8 Elena Silvia Dinculescu

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Analele Universit ii Constantin Brncui din Trgu Jiu, Seria Economie, Nr. 3/2011

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IMPACTUL CALITAII SERVICIILORBANCARE ASUPRA MANAGEMENTULUI

INSTITUIILOR DE CREDIT

Dinculescu Elena-Silvia, asist.univ.drd.

Universitatea Constantin Brncoveanu Piteti,Romnia

[email protected]

Rezumat:n contextul intensificrii unei concurene accerbe

ntre bncile comerciale din Romnia apare problemaobinerii unor noi clieni i fidelizarea celor existeni.

Perspectiva bancar a managementului calitiieste extrem de interesant, avnd n vedere specificul

serviciilor dari dinamismul cererii si ofertei de produse/servicii bancare, precum i accentuarea continu a

concurenei n domeniu. Constientizarea de ctre bnci aproblemelor privind calitatea a condus la apariastandardelor aplicabile n domeniu. Stabilirea ielaborarea standardelor mpreun cu sistemul demsurare a performanei sunt elementele eseniale aleunui program al calitii.

Obiectivul general al acestui studiu este de a oferio perspectiv practic privind calitatea serviciilorbancare, n scopul de a consolida anumite concepte, cumar fi: tipologia calitii (calitatea tehnic versus calitatea

funcional), dimensiunile i evaluarea conceptuluicalitii. Prin analizarea dimensiunilor calitii,modalitile de msurare i mbuntirea acesteia,

cercetarea prezent ofer instrumente necesare pentru anelege semnificaia acestui concept de serviciuireproabil.

Cuvinte cheie: competiie, calitate tehnic, calitatefuncional, serviciu bancarJEL code:G21,G24

1. IntroducereAspecte privind managementul calitii n

domeniul bancar sunt relativ recente (anii 80 ai secoluluial XX-lea constituie punctul de plecare), dar cercetrile ndomeniu demonstreaz importana preocuprilor susinute

pentru mbuntirea continu, mai ales n cadrulsistemelor bancare din statele dezvoltate. De exemplu

bncile nordamericane i vest-europene au depus i depunn continuare eforturi considerabile pentru a cunoate ctmai bine si a satisface ct mai mult nevoile, ateptrile icerinele clienilor lor (inclusiv prin evaluarea sistematic agradului de satisfacie a acestora).

Creterea numrului de bnci a dus la dezvoltareaconcurenei i la contientizarea aspectelor referitoare lacalitatea serviciilor bancare oferite pe pia, astfel nct sse ia n calcul, nu numai calitatea dorit/ realizat de

banc ci i calitatea perceput de client.KJ Blois aprecia c serviciul reprezint orice

activitate care ofer beneficii fr s i asume n modnecesar un schimb de bunuri corporale(Olteanu, 2003).

Philip Kotler definete termenul deserviciu astfel:

THE IMPACT OF BANKING

SERVICES QUALITY

ON CREDIT INSTITUTIONS

Dinculescu Elena-Silvia, asist.univ.drd.

Universitatea Constantin BrncoveanuPiteti, Romnia

[email protected]

Abstract:Taking into account the increasing

competition between commercial Romanian banks,there is a real problem to come up with new clientsor to preserve the old ones.

Quality management banking perspective isextremely interesting, from the point of view of theactivities specific, and of the permanent area

competition imposement. Banks being aware of thequality problems also lead to the appearance andrequirement of some area working standards.Standards imposing and issuing together with the

performance measure system are to be the mainelements of a quality programme.

The general aim of this study is to offer apractical perspective on the quality of services inorder to reinforce certain concepts such as: typology(technical quality versus functional quality), thedimensions and the evaluation of quality. Byanalyzing the dimensions of quality, themeasurement modalities and their improvement, the

present research offers instruments forunderstanding the significance of thisirreproachable service.

Key words: competition, tehnical quality, functionalquality, banking service

JEL code:G21,G24

1. IntroductionThere are relatively recent items regarding

banking area quality management (the start has beenissued within the years 80s of the 20th century), butresearches for constant improvement have provedtheir importance, especially for the developpedstates. For example, north-american and west-european banks have continuously worked for theirclients support and the performance of their needs (also by constant evaluation of their contentement).

The adjusted number of the banks lead to anincreasing competition and to the market bankingservices awareness, in order for the desiredquality/issued by the bank together with the one

perceived by the client, to be both taken into account.K.J. Blois considers that the service

represents any activity that offers benefits withoutnecessarily assuming an exchange of tangiblegoods. (Olteanu, 2003)


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un serviciu reprezint orice aciune sau operaie care pede o parte poate oferi beneficii, iar pe de alt parte este, nesen intangibil i nu are ca rezultat final intrarea n

posesia unui obiect material. Producerea sa poate s fielegat sau nu de un produs existent n form fizic.(Kotler, 1997).

