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Case Study: Menton Bank

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 CASE
Menton Bank
13 Christopher Lovelock and Jochen Wirtz

Length: 6 pages

Problems arise when a large bank, attempting to develop a

stronger customer service orientation, enlarges the customer
service respresentatives’ responsibilities to include selling
activities.

Study Questions

1. Identify the steps taken by Menton Bank to develop a stronger customer Download the full case:
orientation in its retail branches.
2. Compare and contrast the jobs of customer assistance representative (CAR)
and customer service representative (CSR). How important is each (a) to bank
operations and (b) to customer satisfaction?
3. Evaluate the strengths and weaknesses of Karen Mitchell and other
candidates for head CSR. https://www.worldscientific.
com/doi/suppl/10.1142/
y0024/suppl_file/y0024_
4. What action do you recommend for filling the head CSR position? Case13_free.pdf

590 Case 13 ▪ Menton Bank

 PART 6
CASE
Menton Bank
13 Christopher Lovelock and Jochen Wirtz

Problems arise when a large bank, attempting to develop a stronger customer service orientation,
enlarges the customer service respresentatives’ responsibilities to include selling activities.

“I’m concerned about Karen,” said Margaret Costanzo to stimulate customer interest in the broadening array of
to David Reeves. The two bank officers were seated in financial services offered by the bank. “The problem with
the former’s office at Menton Bank. Costanzo was a vice Karen,” as Reeves put it, “is that she simply refuses to sell.”
president of the bank and manager of the Victory Square
branch, the third largest in Menton’s large branch network.
She and Reeves, the branch’s customer service director,
were having an employee appraisal meeting. Reeves THE NEW FOCUS ON CUSTOMER
was responsible for the customer service department,
which coordinated the activities of the customer service SERVICE AT MENTON BANK
representatives (CSRs, formerly known as tellers) and
Although it was the largest bank in the region, Menton had
the customer assistance representatives (CARs, formerly
historically focused on corporate business and its share
known as new accounts assistants).
of the retail consumer banking business had declined in
the face of aggressive competition from other financial
Costanzo and Reeves were discussing Karen Mitchell,
institutions. Three years earlier, the Board of Directors
a 24-year-old customer service representative who had
had appointed a new chief executive officer (CEO)
applied for the soon-to-be-vacant position of head CSR.
and given him the mandate of developing a stronger
Mitchell had been with the bank for three and a half years.
consumer orientation at the retail level. The goal was to
She had applied for the position of what had then been
seize the initiative in marketing the ever-increasing array
called head teller a year earlier, but the job had gone to a
of financial services now available to retail customers. The
candidate with more seniority. Now, that individual was
CEO’s strategy, after putting in a new management team,
leaving — his wife had been transferred to a new job in
was to begin by ordering an expansion and speed-up of
another city — and the position was once again open.
Menton’s digital transformation which had fallen behind
Two other candidates had also applied for the job.
the competition. To achieve this strategy, a new digital
transformation team had been created.
Both Costanzo and Reeves agreed that, against all criteria
used in the past, Karen Mitchell would have been the
During the past 18 months, the bank had tripled the
obvious choice for head teller. She was both fast and
number of ATMs located inside its branches. The
accurate in her work, presented a smart and professional
installation of new ATMs was coupled with a branch
appearance, and was well-liked by customers and her
renovation program designed to improve the physical
fellow CSRs. However, the nature of the teller’s job had
appearance of the branches. A pilot program to test
been significantly revised 9 months earlier to add a
the impact of these “new look” branches was already
stronger marketing component. CSRs were now expected
underway. In the longer term, top management intended
to offer polite suggestions that customers adopt online
to redesign the interior of each branch. As more
banking, mobile banking, and automated teller machines
customers switched to electronic banking from remote
(ATMs) for simple transactions. They were also required
locations, the bank planned to close a number of its
branches to consolidate its physical branch network.
© 2021 Christopher Lovelock and Jochen Wirtz.

