Service Brand

CHALLENGE ON KBANK’S SERVICE EXCELLENCE

By Natnicha PRACHAKITTIKUL (ETU20150043)
MSc in International Luxury and Brand Management
ESC Rennes School of Business

Abstract
Many people have doubt about KASIKORNBANK (KBank) service. As double standard still remains in KBank branch services, it is urgent need for KBank to improve its services in order to meet its commitment “Towards Service Excellence (at every level)”. In this essay, five features of service, 7Ps service marketing mix, and SERVQUAL model are chosen to analyze the service trend and KBank services. In addition, actions on such strategies such as service mind training, the move of affluent customer lounge, and online application form are recommended to achieve
KBank vision and enhance brand equity. However, latter action may cause a negative consequence on internet fraud.

Challenge on KBank’s Service Excellence
Introduction
KASIKORNBANK PCL. or KBank is one of the big four commercial bank in Thailand. With the aims of being the strongest, the most innovative and the most proactive financial institution in serving customers, KBank has tried hard to continue improving its services quality. Despite numerous accolades, KBank tagline of “Towards Service Excellence (at every level)” seems to be just the words because of the limited tangible evidences. Therefore, this essay aims to analyze the definition of service brand, the reasons why KBank should be recognized as service brand, the suggested actions to improve KBank services associated with the consequences on customerbased brand equity and legal and ethical issues.

Part 1: Definition of service brand
A definition of services, defied Quinn (1987, cite in Valarie, A., 2009, P.4), is that ‘services are all economic activities whose output is not a physical product or construction, is generally consumed at the time it is produced, and provides added value in forms (such as convenience, amusement, timeliness, comfort, or health) that are essentially