Regional Bank Case Study

Regional Bank Case Study

A satisfaction mirror is based on the relationship between customer and employee satisfaction. For example, when customers are generally satisfied, employees are at least equally satisfied. When this phenomenon occurs, corporate earnings increase. However, our situation is slightly skewed from this traditional Service Profit Chain relationship. Our earnings grew 20% between 1994 and 1996 while employee satisfaction decreased 7% over the same period. Since we have such a disconnect, our satisfaction mirror is cracked, as shown in Appendix A. If the crack is not repaired soon, earnings will begin to suffer. However, the crack can be mended by instituting the following:

· RBI will continue to utilize SPC techniques to drive our ongoing quest to increase customer and employee satisfaction. RBI will also continue to use a balanced scorecard to predict future performance.

· RBI will change the description of our two driving concepts for everyday business.

· We will change our employee's perception of RBI.

· RBI will increase SSE Plan incentives and increase employee recognition.

· RBI will decrease the content of employee surveys while increasing the monitoring rate.

· RBI will convert middle tier branches to top tier branches.

· RBI will neutralize low tier branch terrorists.

· RBI will be an innovator in e-commerce banking.

Basis for The Plan:

First and foremost, a slight change in our two driving concepts. In 1997, we stated that customer satisfaction was our "singular priority and everyone's responsibility." Unfortunately, "everyone's responsibility" was perceived as a threat to our employees. RBI's singular priority will now combine customer and employee satisfaction with...

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...ss risk of customer defections. On the other hand, high switching costs cause for greater risk for terrorists and hostages and negative word of mouth. Therefore, we will also engage some effort to neutralizing terrorists at our low tier branches. If we can neutralize terrorists at low tier branches and increase overall customer retention, we will decrease the chance of declining product loyalty and minimize negative word of mouth.

Our customers constantly demand more selection of banking products and up to date delivery channels. An upcoming delivery channel is e-commerce banking. Currently, only 1% of our customers prefer this method, but this will grow exponentially in the next decade. Therefore, RBI must be an innovator in e-commerce banking. If not, customers will defect in record numbers. New product development for e-commerce banking must start now.