by Cheung Kam-mui, Polina. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1995. / Includes bibliographical references (leaves 78-81). / ABSTRACT --- p.iii / ACKNOWLEDGEMENTS --- p.v / TABLE OF CONTENTS --- p.vi / Chapter / Chapter I. --- INTRODUCTION --- p.1 / The Emergence of Private Banking --- p.1 / Objectives and Scope of Study --- p.3 / Chapter II. --- INDUSTRY SYNOPSIS --- p.7 / History --- p.7 / Present Development --- p.8 / Chapter III. --- THE FRAMEWORK OF PRIVATE BANKING --- p.13 / Framework Description --- p.13 / Customer Profile --- p.14 / Marketing Strategies --- p.19 / Private Banker Profile --- p.26 / Physical Environment --- p.31 / Product Profile --- p.33 / Invisible Part - Internal Organisational Structure --- p.39 / Chapter IV. --- MACROENVIRONMENT ANALYSIS --- p.41 / Competition Profile --- p.41 / Legal Environment Profile --- p.50 / Chapter V. --- POTENTIAL THREATS --- p.55 / The 1997's Issues --- p.55 / Internal Factors --- p.57 / Chapter VI. --- FUTURE TRENDS --- p.60 / Merging with Trustee Services --- p.60 / Customer Diversification - Active Investor Market --- p.61 / Control through Information System --- p.63 / Chapter VII. --- RECOMMENDATIONS --- p.65 / Personnel --- p.65 / Cross-selling Performance Evaluation System --- p.66 / "Bank Policy, Authorities and Flexibilities" --- p.68 / Marketing and Product Development --- p.70 / APPENDIX --- p.74 / REFERENCE --- p.76 / BIBLIOGRAPHY --- p.78

by Lee Yuen-Yee Annisa. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1996. / Includes bibliographical references (leaves 58-59). / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iv / Chapter / Chapter I. --- Introduction / Objectives of the Project --- p.1 / Scope of Study --- p.1 / What is Private Banking ？ --- p.4 / Chapter II. --- Current Development of Private Banking Industry in Hong Kong Services provided by Banks --- p.7 / Services provided by Non-Bank Institutions --- p.12 / SWOT Analysis of Retail Banks in Hong Kong --- p.14 / Chapter III. --- Application of existing PBS in Marketing Model --- p.23 / Product Strategy --- p.25 / Service Strategy --- p.26 / Price Strategy --- p.27 / Communications Strategy --- p.27 / Sales Force Strategy --- p.27 / Distribution Strategy --- p.28 / Chapter IV. --- Research / Objectives of the Research --- p.30 / Scope of the Research and Design --- p.31 / Findings --- p.31 / Limitations of the Research --- p.38 / Chapter V. --- Recommendations / Target Segmentation --- p.40 / Market Objectives --- p.41 / Marketing Strategy --- p.43 / Chapter VI. --- Conclusion --- p.50 / APPENDIX --- p.51 / BIBLIOGRAPHY --- p.58