Case Studies C13.1

Another important move had been its significant ATMs, the website, its mobile app, and chat bot for a
investments into mobile banking and online banking broad array of transactions.
services. Customers could also call a central customer
service office to speak with a bank representative A year earlier, the head office had selected three branches,
concerning service questions or problems with their including Victory Square, as test sites for a new customer
accounts, as well as to request new account applications service program, which included a radical redesign of
or new checkbooks, which would be sent by mail. This the branch interior. The Victory Square branch was in
office currently operated on weekdays from 8 a.m. to a busy urban location, about one mile from the central
8 p.m. and on Saturdays from 8 a.m. to 2 p.m., but Menton business district and less than 10-minutes’ walk from the
was evaluating the possibility of expanding the operation campus of a large university. The branch was surrounded
to a 24-hour basis, 7-days a week. by retail stores and close to commercial and professional
offices. The other test branches were among the bank’s
The technology team had completely redesigned the larger suburban offices in two different metropolitan
bank’s website to make it possible to offer what were areas and were located in a shopping mall and next to a
described as the region’s most “user-friendly” Internet big hospital, respectively.
banking services. Customers could obtain information
about bank services, branch locations and service hours, As part of the branch renovation program, each of these
location of ATMs, as well as answers to commonly asked three branches had previously been remodeled to include
questions to its improved and relaunched text- and voice- no fewer than four ATMs (Victory Square had six), which
based chat bots. All these actions seemed to be bearing could be closed off from the rest of the branch so that
fruit. In the most recent 6 months, Menton had seen they would remain accessible to customers 24 hours a
a significant increase in the number of new accounts day. Further remodeling was then undertaken to locate
opened, as compared to the same period of the previous a customer service desk near the entrance; close to each
year, and quarterly survey data showed that Menton desk were two electronic information terminals featuring
Bank was steadily increasing its share of new deposits color touch screens that customers could activate to
in the region. obtain information on a variety of bank services. The
teller stations were redesigned to provide two levels of
service: an express station for simple deposits and cashing
of approved checks, as well as regular stations for the
CUSTOMER SERVICE ISSUES full array of services provided by tellers. The number
of stations open at a given time was varied to reflect the
New financial products had been introduced at a rapid volume of anticipated business, and staffing arrangements
rate. But the bank found that many existing “platform” were changed to ensure that more tellers were on hand
staff — known as new accounts assistants — were ill- to serve customers during the busiest periods. Finally,
equipped to sell these services because of lack of product the platform area in each branch was reconstructed to
knowledge and inadequate training in selling skills. As create what the architect described as “a friendly, yet
Costanzo recalled: professional appearance.”

The problem was that they were so used to

sitting at their desks waiting for a customer to
approach them with a specific request, such HUMAN RESOURCES
as a mortgage or car loan, that it was hard to
get them to take a more positive approach that With the new environment came new training
involved actively probing for customer needs. programs for the staff of these three branches and new
Their whole job seemed to revolve around filling job descriptions and job titles: customer assistance
out forms or responding to prompts on their representatives (for the platform staff), customer service
computer screens. We were way behind most representatives (for the tellers), and customer service
other banks in this respect. director (instead of assistant branch manager). The head
teller position was renamed head CSR. Details of the new
As the digital transformation program proceeded, the job descriptions are shown in the Appendix. The training
mix of activities performed by the tellers started to programs for each group included sessions designed to
change. A growing number of customers were using the develop improved knowledge of both new and existing

