도 다양한 고객들을 만나게 되는 동시에, 바쁜 업무 처리에 바쁜 행원들도 살펴보게 되는데요.

지난 2주간의 인턴생활을 통해서, 그리고 바로 어제 진행된 영업본부 인턴CS교육을 통해서 보고, 듣고, 느낀 우리은행의 고객만족 서비스는 어떻게 진행되는지 정리해보고자 합니다.


고객만족을 넘어 고객열광으로

박선주 우리 고객님, 제가 모시겠습니다

저는 은행에서 차례가 돌아오면 "~번 고객님" 혹은 묵묵부답 고객이 오기까지 기다렸던 기억이 대부분인데요. 얼마 전 우리은행 인턴 합격 후 신규 계좌 개설을 위해 근처 지점에 방문한 적이 있었습니다. 제 차례가 되자 "고객님"이라고 부르더니, (사실 전 이 호칭도 부담스러운데,) 업무가 끝나고 돌아가려니 이름까지 붙여 "박선주 우리 고객님"이라고 부르더군요. 저 개인적으로는 부담스럽지만, 우리은행 고객 리서치 결과는 90%이상이 고객 성함 부르기에 대해 긍정적인 대답을 해주셨다네요.

바로 "고객 이름 호칭"을 시작으로 우리은행은 타행과 차별화된 서비스 브랜드를 구축했다고 합니다. 그리고 그 차별화가 고객에게 분명히 심겨지게 하기 위해서 영업점에서 반드시 지켜야 할 다섯 가지 핵심 테마 'G.R.E.A.T.'를 선정했더라고요.

GREAT, 우리은행의 고객만족문화를 차별화한다

우리은행에 따르면 ‘G는 Good smile(밝은 미소)’,‘ R은 Relationship(관심표현)’,‘ E는 Eye contact(고객 눈맞춤)’,‘ A는 Address by name(고객이름 호칭)’,‘ T는 Thank you(감사의 마음)를 의미합니다. 우리은행은 이 다섯 가지 사항을 영업점에서 반드시 지켜야 할 접점테마로 선정하고 강력히 추진해오고 있는데요. 이러한 활동은 우리은행만의 차별화된 고객만족문화로 자리잡아 간다고 자부하고 있습니다.

GREAT를 발판으로 고객열광을 이끌어 내고자

금융서비스를 제공하는 은행이 고객만족(Customer Satisfaction)을 추구하는 것은 당연한 일이겠지만, 97년 IMF를 계기로 보다 고객만족서비스를 강조한 결과, 이제는 한 단계 수준 높은 고객열광을 목표로 서비스에 더욱 박차를 가하고 있다고 하네요. 수동적인 고객만족이 아닌, 은행과 고객이 라포르를 형성하고 상호간의 관계가 더욱 깊이있게 발전되는 그러한 상생관계를 추구하는 것 같은데요.

그렇다면, 행원으로서 이 GREAT를 실천하고 고객만족을 제공하기 위한 자세는 어떠해야 할 지 수요특강의 강사로 경험에서 우러나온, 선배의 진심어린 강의 내용을 다음과 같이 몇 가지 포인트로 살펴볼게요.


[행원이라면 CS는 이렇게]

Lesson #1. 존칭에 신경을 써라

- 고객이 아닌 고객님이라는 극존칭을 사용하는 이유는 고객을 하나의 고객, 인격체로 대할 뿐 나이로 평가하지 않기 때문이다.

- 직원간 상호우대도 중요하다: 상하간 정확한 직책과 그 앞에 성을 붙여 호칭하라. 고객들은 직원간 호칭으로도 자신들이 존중 받고 있다고 간접적으로 느낄 수 있다.

 

Lesson #2. 경청과 사과

-         경청: 고객님이 말씀하실 때 펜을 들고 적어라. 반복질문, 반복확인 그리고 맞장구를 통해 고객의 말을 정확히 듣고 업무를 처리하라. (고객 업무에 손실을 입히거나 차질을 빚게 할 수 있다. i.e.> 대출 연장기간)

-         사과: 잘못을 느끼는 순간 바로 사과하라. 고객과 행원과의 마찰은 100% 행원의 책임으로 돌아온다.

 

Lesson #3. 나만의 업무 노트를 만들어라

-         신입 시절 미숙한 업무처리로 실수가 발생할 수 있다. 똑 같은 실수를 반복하지 않기 위해서는 자신만의 노트를 만들어서 업무에 익숙해 지는 것이 필수적이다.

