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
Premium Balanced scorecard Strategic management Management
military type hierarchy for good reason and the purpose of this is to explain the structure‚ operation‚ and importance of a hotel restaurant kitchen and its employees starting at the top from the Executive Chef down to the dishwashers and cooks. A chart showing this hierarchy follows. The Executive Chef and the Executive Steward are at the top of this pyramid and together they rule the kitchen and oversee its operation. First‚ the Executive Steward his/her responsibility is to maintain sanitation
Premium Chef
customers. It provided the tools and channels for its customers to receive money efficiently and to make payment in a timely fashion. In 2000‚ intense competition and the dot com boom put pressure on Citibank and its competitors to transform their business in the new economy. In response to these challenges‚ Citibank made a serious push to deliver integrated solutions that would enable its corporate customers to conduct transactions on-line. Citibank’s e-business strategy – Connect‚ Transform and Extend –
Premium Bank
evaluation of performance of James McGaran‚ Branch Manager of Citibank in Los Angeles by his Area Manager‚ Lisa Johnson‚ and the discrepancies that crept in during the evaluation process. In the case‚ it can be seen how Lisa Johnson had failed to reflect some of the performances properly leading to a stalemate position in the performance evaluation of an efficient manager like James McGaran. James McGaran was a branch manager of Citibank in Los Angles and the branch he is handing is placed in one
Premium Balanced scorecard Business terms Management
objectives of the case is that Citibank has aligned its new performance evaluation process to inculcate non financial measures in the performance evaluation and thereby highlighting the importance of diverse set of measures for evaluating performance it has been a year since the California division has introduced this change through a new performance scorecard and Citibank has to make sure that the change is communicated throughout the organisation. * The Citibank California division has to make
Premium Management Strategic management Balanced scorecard
Citibank: Launching the Credit Card in Asia Pacific 45-720 Marketing Management Marc Brands Masatoshi Kaneko Oscar Lehmann Shu Yagi Juan Zatarain January 23‚ 2003 Executive Summary We recommend in the first phase to expand the credit card business into India‚ the Philippines‚ Taiwan and Thailand. These are fairly stable untapped markets. Our strategy is to focus generally on the high status groups in these markets. The cards should be issued in the local
Premium Credit card
1) An introduction to the background of the company‚ the product and its target audience A) The Company • Citibank Singapore Ltd Wholly-owned subsidiary of Citigroup‚ one of the world’s largest financial services organisations. Offer financial services including deposit accounts‚ foreign currency deposits and investments‚ credit cards‚ mortgages‚ insurance and charge cards. • Overview Global Consumer Banking division began banking operations in Singapore in 1982. Formidable
Premium Interest Bank Credit card
INDIAN INSTITUTE OF MANAGEMENT LUCKNOW Written Executive Communication PROJECT REPORT Citibank – Performance Evaluation Submitted to – Dr. Payal Mehra Date – 26/10/2012 Submitted By Group 8‚ Section C Anuradha Tyagi (PGP28128) Aditya Singh (PGP28158) Bholendra P.Singh (PGP28143) K. Aditya Das (PGP28139) Vishal Raju (PGP28155) Shweta J. (PGP28159) Table of Contents 1. Abstract 2 2. Brief Overview of the current situation 3 3. Strategy for Case Analysis
Premium Customer service Customer Sales
sustainability Prof. Lovas March 27‚ 2014 Citibank Case Study 1. I believe that the provisions made to the Dodd Frank Act that mandates advisory shareholder votes on executive compensation was a good change. I agree with this provision because I believe that the shareholders should ultimately have a say I’m what sort of compensation the executives of the company are taking. They are the real company owners and it’s their money that’s on the line if Citibank doesn’t succeed. In the recent recession
Premium Rate of return Investment Bank
A07-00-0022 Citibank—The Confia Acquisition in Mexico (A) This document has been made available for CasePlace.org. Introduction In August of 1998 Citibank-Mexico President Julio de Quesada was sitting in his office on the Paseo de la Reforma in Mexico City reminiscing about the wild ride that his organization had taken during the previous four years. From the depths of the “Tequila Crisis‚” when Mexico’s peso devalued by more than 100% at the end of 1994 to the final payment of $US 180 million
Premium Bank