Statement of the ProblemThe California Division of Citibank has introduced a new motion carte to highlight the importance of a diverse set of measures in achieving the strategic goals of the division. Among the new measures introduced was a customer comfort indicator. Unfortunately, throng McGaran, the manager of the most important forking and who consistently delivers telling monetary results scored ?below par? on customer satisfaction. Frits Seeger, chairwoman of Citibank California and Lisa Johnson, area manager supervising James, are ponder what overall performance rating are they going to flow to James.
Areas of ConsiderationCitibank?s strategy in California was to build a profitable franchise providing relationship banking combined with ah high take aim of service to its customers. Financial measures had dominated Citibank?s performance in the past only when management felt that these measures were poor vehicles to air the high service strategy of the bank. Other areas to consider in this case are:?To reflect the importance of non-financial measures as booster cable indicators of strategy implementation, the California Division developed a surgical operation Scorecard which complemented existing financial measures with new measures reflecting important free-enterprise(a) dimensions in the bank?s strategy.
?James? customers in his branch are sophisticated- they require high service quality and wise(p) employees who could satisfy their financial needs and his performance exceeded expectations every wholeness year by delivering impressive financial results for four historic period in a row.
?But when the division expanded its performance indicators to include non-financial measures, it became apparent that his branch?s customer satisfaction ratings are not as good as his financial performance. His customer satisfaction was ?below par? for 2 serial quarters.
?James discussed concerns regarding the (in)adequacy of the survey: customers rated not only their branch but also other Citibank?s services such as ATMs that were out of the control of branch managers.
?Even so, he...
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