Term Paper: Customer Service as Adopted

Pages: 9 (2524 words)  ·  Bibliography Sources: 1+  ·  Level: College Senior  ·  Topic: Business  ·  Buy This Paper


[. . .] In the U.S. customer centric management in banking is critical for all banks as the U.S. bankers believes that it is better to keep more customers than concentrate on only a few. The basic aim is to meet customer expectations of all kinds so as to develop a large customer base. Whether banking is done online or off line customer winning is done through trust, speedy service and variety of services available for all kinds of needs. On the other hand, the Chinese banking environment greatly differ from the U.S. bankers. Chinese are more cautious in offering credits to counterparts; they are more concerned with retaining a few "big" customers than accumulation of all kinds of clients; and the Chinese banking is cautious of clients' ability to return loans rather than giving loans. This turns the concept of customer service excellence to an entirely different dimension.

Unlike the U.S., the Chinese bankers are keener on considering the kind of production these customers provide them instead of how large a pool of investment they provide through a customer base. The differences of the attitudes of the Chinese bankers and those of the U.S. bankers thus greatly contradict the way they do banking. Any U.S. company that is based in China therefore has to consider the risks involved in keeping customers that would give business to the bank and those that do not. Strategies therefore have to cater to the needs of the organization and not of the customers. Customers becomes secondary but yet has the bargaining power of dictating the terms and conditions for the kind of service they want from the bank. Thus, in China customer competencies is the main focus instead of their expectations.

2. Customer service provider tier

Another aspect of the service industry is the second tier where the deliverer is in direct contact with the customers. At this tier, the key component of success includes the employees who are responsible for the deliverance. At this level service characteristics play an important role in making the right impression on the customers in presenting an effective and efficient organization. They are the contact point between the internal and the external environment therefore acts as the window to it. According to Schneider and Bowen [1995] these individuals play the role of the impression managers and gatekeepers. Service organizations that want to maintain a high level of customer satisfaction concentrate on training these boundary tiered representatives to cater to the needs of the customers while those who wants to merely present a satisfactory front often concentrate on strategies for making available the services instead of on the service quality. This is where the U.S. And the Chinese bankers differ. Chinese managers concentrate on the services that are available, which is often limited in their scope than not while in the U.S. bankers concentrate on information deliverance and act as the gatekeepers. Although the Chinese could be considered to be at the rudimentary by Western standard in customer deliverance nevertheless, their attitudes and the way they manage banking transactions resonate their culture.

Thus, for the U.S. banker's greetings and a friendly smile and prompt information deliverance is more important as compared to the kind of accounts that the bank is willing to provide. But as China is realizing that commercial banks are having more scope instead of specialized bank, the attitudes of the service providers are changing too. According to a report on Chinese banking industry [Clifford and Balfour, 2002], Chinese banks are becoming more conscious of the uselessness of specialization whereas in the U.S., specialty is more the norm where employees are rewarded for their unique ability to deal with tough clients and to motivate them to use their creativity to deal with clients on a one on one basis.

3. Coordination tier

Lastly, the most important element for the success of any organization is the coordination of the functional departments within that organization. The Tier theory proposes that there is no distinction between departments. Instead all departments work in harmony through the coordination tier so that it creates a community oriented environment for servicing. Each one department supports the others and overall they all support the strategic element of the organization. In a banking environment for example this has to be the coordination between the credits, commercial banking, marketing, human resources and operations departments to create a service climate in the organization. It has been observed that in the U.S. there has been a gradual trend for such coordination. In Earley and Erez [1997] the authors have given the example of Saturn. The banking industry is no different to this concept as more and more banks are realizing the importance of team efforts whereas in the Chinese banking sector specialization have separated the various functions as well thereby creating a gap between the departments. Thus, this makes the promulgation and progress of service oriented environment difficult to thrive in.

4. Conclusions

From the above discussion it can be concluded that customer service in a global environment can be interpreted differently as given by the example of banking in the U.S. And China. While each has a valid stance in pursuing their respective organizational strategies nevertheless it can be noted that China does not conform to the U.S. conceptual framework for customer service excellence. AU.S. based company that anticipate to become a part of the local banking industry would have to understand the Chinese banking culture thoroughly before it can succeed in it.


Earley, P.C. And Erez, M. [1997]. The Transplanted Executive: Why You Need to Understand How Workers in Other Countries See the World Differently. New York: Oxford Univ. Press.

Schneider and Bowen [1995]. "Winning the Service Game" from Building a Winning Service Organization.

Gabriel, S.J. [1998]. Is Banking Reform in China Still on Track? Essay No. 11, November Issue at http://www.mtholyoke.edu/courses/sgabriel/economics/china-essays/11.html

Clifford, ML and Balfour, F. [2002]. Business Week International Editions: Asian Business: Chinese Banks: OPEN SEASON., Business Week, pp 22.

Barshefsky, C. [2001]. China and the World Trade Organization: Congressional Testimony. [END OF PREVIEW]

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