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Customer Service Strategy in High Street Banking System within the UK (A Case Study on the METRO BANK, Holborn

Branch, UK)

Acknowledgement

This is Harun or Rashid. As a student London Churchill College, I done the research work in order to complete my Bsc (Hons) degree awarded by Manchester Metropolitan University. In this stage I would like to share my feelings and liked to thank my respective supervisor S. SCOFFIELD, who always has been very helpful and generous to me and all other classmates. I always motivated and encouraged by the high knowledge and enthusiasm of my supervisor. In addition, I would also like to thank me college management team who chose an excellent supervisor. It wouldnt be possible without the co-operation of my respective teachers and all other academics. I like to say a big thanks to you all for a huge contribution on my academic life. My research work is dedicated to my parents and other friends and family members, who always helped me, encourage me and inspire me.

Thanks and Regards Harun or Rashid 15th January 2012

Abstract This paper aims to focus on the strategic choices that have been made to serve customer by bearing in mind the current competition in the industry and other environmental challenges. This paper also looks for the core strategic issues that differentiate customer service of Metro Bank from others retail banking in UK. This paper lead to focus on the organizations identical and differentiated strategy related to the Branch Service, Contract Centre Service and Web Service. This study has been followed by the qualitative method and data collected by semi structured interview from the responsible individuals of the bank who are responsible for the desired service strategy and process. This paper shows that there are ten strategic choices followed for the combination of the three broadly service sectors category (Branch Service, Contract Centre Service and Web Service). The analysis of data leads to the understanding of the maturity of the customer service strategy and concludes that the strategies are quite equipped with the business aim and objectives. Despite of the fact, the substantial recommendation was to follow the Live Chat technology, Open Dialogue Call Steering as an alternative to the tradition IVR system and an intensive emphasize on the contact centre besides in branch customer services.

Chapter One Introduction


1.0 Introduction This study is designed to examine the different issues that are challenging to provide effective customer service in retail banking system that means the high street bank in the UK. This study also tries to examine the concepts those are central to minimize the challenges like service quality, customer satisfaction and so on. The certain focus has been initiated certainly on the changing patter of the business environment and global market that demands the updated and more customer centric service matching the changed situation. In doing so, the focus has been taken in the retail banking industry of Metro Bank in the UK. More specifically, the focus was on the Holborn Branch of Metro Bank to conduct primary research.

The current competitive market demands for an in-depth strategy to deal with customers and provide best service over competitors to boast the company. Customer satisfaction, quality in service, global issue and different alternative of choice to get desired service, customer taste and trustworthy towards company all affect the retail banking (Appiah-Adu, 1999; Bull, 2003). One of the most important facts to note that European market has been struck by the economic recession, that also demands for new strategy to grabs customers and provide newer tools to marketing that demand for a well adopted customer service strategy that is suited to Metro Bank for retail banking.

Metro Bank, currently with only ten branches, is the high street bank in England over hundred years. The strategy of bank is unique as it has customer focused retail business. This bank reinvented the system of retail banking. It makes each and every attempt to get rid of all dim bank rules from day to day services to provide easier and further suitable banking to customer as it is providing traditional or typical face to face service (Jervis, 2010). This bank address the dialogue no stupid bank rules. This exemplifies the strategy to provide customer service with an alternative way. It means the bank avoid one rule to all where computer says no approach. The branch manager has the self-reliance to make decision over the computer system. This system differentiates customer service strategy from other service provider in retail banking (Jervis, 2010). In this circumstance, the focus on the challenges and

strategy to customer service is very central to this study. Most of the organizations are fascinated in examining, assessing and implementing tools and techniques that aim at getting better result in customer maintenance and maximizing share of customers rather than focusing on the challenging issues that hinder to provide better customer service. There may have an excellent arsenal of customer service provider are available in the organization but the poor strategic choice may limit the access to provide better service. Hence, the focus on the improvement of the strategic issue of the customer service is really necessity to be searched.

1.1 Background of the Study As the strategy is very central to serve customers properly in the retail banking system, it is significant to focus on strategy related to customer service. Many studies have been formulated to identify the different issues and concept that are initiated to foster the customer service, to make the relationship better in the retail banking but the focus on the strategies that is central is required to focus especially in the period of economic recession.