by Chung Kai-Ho, Fung Wai-Chung. / Includes questionnaire. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1998. / Includes bibliographical references (leaves 78-79). / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iv / LIST OF TABLES --- p.vi / LIST OF FIGURES --- p.vii / Chapter / Chapter I. --- INTRODUCTION --- p.1 / Background --- p.1 / Objectives of This Study --- p.2 / Chapter II. --- THE FEATURES OF PRIORITY BAKING SERVICES --- p.4 / The General Features of Priority Banking Services --- p.4 / Financial Benefits --- p.4 / Convenience & Efficiency --- p.4 / Personal Care --- p.5 / Product Features of the Five Subject Banks --- p.5 / Hong Kong Banks - Asset Vantage Account --- p.5 / Hang Seng Bank - Bank Smart Account --- p.6 / Standard Chartered Bank - Priority Banking --- p.7 / Yien Yieh Bank - Prestige Bank Account --- p.7 / Belgian Bank - Premier Banking --- p.8 / Pricing Features of the Five Subject Banks --- p.9 / Chapter III. --- CONCEPTUAL FRAMEWORKS --- p.10 / Introduction --- p.10 / Perceptual Map by Factor Analysis --- p.10 / Theory of Reasoned Action (TORA) --- p.11 / Chapter IV. --- METHODOLOGY --- p.15 / Interviews --- p.15 / Sample and Sampling Procedure --- p.15 / Data Collection and Questionnaire --- p.15 / Operationalization --- p.17 / Section One --- p.17 / Section Two --- p.18 / Data Analysis --- p.19 / Chapter V. --- RESULTS --- p.20 / Perceptual Map by Factor Analysis --- p.20 / Factor Analysis --- p.20 / Perceptual Mapping --- p.22 / Factors Affecting Customer Intention to Subscribe Priority Banking Services --- p.26 / The Original Model --- p.26 / The Reduced Model --- p.29 / Chapter VI. --- CONCLUSION & MANAGERIAL IMPLICATIONS --- p.32 / Managerial Implications - Perceptual Map by Factor Analysis --- p.32 / Market Positioning Target --- p.32 / Recommend Strategies --- p.33 / Hong Kong Banks - Asset Vantage Account --- p.33 / Hang Seng Bank - Bank Smart Account --- p.35 / Standard Chartered Bank - Priority Banking --- p.36 / Yien Yieh Bank - Prestige Bank Account --- p.37 / Belgian Bank - Premier Banking --- p.37 / Managerial Implications - Structural Equation Modeling --- p.38 / Limitations of the Study --- p.40 / APPENDIX --- p.41 / BIBLIOGRAPHY --- p.78

The following is a case study report on the Cape Town business unit of Standard Bank Properties. The research project falls within the ambit of services marketing which introduces several unique management challenges for service businesses that sell services as a core offering. The principal aim of the case study is to gain an understanding of why customers bank at the business unit and to discover what aspects are critical to customer satisfaction. A further goal of the research is to examine how the business unit could improve customer satisfaction and to highlight any impediments to further improving customer satisfaction at the business unit. It is generally regarded that quality customer service is essential to building customer relationships and hence the research project emphasis on services marketing and customer satisfaction within a financial services context. The paper commences with an overview of the South African Banking Sector and its unique challenges such as the Financial Service Charter and newly introduced legislation such as Financial Intelligence Centre Act. The case study will specifically investigate the property finance industry and a detailed analysis of the business unit's operations and process flow will also be undertaken. The reason for this background information is to assist the reader to understand how the business unit operates. The research project will investigate four unique differences between goods marketing and services marketing whereafter three theoretical propositions are introduced, namely the dyadic interaction and service encounter, the Service Profit Chain and finally Relationship Marketing. Evidence in the form of a narrative will be led from insights obtained from interviews conducted with customers and staff at the business unit against these propositions with support (or otherwise) from independent surveys and documents from the business unit. The result of this analysis is the identification of several areas of concern specifically: New employees and the service encounter, Problems with FICA, Lack of a customer complaint handling system, Empowerment issues, Turnaround times, Reliance on key staff These insights together with the evidence from the literature review will be analysed and several recommendations made to improve customer service and ultimately customer satisfaction at the business unit. Several recommendations for further research are offered as well as the identification of limitations including but not limited to the specificity of the case study report.

Assessing performance, quality, and excellence in services are critical topics in the literature. As such, this thesis evaluates aspects related to conceptualisations and measurement models across different disciplinary perspectives. This thesis develops, and validates a multiple-item scale for Modelling service excellence in the UK retail banking sector, according to the perceptions of customers. The scale development method follows Churchill’s (1979) well founded process, and is informed by Anderson and Gerbing’s (1988), and Rossiter’s (2002) guidelines. The model estimates whether the hypothesised antecedents are considered valid for identifying banks which provide excellent services. The findings reveal that reputation, rates, innovation, and technology significantly determine service excellence. This thesis was undertaken in a critical timing, between 2007 and 2012. During that time, the economy and particularly, the banking sector faced a major credit crunch and crisis of confidence in the sector per se. The crisis caused banks to rethink their competitive positioning by re-assessing their strengths (Akdag et al. 2011). Hence, initiating a differentiation between quality and excellence in services was essential. Overall, this thesis contributes to the literature by offering an integrated solution to assessing service excellence, from concept definition and differentiation, to scale development and validation. A new definition of services excellence is introduced and components of services excellence are identified. Hence, distinguishing between service quality and service excellence. Furthermore, the relationship between service excellence and its determinants is explored. Based on an updated set of antecedents and corresponding items, the measurement model provided in this thesis is considered as one of the best available options, realised by testing the postulated hypothesis and the alternative model testing.