Astfel, putem reine urmtoarele aspectedefinitorii pentru caracterizarea serviciilor: sunt activitigeneratoare de beneficii i intangibilitatea. La acestea

putem aduga caracterul personal, determinat deinseparabilitatea dintre activitatea prestatorului i

beneficiarul acesteia. Astfel, serviciile devinperformanele personale i imateriale. Drept urmare,serviciile bancare pot fi nelese drept activitatea sau gamade operaiuni bancare, menite s ofere beneficii, urmrindn principal satisfacerea nevoilor clienilor poteniali ifidelizarea celor existeni.

n mediul economic, aceast situaiedemonstreaz necesitatea de a fi diferit de concuren prin

oferirea de servicii diferite, care s depeasc ateptrileclienilor prin calitate superioar. n mediul bancar, careeste deja caracterizat prin rigurozitate i exigen, aceastsituaie demonstreaz necesitatea de a oferi un serviciuireproabil .

Serviciile bancare se afl printre cele cu un gradredus al posibilitilor de personalizare (prin natura

bunurilor i serviciilor). Se poate face o distincie intrecalitatea ca i o consecin a caracteristicilor serviciilor icalitatea ca i o consecin a lipsei erorilor n cazul

prestrii serviciilor.

O alt distincie se poate face ntre calitatea

tehnici calitatea funcional a acestor servicii. n timp cecalitatea tehnic este exprimat ca rezultat al performanei(ceea ce i rmne clientului dup interaciunea cu banca),calitatea funcional se refer la modul n care serviciul afost prestat.

2. Prezentarea general a analizei privind calitateaserviciului bancar Credit Pentru Studii

Conform cercetrilor efectuate, clienii persoanefizice, ai bncilor din Romnia sunt interesai att decosturile ce le implic achiziionarea unui produs bancar,ct i de proximitatea sediului bncii, n raport cudomiciliu. Valoarea adugat pentru un client al unei

bnci, include n special urmtoarele elemente componenteeseniale, care la rndul lor au una sau mai multecaracteristici cu indicatori specifici i valori int adecvate,

pentru fiecare din ele acionnd anumite structuri dincadrul fiecrei bnci:

accesibilitatea bncii - ct mai mare; condiii de comercializare a produselor/serviciilor

bancare ct mai bune; diversitatea ofertei de produse/servicii bancare

ct mai variat; costurile de achiziie a produselor/ serviciilor

bancare ct mai sczute; valoarea dobnzilor - ct mai mari la depozite i

ct mai mici la credite; atitudinea i comportamentul personalului ct

mai orientate spre client;

Philip Kotler defines the term service inthe following way: a service is any action oroperation that one party can offfer to another partyand which is essentially intangible and it does nothave for a result getting possession of a thing. Its

production may or may not be related to an existing

product in physical shape (Kotler, 1997).Thus we can retain the following definingelements for services: benefit-generating activity andintangibility To these we can add the personalcharacter, determined by the inseparability betweenthe activity provided, its provider and its beneficiary.Thus, the services become personal and immaterial

performances.Consequently, the banking services can be

understood as activities or range of activities (thebanking activities) that offer benefits, satisfying theconsumersneeds.

In the economic environment, this situation

demonstrates the necessity of being different fromthe competition through a different service whichexceeds the expectations through superior quality. Inthe banking environment, which is alreadycharacterized by strictness and exigency, thissituation demonstrates the necessity of providing anirreprochable service.

The banking services are placed amongthose with reduced possibilities of personalization(through the very nature of the products andservices). However, the degree in which the contact

provider-client ensures personalization is very high.One distinction can be made between: quality as a

consequence of the service chracteristics and qualityas aconsequence of the lack of flaws.

Another distinction is made between thetechnical quality and the functional quality203 ofservices. While technical quality expresses the resultof the performance (what the client stays with afterthe interaction with the provider), the functionalquality refers to the way in which the service is

provided.

2. General presentation of the analysis of thequality of the banking service the credit forstudies

According to researches, the Romanianbanks private clients are both interested in theproducts purchasing costs and also in the banksvicinity to their homes. The added value for a banksclient also includes the following importantspecifications, which present one or more adequatedtarget values and unique items, certain banksstructures being active for each of them:

banks accessibility as great as possible; productsmerchandising conditions as

better as possible; the products varity of the offer; products purchasing costs- as low as

possible; interests value higher for the deposits and

lower for the credits; staffs attitude and behaviour more turned


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duratele necesare pentru achiziionareaproduselor/ serviciilor bancare de ctre clieni ct mai reduse;

securitatea produselori a bncii ct mairidicate;

condiiile de asigurare a confidenialitii datelor,ct mai bune.Pornind de la o metod de evaluare extern a

calitii clientul misteriosmystery shopping,se vaevalua calitatea tehnici funcional a serviciului credit

pentru studii, care este prezentat pentru cinci tipuri decredite oferite pe piaa bancar din Romnia, n ncheieresunt identificate i prezentate strategii adecvate dembuntire a produselor. Cele cinci produse analizatesunt: Student Plus credit oferit de BRD-Groupe SocitGnrale, CAMPUS - credit acordat de BCR, Credit

pentru studii-UniCredit iriac Bank, Credit pentrustudii-Banca TRANSILVANIA i Creditul pentru studii-BANCPOST.

