Customer Service

CCDC optimized business procedures and promote specific overseas customer services. In accordance with the principles of submitting materials uniformly, simplifying and clarifying the processing procedures, CCDC worked with China Foreign Exchange Trade System (CFETS) and Shanghai Clearing House (SHCH) to formulate and release the Operational Guide on Networking and Account Opening Process for Overseas Institutional Investors in the Inter-bank Market in both Chinese and English to provide services for overseas central banks, international financial organizations, sovereign wealth funds and other overseas institutional investors in account opening and networking in the inter-bank bond market. It also led the draft of the Research Report on the Mechanism of Specific Services for International Customers. It worked with market authorities, 13 overseas central bank institutions and 3 global custodians to hold the Forum on Overseas Central Bank Institutions in Inter-bank Market Business. By cooperating with the Deutsche Bank, Bank of China, and the Industrial and Commercial Bank of China, CCDC paid a visit to Australia and New Zealand to carry out the China Inter-bank Bond Market Foreign Investors Promotion and Exchange meeting. It also visited the central banks, market intermediaries, foreign investors and overseas branches of Chinese banks in both countries, introduced the inter-bank bond market to foreign investors, and provided specific services for overseas customers

Based on the customer manager system, CCDC strengthened management and maintenance of customer relationship. According to the work plan of client managers of different sectors, CCDC specified the individual duties of customer managers of the Customer Service Department, and, according to regulatory authorities, divided customer managers to report to different regulatory authorities and serve different sectors. It also carried out various forms of business exchanges with customers. In 2015, CCDC visited customers from 70 institutions including state-owned commercial banks, joint-stock commercial banks, foreign banks, trust companies and finance companies, and released 24 brief reports on customers and customer-related work. In the same year, CCDC continued to implement the company’s customer service joint meeting system, and constantly improved the company’s customer service approaches and service quality.within the company, and renewed its customer Q&A database.

CCDC innovated the customer service hot-line model, and build the phase II of its phone platform. Taking “full participation and taking turns on duty” as the principle, CCDC ensures that more than 2 people are on duty per shift. It also improved the duty reporting system according to the market situation each month. At the same time, in response to the extension in the operation hours of HVPS, CCDC established a night shift system to ensure uninterrupted customer hot-line services. In 2015, there were a total of 23,000 customer service hot-lines, or a monthly average of around 1,900. CCDC also led the building of the phase II of its phone platform, organized skills training within the company, and renewed its customer Q&A database.

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