Thesis (MBA)--Stellenbosch University, 2008. / ENGLISH ABSTACT: Many organisations implement customer relationship management (CRM) systems and processes but very few are able to obtain noticeable successes or even measure the successes. The successful implementation of CRM can have a very positive effect on customer service. Not only will it improve customer satisfaction, but it will increase customer loyalty and also lead to repurchases. Improved customer relationships will have a positive effect on profitability since it will reduce costs and the longer the relationship the higher the profits will be. Firms should know the long-term value of their clients and the lifetime value of their customers should be calculated, otherwise the value of existing customers will not be appreciated, and the loss of value that follows from departing customers will not be fully understood. It is critical for any organisation to employ highly professional and trained staff who can interact with customers in such a manner that their needs are satisfied and that value is optimised. In Absa‟s case the relationship executives need to have regular contact with their customers and they need to understand the industries within which the customers operate. They also need to have a very good product and service knowledge. In the research done for this report, the author researched CRM, customer service and relationship marketing. The CRM model which was implemented in the medium business segment of Absa Corporate and Business Bank in the Western Cape was analysed as was the new operating model which was implemented in April 2007. Customers and relationship executives were presented with questionnaires which had to be completed. These questionnaires dealt with the implementation of CRM and the impact, if any, it had on customer service. Conclusions and recommendations were made based on the research and findings. / AFRIKAANSE OPSOMMING: Baie organisasies implementeer kliënteverhoudingsbestuur in een of ander vorm maar baie min van hierdie organisasies slaag daarin om enige merkbare verskil aan hul kliëntediens te maak. Geen of weinig suksesse word behaal en word in die meeste gevalle nie eers gemeet nie. Die suksesvolle implementering van 'n kliënteverhoudingsbestuursproses kan 'n baie positiewe uitwerking op kliëntediens teweegbring en kan ook veroorsaak dat kliënte baie meer lojaal teenoor organisasies word en sodoende ook herhaalde aankope maak. Sterker kliënteverhoudings kan 'n positiewe uitwerking op winsgewendheid veroorsaak aangesien dit kostes sal verminder en hoe langer die verhouding, hoe hoër sal die winsgewendheid wees. Organisasies behoort die waarde wat in langtermyn verhoudings gesetel is, te verstaan en hierdie waarde behoort bereken te word. Die berekening van die waarde van langtermyn verhoudings sal organisasies in staat stel om die waarde van bestaande kliënte te waardeer en die impak van die verlies van hierdie kliënte te kan begryp. Dit is krities belangrik vir enige organisasie om hoogs professionele en opgeleide personeel aan te stel wie aan kliënte se behoeftes kan voldoen op so 'n wyse dat die maksimum waarde van die verhouding ontgin word. In Absa se geval moet die verhoudingsbestuurders gereelde kontak met hulle kliënte hê en moet hulle die industriëe waarin hulle kliënte funksioneer, ten volle verstaan. Hulle moet ook 'n baie goeie produkkennis en 'n begrip van kliëntediens hê. Die navorsing wat vir hierdie verslag gedoen is, fokus op kliënte verhoudingsbestuur, kliëntediens en verhoudingsbemarking. Die verhoudingsbestuurmodel wat in die medium segment van Absa Korporatiewe en Besigheidsbank in die Weskaap geïmplementeer is asook die nuwe bedryfsmodel wat in April 2007 geïmplimenter is, is volledig ontleed. Verhoudingsbestuurders en kliënte het vraelyste voltooi wat gehandel het oor verhoudingsbestuur en die impak, indien enige, wat dit op kliëntediens gehad het . Gevolgtrekkings en aanbevelings is gedoen, gebaseer op die navorsing en bevindings wat gemaak is.