C13.2 Case 13 ▪ Menton Bank

 PART 6
retail products. (CARs received more extensive training of specific products. During a 1-month period, CSRs
in this area than did CSRs.) The CARs also attended a were offered a $50 bonus for each referral leading to a
15-hour course, offered in three separate sessions, on customer opening a personal line of credit account. The
basic selling skills. This program covered key steps in the CARs received a $20 bonus for each account they opened,
sales process including building a relationship, exploring regardless of whether or not it came as a referral or
customer needs, determining a solution, and overcoming simply a walk-in. Eight such bonuses were paid to CSRs
objections. at Victory Square, with three each going to just two of the
full-time CSRs, Jean Warshawski and Bruce Greenfield.
The sales training program for CSRs, by contrast, Karen Mitchell was not among the recipients. However,
consisted of just two 2-hour sessions designed to develop this program was not renewed, since it was felt that there
skills in recognizing and probing customer needs, were other, more cost-effective means of marketing
presenting product features and benefits, overcoming this product. In addition, Reeves, the customer service
objections, and referring customers to CARs. All staff director, had reason to believe that Bruce Greenfield had
members in customer service positions participated in colluded with one of the CARs, his girlfriend, to claim
sessions designed to improve their communication skills referrals which he had not, in fact, made. Another test
and professional image: clothing and personal grooming branch reported similar suspicions of two of its CSRs.
and interactions with customers were all discussed. The
trainer said, “Remember, people’s money is too important A second promotion followed and was based on allocating
to entrust to someone who doesn’t look and act the part!” credits to the CSRs for successful referrals. The value of
the credit varied according to the nature of the product
CARs were instructed to rise from their seats and shake — for instance, a debit card was worth 500 credits
hands with customers. Both CARs and CSRs were given — and accumulated credits could be exchanged for
exercises designed to improve their listening skills and merchandise gifts. This program was deemed ineffective
their powers of observation. All employees working and discontinued after 3 months. The basic problem
in places where they could be seen by customers were seemed to be that the value of the gifts was seen as too
ordered to refrain from drinking soda and chewing gum low in relation to the amount of effort required. Other
while on the job. problems with these promotional schemes included lack
of product knowledge on the part of the CSRs and time
Although Menton Bank’s management anticipated that pressures when many customers were waiting in line to
most of the increased emphasis on selling would fall to be served.
the CARs, they also foresaw a limited selling role for
the CSRs, who would be expected to mention various The bank had next turned to an approach which, in David
products and facilities offered by the bank as they Reeves’ words, “used the stick rather than the carrot.” All
served customers at the teller windows. For instance, CSRs had traditionally been evaluated half-yearly on a
if a customer complained about bounced checks, the variety of criteria including accuracy, speed, quality of
CSR should suggest speaking to a CAR about opening a interactions with customers, punctuality of arrival for
personal line of credit that would provide an automatic work, job attitudes, cooperation with other employees,
overdraft protection. If the customer mentioned and professional image. The evaluation process assigned
investments, the CSR was expected to refer him or her a number of points to each criterion, with accuracy
to a CAR who could provide information on money and speed being the most heavily weighted. In addition
market accounts or Menton’s discount brokerage service. to appraisals by the customer service director and the
All CSRs were supplied with their own business cards. branch manager, with input from the head CSR, Menton
When making a referral, they were expected to write the had recently instituted a program of anonymous visits by
customer’s name and the product of interest on the back what was popularly known as the “mystery client.” Each
of a card, give it to the customer, and send that individual CSR was visited at least once a quarter by a professional
to the customer assistance desks. evaluator posing as a customer. This individual’s appraisal
of the CSR’s appearance, performance, and attitude
In an effort to motivate CSRs at the three branches to was included in the overall evaluation. The number of
sell specific financial products, the bank experimented points scored by each CSR had a direct impact on merit
with various incentive programs. The first involved pay raises and selection for promotion to the head CSR
cash bonuses for referrals to CARs that resulted in sales position or to platform jobs.

