Implementing Mystery Shopper Technique on the Bank of

Implementing Mystery Shopper Technique on the Bank of Palestine Prepared by: Fatin Abdallah Israa Hamdan Rana Mashaqi Zikrah Janajreh

Outline q Introduction § Description § Problem statement § Objectives q Methodology q Results & Analysis q Discussion q Conclusion q Recommendations

Introduction About the technique v Mystery shopper Technique: is an objective view to anonymously evaluate customer service operations, employee integrity, and product quality. v It can be implemented almost in every sector: internally, externally. v The team of evaluators may be the same people, continuously changing, or both. v Tools for implementing it: checklist, evaluation form. v Its importance mainly to increase customer intimacy. v It derives strength and weakness points.

Introduction About the Bank v Was founded in 1960, by Haj Hashem Atta Al Shawa. v 66 branch over Palestine, 4 main head offices were considered. v It employs a crew of more than 1800. v The employee is trained, employed after that get a contract.

Introduction Problem statement In this project BOP is considered to be the case under study for implementing the MS technique. Objectives q The main objective is to implement the MS technique on BOP to measure the quality of the overall performance. § Offer an assessment of employees’ performance on predefined and measurable performance factors. § Enhance the alignment between management’s performance expectations and actual store-level performance. § Improving the level of services provided. Develop workforce training.

Methodology All the evaluators were regular customers for the bank. § Prepare the evaluation scenario. § Selecting mystery shoppers. two teams (n 1 = 4, n 2 = 64), total visits = 80. § Implementing the mystery shopping technique. Distribute the evaluation form. Orient mystery shoppers. Schedule the visits. Collect the forms. § Analyzing the data. 26 Jan. – 16 Mar.

Results & Analysis Using SPSS – 17. q Overall performance. q Observations based on two different teams. q Observations for the four main head branches. q Observations based on schedule of visits (beginning, middle, end of month). q Observations based on time of visits (9 -10, 11 -12, 12 -1, after 1). q Observations based on type of service (teller, customer service). q Observations based on evaluators’ gender.

Results & Analysis q Distribution of sample visits according to different variables (factors). Variable Team Place of bank Service hour Type of service Schedule of visit (in month) Class Number of visits Team 1 Team 2 Ramallah Tulkarem Jenin Nablus 9 -10 11 -12 12 -1 After 1 Teller Customer service Beginning Middle End 16 64 20 20 19 16 25 20 43 37 22 34 24

Results & Analysis q Overall Means, Standard Deviations for the 5 dimensions No. Dimensions µean σ 1. Reliability 4. 34 0. 57 2. Assurance 4. 20 0. 58 3. Tangibles 3. 93 0. 51 4. Empathy 3. 93 0. 54 5. Responsiveness 3. 86 0. 60 4. 05 0. 44 Total degree

Results & Analysis q Means, Standard Deviations for the 5 dimensions & its each item. No. 1. 2. 3. 4. 5. No. 1. 2. Reliability = 4. 34 Suitable level of services is given by the employees. Employees start the procedures of services on time when it’s requested. Employees implement the required procedures correctly from the first time. No technical mistakes committed with customers. Receipts and payment voucher are given to customer when finishing the services. Assurance = 4. 20 Employees use modern technology with great professionalism & quickly. Security is considered when dealing with customers' information. Employees are skillful (High professionalism). Employees’ performance promote customers’ trust toward the bank. Customers’ privacy is considered while giving him/ her service. Tangibles = 3. 93 Bank’s location is suitable. Employees wear their uniforms& name tag. µ 4. 18 4. 35 4. 37 4. 20 4. 61 µ 4. 15 4. 33 4. 12 4. 27 4. 15 µ 3. 88 4. 50 σ 0. 85 0. 81 0. 76 1. 02 0. 53 σ 0. 81 0. 76 0. 80 0. 81 0. 87 σ 0. 98 0. 63

Results & Analysis q Observations of two different team’s analysis. No. Dimension µteam 1 µteam 2 1. Reliability 4. 36 4. 25 2. Assurance 4. 39 4. 16 3. Tangibles 3. 87 3. 93 4. Empathy 4. 19 3. 91 5. Responsiveness 3. 92 3. 86

Results & Analysis q Means for the items of the dimensions that are below average based on team 1 & team 2. Team 1 Team 2 T = 3. 87 R= 4. 34 A= 4. 20 E= 3. 93 No. µ 1. 4. 22 1. 4. 05 1. 4. 47 3. 81 1. 2. 4. 38 2. 4. 30 3. 87 2. 3. 4. 5. 6. 7. 8. 3. 50 3. 3. 80 4. 4. 38 5. 3. 88 3. 93 2. 44 - 4. 34 3. 4. 16 3. 88 4. 08 4. 31 4. 3. 83 4. 70 5. 4. 17 5. 3. 78 - - - 6. 3. 33 - - - - - -

