Aurik Bank Case Study
Karolina: Hello colleagues, nice to see you. It’s a pleasure to see all company’s directors in this meeting”
Agne: Good morning. Nice to meet you too.
Benas: Good morning.
Gabija: Good morning my name is Gabija and today I am going to start our meeting. As you know The Chief Executive made the statement above to a group of investors three weeks ago. And our bank as a result of unsuccessful investments lost 1.5billion pounds.
During the major review of our bank operations, main office has found out a lot of problems. Agne, maybe you can introduce to us the conclusions.
Agne: As you know main office has concluded that:
1. Customers believe Auric Bank charging too much for its services
2. Also Auric Bank no longer has the image of a ‘caring’ bank, which is close to its customers and understands their needs.
3. And finally, we need to reduce our bank cost in order to boost its profits and share price.
Gabija: Ok thank you. Today we should find possible sollutions of these problems.
Karolina, I would like you to introduce the aims of our meeting.
Karolina: Yes of course. First of all, the aim of this meeting is to choose the best way how to reorganize custom services and to find possible sollutions how to increase the efficiency of our business. As you know, Auric bank is now considering a number of options, and You should agree, that AB should consider options concerning the location of its call centres. Wee should understand, that outsourcing call centres to low-cost countrys will increase efficiency [efišensy], cut costs and that’s the main task we must resolve. Now AB has three large call centres located only in England, it’s headquarters are in England too.
Please, tell your ideas about call centres.
OPTION 1: Keep the call centres in-house.
Gabija: To begin with, I would like to suggest an idea to keep the call centres in-house, in the south of England. First of all, the staff who are working in call centres know the bank’s
Agne: Good morning. Nice to meet you too.
Benas: Good morning.
Gabija: Good morning my name is Gabija and today I am going to start our meeting. As you know The Chief Executive made the statement above to a group of investors three weeks ago. And our bank as a result of unsuccessful investments lost 1.5billion pounds.
During the major review of our bank operations, main office has found out a lot of problems. Agne, maybe you can introduce to us the conclusions.
Agne: As you know main office has concluded that:
1. Customers believe Auric Bank charging too much for its services
2. Also Auric Bank no longer has the image of a ‘caring’ bank, which is close to its customers and understands their needs.
3. And finally, we need to reduce our bank cost in order to boost its profits and share price.
Gabija: Ok thank you. Today we should find possible sollutions of these problems.
Karolina, I would like you to introduce the aims of our meeting.
Karolina: Yes of course. First of all, the aim of this meeting is to choose the best way how to reorganize custom services and to find possible sollutions how to increase the efficiency of our business. As you know, Auric bank is now considering a number of options, and You should agree, that AB should consider options concerning the location of its call centres. Wee should understand, that outsourcing call centres to low-cost countrys will increase efficiency [efišensy], cut costs and that’s the main task we must resolve. Now AB has three large call centres located only in England, it’s headquarters are in England too.
Please, tell your ideas about call centres.
OPTION 1: Keep the call centres in-house.
Gabija: To begin with, I would like to suggest an idea to keep the call centres in-house, in the south of England. First of all, the staff who are working in call centres know the bank’s