1234 Orange Street
Smallville, OH 01234
July 1, 2005
Mr. Steve Smith
National Manager, Customer Service
En Corporation
Cool Building, Suite 222
111 Fountain Drive
Happy, NH 98765
RE: EnCorp Credit Card: 111 222 333 4 555XX
I had been an EnCorp credit card holder for the previous twelve years. Before that, I was a Rose card-holder for over 22 years. I seem to recall that when EnCorp took over/bought out Rose nine years ago, the switch of companies and credit cards was handled smoothly and seamlessly. I wish the same was the case eleven years later when EnCorp recently transferred its credit card operations to NHBank.
I was aware of the impending changeover to NHBank a couple of months before it happened. I had received a notice in the mail of the planned change, and it had been discussed at my local EnCorp station when I paid for my gas (with my EnCorp credit card). More than once, I inquired, and was assured that I would receive a new credit card in the mail before the April 1st deadline. Unfortunately, that did not happen. April 1st came and went, without receiving a replacement card, or even an application for a new one. Apparently, I'm the only one that did not receive a replacement card.
After realizing that I was without a gas credit card, after 27 years with one, I called a couple of your 1-800 numbers and I was advised that I would have to re-apply for a credit card with EnCorp via the NHBank. I requested an application and one was sent. It appears to be the same kind of application that someone fills out after walking in off the street. The fact that I had been a credit card-holder with EnCorp (and its predecessor Rose before that) for some 25 years in total, did not seem to matter to you, or your friends at the NHBank.
It is hard to believe that companies are still doing business this way in the year 2005. Have you (or your colleagues at NHBank) ever heard of MVC (Most Valuable Customer)? Just in case you aren't familiar with this approach, the MVC is the customer that you already have (i.e. me). Normally, these are the customers you do not want to lose and try not to lose. After all, research has revealed that it will cost you six times as much to find a new customer as it does to keep an existing one (i.
One year ago, on September 8, 2016 the Consumer Financial Protection Bureau(CFPB), the Los Angeles City Attorney and the Office of the Comptroller of the Currency (OCC) fined Wells Fargo Bank $185 million, alleging that more than 2 million bank accounts or credit cards were opened or applied for without customers' knowledge or permission between May 2011 and July 2015. This essay will discuss the Wells Fargo scandal by explaining how the event happened and describing how the organization approached handling a response to the crisis. This will be seen, firstly by describing the how the scandal happened, and what were the causes, secondly by discussing the reaction of the company in front of the situation, how they dealt with the crisis and then
A credit transaction is when a consumer purchases a good or service and pays in the future. The use of a credit card can be useful as it is convenient, saving time and trouble. However, due to the extensive use of credit cards in Australia, legal issues has arisen such as the inability for consumers to repay their debts, unfair contract terms and inadequate procedures of credit providers. Prior to 1996, the Credit Act 1984 (NSW) was introduced as the only piece of legislation that regulated customer credit. However, because it only offered protection for less than 20% of consumers, the Consumer Credit Code was established in 1996 under the Consumer Credit (NSW) Act 1995 (NSW). This code is a set of uniform national rules about consumer credit transactions and has been adopted by all governments throu...
CFPB activities on credit cards arise concerning, first, the CFPB CEO made them “more difficult to use.” Once an individual becomes a client of CFPB the alternative access to “hard cash” becomes fairly possible. As banks are already expensive for the customers of CFPB due to their profit margins, the other “illegal loan sources” become even more unreachable (Murray, 2017). So, certain monopolizing tendencies can be traced.
RBC Financial Group uses a customer relationship management (CRM) strategy that provides a variety of services for a variety of clients. The strategy allows for individual customers to trust RBC and develop a personal relationship with each and every client. One major factor that allows CRM to operate effectively is the use of technologies and analytics to help classify each client’s financial situation. These customer profitability-based techniques allowed RBC to categorize their clients into A, B, and C groups so that the sales teams could optimize their efforts in catering to these different clients. This strategy holds the following strengths: optimizing sales efforts to different customers, easily accessible electronic sales leads, centralized and standardized financial decisions, and building personalized and sustainable customer relationships. There are a few weaknesses to the system though including the complexity in predicting future positions of companies despite the use of analytics as well as the complexity in creating consistency when using these
Depending on the potential members’ credit score, determines whether we can move forward with opening their account. If we can open their account, based on their credit score, they are eligible for a specific amount of overdraft privilege. During my first attempt at pulling a member’s credit report, my assistant manager observed me. In my observation, my manager misread the member’s credit report and declined his account; nonetheless, this left the member upset and less inclined to do further business with us. After the misunderstanding, the member was willing to come and open his checking account and even applied for a credit card. Later, our branch manager gave us policies and procedures to follow when pulling credit reports. In summary, as we continue to implement this process we are working to can knowledge in credit reports and offer cross-selling opportunities to our
The banking industry is under pressure in today’s business climate. Banks have been through big changes. There is opportunity, but there is also increasing competition. To be the preferred bank means changing “good enough” into a unique value proposition. And that means changing the way people have always done things, change on this level requires cutting edge technology. Change cannot be achieved with a simple directive or surface adjustment especially within the banking industry. It requires an innovative rethink of the entire system, in a strong partnership between bank leaders and their change agents. New systems and policies must support the strategy to be successful. The real test of a good strategy implementation plan is whether the people understand the strategy, are motivated and enabled to implement it, and actually start achieving its goals.
