COMMERZBANK AKTIENGESELLSCHAFT

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Commerzbank AG
tions are subject to a greater risk of being used for illegal purposes. This group includes pri-
vate individuals who hold or have held important public office as well as their direct family
members and other related persons. Under the “know your customer” principle, the Bank
makes global checks to determine whether a customer should be classified as politically
exposed.
Private Customers and Mittelstandsbank
Commerzbank greatly expanded its product range of sustainable products and services for
private and corporate customers. “Solarlight” is a simple type of funding for corporate customers
that allows them to become more independent of electricity price rises by operating
their own solar plant. One of the Bank’s subsidiaries – Commerz Real – offered interested
customers several attractive closed-end solar funds, and these were quickly fully subscribed.
Commerzbank started its own information campaign on sustainability and sustainable financial
investment for Wealth Management customers.
To help measure customer satisfaction, the Private Customers segment carries out a
monthly telephone survey to assess customers’ willingness to recommend the Bank. In addition,
since June 2011, customers have also been surveyed about the reasons behind their
positive or negative recommendation so that the Bank can obtain useful information about
the customer’s satisfaction or dissatisfaction. The results of the survey show that advisors
and service are key success factors for customer satisfaction. Customer satisfaction as a
quality benchmark was also included as a factor for the variable compensation for key employees
in Private Customers in 2011. This will be the case for all sales staff in the Private
Customers segment from 2012. A support tool known as “integration tracking” was created
to determine how customers experienced and rated the merger of Commerzbank and
Dresdner Bank. The Bank also uses the customer barometer for an annual baseline study to
determine the loyalty of its customers and identify which aspects of its service are important
to customers and how they rate the Bank as a result. It shows that customer loyalty to Commerzbank
is good overall compared to the competition, but that it could be higher.
We carry out a telephone survey of our Mittelstandsbank customers at least once a year to
determine their satisfaction with the Bank and the whole range of services. Measures from
our special “Market leader” growth programme are also aimed at enhancing customer satisfaction.
This programme systematises and bundles existing customer feedback channels so
that customers reach the right contact partner even faster. The focus here is on complying
with uniform quality standards in customer satisfaction management, introducing active information
management and increasing service quality from the customers’ perspective. A
range of additional measures is also being implemented to improve the quality of advice to
help achieve more positive effects. The high levels of customer satisfaction, even during the
integration phase of Dresdner Bank, confirm we are on the right path.