Menton Bank Case Study
Running Head: MENTON BANK
Menton Bank
Step 1 Menton Bank had historically focused on corporate businesses, an its share of the retail consumer banking business ha declined in the face of a aggressive competition from other financial institutions. Menton Bank’s new focus is on customer service, trying developing a stronger consumer orientation at the retail level. The goal is to seize the initiative in marketing the ever increasing array of financial services now available to retail customers (Lovelock, Wirtz, pg. 521)
Key Facts * The head of customer service representatives (CSRs) has stepped down and the position is open. * Karen Mitchell, 24 year old customer service representative, who had applied for the soon to be vacant position of head CSR * Mitchell has been with the bank for three and half years. * She had applied for the position of what had then been called head teller a year earlier, but the job had gone to a candidate with more seniority. * Beside Mitchell two other candidates had also applied for the job. * Against all criteria used in the past, Karen Mitchell would have been the obvious choice for head teller. She was both fast and accurate in her work, presented a smart and professional appearance, and was well liked by customers and her fellow CSRs. * Nature of the teller’s job had been significantly revised nine months earlier to add a stronger marketing component. * CSRs were now expected to offer polite suggestions that customers use automated teller machines (ATM’s) for simple transactions. They were also required to stimulate customer interest in the broadening array of financial services offered by the bank. * Problem with Mitchell “she simply refuses to sell.” * The other two candidates were Jean Warshawski, 42, an other CSR at the Victory Square branch; and Curtis Richter, 24, the head CSR at one of Menton Bank’s Small suburban branches, who was seeking more responsibility. * Karen
Menton Bank
Step 1 Menton Bank had historically focused on corporate businesses, an its share of the retail consumer banking business ha declined in the face of a aggressive competition from other financial institutions. Menton Bank’s new focus is on customer service, trying developing a stronger consumer orientation at the retail level. The goal is to seize the initiative in marketing the ever increasing array of financial services now available to retail customers (Lovelock, Wirtz, pg. 521)
Key Facts * The head of customer service representatives (CSRs) has stepped down and the position is open. * Karen Mitchell, 24 year old customer service representative, who had applied for the soon to be vacant position of head CSR * Mitchell has been with the bank for three and half years. * She had applied for the position of what had then been called head teller a year earlier, but the job had gone to a candidate with more seniority. * Beside Mitchell two other candidates had also applied for the job. * Against all criteria used in the past, Karen Mitchell would have been the obvious choice for head teller. She was both fast and accurate in her work, presented a smart and professional appearance, and was well liked by customers and her fellow CSRs. * Nature of the teller’s job had been significantly revised nine months earlier to add a stronger marketing component. * CSRs were now expected to offer polite suggestions that customers use automated teller machines (ATM’s) for simple transactions. They were also required to stimulate customer interest in the broadening array of financial services offered by the bank. * Problem with Mitchell “she simply refuses to sell.” * The other two candidates were Jean Warshawski, 42, an other CSR at the Victory Square branch; and Curtis Richter, 24, the head CSR at one of Menton Bank’s Small suburban branches, who was seeking more responsibility. * Karen