BBVA in 2012

South AmericaIn 2012, a common system at regional level has been developed, based on four core elements:• Implement the NPS corporate architecture in all the businesses, with continuous systematicmeasurement to check customer experience and identify the results of the improvementsimplemented at the process and customer care level.• Design/review experiences that are gratifying for the customer, developing and implementingcustomer care protocols in the branch networks, particularly at key moments such as thearrival of a new customer or claims management.South America:standardizedmodel for aregion that isclearly growing• Improve quality performance in the network, including customer referral in the system ofincentives, and carrying out priority monitoring of quality indicators.• Boost the culture of quality and customer experience, based on the definition of what serviceand customer commitment means, by developing a training plan for quality in customerservice skills and implementing tools aimed at identifying quality actions.With respect to the last point, in 2012 progress was made in the deployment of the “QualityCulture Model for South America”. Focused on the value proposition, role modeling, tools andtraining, this model has a twofold objective: First, to make the head office aware of customerneeds, and second, to provide the branch network with appropriate and sufficient resources tomanage quality.MexicoThe quality strategy in this area for 2012 and 2013 is focused on improving the customerexperience at any of the points of contact they choose and/or use: Bancomer.com, LíneaBancomer, the branch network, ATMs, “practicajas”, kiosks, etc. The following lines are taken intoaccount:• Flexibility and speed.• Friendliness and service attitude.Mexico: improvecustomerexperience at thepoints of contact• Infrastructure.In 2012, BBVA worked on the following in Mexico: training, through e-learning courses dealingwith quality and service; implementation of the “Sucursales Limpias” (Clean branches) program;distribution of quality materials and tools; and introduction of the “router” position, etc.In 2013, the Quality Plan in this area aims to boost a change in service culture in order toimprove customer satisfaction. It will include behavior such as: friendliness, correct advice tocustomer, consistency, empathy and quick service.Service models have been generated to comply with the above, and they will be implemented inthe branch network. At the same time, we are working in cutting waiting time. Pilot schemes forticket dispenser queuing systems have been carried out, and they are planned to be expandedto 430 branches. This will give customers the new experience of announcing their arrivalthrough an electronic touchscreen that prints the ticket on entry to the branch and offers avariety of possible services (cash desks segmented according to customer needs).Other targets for 2013 are: to reduce the number of complaints, bring the resolution mechanismcloser to the point of contact and reduce response times; bring the Línea Bancomer servicemodel in line with that of the bank; provide correct advice on any subject; standardize thecustomer service and care protocols in insurance; readdressing certain clients to othersegments; and, as part of customer insight, rethink the existing indicators according to a morecustomer-based vision.Primary stakeholders31