published_or_final_version / Business Administration / Master / Master of Business Administration

Thesis (MBA)--Stellenbosch University, 2008. / ENGLISH ABSTACT: Many organisations implement customer relationship management (CRM) systems and processes but very few are able to obtain noticeable successes or even measure the successes. The successful implementation of CRM can have a very positive effect on customer service. Not only will it improve customer satisfaction, but it will increase customer loyalty and also lead to repurchases. Improved customer relationships will have a positive effect on profitability since it will reduce costs and the longer the relationship the higher the profits will be. Firms should know the long-term value of their clients and the lifetime value of their customers should be calculated, otherwise the value of existing customers will not be appreciated, and the loss of value that follows from departing customers will not be fully understood. It is critical for any organisation to employ highly professional and trained staff who can interact with customers in such a manner that their needs are satisfied and that value is optimised. In Absa‟s case the relationship executives need to have regular contact with their customers and they need to understand the industries within which the customers operate. They also need to have a very good product and service knowledge. In the research done for this report, the author researched CRM, customer service and relationship marketing. The CRM model which was implemented in the medium business segment of Absa Corporate and Business Bank in the Western Cape was analysed as was the new operating model which was implemented in April 2007. Customers and relationship executives were presented with questionnaires which had to be completed. These questionnaires dealt with the implementation of CRM and the impact, if any, it had on customer service. Conclusions and recommendations were made based on the research and findings. / AFRIKAANSE OPSOMMING: Baie organisasies implementeer kliënteverhoudingsbestuur in een of ander vorm maar baie min van hierdie organisasies slaag daarin om enige merkbare verskil aan hul kliëntediens te maak. Geen of weinig suksesse word behaal en word in die meeste gevalle nie eers gemeet nie. Die suksesvolle implementering van 'n kliënteverhoudingsbestuursproses kan 'n baie positiewe uitwerking op kliëntediens teweegbring en kan ook veroorsaak dat kliënte baie meer lojaal teenoor organisasies word en sodoende ook herhaalde aankope maak. Sterker kliënteverhoudings kan 'n positiewe uitwerking op winsgewendheid veroorsaak aangesien dit kostes sal verminder en hoe langer die verhouding, hoe hoër sal die winsgewendheid wees. Organisasies behoort die waarde wat in langtermyn verhoudings gesetel is, te verstaan en hierdie waarde behoort bereken te word. Die berekening van die waarde van langtermyn verhoudings sal organisasies in staat stel om die waarde van bestaande kliënte te waardeer en die impak van die verlies van hierdie kliënte te kan begryp. Dit is krities belangrik vir enige organisasie om hoogs professionele en opgeleide personeel aan te stel wie aan kliënte se behoeftes kan voldoen op so 'n wyse dat die maksimum waarde van die verhouding ontgin word. In Absa se geval moet die verhoudingsbestuurders gereelde kontak met hulle kliënte hê en moet hulle die industriëe waarin hulle kliënte funksioneer, ten volle verstaan. Hulle moet ook 'n baie goeie produkkennis en 'n begrip van kliëntediens hê. Die navorsing wat vir hierdie verslag gedoen is, fokus op kliënte verhoudingsbestuur, kliëntediens en verhoudingsbemarking. Die verhoudingsbestuurmodel wat in die medium segment van Absa Korporatiewe en Besigheidsbank in die Weskaap geïmplementeer is asook die nuwe bedryfsmodel wat in April 2007 geïmplimenter is, is volledig ontleed. Verhoudingsbestuurders en kliënte het vraelyste voltooi wat gehandel het oor verhoudingsbestuur en die impak, indien enige, wat dit op kliëntediens gehad het . Gevolgtrekkings en aanbevelings is gedoen, gebaseer op die navorsing en bevindings wat gemaak is.