-         미숙한 업무처리는 고객 업무처리에도 큰 문제를 야기할 수 있다.

-         같은 실수의 반복은 정확성이 요구되는 행원의 이미지에 치명적인 오점이다

-         대신 실수가 노력에 의해 수정되는 성실성을 보이는 것이 중요하다.

 

Lesson #4. 자신의 외모와 이미지를 관리하라 (몸가짐)

-         행원이 풍기는 이미지는 곧 은행의 이미지와 직결된다

-         자신의 외모는 후천적을 호감 가게 바꿀 수 있다. 입 꼬리를 신경 써라.

-         밤늦게까지 일이 있다 할지라도 은행에 들어서는 순간부터는 늘 완벽한 모습으로 객장에서 고객을 맞아야 한다

 

Lesson #5. 언어순화가 필요하다

-         아무리 고객의 잘못이라 할지라도 고객님 말씀이 맞습니다만, 이러이러한 부분은 어떠십니까?”라고 생각의 전환점을 주어라.

-         규정상 어쩔 수 없습니다는 절대 지양: 방법과 대안을 찾아 제시하라

 

Lesson #6. 행원으로서 책임감과 자부심을 가져라

-         나 하나의 행동이 우리은행의 이미지에 직접적인 영향을 미친다

-         Broken-window theory

Posted by dreamermaria

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  1. 2009.01.20 18:54  댓글주소  수정/삭제  댓글쓰기

    비밀댓글입니다

  2. dreamermaria 2009.01.30 14:37 신고  댓글주소  수정/삭제  댓글쓰기

    감사합니다. 북경이라니! 우와~ 방문해주셔서 영광이네요^^

  3. silvermouse 2009.03.26 21:14 신고  댓글주소  수정/삭제  댓글쓰기

    이 포스트 내용 얼마전에 신문 기사에서 봤었는데, 선주씨가 여기서 인턴으로 일하셨군요! 은행일은 재밌었나요? :)

 One of global American-owned multinationals, McDonald has faced the most tremendous crisis with a difficulty managing its business in Korea for years as well as American beef sensation. By last year end, McDonald recorded minus 151.2 billion won in Korean market.



Loaded debts plus a huge loss in sales, the worst situation ever



Global McDonald, which is headquartered in the U.S., they acquired the Shinmac co. operating McDonald stores in the metropolitan area, the middle and eastern part of Korea and established McDonald Korea. The acquired company had minus 140.7 billions losses in sales and bank debt amounted 138.4 billions at that time. Another Korean domestic corporate, which is running McDonald in the Southern and East-southern part of Korea and Jeju, McKim Co. was not the objective for the acquisition. However, the headquarter in America took its loss instead of it. This firm also announced that they are in serious financial crisis that represents 151.2 billion capital inroad and 237.4 billion debts last year.

These two companies were established in order to take McDonald into Korean market back in 1988. However, they have not been able to record positive growth from the beginning.

Korea, Against American beef

McDonald is far behind the Korean native fast food company, Lotteria at the moment. They used to have more than 350 stores across Korea, but it was reduced to 231 in current situation. McKim lost 7.9 million won, while its sales were 77.8 billion won in 2007. McDonald Korea have never disclosed its financial results. In the meantime, there has been a boom against American beef related to FTA with the U.S. lately. As people got to know that McDonald is using a problematic beef which is in debate, this even worsened the situation. It directly affected the sales of McDonald Korea. Many Koreans are boycotting McDonald right now.

The original article is available: http://www.seoul.co.kr/news/newsView.php?id=20080612018002

Why McDonald takes a vast risk in Korean market?

Even though McDonald has been poorly performing in Korea market, they do not want to have a disgraceful reputation as a worldwide mega brand. For that reason, it has not been able to withdraw its business. However, this ongoing boycott and protest against McDonald is such a devastating crisis that is hard to withstand. In spite of its effort to expand stores more, no body comes to McDonald for a store. McDonald case would be interpreted to such a humiliating failure that forfeits the reputation and undergoes a huge loss in an entire business in one market.

McDonald is standing at the point to make a substantial decision whether stay as taking risks that appears very serious to recover or withdraw business not to hurt itself any longer. The amount of loss is not negligible but significant to consider seriously. I wonder how McDonald counteracts to such a ruinous crisis onwards. Withdraw the dog? Or Keep hurting itself to look forward one day to beat Lotteria and penetrate Korean fast food market as they do in other countries?

