ACC 3511 FINAL EXAM Sem 2 2013 2014 Case
ACC 3511 DECISION MAKING AND CONTROL
SEMESTER 2, 2013/2014
CASE MATERIAL
JAYA TAKAFUL BHD (JTB)
The JTB Board of Directors decided to create a Customer Care Centre (CCC) to stem the increasing defection of customers resulting in part from dissatisfaction with the firm’s services. The central idea was to provide private customers with one telephone number to be used for all their questions and problems and for all types of takaful offered by JTB. The CCC would be staffed 24 hours a day, 7 days a week to make someone was always available for the customer. The JTB personnel would be able to address all inquires and handle customer problems 90 percent of the time on the first call. The remaining 10 percent of the problems would be resolved in one day with a follow-up call. Dani Rahman was assigned as the project manager responsible for the creation and development of the CCC. In developing this center he was tasked to display the kind of entrepreneurial behavior the chairman of JTB was seeking to develop. Mr. Amirul, the energetic and dynamic chairman of JTB seeking to change JTB takaful company from a stiff bureaucracy to a nimble entrepreneurial-driven-firm. The design was to have the center function as a central services profit center supporting the separate takaful business units of JTB. Dani, a seasoned manager, saw this assignment as a real career opportunity. He began to think about meaningful indicators and measures for success of the center. He was politically savvy and wanted the performance of this center to stand on its true accomplishments.
Background: Product Lines Responding to Declining Growth Rates
JTB was one of the largest takaful firms based in Asia. It had a worldwide operation and was recently acquired by another major takaful company. JTB had enjoyed remarkable growth of more than 25 percent each year over the past 10 years. The firm had used a series of acquisitions to broaden the type of takaful offerings and had also grown internally
SEMESTER 2, 2013/2014
CASE MATERIAL
JAYA TAKAFUL BHD (JTB)
The JTB Board of Directors decided to create a Customer Care Centre (CCC) to stem the increasing defection of customers resulting in part from dissatisfaction with the firm’s services. The central idea was to provide private customers with one telephone number to be used for all their questions and problems and for all types of takaful offered by JTB. The CCC would be staffed 24 hours a day, 7 days a week to make someone was always available for the customer. The JTB personnel would be able to address all inquires and handle customer problems 90 percent of the time on the first call. The remaining 10 percent of the problems would be resolved in one day with a follow-up call. Dani Rahman was assigned as the project manager responsible for the creation and development of the CCC. In developing this center he was tasked to display the kind of entrepreneurial behavior the chairman of JTB was seeking to develop. Mr. Amirul, the energetic and dynamic chairman of JTB seeking to change JTB takaful company from a stiff bureaucracy to a nimble entrepreneurial-driven-firm. The design was to have the center function as a central services profit center supporting the separate takaful business units of JTB. Dani, a seasoned manager, saw this assignment as a real career opportunity. He began to think about meaningful indicators and measures for success of the center. He was politically savvy and wanted the performance of this center to stand on its true accomplishments.
Background: Product Lines Responding to Declining Growth Rates
JTB was one of the largest takaful firms based in Asia. It had a worldwide operation and was recently acquired by another major takaful company. JTB had enjoyed remarkable growth of more than 25 percent each year over the past 10 years. The firm had used a series of acquisitions to broaden the type of takaful offerings and had also grown internally