Case Studies C13.3

To encourage improved product knowledge and Really, the last straw was when I noticed on the
“consultative selling” by CSRs, the evaluation process was computer screen that this woman had several
revised to include points assigned for each individual’s thousand in her savings account so I suggested
success in sales referrals. Under the new evaluation to her, just as the trainer had told us, that she
scheme, the maximum number of points assignable could earn more interest if she opened a money
for effectiveness in making sales — directly or through market account. Well, she told me it was none of
referrals to CARs — amounted to 30% of the potential my business what she did with her money, and
total score. Although CSR-initiated sales had risen stomped off. Don’t get me wrong, I love being
significantly in the most recent half-year, Reeves sensed able to help customers, and if they ask for my
that morale had dropped among this group, in contrast advice, I’ll gladly tell them about what the bank
to the CARs, whose enthusiasm and commitment had has to offer.
risen significantly. He had also noticed an increase in
CSR errors. One CSR had quit, complaining about too
much pressure.
SELECTING A NEW HEAD CUSTOMER
SERVICE REPRESENTATIVE
KAREN MITCHELL Two weeks after this meeting, it was announced that the
Under the old scoring system, Karen Mitchell had been head customer service representative (CSR) was leaving.
the highest-scoring teller/customer service representative The job entailed some supervision of the work of the
(CSR) for four consecutive half-years. But after two half- other CSRs (including allocation of work assignments
years under the new system, her ranking had dropped and scheduling part-time CSRs at busy periods or
to fourth out of the seven full-time tellers. The top- during employ vacations), consultation on — and, where
ranking CSR, Mary Bell, had been with Menton Bank for possible, resolution of — any problems occurring at the
16 years, but had declined repeated invitations to apply teller stations, and handling of large cash deposits and
for a head teller position, saying that she was happy where withdrawals by local retailers (see position description
she was, earning at the top of the CSR scale, and did not in the Appendix). When not engaged in such tasks, the
want “the extra worry and responsibility.” Mitchell ranked head CSR was expected to operate a regular teller window.
first on all but one of the operationally related criteria
(interactions with customers, where she ranked second), The pay scale for a head CSR ranged from $20–$30
but sixth on selling effectiveness (Exhibit 1). per hour, depending on qualifications, seniority, and
branch size, as compared to a range of $11–$19 per
Costanzo and Reeves had spoken to Mitchell about her hour for CSRs. The pay scale for customer assistance
performance and expressed disappointment. Mitchell representatives (CARs) ranged from $15–$21. Full-time
had informed them, respectfully but firmly, that she saw employees (who were not unionized) worked a 40-hour
the most important aspect of her job as giving customers week, including some evenings until 6 p.m. and certain
fast, accurate, and courteous service, telling the two bank Saturday mornings. Costanzo indicated that the pay
officers: scales were typical for banks in the region, although the
average CSR at Menton was better qualified than those
at smaller banks and therefore higher on the scale. Karen
I did try this selling thing but it just seemed to
Mitchell was currently earning $17.80 per hour, reflecting
annoy people. Some said they were in a hurry
her education, which included a diploma in business
and couldn’t talk now; others looked at me as
administration; three-and-a-half years’ experience; and
if I were slightly crazy to bring up the subject
significant past merit increases. If promoted to head CSR,
of a different bank service than the one they
she would qualify for an initial rate of $22.00 an hour.
were currently transacting. And then, when
When applications for the positions closed, Mitchell
you got the odd person who seemed interested,
was one of three candidates. The other two candidates
you could hear the other customers in the line
were Jean Warshawski, 42, another CSR at the Victory
grumbling about the slow service.
Square branch; and Curtis Richter, 24, the head CSR at
one of Menton Bank’s small suburban branches, who was
seeking more responsibility.

C13.4 Case 13 ▪ Menton Bank

 PART 6
Exhibit 1 Performance scores of the customer service representatives

Menton Bank: Summary of performance evaluation scores for customer service representatives at Victory Square branch
during latest two half-year periods
Operational Criteria1 Selling Effectiveness2
Total Score
(max.: 70 points) (max.: 30 points)
CSR Name3 Length of Full-Time Bank 1st Half 2nd Half 1st Half 2nd Half 1st Half 2nd Half
Service
Mary Bell 16 years, 10 months 65 64 16 20 81 84
Scott Dubois 2 years, 3 months 63 61 15 19 78 80
Bruce Greenfield 12 months 48 42 20 26 68 68
Karen Mitchell 3 years, 7 months 67 67 13 12 80 79
Sharon Rubin 1 year, 4 months 53 55 8 9 61 64
Swee Hoon Chen 7 months — 50 — 22 — 72
Jean Warshawski 2 years, 1 month 57 55 21 28 79 83
Note: 1. Totals based on sum of ratings points against various criteria including accuracy, work production, attendance and punctuality,
personal appearance, organization of work, initiative, cooperation with others, problem-solving ability, and quality of interaction
with customers.
2. Points awarded for both direct sales by CSR (e.g. traveler’s checks) and referral selling by CSR to CAR (e.g. debit card,
certificates of deposit, personal line of credit).
3. Full-time CSRs only (part-time CSRs were evaluated separately).