This bank has a little sales message overall. This bank has three promotional strategies to serve their customer are like Metro Bank Promise, Reasons To Switch, New Account Gifts are the most display leaflets of the bank. The apparent dependence on employees to deliver messages and offer the explanation for the relationship is refreshing. Those are generally core to any banks strategy. While the other bank has a dependency to make decision to system software and the lack of autonomy of the managers to make decision, Metro Bank has the opposite issue to operate their retail banking. There is a big question to rise that is their refocus on traditional ways and humanising of the banking relationship sufficient to maintain a revolution for high street banking? This point view provides a clear scope to study the challenges of customer service strategy and look for further issues that will strengthen the strategy to refocus on the customer service. The way of de-centralisation of authority along with rigidity to the rules at a time perhaps stimulates revolution. Jervis (2010) argued that the overall process that is claimed in poster may be hampered as a lack of enthusiastic energy of them. He also pointed out that the products are offered very simply in their website but have a very strong functional language though formal by saying No stupid bank rules. Now it is really necessary to investigate how the strategy for product and service to customer are more consumer-centric and how it likely benefits the customer going beyond the usual banking constraint.

But, the usual way of switching to this bank may work if the strategies to serve the customer and grabs the customer through strategic way that is viable alternative. Hence, the focus on the strategic issue to customer service than the procedure to accomplish the task is very important. It is significant what will the bank do to attract their customer and serve alternative way form others is issue to study for further development.

It is tough to develop retail banking organically as a result of slow industry growth and competition. Most of the banks have trouble to meet the expected performance as a result of distressing antagonism from both conventional brick and mortar operations and rising Internet banking. There is a sort of difficulty to differentiate business and to reach to the customers with new sales opportunity. Those retail banks will meet the challenges successfully to compete will flourish in future. So, in this circumstance, this study scrutinizes the strategic issues of the customer service process in retail banking. This paper also makes a scope to understand the procedure of delivering service which will increase revenue and will be cost effective to lead profitability by maintaining shareholder value. Some have argued (Dall, & Bailine, A. 2004; Solomon, 2010) that the excellence and intensity of customer service has diminished in recent years as a result of not focusing on the strategic issues to deliver customer service. A verity of methods has been employed to overcome this situation rather than focusing on the strategy. This paper is critically focuses on the strategic issues to customer service.

Retail banks countenance a cut-throat setting and put a main concern on customer responsiveness and maintenance. Unsuccessful and effective less communication is the cause of customer disappointment and customer slow destruction. Retail banks main goals are developing customer satisfaction, increasing profitability and maintaining expenses, increasing service efficiency and so on. Among all these obstacles one of the obstacle is related to customer service strategy and procedure. To deliver effective service the setting of the strategy and the decision of utilizing certain channel to provide service and how the channel will be utilized that means service will be provided is very central to the strategy process of customer service. Hence, it is significant to make a detail study on the customer service strategy in retail banking. It is also most significant for the Metro Bank as it is focusing on to provide decision making service in the bank branch.

1.2 Research Question This study has been concerned to investigate the certain question that is as follows:

What are the current challenges are faceding by organization like Metro Bank in relation to customer service strategy for the retail banking?

What are the strategic changes related to customer service should be accounted to be more effective in the field of retail banking by Metro Bank? This does not make sense

1.3 Aim and Objectives The aim of this study is to critically discuss the current customer service strategies to recommend for the further customer service strategies depending on the nature of the current challenging issues of customer service for the betterment of retail banking of Metro Bank. Objectives: The following objectives have been formulated to fulfil the desired aim of the study.

To analyse the current literature on the different issues like customer service, quality, satisfaction, local and global issues, changes in technology etc. that are challenges and have been accounted in formulating strategy in relation to retail banking customer service.

To examine the current customer service strategy that has been adopted by Metro Bank in its retail banking.

To scrutinize the different issues to recommend for Metro Bank in developing the current strategy to be more customer and profit oriented in retail banking.

1.4 Chapter Review The study has been formulated by following five chapters. Chapter One is the introduction of the topic that is going to be searched and central to the study notions like introducing the background of the research, significance, purpose and scope, research question, aim and objectives of the research.