Necesitatea care a determinat realizarea analizeicelor cinci produse const n acoperirea costurilor generatede mbuntire studiului: taxele de colarizare, cheltuielilede trai, cheltuieli de transport, cheltuielile pentruachiziionarea de materiale de studiu. Beneficiarii de creditsunt de cele mai multe ori tinerii admii n programul destudiu al anumitor universiti romneti sau strine.

Student Plus credit-BRD-Groupe SocitGnrale se acord persoanelor cu vrsta ntre 21 i 40 deani, recunoscute ntr-un program de studii post-universitare la universiti romne aprobat de BRD.Destinaia creditului este finanarea studiilor post-universitare (master, doctorat), n Romnia. Perioada

maxim de creditare este de 5 ani.n cazul creditului CAMPUS CREDIT BCR,

destinaia mprumutului este plata taxei de colarizare,cheltuielile de trai, cheltuielile pentru achiziionareamaterialelor de studiu, cheltuielile de transport i altecheltuieli legate de studiu. Creditul poate fi acordat nRON, EURO sau dolari SUA.

Credit pentru studii oferit de UniCredit iriacBank poate fi acordat n lei, dolari SUA sau euro, cu ovaloare minim de 3000 EUR. Perioada de creditare estentre 1 i 10 ani. Pentru sumele de pn la 10.000 de euroinclusiv, perioada maxim de creditare este de 5 ani.

Creditul pentru studii TRANSILVANIA. Este

oferit tuturor cetenilor romni, cu domiciliul n Romnia,studeni sau absolveni de nvmnt superior. Obiectul decredit acoper taxa de colarizare sau alte cheltuieli, cumar fi: transport, cazare, taxe, produse alimentare, (n cazulstudierii n strintate). Perioada de creditare este ntre 1 i5 ani, fiind corelat cu perioada de studiu, iar sumamaxim este de 5000 EURO

Credit pentru studii BANCPOST se acordpentru plata taxelor de nscriere la o form de nvmnt,pregtirea pentru anumite funcii sau stagii de formareprofesional, att pentru debitor ct i pentru un membru alfamiliei sale. Condiiile de eligibilitate pe caremprumutatul ar trebui s le ndeplineasc sunt: s fie

cetean romn cu domiciliul permanent n Romnia, s sencadreze n criteriul vrstei, s aduc dovada obinerii devenit, s prezinte garanii solicitate; s nu nregistrezedebite sau alte obligatii neachitate la alte bnci, atunci

to the client; products purchasing durations as fast as

possible; products and banks security as great as

possible.Starting from an external method for quality

evaluation mystery shopping, we can evaluate thetechnical and functional quality of the service thecredit for studies, which is present in 5 versions onthe banking services market from Romania,eventually identifying adequate improvementstrategies. The 5 services analysed are: StudentPlus credit BRD-Groupe Socit Gnrale,CAMPUS credit BCR, The credit for studiesUniCredit Tiriac Bank The credit for studiesBANCA TRANSILVANIA, and The credit forstudiesBANCPOST

The need that is to be found for the analysedservice is covering the costs generated by study

improvement: tuition, living expenses, transportexpenses, expenses for purchasing study materials.The beneficiaries of the credit are often young

people admitted in the study programme of certainRomanian or foreign universities.

The Student Plus credit- BRD-GroupeSocit Gnrale is granted to persons between 21and 40 years old, admitted in a post-graduate study

programme of a Romanian university approved byBRD. The destination of the credit is financing post-graduate studies (master, PhD) in Romania.Themaximum crediting period is 5 years.

In the case of the CAMPUS Credit BCR,

the destination allowed is the payment of the tuitionfee, living expenses, expenses for purchasing studymaterial, transport expenses and other expensesrelated to studying. The credit can be granted inRON, EUROS or US dollars.

The credit for studies UniCredit TiriacBankcan be granted in RON, US dollars or EUROS,having a minimum value of 3000 EUR. The crediting

period is between 1 and 10 years. For sums up to10.000 EUR inclusively, the maximum crediting

period is 5 years.The credit for studies BANCA

TRANSILVANIA is granted to all Romanian

citizens, residing in Romania, students or graduatesof high education. The object of the credit iscovering the tuition fee or other expenses such as:transport, accommodation, taxes, food, (in the caseof studying abroad). The crediting period is between1 and 5 years, being correlated with the study period,having a maximum value 5000EURO.

The credit for studies BANCPOST isgranted for paying the tuition fees of a certaineducational form or professional training, for the

borrower or a member of their family. The eligibilityconditions that the borrower should fulfill are: to be aRomanian citizen with permanent residence in

Romania; to be of age, to prove that they have anincome; to present the required collaterals; not tohave debits or other unpaid obligations to the bank atdeadline when they apply for the credit; to achieve


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cnd aplic pentru credit, toate acestea fiind necesarepentru a atinge punctajul minim impus de sistemul deevaluare a riscului - Credit Scoring.