Warshawski was married with two sons in school. She her personal appearance, she was very well organized in
had started working as a part-time teller at Victory her work and was quick to help her fellow CSRs, especially
Square some 3 years previously, switching to full-time new hires. She was currently earning $17.10 per hour as a
work a year later in order, as she said, to put away some CSR and would qualify for a rate of $22.00 as head CSR.
money for her boys’ college education. Warshawski was a In the most recent 6 months, Warshawski had ranked
cheerful woman with a jolly laugh. She had a wonderful ahead of Mitchell as a result of being very successful in
memory for people’s names and Reeves had often seen consultative selling (Exhibit 1).
her greeting customers on the street or in a restaurant
during her lunch hour. Reviewing her evaluations over Richter, the third candidate, was not working in one of
the previous 3 years, Reeves noted that she had initially the three test branches, and so had not been exposed to
performed poorly on accuracy and at one point, when she the consultative selling program and its corresponding
was still a part-timer, had been put on probation because evaluation scheme. However, he had received excellent
of frequent inaccuracies in the balance in her cash drawer evaluations for his work in Menton’s small Longmeadow
at the end of the day. Although Reeves considered her branch, where he had been employed for 3 years. A move
much improved on this score, he still saw room for to Victory Square branch after dropping out of college
improvement. The Customer Service Director had also midway through his third year, he had recently started
on occasion reprimanded her for tardiness during the taking evening courses in order to complete his degree.
past year. Warshawski attributed this to health problems The Longmeadow branch was located in an older part of
with her elder son who, she said, was now responding town where commercial and retail activities were rather
to treatment. stagnant. This branch (which was rumored to be under
consideration for closure) had not yet been renovated and
Both Reeves and Costanzo had observed Warshawski at had no ATMs, although there was an ATM accessible to
work and agreed that her interactions with customers Menton customers one block away. Richter supervised
were exceptionally good, although she tended to be overly three CSRs and reported directly to the branch manager,
chatty and was not as fast as Karen Mitchell. She seemed who spoke very highly of him. Since there were no CARs
to have a natural ability to size up customers and decide in this branch, Richter and another experienced CSR
which ones were good prospects for a quick sales pitch on took turns to handle new accounts and loan or mortgage
a specific financial product. Although slightly untidy in applications.

Case Studies C13.5

Costanzo and Reeves were troubled by the decision that
faced them. Prior to the bank’s shift in focus, Mitchell
would have been the natural choice for the head
CSR job which, in turn, could be a stepping stone to
further promotions, including CAR, customer service
director, and, eventually, manager of a small branch or
a management position in the head office. Mitchell had
told her superiors that she was interested in making a
career in banking and she was eager to take on further
responsibilities.

Compounding the problem was the fact that the three

branches testing the improved branch design and new
customer service program had just completed a full
year of the test. Costanzo knew that sales and profits
were up significantly at all three branches relative to
the bank’s performance as a whole. She anticipated that
top management would want to extend the program
system-wide after making any modifications that seemed
desirable.

Exhibit 2 Bank tellers today are expected to shoulder wider

job responsibilities to meet the demand for greater customer
service orientation

Study Questions

1. Identify the steps taken by Menton Bank to develop a stronger customer orientation in its retail branches.
2. Compare and contrast the jobs of customer assistance representative (CAR) and customer service
representative (CSR). How important is each (a) to bank operations and (b) to customer satisfaction?
3. Evaluate the strengths and weaknesses of Karen Mitchell and other candidates for head CSR.
4. What action do you recommend for filling the head CSR position?

