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MAPUA INSTITUTE OF TECHNOLOGY

MS in Engineering Management

Kiia Emerlene
Dizon

CASE STUDY NO.4


National Westminster Banks St. James Square branch

I.

PROBLEM DEFINITION
It was observed that the present scenario in the account opening has encountered
delays which resulted to the negative feedback of the new customers who wish to open
an account at Westminster Bank.

II.

REVIEW OF BACKGROUND INFORMATION


National Westminster Banks St. James Square branch was founded 150 years ago.
It was located in Old Square just off Londons Paull Mall, near Piccadilly. Near this is the
most profitable bank, the West End Brancges, which supplied the full range of modern
services to the most sophisticated clients in the UK.
The branch had private and business customers. Majority of private customer base
are professional and managerial positions. For the business customers, it ranges from
small sole trader through some largest public limited companies and multinational
conglomerates. There were also high net worth individuals, including leading
personalities in industry, commerce and government and members of aristocracy. All of
their clients are demanding and required to be treated with skill and sensitivity. All in all,
the branch had in excess of 14000 customer accounts.

III.

ANALYSIS
There are some causes of the delay in account opening experienced by the
customers. First is, Customers fall in line at the Cashier Section. This process caused a
long queue of customers that wants to open an account instead of going straight to the
enquiry section that handles account opening. Next is, Cashier refers the customer to
the enquiry section, without any signpost to guide the customers which contributes the
delays of the procedure. Next, Enquiry Section refers the customer to Records section,
since it does not start the actual opening of the account; this contributes in the delay of
opening of account. Also, Records section follows a long checklist before account
opening. Having a long list of checklist may seem a little awkward in a sense that the
bank does not trust the new customer. Moreover, it took an hour to finish the checklist
which causes delay. Lastly, the Delivery of Print Cheque Book. This process takes 10
days and based on the case it often exceeds its delivery time.

IV.

ALTERNATIVE COURSES OF ACTION THAT CAN BE TAKEN

MAPUA INSTITUTE OF TECHNOLOGY


MS in Engineering Management

Kiia Emerlene
Dizon

Problems with the organization procedure and processes resulted to customer


dissatisfaction. Now, in order to address the cause of delays, they must revised their current
procedure to hasten the proces to lessen or to eliminate the negative feedback of clients.
They may opt to have additional personnel which will assist the customer to prevent queue
lines at the cashier. Customer Service counter may be added to cater the needs of customer
and assist them to their concern before proceeding to next step. This will reduce the
workload of the records section as this will serve as front liners in assisting and determining
the needs of the customers.
V.

RECOMMENDED COURSE OF ACTION OR CONCLUSION AND WHY?

The bank should revise checklist according to its purpose. This may reduce the interview
time by taking the vital information of the customer to open an account. Customer Service
section must be added since this process will get rid of overlapping activities to which the
enquiry section and records section is previously doing to process new accounts.
VI.

EPILOGUE

Banks should have a principle of a very fast procedure in servicing their customers.
There may be VIP customers but everyone should be treated equally. Every customer
should feel that they are entitled to a good and fast service.