Pentru msurarea calitii produselor prezentatemai sus, a fost aplicat drept metoda tehnic numit clientmisterios -mystery shopping. Aceasta const n

supravegherea ianaliza interaciunilor dintre funcionariibancari i clieni, i are drept rezultat obinerea aa-numitelor momente ale adevrului, metoda fiind aplicat

pentru realizarea evalurii calitii serviciilor prestate desalariai. Din cauza impedimentelor ntlnite n practic,exist totui diferene ntre versiunea teoretic a metodei imodul n care aceasta este aplicat.

n primul rnd, din punct de vedere teoretic,metoda presupune achiziionarea produsului testat,clientul misterios alocnd un anumit buget pentru acestscop. n acest studiu am testat doar etapa de precumprarepre-shopping. n al doilea rnd, metoda presupune a faceteste repetate n aceeai unitate bancar cu mai muli

clienii fictivi. n studiul prezent, am testat serviciileprestate de bnci diferite (cte unul pentru fiecare), cu doarun singur client fictiv.

Pentru aplicarea metodei s-au parcurs urmtoareleetape:

Alegerea serviciilor care urmeaz s fie testate; Identificarea i definirea dimensiunilor

funcionale privind calitateacare urmeaz s fieevaluat;

Elaborarea aciunii de evaluare a calitiifuncionale;

Stabilirea unui scale pentru dimensiunileidentificate;

Planificarea procesului de aplicare (de nfiinarea programul de testare i aplicarea acestuia); Centralizarea i interpretarea datelor.

3. Evaluarea calitii tehniceConform teoriei, calitatea tehnic exprim

rezultatul de performan (ceea ce rmne n percepiaclientului, dup ce interacioneaz cu angajatul bancar).innd cont de cele cinci produse analizate, am avut nvedere urmtoarele elemente care nu depind nici de

performana angajatului i nici de cea a clientului: ratadobnzii, suma maxim mprumutat, perioada maxim decreditare, garaniile necesare i modul de acordare a

creditului (tabel nr.1).

the minimum score imposed by the risk evaluationsystem - Credit Scoring.

For measuring the quality of the servicesabove, the chosen technique is mystery shopping.Concentrating on the interactions between employeesand clients, that is on the so-called truth moments,

the applied technique will evaluate the functionalquality of services. Because of practicalimpediments, there are however differences betweenthe theoretical version of the method and the way inwhich this is applied.

Firstly, from the theoretical point of view,the method involves buying the tested services, themystery client being allocated a budget for this

purpose. In this study we tested just the pre-shoppingstage. Secondly, the method impliesmaking repeated tests in the same bank with morefictitious clients. In the present study, we testedservices belonging to different banks (one for each),

with just one fictitious client.For applying the method the next stageswere followed:

Choosing the services to be tested ; Identifying and defining the dimensions of

the functional quality which is to beevaluated; the

ellaboration of the assessment paper forfunctional quality;

Establishing an assessement scale for theidentified dimensions;

Planning the application process (setting upthe testing schedule and the routine to be

followed); Centralising and interpreting the data .

3. The evaluation of technical qualityAccording to theory, the technical quality

expresses the result of the performance (what theclient stays with after the interaction with thesupplier).Taking into account the analysed service,we considered the following elements which do notdepend on the employees or the clients

performance: the interest, the maximum borrowedsum, the maximum crediting period, the requiredcollaterals and the way of granting the credit (tableno.1).

Tabel nr.1 ELEMENTELE CALITII TEHNICECaracteristicile

produsului

BRD-GSG BCR Unicredit-

iriac bankBanca

Transilvania

Banc Post

Dobnda 7% 8% 9,56% 17% 24,5%Suma maximmprumutat

9420 - 8000 2000 1376

Perioada maxim decreditare

5 10 10 5 3

Garanii Fr Fr ipotecare ipotecare ipotecareMetoda de acordare In contul

instituiei de

nvmnt

50% la instituiade nvmnt i

50% in contulpersonal

In contulinstituiei de

nvmnt

in contulpersonal

In contulinstituiei de

nvmnt

TABLE 1. THE ELEMENTS OF TEHNICAL QUALITY


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Creditcharacteristics

BRD-GSG BCR Unicredit-

iriac bankBancaTransilvania

Banc Post

Interest value 7% 8% 9,56% 17% 24,5%The maximum

borrowed sum9420 - 8000 2000 1376

The maximum

crediting period(years)

5 10 10 5 3

Collaterals Not resquested Not resquested mortgage mortgage mortgageGarantig method Transfer in the

account of theeducationalinstitution

50% transfer inthe account ofthe educationalinstitution50 % transfer inthe personalaccount

Transfer in theaccount of theeducationalinstitution

Transfer in thepersonal account

Transfer in theaccount of theeducationalinstitution mnt

Am exclus aspectele privind documentaia necesr,valoarea taxelor si comisioanelor, care sunt considerate

mai puin importante n luarea deciziei de cumprare.Apoi, am stabilit scala de evaluare care urmeaz s fieaplicat. Pentru majoritatea elementelor ne-am propusun scor de la 1 pn la 5, punctajul 5 fiind acordat

pentru valoarea cea mai favorabil existent pe pia,iar 1 pentru valoarea de cel puin favorabil.