C13.6 Case 13 ▪ Menton Bank

 PART 6
APPENDIX — MENTON BANK: JOB need and cross-selling appropriate bank services. Plays an
active role in developing and maintaining good relations.
DESCRIPTIONS FOR CUSTOMER
SERVICE STAFF IN BRANCHES Responsibilities
1. Presents and communicates the best possible
Previous Job Description for Teller customer service:
• Greets all customers with a courteous, friendly
Function: Provides customer services by receiving,
attitude.
paying out, and keeping accurate records of all money
• Provides fast, accurate, friendly service.
involved in paying and receiving transactions. Promotes
• Uses customer’s name whenever possible.
the bank’s services.
2. Sells bank services and maintains customer relations:
Responsibilities • Cross-sells retail services by identifying and
referring valid prospects to a customer assistance
1. Serves customers:
representative (CAR) or customer service director.
• Accepts deposits, verifies cash and endorsements,
When time permits (no other customers waiting
and gives customers their receipts.
in line), should actively cross- sell retail services.
• Cashes checks within the limits assigned or refers
• Develops new business by acquainting non-
customers to supervisor for authorization.
customers with bank services and existing
• Accepts savings deposits and withdrawals, verifies
customers with additional services that they are
signatures, and posts interest and balances as
not currently using.
necessary.
• Accepts loan, credit card, utility, and other 3. Provides a prompt and efficient operation on a
payments. professional level:
• Issues money orders, cashier’s checks, traveler’s • Receives cash and/or checks for checking accounts,
checks, and foreign currency. savings accounts, taxes withheld, loan payments,
• Reconciles customer statements and confers with Mastercard and Visa, mortgage payments, money
bookkeeping personnel regarding discrepancies in orders, traveler’s checks, and cashier’s checks.
balances or other problems. • Verifies amount of cash and/or checks received,
• Issues credit card advances. being alert to counterfeit or fraudulent items.
• Cashes checks in accordance with bank policy.
2. Prepares individual daily settlement of teller cash and
Watches for stop payments and holds funds per
proof transactions.
bank policy.
3. Prepares branch daily journal and general ledger. • Receives payment of collection items, safe deposit
rentals, and other miscellaneous items.
4. Promotes the bank’s services:
• Confers with head customer service representative or
• Cross-sells other bank services appropriate to
customer service director on non-routine situations.
customer’s needs.
• Sells traveler’s checks, money orders, monthly
• Answers inquiries regarding bank matters.
transit passes, and cashier’s checks and may
• Directs customers to other departments for
redeem coupons and sell or redeem foreign
specialized services.
currency.
5. Assists with other branch duties: • Prepares coin and currency orders as necessary.
• Totals receipts at night and mail deposits. • Services, maintains, and settles ATMs as required.
• Reconciles ATM transactions. • Ensures only minimum cash exposure, necessary
• Provides safe deposit services. for efficient operation, is kept in cash drawer;
• Performs secretarial duties. removes excess cash immediately to secured
location.
• Prepares accurate and timely daily settlement of
work.
New Job Description for Customer Service • Performs bookkeeping and operational functions
Representative as assigned by Customer Service Director.
Function: Provides customers with the highest quality
services with special emphasis on recognizing customer