Results & Analysis q Means for the observations of the four main head offices. No. Dimension µNablus µTulkarem µRamallah µJenin 1. Reliability 4. 59 4. 39 3. 55 4. 58 2. Assurance 4. 16 4. 21 3. 09 4. 57 3. Tangibles 3. 78 3. 90 3. 70 4. 20 4. Empathy 4. 01 3. 99 3. 65 4. 21 5. Responsiveness 3. 86 3. 97 3. 41 4. 24

Results & Analysis q Means for the items of the dimensions that are below average for the four main head offices. Nablus Tulkarem A = 4. 16 T = 3. 78 T = 3. 90 R = 3. 55 No. µ Ramallah A = 3. 09 T = 3. 70 E = 3. 65 No. µ Res = 3. 41 No. µ 1. 4. 05 1. 3. 10 1. 4. 05 1. 3. 50 1. 3. 85 1. 3. 55 1. 4. 15 1. 4. 20 2. 4. 35 2. 4. 75 2. 4. 15 2. 3. 75 2. 4. 10 2. 3. 75 2. 4. 00 3. 4. 15 3. 3. 70 3. 85 3. 60 3. 10 3. 95 4. 25 4. 4. 10 4. 3. 25 4. 3. 75 4. 3. 35 4. 3. 50 4. 3. 25 5. 4. 20 5. 4. 65 5. 4. 40 5. 4. 35 5. 3. 95 5. 3. 30 5. 3. 35 5. 4. 15 6. 3. 45 6. 3. 80 6. 2. 80 6. 2. 95 7. 3. 85 7. 3. 95 7. 2. 70 8. 2. 20 8. 2. 00

Discussion q Validation of the form: By calculating Cronbach Alpha = 0. 923 q Ranges for categorizing performance: 0 – 1 : Very poor. 1 – 2 : Poor. 2 – 3 : Moderate. 3 – 4 : Good. 4 – 5 : Excellent.

Discussion µeans of BOP overall performance 5 4. 34 Excellent 4. 2 4 3. 93 3. 86 Tangibles Empathy Responsiveness Good 3 Moderate 2 Poor 1 Very poor 0 Reliability Assurance This is the reference for the project.

Discussion Comparison between the means of the overall vs. team 1 & team 2 Excellent 5 4. 36 4. 34 4. 25 4. 39 4. 2 4. 16 3. 87 4 3. 93 4. 19 3. 93 3. 91 3. 92 3. 86 Good 3 Moderate 2 Poor Very poor 1 0 Reliability Assurance µean of team 1 Tangibles µean of the overall performance Empathy µean of team 2 Responsiveness

Discussion Tangibles items for Ref. vs. team 1 5 4 4. 5 3. 88 3. 87 3. 81 4. 11 4. 38 4. 35 4. 18 3. 5 3. 88 3. 83 3. 8 3. 93 3. 76 2. 81 3 2. 44 2 1 0 Q 1 Q 2 Q 3 Q 4 µean for Ref. Q 5 µean for Team 1 Q 6 Q 7 Q 8

Discussion 5 4 Reliability items for Ref. vs. team 2 4. 18 4. 22 4. 35 4. 38 4. 37 4. 34 4. 61 4. 7 4. 2 4. 08 Assurance items for Ref. vs. team 2 3 5 2 4 1 3 0 2 Q 1 Q 2 µ for Ref. Q 3 Q 4 µ for Team 2 Q 5 4. 15 4. 05 4. 33 4. 12 4. 16 4. 27 4. 31 4. 15 4. 17 Empathy items for Ref. vs. team 2 5 4. 48 4. 47 4. 2 4. 3 4 1 3. 88 3. 85 3. 83 3. 78 3. 42 3. 33 3 0 Q 1 Q 2 µ for Ref. Q 3 Q 4 µ for team 2 Q 5 2 1 0 Q 1 Q 2 Q 3 µ for Ref. Q 4 Q 5 µ for team 2 Q 6

Discussion q The items need to be developed from the perspectives of team 1 & team 2. Team 1 Tangibles 1. Bank’s location is suitable. 2. Employees wear their uniforms& name tag. 3. General appearance of the bank is clean, tidy & its facilities are comfortable. 4. Employees’ work place is organized & tidy. 8. There is enough parking lines especially for customers. Team 2 Reliability 3. Employees implement the required procedures correctly from the first time. 4. No technical mistakes committed with customers. Assurance 1. Employees use modern technology with great professionally & quickly. 2. Security is considered when dealing with customers' information. 3. 81 3. 87 3. 50 3. 80 2. 44 4. 34 4. 08 4. 05 4. 30

