Chad Ogle MGMT 620 HBS Case 9 Starbucks: Delivering Customer Service History In 1971‚ Starbucks started as a small coffee shop which targeted a specialized market of coffee purists. Howard Schultz‚ who later owned the company and initiated the high growth period‚ joined Starbucks’ marketing team in 1982. Main concept of Schultz marketing strategy was too make Starbucks “America’s third place” considering home and work the two other places where Americans spend
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October 04‚ 2010 Citibank: Performance Evaluation In 1996‚ Citibank was an emergent banking institution attempting to increase its market share in the competitive Los Angeles area. In order to do so‚ the bank’s strategy was to focus slightly less on their financial growth‚ and much more on providing “a high level of service to its customers”. Management viewed this paradigm shift as “critical to the long term success of the franchise”. To implement these changes‚ a new Citibank employee performance
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CASE “Citibank: Performance Evaluation” Harvard Business School 9-198-048 rev: October 14‚ 1999 The Performance Scorecard: a strategic management tool Frits Seegers‚ President of Citibank California‚ is convinced that “in a competitive marketplace where businesses compete for customers‚ customer satisfaction is seen as a key differentiator and increasingly has become a key element of business strategy”1. Fulfilling customers’ expectations is a critical issue for the long term business sustainability
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1. EXECUTIVE SUMMARY The opening of Citibank Express Service in the departure side of the airports will provide great convenience for Citibank customers (especially business customers and holiday makers). Citibank Express Service which features new product promotions and an online banking facility will offer high accessibility and convenience to Citibank customers when they are at the airports waiting to board their flights. Citibank Express Service will serve better existing customers‚ attract
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1. Analysis of Budget Process at Citibank Direction and control of Citibank’s international branches are conducted via two formal management processes. Each year‚ top management sets sovereign risk limits for its independent branches based on proposals by country managers. Country managers may choose to operate with self-imposed limits below this upper guideline. Following‚ there is the budget setting process‚ where headquarters only provides administrative guidelines but not specific targets‚ with
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I. Critical evaluation of Citibank performance evaluation form: Citibank corporate strategy: focused on combining excellent customer service strategy along with relationship banking to build a profitable competitive franchise. Customers were offered the convenience of choosing the type of service delivery‚ whether personal or remote. But as high end customers become more and more valuable to the bank‚ their service expectations also went up. Increased service demands included broad array of financial
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Although Skilling was the one at the forefront when the Enron ship began to sink‚ the presence of many strong players all competing for individual power within the organization attributed to Enron’s downfall. Although Skilling came in fresh out of HBS ready to aggressively hit the ground running‚ it seems as higher management at the time‚ namely Lay‚ did not have the foresight to control
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Introduction This case revolves around the performance evaluation process at Citibank and the introduction of a new performance scorecard. The meeting is between the President of Citibank‚ California and his management to discuss the performance evaluation and bonus decisions for James McGaran‚ the star performer of the branch James career with Citibank has been a quick progression through the ranks from the assistant branch manager to the manager position. His performance exceeded expectations
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2010 [Type text] Emerging Company Finance FNCE 480 - Final Frank Kurupacheril [TRENDSETTER’S TWO ROADS] Trendsetter‚ Inc – a warehouse and distribution solution software company for clothing retailers is faced with the usual dilemma. They are running out of seed money that the founders contributed. Now they have received two term sheets from prospective VC’s. The ball is in the founders’ court who have to choose one after weighing pros and the cons. Contents Introduction .
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Banc One Case Analysis Case Summary Banc One has a problem with the alignment of two of its important strategies: (1) rapidly acquiring profitable banks and (2) sustaining high returns while mitigating interest rate risk. Banc One has been very successful in acquiring banks‚ and much of this is done through the sale/transfer of Banc One’s stock. This strategy relies heavily on Banc One’s ability to maintain a high stock price. The second
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