Chapter Two has been focused on the current literature contend that is the theories, model, ideas, notions and issues that are challenging to the customer service issue and strategy in special to retail banking.

Chapter Three is the critical analysis of the way of conducting the study. The study has been conducted through in-depth interview which is the main strength to collect the focused primary data. There is also focus on the secondary data from the bank annual report, press release on the certain issue in the recent past that lead to t he substantial analysis of the data.

Chapter Four is the central part of the study as it is the analysis of the obtained data. This chapter illuminated the different challenges and the focused issue that are central to concern to formulate strategy to serve the customer in the changed situation of the current economic situation. This chapter mainly concentrate on the findings of the study that is the core to make a valuable recommendation. This paper introduces 10 critical strategies to focus on the customer service for the Metro Bank. Those are highlighted as facilitating incorporated and unfaltering exchanges across all channels, serving by decreasing the volume of call, integrating self-service with agent assistance, handling calls brilliantly, initiating proactive contact, using customer data and segmentation effectively, serving through inbound marketing strategy, establishing customer intimacy through controlled demographic profile, creating an appealing team effort with contact centre and blending interaction to increase productivity of agents.

Chapter Five is the recommendation and conclusion of the study. This chapter recommend for the further study. This study has been recommended to follow the certain strategy to be more customers oriented and profitable. The study recommends using the live chat technology in real banking and using open dialogue call steering to save costs and serve better.

Conclusion The further chapters are going to carry out the respective parts of the research that has been stated in the sub-point of Chapter Review earlier by focusing the aim and objective of this study.

Chapter Two Literature Review

2.0 Introduction In this chapter, the current concept, ideas, notion, model and theories related to the challenges to customer service and theoretical strategy to customer service, particularly in relation to retail banking has been analysed. This chapter commence to critically describe the issues like retail banking and its product, customer service and the challenges that make us to focus on strategic issues to formulate the way of dealing with customer in the current economic state.

2.1 Retail Banking and Its Product Retail banks are known as the serving product to the general public (Croxford, et al., 2005) rather than to the corporate and other banks (Pond, 2007). The different retail banks systematize their functioning units in various ways. Retail bank in the UK is recognized as the high street bank with a physical emergence in city and metropolitan area in the UK. The utilization of phone banking and internet banking provides a scope to develop or extent the retail banking definition by adding these two features to the retail banking to serve customers (Caruana, 2002). Small retail banks also have a focus on the cost cutting approach by not following the phone baking. This provides a savings as the cost of outsourcing activity like maintaining database, call centres and other activity (Caruana, 2002; Kaplan and Norton, 2001). The retail banking services are current account, deposit account, individual savings account (ISA), term savings that are termed as savings product. On the other hand, loan products are mortgage loan, personal loan, credit card/ revolving credit and overdraft (Charles, & Gareh, 2009). Key protection products in retail banking are life insurance, health insurance, and general insurance. The major investment products are endowment assurance, stocks and shares, unit and investment trust, pension etc. The other products are foreign exchange, money transmission, safe custody and wills and trustee services (Charles, & Gareh, 2009).

2.2 Customer Service and Its Focus Customer service, of course, is very vital and core to the organizational activity and it is very much true for the service sector like retail banking. So, before providing service, the main issue is to formulate the strategy what will be done to focus on the customer and how the

service will be provided. Customer service is the specification of service to customers previous to, throughout and after a purchase (Charles, & Gareh, 2009; Jones, and Suh, 2000). Turban et al. (2002) describes customer service is a succession of performance intended to improve the intensity of customer satisfaction that is, the sentiment that an item for consumption or service has congregate the customer anticipation. It can be used as a framework to look various aspects of business, including retail banking, like portrait and appearance of the business, advertising of services, solving customer inconvenience, managing better relationship with customer etc (Jones, and Suh, 2000). Customer service, from that perspective, service has to be incorporated as element of a holistic approach to methodical and systematic development.