Pentru gradele intermediare, intervalele aufost stabilite matematic. n cazul unor elemente non-valoarice, clasa a 5-a fost acordat pentru situaia ceamai favorabil pe piai 1 pentru gradul cel mai puinfavorabil. Pentru o relevan mai bun a rezultatelor amfolosit, de asemenea, coeficieni de importan.(Tabelulnr.2).

We excluded such elements as: the value of the taxesand commisions or the number of documents required,

which are considered less important in making thebuying decision. Next, we established the assessmentscale that is to be used.

For the majority of elements we set a scorefrom 1 to 5, 5 being granted to the most favourablevalue existing on the market, and 1 to the leastfavourable value. For intermediary grades, the intervalswere established mathematically. In the case of non-valorical elements, grade 5 was granted for the mostfavourable situation on the market and grade 1for theleast favourable situation. For a better relevance of theresults we also used importance coefficients. ( Table 2)

Tabel nr.2 EVALUAREA CALITII TEHNICE A SERVICIULUIElementele Coeficient de

importanBRD-GSG

BCR Unicredit-iriacbank

BancaTransilvania

BancPost

Suma maximmprumutat

1 4 5 3 2 1

Perioada maxim decreditare

2 4 5 5 4 3

Dobnda 3 5 4 3 2 1

Metoda de acordare 4 5 5 2 1 1Garanii 5 2 4 2 5 2

TOTAL - 57 67 40 45 24

Table nr.2 EVALUATION OF THE SERVICE TEHNICAL QUALITY

THE ELEMENTS THE IMPORTANCE

COEFFICIENT

BRD-

GSG

BCR Unicredit-

iriac bankBanca

Transilvania

Banc

Post

The maximumborrowed sum

1 4 5 3 2 1

The maximumcrediting period(years)

2 4 5 5 4 3

Interest value 3 5 4 3 2 1

Garantig method 4 5 5 2 1 1

Collaterals 5 2 4 2 5 2TOTAL 57 67 40 45 24


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4. Evaluarea calitii funcionalen timp ce calitatea tehnic exprim rezultatul

de performan, calitate funcional se refer la moduln care este prestat serviciul (modul n care are locinteraciunea client i prestator de servicii). Calitateafuncional este specific n mod clar serviciilori are

legtur cu momentele de adevr. n scopulidentificrii elementelor de calitate funcional am luatn considerare 5 dimensiuni identificate: elementetangibile, siguran seriozitate, empatie i reacie.Acestea au fost descompuse n componente, lund nconsiderare definiiile tradiionale, i introducerea unorelemente noi, n scopul de a asigura posibilitatea demanifestare a lor n etapa de pre-shopping. n acestcaz, am stabilit, de asemenea, o scal de evaluareobiectiv. Dac n cazul calitii tehnice, scala deevaluare a fost stabilit prin raportare la situaia de pe

pia (evaluarea caracteristicilor serviciului oferit debncile respective se face prin referire la oferta cea mai

favorabil sau de cel puin una favorabil existent pepia), n caz de calitate funcional scala de evaluare afost stabilit prin referire la situaia ideal (tabel nr 3).

4. The evaluation of functional qualityWhile technical quality expresses the result of

the performance, the functional quality refers to theway in which the service is performed (the way inwhich the interaction with the supplier takes place).The functional quality is specific to services and

clearly linked to the truth moments. In order toidentify the elements of the functional quality we tookinto account the 5 dimensions identified: tangibleelements, seriosity, responsiveness, safety andempathy. These were decomposed in components,taking into account traditional definitions, but alsointroducing new elements, in order to ensure the

possibility of their manifestation in the pre-shoppingstage. In this case we also established an objectiveassessment scale. If in the case of technical quality, theassessment scale was established by reference to themarket situation (the evaluation of the characteristicsof a banks service is made by reffering to the most

favourable offer or the least favourable one on themarket), in the case of functional quality theassessment scale was established by referring to theideal situation.

Tabel nr.3 EVALUAREA CALITII FUNCIONALE A SERVICIULUIElemente evaluate BRD-GSG BCR Unicredit

-iriac bankBanca Transilvania Banc Post

Elemente tangibile- dotarea modern 5 4 5 3 2- mediu plcut 5 4 5 3 2- organizarea spaiului 4 3 5 2 1

- aspectul personalului 5 4 5 3 2Total 19 15 20 11 7Sigurana- competena personalului 5 4 5 3 2- politeea personalului 5 3 4 5 3- informaii furnizate 5 3 5 4 2Total 15 10 14 12 7

Seriozitatea- interes n rezolvarea problemelor 5 4 5 3 3- resurse suficiente 5 4 5 3 2- transparen 4 5 4 3 1Total 14 13 14 9 6

Empatie- flexibilitate 5 3 4 3 3- contact vizual 5 3 4 3 1- implicarea activ 5 4 5 4 2Total 15 10 13 10 7

Receptivitate- timp de ateptare 5 5 4 5 3- disponibilitate de a ajuta 4 5 5 3 3- prezen personal 4 3 5 2 2Total 13 13 14 10 8

