Using specific examples, QoS gaps are identified and show how these gaps are addressed and managed. In the process, key service encounters, potential failure points, and the management of service failure and recovery are likewise discussed.
HSBC was established as the Hongkong and Shanghai Banking Corporation in 1828 in China to service the trading and business interests of the British Empire. Over the years, the bank has grown through acquisitions in Asia, the U.S., Latin America, and the U.K. to emerge as a dominant force in providing financial services in a globalised world.
In 1999, the bank decided to use one name (HSBC) with its familiar red and white hexagon corporate symbol to establish a uniform international brand identity that has become an increasingly familiar site the world over, with its motto "The World's Local Bank" to emphasise global reach whilst maintaining its familiarity with the needs of local customers.
At the end of 2003, HSBC launched "Managing for Growth", a strategic plan that provides a blueprint for growth and development up to the year 2008. Its strategy builds on HSBC's strengths and addresses the areas where further improvement was considered both desirable and attainable.
HSBC's strategic vision is to be the world's leading financial services company: preferred and admired by customers, dynamic in its profitability and corporate growth, and recognised for giving each customer a fair deal.
The bank will build on its strengths, what it calls its core values, which have been identified as follows:
Emphasis on long-term, ethical client relationships;
High productivity through teamwork;
Confident and ambitious sense of excellence;
International outlook and character;
Its strategy and core values are translated into strategic imperatives that cover the four customer groups already mentioned above:
Brand: make HSBC and its hexagon symbol one of the world's leading brands for customer experience and corporate social responsibility.
Personal Financial Services: drive growth in key markets through appropriate channels to make HSBC the strongest global player in personal financial services.
Consumer Finance: extend the reach of the business to existing customers through a wider product range and penetration of new markets.
Commercial Banking: make the most of HSBC's international customer base through effective relationship management and improved product offerings in all the Group's markets.
Corporate, Investment Banking, and Markets: accelerate growth by
This paper analyses the Quality of Service (QoS) strategy of HSBC, a global banking giant headquartered in London and with 9,800 branches (properties) in 76 countries and territories in Europe, Asia and the Pacific, Africa, and North and South America. Its 284,000 employees serve over 120 million worldwide customers who avail of the bank's range of financial products and services.
Service quality improvement is paramount especially in companies that deal with provision of services to clients. This is because it forms the main base of the organization’s competitive advantage. The competitive advantage is what assists a company to form a strong customer-base. Various companies use different approaches.
The author states that to regulate service delivery, supervisors tend to enforce procedures and rules on the staff to restrict their discretion and autonomy. These similar procedures and rules are envisioned to restrict the magnitude of service delivered for the client and the subsequent absence of customization.
Reflective Essay [Author] [Instructor] [Course] [Dated] Reflective Essay A prominent Motor Company which has achieved excellence in its performance and has improved its quality outcomes around the globe is one of the best companies is Ford Motor Company. If we see its growth towards the excellence from the beginning till end, we will come to know that it has gained maximum number of achievements than the other competitive companies.
This involves meeting the customer's service expectations and making sure their organisation exceeds quality expectations.
Service organisations have to do things right all the time in terms of satisfying customers and setting competitive pricing structures.
The introduction of quality in the managerial agenda has progressed gradually from being an organizational function to the more recent and ambitious goal of describing the characteristics of quality-oriented organizations.
To achieve our service goals we imbibe a two phase service strategy. We believe that in order to effectively service our clients we first need to have perfect internal coordination, and this is the objective of the first phase of our service strategy. As a corporate health organization we make it a point to imbibe the corporate culture in our internal functioning as well.
ith listings on the London, Hong Kong, New York, Paris and Bermuda stock exchanges, shares in HSBC Holdings plc are held by nearly 200,000 shareholders in some 100 countries and territories. The shares are traded on the New York Stock Exchange in the form of American Depositary
The ‘quality revolution’ has been promoted within the manufacturing and service industries because the management realized that customer retention and market share growth are highly dependent upon the quality of the products/services provided.
Today’s hospitality service marketing landscape is transforming swiftly. The introduction of novel channels of distribution and trends has made additional options available to actually personalize a stratagem to suit the requirements of the company’s property. It has been
9 pages (2250 words)Essay
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