2.3 The Key Challenges Facing Retail Banking There are various factors that have been identified in the study as challenging issue that put pressure for searching various strategies to attract customer. The challenges that remain in the area of strategic issues in the customer service arena are as follows:

2.3.1 Increased Competition Lowers Profit Margin It is becoming difficult to achieve growth in retail banking. Mortgage and deposit returns are diminishing industry-wide and credit card development is lethargic (Hart and Sacasa, 2009, Hormozi and Giles 2004, Jones and Farquhar 2003, Jones and Suh 2000). The increasingly withdrawal of share of the marketplace is splitting more than ever. This provides a scope of competition. This competition makes every organization, including retailing banking, to think about new and comprehensive strategy for the customer service.

Non banking organizations like Wal-Mart, Tesco and Sainsburys are offering different traditional banking service through creating banking centre in their stores that brings up and open the competition in price and strategy (Jones and Farquhar 2003, Jones and Suh 2000). This process of serving a segment of customer who was depending on the bank has been transformed. On the other hand, customers are looking for cost effectiveness and various facilities. This situation is very much challenging for the retail banking and demands for new customer service strategy.

There is also the presence of other non traditional competitors like internet banks in the industry which is threat and alternative way against in some sort of retail banking. This

system has leveraged low, cost effective and offered fee structure is very attractive and advantageous to customers (Hart and Sacasa, 2009). The offer of wider range of lending product with lower price makes a problematic issue for the retail banks. This, therefore, makes a competition for retail banks to look for strategy in the process of retaining and attracting customer and provide the excellence service.

2.3.2 Customer Service Drives Customer Loyalty in Banking Most of the banking products are undifferentiated commodities. It has been observed that retail banks are frequently following techniques to place themselves separately from the competition to assist them succeed and grasp customers and to get better the establishment (McDonald and Keasey 2002; Potgieter and Roodt 2004). All banks are generally identical to consumers and they select product based on the best cost effective price evidence?. Retail banks can distinguish themselves from others by optimizing their customer service. A study by Genesys (2011) of 19 retail banks has revealed that the customer service is the main determined factor of customer loyalty. Customer service is the most important factor to decide to continue with a company. In this circumstance, retail banks are following a strategy to execute and optimize an augmented customer contact centre which will help to develop a distinguishing approach to take advantage over competitor.

2.3.3. Challenges in Utilizing Various Distribution Channels for Selling One of the challenges has been identified as the instability of the customer to continue with their current banking as a poor result of customer service. This is not about the problem of employee that means the certain employee has not provided any facilities; it is about the problems that come from strategic issues (Lewis and Soureli 2006; Lindlof and Taylor 2002; Liu and Wu 2007). It is about poor strategic configuration of customer service and insufficiency to grasp new technique to provide service. This is also associated with the issue of cross- selling and up-selling efforts.

A. T. Kearney (2005) provides a special financial report about the attitude of the customers to use their financial institution. It has been identified that most of the customers are using one or two accounts with their most important monetary organization. About 50% customers are like to enhance value to their existing equity account. This is a direct result of using such channels that is alternative to the day-to-day banking and walk-in centre services.

Another study of forty one retail banks on the utility of different channels while choosing customer service worldwide has been revealed by Capgemini (2008). In this issue, it has been identified that 58% of banking transaction was carried out by remote channels like ATMs, Websites and Call centres. It also identified that the service of remote channels has been diminishing and banks are relatively disappointed with the current performance. This study also reveals that 14% sales were closed through those channels in 2008.

Another report by Genesys (2011) on the media of distribution of services and sales through those media has been outlined. This study has been provided a contrast of five years gap from 2000 to 2005 and 2010. It has been identified, in 2000, that 70% service has been provided through branch and sales was distributed through that channel in that year is 94%. On the other hand, services in branch has been provided in 2010 on the branch is 30% and sales through this channel is 67%. So, the retail banking sector has emphasized the other sources than the dependency to the branches as the technological up gradation and availability of other sources to serve customer are the current pattern of providing service channels in the globalized era. Utilization of web to provide service has been increased 4% in 2000 to 28% in 2010 while in 2005 it was 18%. So, there is a substantial shift to the utilization of that channel. In relation to utilization of this channel the sales has been conducted 2% in 2000 to 17% in 2010 while the sale in 2005 was only 5%. The similar conclusion can be drawn for the channel of call centre or phone. In 2000 the utilization of phone to provide service was only 5% where it emerged and raised 12% in 2010 and was 9% in 2005. Sales through this channel were completed only 4%, 8% and 13% respectively for the year 2000, 2005 and 2010.

