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Often, each unit has its own data set, and the bank has no bird's-eye view of customers. From the customer’s point of view this can be a source of frustration for a number of reasons: responses to enquiries and complaints can be delayed as bank staff have to investigate customer records; the business lines may operate under a ‘silo’ mentality and fail to communicate changes to the customer that may be relevant to other departments and the absence of a customer profile that is shared throughout the organisation may undermine the accuracy of sales campaigns.
The rise of customer complaints has been accompanied by a rise in the numbers who switch their service providers. Abbey responded to the switching problem in 2003 when their research showed that 43% of customers in the mortgage market were seeking re-mortgage deals. What returns can you expect from win-back programmes? Aside from significant insights into the process improvement initiatives most likely to reduce churn, winback programmes yield a tangible return on investment. The growing popularity of packaged bank accounts could be used to leverage both switch business and retain those that have a current account and mortgage with the same provider.
Dollar accounts, and a credit card. Some banks are using a book-of-business approach, in which a relationship banker handles the top 10% or 20% of branch customers. Ronald Kendrick, the executive vice president of the community banking group at Union Bank of California in San Francisco, said the bank, the retail unit of UnionBanCal Corp. ), assigns representatives to customers who maintain a certain asset level. How do these segments interact with business lines? A program manager: “makes sure we're definitely doing what we can in terms of pricing and marketing and so forth,” Mr.