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Wal-Mart is going to be low price for medicines along with groceries. In current and future situation, the demand for medicines at affordable price is gradually increasing as huge silver population is getting bigger and living longer. A few months ago, Wal-Mart announced that it is working with several companies to process and pay their prescription claims. The company is aiming to increase electronic prescriptions at its stores by 400%, to 8 million by yearend. It is introducing walk-in clinics at its superstores to treat minor ailments and is expanding its $4 generic-drugs program. "What our company does best is exactly what the U.S. health-care system needs the most. It needs more affordability. It needs more accessibility. It needs to be more efficient," said H. Lee Scott, chief executive officer of Wal-Mart, in a speech earlier this year.


The same strategy as that of food division


It's an echo of Wal-Mart's initial steps into the food business 20 years ago. Today, groceries are Wal-Mart's biggest revenue generator, making up 41% of its annual sales. Along the way, Wal-Mart has dramatically reshaped the grocery store industry. Now it's making a bid to do the same in health care.


Hefty Profit Generator



Already, Wal-Mart's drug and health-care ventures provide big chunks of its sales and profits. The chain says that health and wellness products (including pharmacy sales) made up 9% of its overall $374.5 billion in revenues in the 12 months ended Jan. 31, 2008. Analysts say the profitability of the health-care lines was better than Wal-Mart's overall 23.5% gross margin last year.



The investment in health care could pay even bigger dividends in coming decades. Health-care costs are expected to continue spiraling upward in the U.S., especially for the estimated 80 million baby boomers, who were born between 1946 and 1964. According to the Census Bureau, 300 people in America turn 60 every hour, and health-care spending averages $3,262 for those aged 55 to 64. That expense typically climbs 20% per year for those over 65.



"People are worried because health-care costs are growing faster than the average American's income, and it's only going to get more intense as boomers retire at an increasing pace," says Len Nichols, health-care economist at The New America Foundation, a nonprofit public policy institute in Washington. Says Abella: "It is important to cement your health-care credentials as the leader of low-cost drugs at a time when baby boomers are getting older by the millions."


Unbeatable Prices


For two years now, Wal-Mart has been trying to do just that. It has shaken up the industry in the process. After it started offering a group of generic prescription drugs for $4 in September 2006, Target and Costco Wholesale followed suit. Costco started offering $4 for a 30-day drug supply and then changed to $10 for a 100-day supply; now Wal-Mart has a similar offering.



Even at $4, generic drugs are not a loss leader at Wal-Mart. In its annual report, the company says that its gross margin increased in fiscal 2008 because of higher sales in fresh food and pharmacy. Rochdale's Abella says: "Wal-Mart might not be making the profits on $4 generics that drugstores were making, but generics have always had higher margins than branded drugs, and Wal-Mart is certainly not giving them away."



On May 5, Wal-Mart expanded its low-cost offering to cover women's medications to treat breast cancer, menopause, and hormone deficiency. For instance, alendronate, a generic version of the osteoporosis drug Fosamax, is being sold for $9 for a 30-day supply or $24 for a 90-day supply. That compares with $54 for a 30-day supply of the generic or $102 for the branded drug at pharmacy stores. The move should "help gain critical share across its female primary shoppers, and also drive traffic cross-shopping," wrote Adrianne Shapira, a retail analyst at Goldman Sachs who follows Wal-Mart, in a recent report.


An original article is published by Business Week on its website: http://www.businessweek.com/bwdaily/dnflash/content/jun2008/db2008064_545169.htm


Foreseeing insight to become a market leader


There is a demand, there is a profit! This is indeed true as we Wal-Mart exactly read customers' concerns and their needs. Even though there are some criticism about that its drug-store provides medicines for those who do not have health care, it is still not a big deal for Wal-Mart because Drug-store is another significant profit-generator. Wal-Mart has excellence in reshaping existing industry and apply reformation of division to its business to be fascinating source for sales. The U.S. health care system had structural problems not to be able to provide what consumers need. Wal-Mart saw the problem and sorted out so that made a huge success in that. The capability to carry out the project that is problematic to be successful and forseeing insight made Wal-Mart be a leading Wholesaler drugstore which is offering affordability and accessbility to its customers. Consequently, Customers are happy to find something satisfying their needs and want, as well as, Wal-Mart is happy with hugely increasing sales and profits!

posted by 20500238



Posted by dreamermaria

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