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PART I: INTRODUCTION
CALL CENTER
In 2015, Call Center’s Voice Guidance System
was simplified. The system started to recognize
customers from their phone numbers, welcome
them with their names and simply their card
password entry. As such, customers could
connect to customer representatives in a shorter
space of time and complete their transactions
more quickly.
Instead of the external software used to support
customer representatives in transactions,
the Bank launched its in-house software and
managed to cut licensing costs. The number of
customer representatives was increased and
the call response rates were improved. Service
quality was boosted as a result of intense
customer representative training programs.
In 2016, further investments will be made
to the human resources and technological
infrastructure of the Call Center so as to
improve the call response rates and speed.
Furthermore, plans were made to enhance the
role of the Call Center in the Bank’s marketing
and sales operations.
ATM
In 2015, the Bank continued the efforts initiated
in 2013 to expand the ATM network and
modernize the current ATMs. The total number
of ATMs deployed rose from 3.197 in 2014 to
3.576 in 2015, in an increase of 12%.
As part of efforts to modernize the current
ATM stock, the number of cash deposit ATMs
increased 35% from 2,298 as of year-end 2014
to 3.093 as of year-end 2015. In parallel to the
rise in ATM numbers, the number of financial
transactions intermediated by ATMs rose by
12% over prior year.
In 2016, as in previous years, efforts to
modernize and increase the number of
ATMs will continue.
On the other hand, the ATM software was given
a complete overhaul and the new software was
put to the use of customers. The new software
gives customers a wider transaction menu to
choose from. The new software also allows the
Bank to monitor and repair ATM breakdowns in
a more efficient way and in a shorter space of
time.
The Bank plans to complete all the aspects of
the new software and run this software in all
the ATMs in the field in 2016.
Cognizant that ensuring the seamless
functioning of ATMs requires monitoring not
only the hardware but also the cabins which
include power systems, air conditioners and
UPS, the Bank procured software and hardware
which enable the centralized surveillance of out-
of-branch ATMs and initiated pilot studies.
The efficiency of the project will be monitored
in 2016. In case the results turn out to be
satisfactory and efficient, it will be extended to
all out-of-branch ATMs.
CUSTOMER SATISFACTION AND CUSTOMER
DEMAND MANAGEMENT
In order to manage customer demands,
suggestions and complaints communicated
round-the-clock through various contact points
(branches, call center, web page, post, social
media posts, internet sites etc.), the customer
demand management scheme was given an
overhaul in early 2015, the number of employee
was boosted and service quality was enhanced
through employee training programs.
With a view to measure customer
perception of products and services,
customer satisfaction surveys were
organized for the first time at the Bank.
Viewing customer feedback as an opportunity
to improve its services, VakıfBank periodically
evaluates these statistical results at committees
across the Bank, as well as the Board of
Directors meetings. Reports on customer
demands and questionnaire results are issued
and shared with all users on a monthly basis;
while three-monthly meetings are held with
relevant business units to restructure the Bank’s
systems and processes in such a way so as to
enhance customer satisfaction. Accordingly, the
Bank not only resolves individual complaints but
also performs general improvements to products
and services with a view to further increase
customer satisfaction.