Case Studies C13.7

New Job Description for Head Customer 2. Identifies and responds to customers’ needs:
• Promotes and sells retail services and identifies
Service Representative
any existing cross-sell opportunities.
Function: Supervises all customer service representatives • Opens new accounts for individuals, businesses,
(CSRs) in the designated branch office, ensuring efficient and private organizations.
operation and the highest-quality service to customers. • Prepares temporary checks and deposit slips for
Plays an active role in developing and maintaining good new checking/NOW accounts.
customer relations. Assists other branch personnel on • Sells checks and deposit slips.
request. • Interviews and takes applications for and pays
out on instalment/charge card accounts and other
Responsibilities credit-related products.
1. Supervises the CSRs in the branch: • Certifies checks.
• Allocates work, coordinates work flow, reviews • Handles stop payment requests.
and revises work procedures. • Responds to telephone mail inquiries from
• Ensures teller area is adequately and efficiently customers or bank personnel.
staffed with well-trained, qualified personnel. • Receives notification of name or address changes
• Assists CSRs with more complex transactions. and takes necessary action.
• Resolves routine personnel problems, referring • Takes action on notification of lost passbooks,
more complex situations to customer service credit cards, ATM cards, collateral, and other lost
director. or stolen items.
• Participates in decisions concerning performance • Demonstrates ATMs to customers and assists
appraisal, promotions, wage changes, transfers, with problems.
and termination of subordinate CSR staff. • Coordinates closing of accounts and ascertains
reasons.
2. Assumes responsibility for CSRs’ money:
3. Sells and services all retail products:
• Buys and sells money in the vault, ensuring
• Advises customers and processes applications
adequacy of branch currency and coin supply.
for all products covered in customer assistance
• Ensures that CSRs and cash sheets are in balance.
representative (CAR) training programs (and
• Maintains necessary records, including daily
updates).
branch journal and general ledger.
• Initiates referrals to the appropriate department
3. Accepts deposits and withdrawals by business when a trust or corporate business need is
customers at the commercial window. identified.
4. Operates teller window to provide services to retail
customers (see Responsibilities for CSRs). New Job Description for Customer Service
Director
New Job Description for Customer Function: Supervises customer service representatives
Assistance Representative (CSRs), customer assistance representatives (CARs),
Function: Provides services and guidance to customers/ and other staff as assigned to provide the most effective
prospects seeking banking relationships or related and profitable retail banking delivery system in the
information. Promotes and sells needed products and local marketplace. Supervises sales efforts and provides
responds to special requests by existing customers. feedback to management concerning response to
products and services by current and prospective banking
customers. Communicates goals and results to those
Responsibilities supervised and ensures operational standards are met in
1. Provides prompt, efficient, and friendly service to all order to achieve outstanding customer service.
customers and prospective customers:
• Describes and sells bank services to customers/ Responsibilities
prospects who approach them directly or via
referral from customer service reps or other bank 1. Supervises effective delivery of retail products:
personnel. • Selects, trains, and manages CSRs and CARs.
• Answers customers’ questions regarding bank • Assigns duties and work schedules.
services, hours, etc. • Completes performance reviews.

C13.8 Case 13 ▪ Menton Bank

 PART 6
2. Personally, and through those supervised, renders the
highest level of professional and efficient customer
service available in the local marketplace:
• Provides high level of service while implementing
most efficient and customer-sensitive staffing
schedules.
• Supervises all on-the-job programs within office.
• Ensures that outstanding customer service
standards are achieved.
3. Directs remedial programs for CSRs and CARs as
necessary. Develops retail sales effectiveness to the
degree necessary to achieve market share objectives:
• Ensures that all CSRs and CARs possess
comprehensive product knowledge.
• Directs coordinated cross-sell program within
office at all times.
• Reports staff training needs to branch manager
and/or regional training director.
4. Ensures adherence to operational standards:
• Oversees preparation of daily and monthly
operational and sales reports.
• Estimates, approves, and coordinates branch cash Suggested citation: Christopher Lovelock and Jochen
needs in advance. Wirtz (2021), “Menton Bank”, in: Services
• Oversees ATM processing function. Marketing: People, Technology, Strategy, 9th
• Handles or consults with CSRs/CARs on more edition by Jochen Wirtz and Christopher Lovelock,
complex transactions. New Jersey: World Scientific, pp. 590, C13.1-C13.9.
• Ensures clean and business-like appearance of the
branch facility. Note: This case study is part of the teaching
5. Informs branch manager of customer response to materials accompanying Services Marketing:
products: People, Technology, Strategy, 9th edition. The case
• Reports customer complaints and types of sales can be used by the authors and in courses that use
resistance encountered. this textbook as their main reference. For other
• Describes and summarizes reasons for account courses and uses, copyright has to be cleared with
closings. Jochen Wirtz, email: jochen@nus.edu.sg.

6. Communicates effectively the goals and results of the

bank to those under supervision:
• Reduces office goals into a format which translates
to goals for each CSR or CAR. The full book is available
• Reports sales and cross-sell results to all CSRs on Amazon. Click to order:
and CARs.
• Conducts sales- and service-oriented staff
meetings with CSRs/CARs on a regular basis.
• Attends all s cheduled c ustomer s er vice
management meetings organized by regional
office.

Case Studies C13.9

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