BancorpSouth
Randy Burchfield, SVP of Marketing

"BancorpSouth has utilized CSP’s customer-based mystery shopping program for a number of years. One of the key metrics that we track is the correlation between branch performance and production and branch performance scores as measured by the mystery shop program. We find that as our branches work to improve their performance scores, their overall performance improves as well. CSP’s mystery shop program and performance management system gives us a tool to help improve our customer service and ultimately retain and grow our customer base."

Astoria Federal Savings
Brian Edwards, Senior Vice President

"CSP’s customer-based mystery shopping process provides Astoria Federal with real-time, actionable data from our real customers with real transactions. The customer feedback is immediate, objective and unbiased and it covers our entire network of branch offices. This process gives us a complete 360 degree view of our bank, our bank employees, our customers and details about the bank environment that we need in order to change behaviors and improve our level of service to our customers."

BOK Financial
Mike Nation, Senior Vice President

"Bank of Oklahoma’s (BOK Financial) primary customer feedback strategy is to make as many unique customer contacts as possible throughout our entire branch network on an ongoing basis. Customer Service Profiles’ Post-Episodic Telephone Survey process does an excellent job of sampling our customer base, making immediate contact after a transaction and effectively reporting the results."

Fairfield County Bank
William DeMichiel, Senior Vice President, Sales Management

"Fairfield County Bank’s commitment to providing clients with outstanding service is one of our most important core values. With the assistance of our partner, CSP, we regularly monitor our customers’ service quality experience and look for ways to improve our delivery. Their customer-based methodology is a proven system for measuring feedback. We utilize mystery shops, post-episodic surveys and loyalty studies to gather the service quality data we need to coach and develop our financial service professionals. In addition to the service quality data we receive, our branch managers regularly use the STARS program materials developed by CSP to help with employee development. We are quite pleased with the support we receive from the CSP team, and look forward to our continued association."

United Community Bank
Craig Metz, EVP of Marketing

"At United Community Bank we believe that service is our distinction and it is why we call ourselves - The Bank that Service Built®. We also understand that satisfied customers buy more products and refer their friends and that helps us grow our bank and improve economic performance. We believe that it is vitally important to consistently measure our customer satisfaction and to have a program to improve our customer service performance at all contact points. CSP’s Employee Performance Process is the best solution in the marketplace!"

UMB Financial Corporation
Peter Ingles, Senior Vice President Call Center Operations

"At UMB, it is important for us to receive immediate feedback from customers who recently interacted with one of our CSR’s from our call center operation. We provide CSP with a file that contains recent transactions and they do the rest. CSP offers an outstanding post-episodic telephone research service that provides excellent customer satisfaction feedback from recent interactions with our call center. The surveys are complete and very thorough and CSP ensures that the feedback is obtained from customers throughout our entire bank network. We are extremely pleased with the results and service we receive from CSP."

Nevada State Bank
Jennifer Kelsey, Vice President

"Customer Service Profiles’ Customer Loyalty Index Benchmark helps us measure the loyal tendencies of our customers and to compare our scores to our competitors. A great value!"

Case Study: BankSouth.

Situation.
Through an initial benchmarking study with Customer Service Profiles, BankSouth discovered that it was dramatically underperforming when it came to customer service. Scores from the benchmarking study revealed that overall only 74% of their customers were satisfied with the service they were receiving. At some contact points, scores were as low as 66%.

Objectives.
Improve customer service performance in all branch offices and direct banking departments. Achieve a minimum customer satisfaction level of 85%.

Strategies.
Primary strategies included (1) a mystery shopping program utilizing 1,500 BankSouth customers; (2) employee training, including ongoing refresher courses, booklets and cue cards; (3) an incentive program for branch and regional managers.

Results.
Just 14 months later, a follow-up benchmarking study revealed that customer satisfaction scores had improved across the board. Overall customer satisfaction had increased to 92%. All branches and departments exceeded the 85% goal. And the most underperforming department from the original study, personal banking by telephone, had become the highest performing - increasing customer satisfaction from 66% to 96%.