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the competition. Given the fast development ofinfrastructure in the banks in terms of advancementin the technology, setting up of more efficient e-deliverymodels, institutionalisation of the concept of centralisedmarketing and sales and several other customer centricsettings made a difference in the way banks serve thecustomers. Though a lot of development has taken placein inculcating a culture of customer centricity in banks,still a lot needs to be done to tap the emerging potentialityof the changing demographic profile. Thus in the postreforms era banks could put in place a robust servicearchitecture comparable to international peers creatinga facilitating customer service environment. Moreover,as part of Financial Inclusion efforts, a strong networkof Banking Correspondents was employed to provideeasy and convenient access to banking services. Theseextended touch points helped in providing services atremote locations.c) Customer needs are dynamic :At the same time banks need to understand that asIndian economy gets more closely integrated with theglobal market, the customers too experience a higherstandard of service that changes their perception aboutthe service. Banks therefore should be able to upgradetheir capacity and service orientation accordingly.While banks are set to embark on taking the quality ofcustomer service to the next level, it is necessaryto keep in mind that customers too are operating in ahighly dynamic and well integrated financial marketsoperating in a cross country environment. Hence, theirneeds also are set to change fast. The bench markof expectations of service levels keeps moving up. Thequality of service that satisfies a customer today maynot satisfy the customer wants of tomorrow more sofor younger generation of customers. Banks thereforeneed to reinvent their service level standards to remaincustomer focused. A given level of product profile andservice may not be able to meet the needs of customersat different points of time. Hence, to my mind, a set ofbroad strategies will have to be designed in the mediumto long term to stay closer to customer aspirations and tocontinue to win the customer confidence that can be thecompetitive differentiator. In framing customer servicespecial featurerelated policies banks should keep in mind, the changingoperating environment, dynamics of customer needsand enabling tools in the banking system. Customerservice has broadly two building blocks. One is theoperational part dependent on technology processes,procedures and the efficiency of infrastructure and theother is the softer part comprising the human element,the emotional value, demonstration of care & concern forthe customers. Putting these tenets of customer servicetogether the strategies could broadly centre around thefollowing :1. Create a culture of operational excellence :Banks need to highlight the significance ofmaintaining the operating enablers such ashardware, software, backup gadgets in their bestperforming conditions as an organisational policy.The service level agreements, response systems,trouble shooting etc. have to be planned and kept inimpeccable condition which can go a long way inimpressing image and to build customerconfidence. The fall back systems and disasterrecovery plans should be put in place. A businesscontinuity plan will also be essential to movetowards operational excellence. Having movedfrom legacy system to core banking, the workflows,procedures, housekeeping systems and otheroperational intricacies will have to be aligned withthe computerised environment to derive its fullsynergy. Neither the people nor the systems alonecan provide satisfying experience to customers.Optimum application of technology and humanintelligence will have to work in tandem to reducethe turnaround time and to enhance operationalefficiency. Better aligned processes and operatingprocedures need to be reinvented to adapt to thecomputerised environment to derive the full synergyof the evolving architecture.Over the years technological innovation in bankingwas meant to achieve a broader reach in terms ofproviding efficient consumer banking and continuedits emphasis on inclusive growth. Further in order tomeet the demands of households and businesses,movement from 'class' banking to 'mass' bankingThe Journal of Indian Institute of Banking & Finance October - December 2011 9