"This project provides a blueprint that will allow Arrowhead Credit Union to clarify and confirm the new sales accountabilities associated with sales jobs within the organization, and to design and implement compensation plans that are successful and aligned with the company's objectives."

This project will identify the options available to a credit union desiring to open an office of the securities industry to provide investment products and advisory services to its member. The three options identified are becoming a branch office of an established broker/dealer, becoming an introducing broker/dealer, or purchasing an existing broker/dealer. An analysis will identify the required needs of an account executive in a computer system, client statements, and client confirmations. It will also analysis the capital requirements, the expenses of opening and running an office, fees charged to clients, and the licenses required. This project will show that any of these three options are feasible for a credit union but which option is chosen will be determined by the size and capital of the credit union undertaking this business venture.

This project examines the Southern California and Inland Empire banking environment during the period from 1992 to 1997. It includes an analysis of Washington Mutual's market strategy, and financial strategy for entering this fiercely competitive environment. Washington Mutual's competitive advantages and weaknesses will be analyzed to understand its approach to capturing strong market presence.

Customer retention has been shown by academic researchers to be more profitable than customer acquisition. However, its implementation in the business environment has not been so successful. One of the reasons for this is that customer retention can be achieved in several ways (e.g.. loyalty programs, affinity cards and switching costs)and that the translation from the concept of “retaining customers” to the actions and strategies to retain them is not always easy. One of the most attractive strategies to ensure that customers remains within the organisation is through cross-selling and up-selling. In short, the objective is to increase the number (or the value) of the products that a customer buys from a company to make it more difficult for him/her to leave. Whilst academic research has deeply investigated the concepts of loyalty, retention programs and trust, amongst others, cross-selling has not received the same level of attention. Moreover, existing research on cross-selling has been focused on products rather than on services. Finally, this research has mostly been conceptual in nature, with limited attempts to model or design practical cross-selling and up-selling strategies. In order for cross selling and up-selling to be effective strategies, they need to be tailored to the needs of the customer. The offer must be adequate in terms of the target (who is going to buy the product), the content (what is going to be purchased) and a time (when is the right moment to offer the new product). This thesis investigates cross-selling and up-selling from a practical point of view in Nedbank It assesses the importance of the concepts of customer retention and cross-selling and up-selling through several interviews conducted within Nedbank. Finally, this research highlights, from an empirical analysis, how repurchase decision is highly influenced by the length of the relationship with the provider and the type of products already purchased. Understanding these factors is key to successfully retaining customers via cross selling. / Thesis (MBA)-University of KwaZulu-Natal, Westville, 2011.