Case 12: Menton Bank

Group 9:
1. Mai Thị Quỳnh
2. Đinh Thị Diệu Quỳnh
3. Ngô Diễm Quỳnh
4. Nguyễn Thị Ngân
5. Lê Thị Vân Anh
 Instructions for outline

◆ Part 1: Overview of Menton Bank

◆ Part 2: Summary of case
◆ Part 3: Answer questions
◆ Part 4: Conclusion
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 Overview of Menton Bank

◆ Was the largest bank in the region.

◆ Is looking for a change in face of competition to bring it
back into the competitive edge.
◆ A new banking technology team had been created
◆ Introduction of telephone banking Customer service
representatives (CSRs) and customer assistance
representatives (CARs) are the new designation that have
been created under the new regime to bring more customer
interaction and to diversify the job with everyone.

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 Summary of case

◆ The Bank seeks to develop a stronger customer

orientation and deliver more services through electronic
technology instead of human tellers
◆ The installation of the new ATM was coupled with a
branch renovation program , design to improve the
cosmetic appearance of the branches
◆ Telephone banking which was available 24 hours a day
where issues were addressed and new accounts and
chequebooks could be requested
◆ New credit cards containing chips imbued with
radiofrequency identification (RFID)

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 Summary of case

◆ The bank found that many existing “platform” staff as new

accounts assistants were ill-equipped to sell these services
◆ Three branches have been selected as test sites for a new
customer service program . Customer service
representatives(CSRs) and are expected to engage in limited
selling of the bank’s growing array of services
◆ Karen Mitchell applies for the position of head CSRs ,
management must decide how much emphasis to place on
selling versus operational skills , since another candidate is
outstanding at selling

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 Answer questions
Question 1: What steps has Menton Bank taken to develop a customer orientation in
its branches?

­DELIVERY IMPROVEMENTS/INNOVATIONS
◆ Remodeling and renovation of “new look” branches
◆ Counters for express/full service
◆ Staff levels varied to match varying demands of services
◆ Touch-screen information terminals installed near entrance
◆ ATM machine: advanced model, color touch screen, transactions in multiple languages
◆ Number of ATM's have tripled
◆ Automated 24/7 telephone banking
◆ Internet Banking: access via web
◆ Issuing new credit cards with RFID.
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 Answer questions

STAFF INNOVATIONS:
◆ New training programs to generate improved
product knowledge
◆ New staff job titles
◆ New job descriptions shows increased emphasis on
high quality service
◆ Incentive base motivation techniques: “carrot and
stick”

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 Answer questions

Question 2: Compare and contrast the jobs of CAR and CSR? How important is each
to (a) bank operations and (b) customer satisfaction?
JOB ORIENTATION:
◆ The CAR's job is oriented to customers interested in
starting a new relationship with the bank and existing
customers who have problems

◆ CSR's job is oriented towards conducting transactions

with existing customers and requires speedy operations
and good rapport with the customer

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 Answer questions

DURATION AND REASON OF VISIT

◆ Customers visiting a CARs generally need information
assistance on a new service and spend around 10-20
minutes discussing options. Forms are also filled

◆ Customers may deal with a CSRs on a regular basis for

years. The customers know what they want and present a
transaction for execution

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 Answer questions

INTERACTION WITH CUSTOMERS

◆ CAR's, seated at a desk with a customer, have time to
probe for needs and to engage in proactive selling
 The prospect may already be in a buying or information-
seeking mode.

◆ CSR's are, on the other hand, separated from the

customers by a counter and speedy transactions are
necessary to keep the line moving
 Customers will tend be in a transaction mode.

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 Answer questions

Question 3: Evaluate the strengths and weaknesses of Karen Mitchell and

other candidates for head CSR?

CANDIDATES FOR HEAD CSR POSITION

◆ Karen Mitchell
◆ Jean Warshawski
◆ Curtis Ritcher

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 Answer questions
KAREN MITCHELL

STRENGTHS:
◆ Excellent operational skills – RANK 1 (fast,
accurate, smart and professional appearance)
◆ Good relationship with fellow CSRs and customers. WEAKNESSES:
◆ Loves being able to help customers ◆ Poor selling performance
◆ Three and half years teller experience ◆ Resistance for bank’s new policies.
◆ Interested in making a career in banking and has ◆ Desire to help customers is not the same as
previously applied for head teller (CSR) the desire to sell something to a customer
◆ Wanted to take more responsibilities.

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 Answer questions
JEAN WARSHAWSKI

STRENGTHS:
◆ Two years’ experience at branch
◆ Excellent selling performance (Rank 1)
◆ Excellent on customer relations: cheerful, good memory
for faces. WEAKNESSES
◆ Good relationship with fellow CSRs and customers ◆ Not as fast – too chatty
◆ Well organized in work ◆ Somewhat untidy (less professional
appearance)
◆ Quick to help fellow CSRs, especially new hires
◆ Has often been late
◆ Older, motivated by desire to save for son’s college
education

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 Answer questions

CURTIS RICHTER

STRENGTHS
◆ Prior experience
◆ Appeared personable and intelligent
◆ Seeking more responsible
◆ Excellent evaluations in current head
CSR position
◆ Appears personable and intelligent
◆ Experienced in CAR work
WEAKNESSES
◆ Minimum work experience with
electronic based banking systems and
less selling skills.
◆ Longmeadow is the type of branch
the bank probably wants to close
◆ College degree was not completed
yet
◆ Doesn’t know current CSRs at
Square

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 Answer questions

Question 4: What action do you recommend for filling the head CSR position?
◆ Marry Bell – BEST CHOICE
◆ Jean Warshawski as the head CSR – good overall
performance - followed and implemented the bank’s
new policies well.
◆ Karen Mitchell - appoint her as vice head CSR to charge
the operational works OR appoint her to other untested
branch as head CSR OR increase her salary.
◆ CURTIS RICHTER - training program similar to those
experience by CSRs in the tested branch to give him the
same skills.
◆ Avoid any employee resentment between CSRs

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 Conclusion

◆ With the help of ATMs and other electronic systems, CSR’s

operational ability was less and less important in the future
◆ CSRs took insufficient training on products knowledge, which
limited their selling performance
◆ Recommended Jean Warshawski as the head CSR, because her
overall performance was better than Karen Mitchell

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 Thanks!
Any questions?

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