Before we began here's a little about RBC Financial Group

 It was Canada’s largest bank when measured by assets and market capitalization.
$270bn in assets, 23mn retail accounts, 700 products, 58000 employees and served
over 10mn personal, commercial, corporate and public sector customers across the
world.
 RBC Royal Bank accounted for 50% of RBC’s net cash income, had extensive
delivery network consisting of 1300 branches, 4800 ABMs, 87250 POS terminal,
900+ mobile sales staff, 1.4 mn. and 2 mn. online banking customers and telephone
banking customers respectively.
 Customer &
Competition Threat of Substitute New Entrance
Suppliers
• High Customer • “Friendly • Internet Upstarts • Restricted due to
attrition Competition” high competition
• Low brand Image and capital
• Low Customer requirement
satisfaction
• Profit centric
approach

Low Profit
customer centric
satisfaction approach
 It was founded in 1864 as Merchants bank of Halifax in Nova Scotia that financed export/import
business and later rechristened to Royal Bank of Canada in 1901
 In the post war era beginning in 1946 devised the philosophy of being “all things to all people”.
 During 1960s-70s it was committed towards technology and decentralization to cater to changing
demands. In 1968, 25 ABMs were added to domestic operations.
 In the annual report of 1971 it stated that automated back room transactions has helped reduce
cost and man power freeing up employees to deliver services that required a personal touch
 1980s turbulent times, amendments to Bank Act of 1871, deregulation of financial industry and
crossover between the four pillars.
 It responded by purchasing companies to become a fully integrated financial institution. By 1989
it entered securities market capturing 50% of mutual funds.
 In 1990 acquired 70% of Marcil Trust Co., specialists in real estate and by 1992 it was the first to
offer group retirement products. The thrust was to develop relationships by offering products and
delivery mechanisms where customers feel comfortable discussing their financial affairs.
Answer Is YES!
 RBC is capable of implementing CRM due to its large stature.
 RBC has preliminary research necessary for implementation.
 Customer intimacy is highly valued which can be achieved better through
personal interaction, which online players don’t provide.
 CRM strategy helped in product designing catering to customer needs. Launching
marketing campaigns appealing the desired aspects of banking
 Due to the lower income level NIECE would not be a appropriate target market as
of now.
 The aunts position should not effect the decision making process
 Customers life time should be taken into account.
 There should be a usances between the decision making of retail loans

 Negotiate at revised rate of 3 – 3.5%

Follow the ABC approach in which the A would be the profit center business for the
customer while part C would be a cost center and axillary services.
 Establish customer base for CROSS SELLING
 Increase operational effendis
 Use as a possible apothal
 Portfolio Approach: Instead of having a profit centric approach
 No CRM implementations can be Companies that have similar approach
same as they are unique to the towards CRM
company.
 RBS
 CRM policies can vary according to
 CITY BANK
companies needs and wants
 Barclays
Similar Non- Banking Examples
 AMAZON
 P&G
ANY QUESTIONS?