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Quality

Quality

Ever-increasing excellence

Against the backdrop of regulatory changes, Bankinter has once again spared no efforts in the permanent pursuit of excellence and improved its results in most quality indicators.

In 2017, performance remained very positive in terms of service quality in the different customer service and remote channels:

NPS branches and manager (cumulative annual data)

Against the backdrop of regulatory changes, Bankinter has once again spared no efforts in the permanent pursuit of excellence and improved its results in most quality indicators. The level of quality perceived by customers, measured using the Net Promoter Score (NPS), increased in 2018 by 21.7% and is now 36.5%. In 2018, the quality perceived by customers improved in all segments and commercial networks at the bank. 73% of centres in the Commercial Branch Office improved the quality perceived by customers.

At the same time, the number of customers who recommend the bank, providing a score of 9 or 10 (on a scale of 0 to 10) increase by 10.7%, to 47.7%.

NPS digital channels (cumulative annual data)

The positive evolution of quality levels at Bankinter Portugal is also sustainable, where, over the course of 2018, the same internal service and customer quality management platform as in Spain was rolled out. Bankinter Portugal significantly improved the level of quality perceived by customers and its NPS reached 21.6%. Furthermore, the percentage of prescribing customers grew to 41%.

The outlook for 2019 appears to be dedicated to pursuing excellence, both with customers and internally, to maintain the positive score compared to other institutions in the financial sector in Spain and Portugal. In particular, the objectives are as follows:

  • Support digital transformation projects. The online measurement of the customer experience will be expanded on different platforms and mobile devices to improve the functionality of each application.
  • Enhance the measurement of internal experience of employees with the operating procedures at the entity.
  • Support business, support and operations centres to improve service quality and internal and external customer service.
  • Perfect management information obtained from customer and employee surveys to speed up the implementation of improvement initiatives throughout the entity.

In terms of the objective quality of the commercial network, which is measured using the mystery shopper approach, in 2018, the commercial network in Spain obtained a score of 8.2 out of 10, compared to 7.8 in 2017. The average for the banking sector was 7.2. In Portugal, Bankinter also boasts an outstanding difference at the head of the sector.

These data confirm that Bankinter maintains a high level of objective quality in its commercial network, helping the company to stand out in terms of customer service from the rest of the sector.

Internal quality

Progress has also been seen in the internal quality indexes of the different departments. The score for quality experience at the Branch Network gathered by Central Services increased by 3.9 points,, at 12.8%, with net satisfaction (NSS) at 34.7% (in part, following the implementation of 243 improvement measures to enhance internal customer satisfaction); at Bankinter Portugal, internal quality has also improved notably, with net satisfaction standing at 14%.

 

Evolution objective quality in commercial banking networks vs objective quality financial sector
Bankinter · 2018 Annual Report 95 Evolution objective quality in commercial banking networks vs objective quality financial sector Central service quality (accumulated figures)

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