Through our brand, we can connect to more people and companies while, at the same time, reflecting our resilience and commitment to our stakeholders. Our innovative tailormade and easy to use products and services help differentiate us within the market.
Interactions with our Customers
We focus on forging trust-based relationships with our customers in order to earn their loyalty by adapting to their needs, meeting their expectations, and improving their experiences.
One channel we use to communicate more directly with them is our social networks, where we share information relating to financial education, scholarships and sustainability, among other issues.
We have different communication channels that are coordinated by our Central Customer Service and Assistance Unit. The comments we receive highlight our areas of opportunity and allow us to ensure we offer outstanding customer service. We have the following channels:
Our main priority is to listen to our customers to identify possible areas of opportunity, which gives us an outstanding opportunity to streamline our products and services and, as such, their experience and satisfaction with us.
During 2022 we carried out the following programs:
| Name of Program | Description |
|---|---|
| Memorable experiences | Generate memorable experiences for clients of large segments in order to create loyalty, increase Santander brand recognition and improve customer service satisfaction. |
| High income segment identity | Raising awareness, strengthening and improving the experience of high-income customers to publicize the benefits and create the identity of the select Segment, as well as improvement in investment processes. |
| SME segment identity | Raising awareness, reinforcement, and improvement in the experience of SME clients to create identity with the segment. Likewise, improve credit placement processes focused on reducing time and ease of usability. |
| Customer onboarding | Creation of a standardized onboarding model for personalized attention according to the customer segment and thus generate a memorable experience from the first contact. |
| Client retention | Definition of strategies and initiatives in order to publicize the financial benefits, assistance and qualitative and quantitative bonuses. |
| Insurance | Analysis and generation of initiatives, based on listening to customers to improve insurance sales. |
| One Experience | Customer experience platform that allows us to monitor the performance of our channels, products and segments on daily basis and identify those aspects on which we must focus to continuously improve the service we offer. |
We continue promoting financial inclusion in Mexico through our network of correspondent banks, offering financial services to people with no access to basic banking services given their remote and/rural locations.
Our Personal Data Protection Policy focuses on correctly preventing and managing controlling compliance risks regarding personal data protection that could affect the Bank. This policy outlines good practices that all the Bank’s employees, no matter their post, must follow in order to guarantee the security and protection of our customer’s personal data, in line with information security standards and data protection and privacy laws.
Our Data Security Incident Management Policy and our Privacy Notice, as well as the Bank’s Compliance area, enable us to correctly handle and use our customers’ data.
We also have a Consumer Protection Policy that stipulates specific criteria to identify, regulate and exercise our customer’s rights in terms of their relationship with Santander Mexico, in addition to determining compliance supervision and control criteria.
To safeguard our customers’ data, we promote a culture of personal data protection within all areas of the Bank. In 2022 we provided:
Our Customer Ombudsman model is an institutional model that investigates and rules on cases submitted by our customers, allowing us to identify areas of opportunity to improve our services. It is coordinated by third parties, meaning that the conflict resolution process is transparent.
| Customer Ombudsman 2022 | |
|---|---|
| Cases Received | 4,662 |
| Cases Closed | 4,607 |
| Cases Ruled in Favor of Custome 1 | 2,458 |
| Reporting Channel | Number of Cases |
|---|---|
| Telephone | 676 |
| 3,365 | |
| In Person | 33 |
| WEB | 264 |
| Other Channels | 324 |
Our business practices are constantly evolving to meet the needs of our customers through transparent practices that allow us to boost trust among our stakeholders. We have achieved this through responsible marketing and conscious sponsorship.
Through responsible marketing, we ensure that our customers are clearly informed about our products and services. During 2022, we implemented the following measures:
| Name | Description |
|---|---|
| Reduction in the amount of printed advertising materials at branches | Almost all of the Bank’s campaigns used to include posters for branches. In 2022, excluding legally mandated posters, only two campaigns used printed posters in the entire year. |
| Increased use of digital billboards rather than traditional printed ones | In a mass campaign like Cashback Baby, more than 65% of external advertising was digital. |
| Use of biodegradable ink for printed billboards | Our external billboard supplier uses biodegradable inks. |
| Financial Education | Educational spots were created to raise awareness among customers and visitor about things to look out for in their day-to-day financial activities. These spots are found on the Bank’s YouTube channel and aired on Santander TV. |
By actively listening to our customers, we can better meet their needs and create additional value for our stakeholders. We achieve this by participating in campaigns and the sponsorship of cultural, sporting or entertainment events.
In 2022, we coordinated the following campaigns:
| Name | Description |
|---|---|
| Extra Salary | Campaign focusing on attracting new and retaining current salary account customers. By transferring their salary accounts or increasing their balances, they were included in a prize draw to win a salary for a year. |
| Cashback Baby | A mass campaign to position us as a Bank that offers cashback to its customers who pay with their salary account debit cards or LikeU credit cards. This campaign focused on attracting new customers and recognizing the loyalty of current customers. |
| Buen Fin | A special adaptation of the Cashback Baby campaign that focused on exclusive offers during the Buen Fin event: up to 36 months interest free or 15% cashback. |
Our Local Marketing Committee (CLC) is tasked with activities relating to the marketing of our products. It focuses on assessing and mitigating any conduct, reputational and operational risks that may exist during the design, sale and after-sales processes for product marketing.
