Metro Bank

Philip Moscoso

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The brain game

Employees

Managing
Culture
Vernon W. Hill

An integrated employee management model

for service excellence
STRATEGY • Process vs service focus
(standardization vs empowerment)
STRUCTURE
• Client vs. product / geographical
orientation

• Hire for aptitude vs. for attitude

IMPROVEMENT

HIRING • Consistency with value proposition

CONTINUOUS

and operating strategy

SERVICE
CULTURE • Training (i.e., off-the-job) vs. learning
(i.e., on-the-job)
TRAINING / • “Command & control” vs. front-line
COMMUNICATION leverage and employees as information
source

• Internal vs. external view

• Subjective (superior) vs. objective
PERFORMANCE
(data)
MEASURE • Individual vs. team (company) based
• Continuous improvement base

2
 Balance sheet of a bank

LIABILITIES ASSETS
Investment
Inter- assets
Funds Available
banking dep

Earning
Assets
Customer
Customers
loans
deposits

Assets
Capital

Fixed
“Facilities”

US Balance Sheet structures: 2001-07

Balance Sheet Structure

3
US key financial ratios: 2001-07

US key management ratios: 2001-07

4
Metro Bank: key takeaways

•Service excellence is not universal

- Focused or segmented models have advantage
- Segmentation is not just relevant for marketing, but as well for
operations
•Great service needs to be specified… and measured!
•Great service is not necessarily more expensive, but needs to
be profitable: operations strategy is about “HOW” we make
money!!
•Operational innovation is possible by applying models from
other industries
•In services employees make the difference (like internal
customers) è we can ask the same 4 questions…
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