Scorul maxim posibil 80 80 80 80 80Scor obtinut 76 64 75 52 35

pondere 95% 80% 93,75% 65% 43,75%

Table 3. EVALUATION OF THE SERVICE FUNCTIONAL QUALITYThe assessed elements BRD-

GSG

BCR Unicredit

-iriac bankBanca

Transilvania

Banc Post


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Tangible elements- modern endowment 5 4 5 3 2- pleasant environment 5 4 5 3 2- space organization 4 3 5 2 1- staff appearance 5 4 5 3 2Total 19 15 20 11 7

Safety- staff competennce 5 4 5 3 2- polite staff 5 3 4 5 3- information provided 5 3 5 4 2Total 15 10 14 12 7Seriosity- interest in solving problems 5 4 5 3 3- sufficient resources 5 4 5 3 2- transparency 4 5 4 3 1Total 14 13 14 9 6Empathy- flexibility 5 3 4 3 3

- vizual contact 5 3 4 3 1- active involvement 5 4 5 4 2Total 15 10 13 10 7Responsiveness- waiting time 5 5 4 5 3- avaibility to help 4 5 5 3 3- staff presence 4 3 5 2 2Total 13 13 14 10 8Maximum possible score 80 80 80 80 80Score effectively obtained 76 64 75 52 35Percentage 95% 80% 93,75% 65% 43,75%

5. ConcluziiServiciul oferit de BRD- Groupe SocieteGenerale nregistreaz cel mai mare numr de puncte.Calitatea funcional este foarte aproape de perfeciune.Evident, ateptrile clientului au fost depite.

n cazul serviciilor oferite de BCR se poateobserva c scorul maxim este de calitate tehnic -57, darnregistreaz un eec n ceea ce privete calitateafuncional. Punctele forte ale serviciului sunt sumamprumutat i perioada de creditare de lung, dar maiales n ceea ce privete garania, i posibilitatea de atransfera o parte din suma mprumutat n contul

personal.

n cazul serviciilor furnizate de UniCreditTiriac Bank putem remarca interesul pentru rezolvarearapid a problemelor clienilor,organizarea unui mediuambiant plcut pentru discuii, susinut de contactulvizual i interesul angajatului pentru a gsi produsul carese potriveste cel mai bine nevoilor i cerinelorclientului.

Punctele slabe se refer la calitatea tehnicdatorit colaterale considerabile solicitate clientului iconstrngerii privind realizarea transferului ntreagiisume n contul instituiei de nvmnt.

n cazul serviciilor furnizate de BancaTransilvania, calitate total tehnic este medie, punctul

slab fiind cererea de garanii importante, iar punctulforte const n posibilitatea de transfer a sumei n contulpersonal al clientului.

Pentru serviciul oferit de BancPost, am observat

5. ConclusionsThe service provided by BRD-Groupe SocieteGenerale registers the biggest number of maximumgrades. The functional quality is very close to perfection.Obviously, the clients expectations were exceeded.

In the case of the service provided by BCR it isnoticed that the score is maximum for technical quality,

butminimum for functional quality - 57. The strong pointsof the service are the borrowed sum and the longcrediting period, but mainly not requesting collateralsand the possibility of transfering a part of the borrowedsum in the personal account.

In the case of the service provided by UniCreditTiriac Bank, we can remark the interest for solving theclientsproblems quickly, the pleasant environment fordiscussion, the sustained visual contact and theemployees interest to find the product that best suits thecustomers needs.

The weak points refer to technical quality,through the considerable collaterals requested and thetransfer of the whole sum in the account of theeducational institution.

In the case of the service provided by BANCATRANSILVANIA, the total technical quality is medium,the weak point being the request of important collaterals

and the strong point the transfer in the clients personalaccount.For the service provided by BANCPOST, we

notice the minimum score for functional quality. From


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punctajul minim pentru calitate funcional, din acestpunct de vedere, serviciul este nvechit. Esterecomandat, fie s fie abandonat sau s fie reactualizat.n cazul calitii funcionale, cele mai multe scoruri suntmedii, n special grade mai mici pentru prezena

personalului de la punctele de lucru, disponibilitatea de a

ajuta, competena personalului i a informaiilorfurnizate.De ce apar probleme de calitate? Cauza

principal este faptul c de cele mai multe ori, serviciulprestat de banc nu se ridic la nivelul ateptrilorclientului. Exist o discrepan ntre percepia clientuluii ateptrile sale.

Aceast diferen cauzat de urmtoareleaspecte: conducerea bncii nu tie care sunt ateptrileclientului; managerul bncii cunoate cerinele clientuldar nu stabilete specificaiile de calitatecorespunztoare, angajaii bncii nu respectspecificaiile de calitate impuse de manager; mijloacele

de promovare prezint serviciile ntr-un mod hiperbolic.Limitele realizrii studiului au fost urmtoarele:- Subiectivitatea constituie un impediment

considerabil. Prima sa form de manifestare estelegat de procesul de definire a calitii unuiserviciu sau produs bancar, care depinde n maremsur pe experiena personal i gradul deexigen a potenialului client, o alt form demanifestare a subiectivitii este legat de

percepie. Clientul misterios este subiectiv, filtrareacalitii serviciului se raporteaz la propria

personalitate i se compar cu experienaanterioar;

