1. EXECUTIVE SUMMARY The opening of Citibank Express Service in the departure side of the airports will provide great convenience for Citibank customers (especially business customers and holiday makers). Citibank Express Service which features new product promotions and an online banking facility will offer high accessibility and convenience to Citibank customers when they are at the airports waiting to board their flights. Citibank Express Service will serve better existing customers‚ attract
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I. Critical evaluation of Citibank performance evaluation form: Citibank corporate strategy: focused on combining excellent customer service strategy along with relationship banking to build a profitable competitive franchise. Customers were offered the convenience of choosing the type of service delivery‚ whether personal or remote. But as high end customers become more and more valuable to the bank‚ their service expectations also went up. Increased service demands included broad array of financial
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Harvard Business School 9-198-048 Rev. October 14‚ 1999 Citibank: Performance Evaluation Frits Seegers‚ President of Citibank California‚ was meeting with his management team to review the performance evaluation and bonus decisions for the California branch managers. James McGaran’s performance evaluation was next. Frits felt uneasy about this one. McGaran was manager of the most important branch in the Los Angeles area‚ and his financials were impressive. A year ago he would have
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it is fair. Particularly scorecard template is clear and easy to understand. 7 specific blocks of targets (financial‚ strategy‚ customer satisfaction‚ control‚ people‚ standards and finally overall evaluation) shows what is most important for Citibank in this year. Except figures and data (Key Performance Indicators – KPIs) there is also a place for comments and opinions which is very important to evaluate managers and employees. In addition to 4 quarterly performance assessments McGaran has
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New performance management system and the performance improvement process Performance Measurement Systems: 1.0 Introduction There are 3 charts in this section Chart 1.1: This is a general introductory chart which has been tailored for measurements to demonstrate that a balanced scorecard is an integral part of business planning and strategy This chart emphasizes that strategy implementation must be top-down and a good measurement system is a powerful tool for achieving this. It also shows how
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Kristin Howell Bus 400 Sec A Dr. Li 30 October 2007 "Citibank Case Analysis" Introduction: Through reading the article titled "Citibank: Performance Evaluation" and performing my own in-depth case analysis‚ I was able to analyze the issues Citibank California was confronted with and determine possible solutions to help run their business more successfully. Although Citibank is a well-run corporation that made necessary improvements in an effort to gain a competitive advantage over their
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Citibank: The Confia Acquisition in Mexico Situation Analysis Citibank is looking to expand their reach within the banking world. They had an opportunity to acquire Confia a Mexican bank. Many Mexican banks are having problems due to the lack of money and resources the Mexican people have to invest in the banks. Citibank does much research while deciding whether to follow through with the deal. At the very end of the purchasing process an undiscovered threat is exposed to Citibank that Confia
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CITIBANK CASE 1. Citibank should maximize profits in developed countries where there are very large populations with potential customers. The economy in Asia-pacific countries is not as developed as the United States and Europe. Citibank has the opportunity cost of maximizing profits in the United States and Europe for risking the card launch in Asia and not getting results from that. 2. If Citibank decides to launch the new card to Asia-Pacific countries‚ they should go ahead and launch
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9-595-026 REV: OCTOBER 2‚ 2002 V. KASTURI RANGAN Citibank: Launching the Credit Card in Asia Pacific (A) On a rainy afternoon in 1989‚ Rana Talwar‚ head of Citibank’s Asia Pacific Consumer Bank‚ reflected upon the 11 years that had gone by since the Consumer Bank had established its consumer business in Asia. The branch banking business operations in 15 countries throughout Asia Pacific and the Middle East projected Citibank as a prestigious‚ consumer-oriented international bank and as the
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ProblemThe California Division of Citibank has introduced a new performance scorecard to highlight the importance of a diverse set of measures in achieving the strategic goals of the division. Among the new measures introduced was a customer satisfaction indicator. Unfortunately‚ James McGaran‚ the manager of the most important branch and who consistently delivers impressive financial results scored "below par" on customer satisfaction. Frits Seeger‚ President of Citibank California and Lisa Johnson‚
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