How the Research Was Conducted
The research used a descriptive
qualitative approach to examine complaint handling at Bank BNI
KCU Cirebon, a branch with an active BNI Emerald customer base. Data
were collected through:
·
In-depth interviews with two BNI Emerald
priority customers
·
Interviews with a Relationship Manager
and a Customer Service officer
·
Direct observation and analysis of internal
service documents
The analysis was guided by established
indicators of service effectiveness—including goal
achievement, timeliness, work quality, and customer satisfaction—and by widely
used complaint handling criteria, such as speed, fairness, and
transparency.
Rather than measuring satisfaction
through surveys alone, the study focused on customer experiences and
perceptions to capture how complaint services are actually felt by users.
Key Findings from the Field
The study reveals a consistent gap
between formal procedures and customer experience.
· Procedures exist, but effectiveness is
limited BNI Emerald complaint handling follows clear operational
steps, from complaint reception to internal evaluation. However, customers
report that the process does not consistently deliver a premium experience.
· Slow follow-up undermines trust
Initial responses to complaints are generally quick, but resolution and
follow-up often take too long. Multi-layered internal escalation and limited
personnel contribute to delays.
· Inconsistent service quality
Customers reported administrative errors and uneven service delivery. These
mistakes reduce confidence, particularly among priority customers who expect
accuracy and reliability.
· Transparency remains weak
Complaint status updates are not always provided proactively. Customers often
receive information only after asking, which creates uncertainty and
frustration.
· Fairness is not fully perceived
While staff follow standard procedures, customers do not always feel the
outcomes are fair because the resolution process is not clearly explained.
Overall, the study concludes that BNI
Emerald’s complaint services are procedurally compliant but not yet
effective from the customer’s perspective.
Implications for Banking Practice and
Policy
The findings carry important lessons
for banks serving premium customers.
For bank management,
the study highlights the need to align service promises with actual delivery.
Premium branding must be supported by faster resolution times, consistent
service quality, and proactive communication.
For relationship managers and
customer service teams, the research underscores the importance of
transparency. Priority customers value detailed explanations and regular
updates, not just final outcomes.
For regulators and
policymakers, the study reinforces the role of complaint handling as a
key indicator of service quality in government-owned banks. Improving complaint
effectiveness supports broader goals of public service reform and consumer
protection.
More broadly, the research shows that
in the era of digital banking and high customer awareness, complaint handling
is not merely a corrective function. It is a strategic tool for maintaining
loyalty, reputation, and long-term relationships.
Academic Insight
According to Siti Khumayah
of the University of Swadaya Gunung Jati, effective complaint handling must be
experienced, not just implemented. In ethical paraphrase, she explains that
priority customers judge service quality based on speed, clarity, and
consistency. When communication is slow or unclear, even well-designed
procedures fail to create satisfaction or trust.
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