Discussion Comparison between the means of the overall vs. the four branches 5 4. 59 4. 34 Excellent 4 4. 58 4. 39 4. 57 4. 2 4. 16 4. 21 3. 93 3. 78 3. 9 3. 7 3. 55 Good 4. 2 3. 93 4. 01 4. 21 3. 99 3. 65 3. 09 3. 86 4. 24 3. 97 3. 41 3 Moderate 2 Poor 1 Very poor 0 Reliability Assurance µRef µNablus Tangibles µTulkarem Empathy µRamallah µJenin Responsiveness

Discussion Assurance items for Ref. vs. Nablus 5 4. 15 4. 05 4. 33 4. 35 4. 12 4. 15 4. 27 4. 25 4. 15 4. 2 4 Tangibles items for Ref. vs. Nablus 3 5 2 4 4. 5 4. 75 4. 11 3. 88 4. 15 4. 18 4. 65 4. 1 4. 35 3. 83 3. 45 3. 1 1 3. 76 3. 85 2. 81 3 2. 2 0 Q 1 Q 2 Q 3 µ for Ref. Q 4 µNablus Q 5 2 1 0 Q 1 Q 2 Q 3 Q 4 µean for Ref. Q 5 Q 6 µNablus Q 7 Q 8

Discussion q The items need to be developed from the perspectives of four main head offices. Nablus Assurance 1. Employees use modern technology with great professionally & quickly. 4. Employees’ performance promote customers’ trust toward the bank. Tangibles 1. Bank’s location is suitable. 4. Employees’ work place is organized & tidy. 6. Number of employees is enough to serve the customers. 8. There is enough parking line especially for customers. Tulkarem Tangibles 2. Employees wear their uniforms& name tag. µ 4. 05 4. 27 3. 10 4. 10 3. 45 2. 20 4. 15

Conclusion § The overall performance for the bank in general is good. § The observations based on two different teams, team 1 has Tangibles but team 2 has Reliability, Assurance and Empathy. § For the four main head offices it is resulted that the best branch is Jenin branch, Ramallah branch has the least performance. § For the schedule of visits it is noticed that the worst period is the beginning of the month, but the best period is the end. § In the time of visits the best time is (after 1 o’clock), while the least in performance are (9 -10) and (11 -12). § Based on the type of service it is noticed that tellers are better than customer services.

Recommendations Table. 24 Strength points Reliability 2. Employees start the procedures of services on time when it’s requested. Assurance 3. Employees are skillful (High professionalism). Tangibles 5. Documents given to customers (as account statements) are clear & organized. 6. Number of employees is enough to serve the customers. 7. Technological tools for customers to complete their services remotely is highly trusted. Empathy 2. Employees treat customers gently & respectfully. 3. Employees give full attention to customers during serving them. Responsiveness 1. Employees are enthusiastically ready to respond to customers' questions. 2. Customers are allowed to meet the manager at rush hours. 3. Employees give advice to customer regarding his/ her case.

Recommendations To build on strength points: § In order to keep the positive energy in the bank’s employee it is suggested to give them incentives. § Adopt programs or certifications. § Teach staff on 30 rule. § For online services set up an automated response. § Make frequent assessment for employees.

Recommendations Table. 25 Weakness points Reliability 1. Suitable level of services is given by the employees. 4. No technical mistakes committed with customers. Assurance 1. Employees use modern technology with great professionalism & quickly. 5. Customers’ privacy is considered while giving him/ her service. Tangible 1. Bank’s location is suitable. 2. Employees wear their uniforms & name tag. 3. General appearance of the bank is clean, tidy & its facilities are comfortable. 8. There is enough parking line especially for customers. Empathy 4. Same level of service is given to customers despite their appearance. 6. Employees whisper when they are talking during processing time. Responsiveness 4. Employees inform customers about new services & offers. 5. Queuing time for customers' is acceptable.

Recommendations To improve weakness points: § Banker training programs § Use mirrors for each branch so that customers won’t make attention for queuing time. § Keep up date with modern technology. § For future expanding it is recommended to take into considerations the location based on realistic measures. § Pay more attention for employees’ commitment specially in Ramallah branch. § Pay more attention for cleanliness and tidiness specially in Jenin and Tulkarem branches. § It is recommended to pay attention for informing customers with new offers and services. § It is recommended to study and reevaluate queuing time.

Thank you