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National Westminster Bank. Analyse the customer contact process during the account opening procedure. What aspects of the branch's operation impact on each stage?

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Introduction

Case Study 1: National Westminster Bank Q1. Analyse the customer contact process during the account opening procedure. What aspects of the branch's operation impact on each stage? From analysing the branch's operation it is clear to see which parts of the banks operation impacts each stage of the account opening procedure. Firstly the customer arrives into the bank, usually customers go to the cashiers section, they are then referred over to the enquiries counter, where they are greeted by enquiry personnel who find out which of the banks service the customer requires. If the customer wishes to open a new account, a member of the records staff comes to administer the account opening procedure. It is the records staff who deals mostly with new customers. The records staff must to have a good basic knowledge of all the banks operations to be able to advise the new customer which account is best suited for them. They must find out if the customer wishes to invest money or if they wish to avail of the banks credit facilities. The records staff would not have an in depth knowledge of the investments available to new customers so more often than not a member of the investment section is called over to advise the new customer. ...read more.

Middle

new signage was positioned around the bank clearly highlighting where the new customers were to go. While it was unfeasible to move staff permanently from section to section, records staff who are generally young and junior members of staff could be temporarily move around each of the banks operations. This would add to their training knowledge and enable them to give more specialised advice to customers. By doing this staff will get to know each others jobs, they will become more confident in their work, giving the sense of importance to the banks operation. This increases staff motivation which reduces boredom as boredom leads to mistakes. To assess the overall performance of staff's training and progress, the bank could introduce 'mystery shoppers', a member of staff from another of the banks branches comes to open an account, goes through the whole procedure and at the end evaluates the staffs performance, identifies areas for improvement etc. As it was, the cashiers would go for their lunch, and it was the job of the records section to cover the cashier positions during lunch. This however was the busiest period for new customers wishing to open accounts. ...read more.

Conclusion

This was also helped as now there were fewer mistakes and the records staff had more time to process the forms during the day as the 'by appointment only' and not having to cover the cashier positions fully during lunch had clearly freed up some extra time for them. To deal with the problem of customers personal details not been recorded properly, the customer was asked to fill in a form which clearly legible showing how to spell their name address etc. Once all the forms had been filled out, it was advised that the supervisor provided an extra check on the forms before they were sent for processing. To assist with the implementation of this system a sort of a Kanban system could be set up, "In-Kanban", "Out-Kanban" this way everything was fully completed before it was sent for processing, and there would be no mix ups, on what was processed and what has to be processed. Also as part of this kanban system to finalise the last step, approval by the manager must be signed on the form. The problem of the customers feeling rushed was solved when the records section were released from other duties such as fully covering the cashiers during lunch. If all of the above points are implemented successfully, the bank will be back on track to a successful and complimentary word of mouth. ...read more.

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