In the Spring of 1949, Alfred Bloomingdale, Frank McNamara, and Ralph Snyder came up with a new plan for a modern type of credit card. While out to lunch one day in New York, the President of the New York Credit Card Company Frank McNamara had forgotten his wallet at home (Evans 53) . He had a thriving business yet credit cards at the time were only given to selected people. The first modern credit cards was introduced by Diners Club Inc. because of this. The modern day credit card is a small, plastic, rectangle, more than three inches. There is an account number and a name that is embroidered on the front. The first credit card did not look much like what credit cards look today. They were made out of paper not plastic, and they weren’t cards they were a lot like a tiny booklet that had all the same information the modern day credit card has now(Weiss 38). The modern day credit card can carry up to a $200 line of credit meaning you can buy anything you want at that certain time and pay it back at a later date such as months or a year after that time. Some companies require you to pay the full amount of your charge on the card at once, but some allow you to pay in small amounts. In order to apply for a credit card you must be at least eighteen years of age and if you are not you must have an adult sign the paperwork to apply for one. Prior ...
Miller, J. (2008, January). Resources: Credit Card Security . Retrieved February 21, 2011, from Arizona Society of Certified Public Accoutants : http://www.ascpa.com/Content/39591.aspx
Soman,D & Marand, S (2009). Managing Customer Value: One Stage at a Time.: World Scientific Publishing. p9-14.
“Credit Card Companies Raising Rates on Consumers.” FoxBusiness. FOX News Network, Mon. 23 Feb. 2009. http://www.foxbusiness.com/story/personal-finance/credit-card-companies-raising-rates-consumers/
JPMorgan Chase operated about 5,100 branches in more than 24 states in 2013, reported revenues of $96.6 billion in 2013 and had 251,196 employees. JPMorgan Chase Code is SIC-6021 National Commercial Banks, they are famed for being a commercial bank and doing commercial work. JPMorgan Chase operates as the second largest U.S. bank, they invested in adapting to new technologies and automation to have a wide range of services. The company’s profit margin in 2014 was 39, and 2013 was 32, the 5 year net profit margin growth rate is 14.77. The commercial banking offers financial solutions like treasury, investment banking, lending, and many more like nonprofit entities and finances in real estate investors and owners. The revenue for the bank in 2014 came in at $23.9 billion, which was down 8 percent compared to the previous year. The industry standard for being a commercial banking client is $20 million in annual revenue. Commercial banking turned $2.6 billion in profit in 2013, which was slightly down from the previous year but was on pace with JPMorgan Chase’s history. Although Chase is well known for commercial banking, there is a weakness in decrease in client segment of middle market banking, lower purchase discounts on loan payments, and real estate banking. An opportunity to expand growth within Chase is to benefit from the growing of U.S. card payments, in transaction value card payments are expected to value U.S. $70 trillion in 2017 to stabilize economic conditions. It can benefit JPMorgan chase in many growth opportunities in online retail and mobile banking. Chase has improved in many areas, the annual earnings growth is looked to be above 12 percent but prefers higher than 20 percent, Chase’s annual earnings growth rate is 18.74 percent over the past 5 years above target growth
Visa and MasterCard are non-stock, not for profit membership corporations owned by thousands of diverse financial institutions (i.e.- banks, credit unions etc.). The Visa association was formed by a group of American banks in the late 1960’s to assist its members in issuing general-purpose payment cards and signing merchants to accept those cards (Allen, 2000, 2). Visa and MasterCard are considered to be an “open” or joint venture relationship with each other and their association members. In essence, this means any financial institution may join the Visa and MasterCard associations assuming they can meet certain capital adequacy requirements, and comply with certain association rules. In return, Visa and MasterCard provide essential functions to the member banks. They license their members to issue Visa and MasterCard branded credit and debit cards, sign members to accept those cards, market the cards to ensure brand recognition, develop new card products and services, and provide an infrastructure of communications, processing, authorization, and settlement functions necessary for the system to operate. Together Visa and MasterCard account for almost 80% of the overall market share in the credit card industry.
In an article published in Newsweek, "The Sorry Side of Sears", McCormick tells about a recent case involving Sears. Sears was using a credit card and issuing it out to anyone that would use it.
Assign special key account managers for large customers. Introduce discounting policy and customer loyalty programs.
The introduction of the credit card first came around while the economy was booming in the early 1950’s. American consumers were in buy mode and the credit card was a genius idea to let people buy now and pay later. At first look this idea seemed great but what looks and sounds great does not always mean that it is going to be great overall. Over the years credit agencies have released thousands of credit cards with several questionable polices and high interest rates. “Any given American family in the present day possesses an average of eight credit cards with about 15,000 dollars of debt”(Canner 8). Many consumers have become addicted to wasteful cyclic consumption and living beyond their income due to the ownership of credit cards. The invention and continued implementation of credit cards into the American economic and social systems appears to be the cause of the struggling economy, the weakened U.S. dollar, the sky rocketing prices of gas and grocery store goods, the all-time highs of American debt, and social deprivation in some regions.