Research On The Improvement Of Family Trust Service Quality Of Jinan Branch Of J Bank

Over the past forty years of reform and opening up,China’s rapid economic development has promoted the fast accumulation of residents’ wealth.In the current social context of the huge demand for wealth inheritance,family trust,which is an important financial tool for family wealth planning and risks isolation,has become a must-have for commercial banks to develop private banking business.J Bank has been in a leading role in the industry since its launch of family trust advisory services in 2012.However,in recent years,the growth rate has significantly slowed down compared to the same period.The business development of J Bank’s Jinan Branch Private Banking Center has not been ideal in recent years as well and the growth rate of key indicators such as management scale,the number of establishment,and asset allocation rate have not reached the provincial average level.The depth of business expansion urgently needs to be improved.High net worth customers attach greater importance to service quality.How to keenly capture the gap between customer service expectations and actual perception,and provide deep personalized services,has become an important research topic that banks must face.In the process of evaluating service quality,this article first elaborates on the current development status of J Bank’s family trust business services,and then analyzes the business status of Jinan Branch from three dimensions:business scale,service team composition&business responsibilities,and service process.In order to effectively evaluate the quality of family trust business services,this article divides family trust services into two stages:architecture establishment and service delivery from the perspective of the entire lifecycle.The evaluation team selected specific evaluation indicators and set weights based on the five dimensions and 22 questions of the SERVQUAL original scale,then combined with service characteristics to form a revised SERVQUAL scale.And the Analytic Hierarchy Process was used to determine the weights of the two-stage secondary indicators.A questionnaire survey conducted on existing family trust customers concluded that overall,the perceived service level of customers in the two stages is roughly equivalent to their expectations,but the service delivery stage scores are significantly lower than the architecture design stage,indicating a decrease in overall service quality during the continuous service process.Additionally,there is a significant gap between the expected level and the detailed evaluation indicators in the dimensions of assurance and responsiveness,and there is significant room for improvement.At the same time,customers with different financial strength have different focus,and the potential needs of customers with larger wealth have not been met,resulting in a significant gap between the professional quality of the team and the level expected by customers.Based on the feedback from the two-stage service quality evaluation,in order to further identify the reasons and potential needs of customers,this article designs open-ended questions for 14 three-level indicators(including 4 in the architecture establishment stage and 10 in the service delivery stage)that are below the benchmark score of 5 points.Through in-depth interviews,11 family trust business managers,customer managers,and typical customers were surveyed to identify the reasons for the service gap.Based on the SERVQUAL model’s five dimensions(reliability,assurance,empathy,responsiveness,and tangibility),targeted service improvement strategies for two stages were proposed.In order to ensure the smooth implementation of corresponding measures,the essay provides guarantee measures from four aspects:organization,resources,innovative culture,and financial technology,which will help Jinan Branch of J Bank maintain a continuous leading position in the industry.