- o alt piedic este caracterul circumstanelor n carese realizeaz testarea, rezultatele obinute n urmasimulrii actelor de cumprare depinde n mare

parte de: locul, ora, angajatul i de serviciul prestat,care constituie obiectul de testare, posibilitile degeneralizare fiind minimizate;

- exist limite generate de curateea nregistrilor,deoarece este imposibil s se nregistreze toatedetaliile observate, ntrebrile puse i rspunsurile

primite n timpul realizrii studiului;- rezultatele studiului trebuie s fie privite, de

asemenea, din perspectiva stadiul de dezvoltare aserviciilor care au fost testate: am urmrit calitatea

care influeneaz decizia de cumprare i nuoperaiunea de cumprare repetat (pentru care estenecesar s se consume serviciul).

Care este situaia de pe piaa serviciilorbancare? Studiul practic a condus la un rspuns completla aceast ntrebare. Exist surprize negative (timpul deateptare n faa ghieului, nepsarea din parteaangajailor ntr-o banc cu tradiie; personal insuficientinformat), dar i pozitive (capacitatea i atenia

personalului determin revenirea clientului numai dedragul interaciunii cu un angajat amabil). Esteinteresant faptul c pentru evenimentele negative aa-numitele incidente critice care au impresionat cel mai

mult se pot identifica soluii. Pur i simplu prinnregistrarea interaciunii cu clienii nlocuireasistemelor non-funcionale semnalate de ctre acetia, arconduce la o mbuntitre substanial a serviciilor.

this point of view, the service is obsolete. It isrecommended either to abandon it or to update it. In thecase of functional quality, most of the scores aremedium, especially the lower degrees for staff presenceat working points, availability to help, staff competenceand information provided.

Why do quality problems appear? The maincause is that the service provided does not live up to theclients expectations. There is a discrepancy between theclients perception and their expectations. Thisdifference is produced also by other causes: the bank;smanagement does not know which the clientsexpectations are; the management knows what the clientwants but it does not establish adequate qualityspecifications; the banks employees do not observe thequality specifications imposed by the management; theadvertising presents the services in a hyperbolic way.

The limits of the study:- the subjectivity is a considerable limit. First

form of manifestation is linked to the process ofdefining the quality of a service that greatlydepends on personal experience and theexigency degree that characterizes the potentialclient, another form of manifestation forsubjectivity is linked to the service perception.The mystery client is subjective, filtering theservice through their own personality andcomparing it to previous experience;

- another limit is the circumstantial character oftesting, the results obtained after the simulationof the purchasing acts depend on the place, thehour, the employee and the service which is the

object of testing, the generalization possibilitiesbeing reduced;

- there are limits generated by the innacuracy ofthe accounts as it is impossible to record all thedetails observed, the questions asked and theanswers received during the performance;

- the results of the study must be looked uponalso from the perspective of the servicedevelopment stage that was tested: we studiedthe quality that can influence the buyingdecision and not the repeated purchase (forwhich it is necessary to consume the service).Which is the situation on the banking services

market? The practical study we made offers acomprehensive answer to this question. There arenegative surprises (waiting time and carelessness fromemployees in a bank with tradition; insufficientlyinformed staff in three banking institutions), but also

positive ones (the ability and the care of the staff wouldmake the client return only for the sake of interaction).It is intriguing that the negative events which impressedmost (the so-called critical incidents) have obvoius,easily identifiable solutions. By simply recording theclientscomplaints and replacing the non-functionalsystems identified by them would lead to a substantiallyimproved service.

The initializing and maintenance of certainoperations within the bank, and their permanentcomparaison to benchmarking, are to reach some goalsfor the quality area. A certain banks objectives,


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Introducerea i meninerea sub control aoperaiilor din interiorul bncii i comparaiile

permanente cu cei mai buni din domeniu -benchmarking, sunt de natur s determine atingereaobiectivelor stabilite n domeniul calitii. Obiectivele,strategiile i politicile specifice unei bnci determin

natura demersului calitii n banca respectiv.Percepia clienilor poate fi considerabilmbuntit printr-un marketing eficient i prin

preocupri importante i susinute pentru mbuntireacontinu a calitii, prin satisfacerea nevoilor, cerinelori ateptrilor acestora. Clientul trebuie s se simtimportant i s doreasc s rmn la o anumit banc.Pentru orice banc este mult mai costisitor s atrag noiclieni, dect s-i pstreze pe cei existeni astfel ncttoate bncile ar trebui s se strduiasc s-i fidelizezeclienii prin orice mijloc legal posibil.

Pentru marea majoritate a bncilor est-europene, implementarea unui sistem de management al

calitii nc nu constituie o prioritate.Dup cercetarea asupra conceptelor referitoarela calitate i realizarea studiului practic, concluzia

personal, este una contradictorie, deoarece exist doipoli. Pe de o parte suntem contieni de dificultilemultiple cu care se confrunt bncile pentru asigurareacalitii serviciilor i gradul de subiectivitate care nu

poate fi eliminat.Calitatea n domeniul serviciilor bancare este o

tem delicat, greu de definit i de gestionat. Cu toateacestea, banca care a obinut cea mai bun performannu a fcut nimic altceva dect s respecte cerineleconforme cu standardele de calitate.

