The Studies On Service Improvement Of Tianjin S Bank Based On Service Quality Model

Along with the arrival of the age of service economy, the market demands better banking services from financial institutions. Due to the facts of high similarity, the lack in protection of unpatented innovated products, and the easiness of imitating, the competitive advantages of outstanding products those banks used to promote to capture their share of the market, only stood transitorily until all banks started to realized that the differentia in service is the only way to secure their market position, the studies of service quality management system of commercial banks became the leading subject of conversation. However, historical causes and all other objective factors have caused great differences in service quality among banks:some have had a complete service quality managing system applied while others have just started. Doubtlessly, in the competition of financial services, in order to absorb clients and gain markets shares, and finally achieve profit maximization, financial servers would switch their motivation from " product focused" to " customer focused", and create their service and employees'behavior standard by tailoring clients' needs and principles.The thesis shows the study of the service quality management based on the logistics as mentioned above. Firstly, it appoints the environmental background of the existence of the idea of managing service quality for financial institutions, and it analyzes the characteristics and development trend of the area. Secondly, it solves the problem in the service management of commercial banks in China by conducting the "Service quality model". It gives an in-depth analysis in the type and causes of the 5 great disparities of the service quality, and it sets Tianjin S Bank as a study sample, it clearly shows the bank's efforts in upgrading service quality of the development process, its development status and existing problems. The author successfully expatiates complicated theories model by using easy-understanding descriptions, and helps Tianjin S Bank finding the cure of its problems on the issue and generates feasible improvements and actions.Researches has proven, that Tianjin S Bank needs to establish its leading position according to own characteristics and advantages, by assembling all resources and the constitution and administration of service quality calendar. Meanwhile, a corporate culture based on customers needs has to be built and carried out in order to inspire employees' positivity, as well as a mature service evaluation system with features which suits China local market that helps to improve service quality and brings more of benefits. This article is a summary of thoughts from years of experiences of the author herself working in management team at primary level of a commercial bank, through repeated practice on theory basis. The author specifies deficiencies of the service quality system, and produced useful and meaningful suggestions to commercial banking; it gives extraordinary ideas, specific and efficient methods to marketing and servicing for Tianjin S Bank and other relevant businesses.