This is a study on NMB and seeks to establish what the bank could do, through the implementation of CRM, to attract new customers and retain existing ones in the face of intensifying competition. The number of banks in Zimbabwe has increased tremendously over the last five years from less than seven to over fifteen. Ironically, this has taken place against a background of an ailing economy, which is shrinking and a reducing number of viable companies that can be targeted for banking business. A review of the history of banking in Zimbabwe was undertaken to show how NMB decided on CRM as a means of making a difference with customers and thus have a competitive edge over its rivals. In particular, the attitude of banks to customers and customer expectations was looked at together with the changes that have taken place over the years. Literature on CRM was reviewed and more attention was paid to the main causes of failures in the implementation ofCRM and how this could be avoided in the case of NMB. Lessons were drawn from what other banks like Nedcor and Standard Corporate and Merchant Bank (both of South Africa) have done to ensure a good measure of success in the implementation of CRM. Research was done to establish what it is that attracts customers to NMB, what NMB does better than its competitors and areas that NMB needs to improve on. Questionnaires (Appendices I and 11) were used in this regard and samples of customers from the three main sections of the bank (Treasury, Corporate Banking and Retail) were taken. The questionnaires had two sections, one with a select number of responses to choose from and the other open to unrestricted responses by the customers. The responses were analysed and presented in tabular form. Interviews were carried out on certain customers to get clarification on some responses to the questionnaires and to get firsthand feedback from different customers on their relationship with the bank. The major study findings were that customers greatly appreciate the personal attention that they are getting from NMB, which gave it an edge over its competitors. Customers value the fact that they can speak confidently to their bank knowing that their allocated Account Relationship Manager fully understands their business and that they have specific person/s to contact in the case of need. Regular visits and contact by NMB personnel was also cited as a strength. In one case, a customer related during an interview that no one from the previous bank had visited him in two years despite the fact that his office was less than one hundred meters from that bank! The study recommends a phased implementation of CRM with technology used as a tool and not as a champion of CRM. The emphasis is to be placed on the customer, the bank staff, the operational processes and maintaining the bank's strategy in focus. Unless all in the bank (from messenger to the CEO) share the same view of the customer's importance, CRM will be destined to fail due to inconsistencies within the system. On the other hand, unless the bank has a motivated, well informed and customer focused work force, then it is in vain that it is pursuing CRM. Operational processes too, must be refined with the primary objective of benefiting the customer and not merely for the convenience of the bank. The bank's strategy must keep customer interests at the fore since customers are the cause of the bank's existence. / Thesis (MBA)-University of Natal, 2002.

With more than 27% of South Africa’s banking customers being privately banked; competition amongst private banks for quality clientele has increased. The question that arise as to: What sets apart that right candidate from the rest? “What are these private banks competing for?” This is true across the globe. The aim of this study was to determine what the characteristics are that make a successful Private Banker. Personal interviews of a sample of 30 individuals within a private banking institution were conducted in order to get closer to the answers as per research question. A probability sample of 30 bankers was drawn from a private banking institution in Durban, KwaZulu-Natal, with a population size of 34 private bankers. The sample was composed of 30% males and 70% females. Of the sample, 93% were private bankers and 7% were Human Resources and Regional Management. The majority of the sample (66%) had been with the private bank for more than 12 months. The institution was chosen because of the easy access to information and the respondents for this research study. Data was collected using a questionnaire developed for this research. The analysis revealed that a banker aiming to succeed in private banking will have a Bachelor of Commerce degree or similar qualification with Finance or Banking as a major. This is important because private banking is a financial profession in a banking environment. The study has also shown that experience is not a factor in one’s ability or inability to secure referrals. A banker that is committed to giving exceptional service over a period of time and instils trust and confidence in a client will be entrusted with access to a client’s circle of association. The research and its recommendations add much needed clarity concerning recruitment of prospective private bankers to ensure they are successful in their roles. The recommendations are practical and can be easily applied by the various stakeholders within the private banking institution and by others wishing to join the sector. / MBA University of KwaZulu-Natal, Durban 2012.