Bibliografie:

[1]. Anantharaman R., Kamalanabhan T., RajendranChandrasekharan, Sureshchandar G., Managements

perception of total quality service in the banking sectorof a developing economy a critical analysis,International Journal of Bank Marketing, Aprilie 2002.[2]. Bikker, J.A. and Groeneveld, J.M. (1998).Competition and concentration in the EU bankingindustry. De Nederlandsche Bank, Research SeriesSupervision, No. 8, June.[3]. Bruhn M., Orientarea spre clieni temelia afaceriide success, Editura Economic, 2001.[4[. Dilley, D.K., Essentials of Banking, Editura JohnWiley &Sons, Canada, 2008[5]. Dinculescu E., Quality management in banking

system, Analele Universitaii Oradea, TOM XVIII, 2009,pg.537-540[6]. Feeney Lisa, Haines G. Jr, Madill Judith, Riding A.,

Determinants of SME owners satisfaction with theirbanking relationships: a Canadian study, InternationalJournal of Bank Marketing, Februarie 2002.[7]. Heffernan, S. Modern Banking, Editura John Wiley&Sons, England, 2005[8]. Kotler P., Managementul marketingului, EdituraCodecs, Bucuresti, 2004.[9].Molyneux, P., Lloyd-Williams, D.M. and Thornton,J. Competitive conditions in European banking. Journal

strategies and policies are main quality factors for thespecific bank.

Clients perception can greatly be improved byusing a very efficient marketing and by sustainedinterest for quality improvement, their needs andrequirements satisfaction. A client should be given the

impression he is the most important, in order for him tobe willing to attend the specific banks services. It isconsidered to be much more expensive for a bank toattract new clients, than to keep the old ones, so all

banks should try by any possible mean to improveclients public departement.

Still, there is not considered to be a priority formost of the east-european banks, to work upon a qualitymanagement system.

The personal impression, after researching onthe concepts referring to quality and making the

practical study, is a contradictory one because there aretwo poles. On one hand we recognize the multiple

difficulties that the problem of service quality rises, thedegree of subjectivity that cannot be elliminated.Obviously, the quality in the field of services is

a delicate theme, hard to define and to manage.However, the bank that obtained the highest

performance did not do anything else but observe therequirements that is conform to standards of the quality.

BIBLIOGRAPHY

[1]. Anantharaman R., Kamalanabhan T., RajendranChandrasekharan, Sureshchandar G., Managements

perception of total quality service in the banking sectorof a developing economy a critical analysis,International Journal of Bank Marketing, Aprilie 2002.[2]. Bikker, J.A. and Groeneveld, J.M. (1998).Competition and concentration in the EU bankingindustry. De Nederlandsche Bank, Research SeriesSupervision, No. 8, June.[3]. Bruhn M., Orientarea spre clieni temelia afaceriide success, Editura Economic, 2001.[4[. Dilley, D.K., Essentials of Banking, Editura JohnWiley &Sons, Canada, 2008[5]. Dinculescu E., Quality management in banking

system, Analele Universitaii Oradea, TOM XVIII, 2009,

pg.537-540[6]. Feeney Lisa, Haines G. Jr, Madill Judith, Riding A.,

Determinants of SME owners satisfaction with theirbanking relationships: a Canadian study, InternationalJournal of Bank Marketing, Februarie 2002.[7]. Heffernan, S. Modern Banking, Editura John Wiley&Sons, England, 2005[8]. Kotler P., Managementul marketingului, EdituraCodecs, Bucuresti, 2004.[9].Molyneux, P., Lloyd-Williams, D.M. and Thornton,J. Competitive conditions in European banking. Journalof Banking and Finance, 18, 1994.[10].Mamatzakis, E, Staikouras, C and Koutsomanoli-

Fillipaki, N, Competition and concentration in thebanking sector of the South Eastern European region -Emerging Markets Review Volume 6, Issue 2 , 2005,Pages 192-209


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of Banking and Finance, 18, 1994.[10].Mamatzakis, E, Staikouras, C and Koutsomanoli-Fillipaki, N, Competition and concentration in thebanking sector of the South Eastern European region -Emerging Markets Review Volume 6, Issue 2 , 2005,Pages 192-209

[11]. Olteanu V., Marketing financiar-bancar, EdituraEcomar, Bucureti, 2003[12]. Shaffer, S. Patterns of competition in banking,Journal of Economics and Business, 56, 2004, pages287-313.[13]. National Bank of Romania (2011) Statistics report,[Online], Available at :http://www.bnro.ro/Statistics.aspx, [Accesed 20April2011]

[11]. Olteanu V., Marketing financiar-bancar, EdituraEcomar, Bucureti, 2003[12]. Shaffer, S. Patterns of competition in banking,Journal of Economics and Business, 56, 2004, pages287-313.[13]. National Bank of Romania (2011) Statistics report,

[Online], Available at :http://www.bnro.ro/Statistics.aspx, [Accesed 20April2011]

8 Elena Silvia Dinculescu

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