One of the limitations of the Genesys (2011) study may be focusing on the utilization of remote channels as the media of customer service providing rather than the service in the branch centre. This organization is a telecommunication organization so its focus on up grading remote channels is very much emphasized. However, their study is very much significant in the sense that the change in the service system has been occurred in the recent past and emphasize on the remote channels are very much influential to the business. Now, it is a challenge for retail banking to utilization of different channels to provide service and how those channels will provide service is a strategic issue to set to customer service pattern for retail banking.

The way of utilizing remote channels to provide service is questionable strategy as a Forrester Consulting (2007) study revealed that it minimize the visit of branches and being convinced through direct interaction has gone lower by profitable client segments. This limits cross- sell and up-sell opportunity with these customers. This study also disclose that the though the closing stage of selling procedure happen in branch, customers like to find initial information and like to do comparison via remote channels mostly by Web. Forrester Study found that mortgage customers like to use a mix of sales channels. Customers like to research and compare rate and fee in online before applying. This hampers as the bank has no opportunity to make available further relevant information or advisory assistance. There is no face to face interaction to convince the customer in their decision making process.

Several study (Lewis and Soureli 2006; McDonald and Keasey 2002; Habryn, Blau, Satzger and Klmel 2010; Creswell & Miller, 2000) discloses the challenges regarding formulation of strategy is related to the problems of setting insufficient service regardless whatever the channel- branch, ATM, Web or phone, is chosen by the customers.

There is also lacking of available individual who will handle complex issues related to customer service and others. Banks always have insufficiency in expert employee in each branch when there is a necessity to provide complex service (Creswell & Miller, 2000). This is not a problem that is insufficiency in the service providing issue; it is about the insufficiency in the strategy to handle this issue critically (Lewis and Soureli 2006). This facts lead to the dissatisfaction among the customers. The strategic gap also related in the issue of supporting banking activity during peak banking hour. Drops in Service level over telephone and on Web is also one issue to focus on for better service. Strategy is required to develop such issues.

2.3.4 Difficulty in the Agent Efficiency Several studies (Lindlof and Taylor 2002; Liu and Wu 2007; Grigoroudis, Politis, Siskos, 2002; Charles & Gareh 2009; Cooper, 2008) has been identified that the focus on the strategic issues in various sector as the most of the success of the retail banking depends on the branch staff during the finalization of service and on the call centre and other channels like Web. Study by Genesys (2011) has outlined that the common staff attrition rate in the retail banking industry are 26% for branch employee and 33% for call centre employee. The situation may be worsened by the entry-level employee in the call centre who may have the

cause for over 70%. Outbound selling staff may enlarge the situation more problematic. It has been outlined that the retail banking products are generally more complex in nature and required to be handled by highly-skilled, expensive agents so focus on the effectual sales presentation and service. To make branch agent more effective many branches have been focused on reallocation of routine of branch calls.

2.3.5 Upgrading Agent Performance by Strategic Combination Several study (Habryn, Blau, Satzger and Klmel 2010; Potgieter and Roodt 2004; Cooper, 2008) focus on the Strategic role of the contact centre in retail banking to be more effective in the formulation of customer service strategy. It has been argued that the usefulness of interaction channels are not broadly focused and the fallacy in the integration of different channels. Strategic problems are prevalent in executing the company as whole such as creating and focusing a great customer experience, growing performance and contentment of agents and more up selling and cross selling products and service.

2.3.6 Theoretical Initiative Offered to Upgrade the Customer Service Strategy in Retail Banking Many scholars (Habryn, Blau, Satzger and Klmel 2010; Grigoroudis, Politis, Siskos, 2002) and organization like (Essvale Corporation Limited 2007; Forrester Consulting 2007) offer a mix of different strategy for the retail banking customer service depending the challenged that the organization faced.

Most of the study focuses on the global survey as a method to conclude their study. Their study is one kind of generalization may not fit for others. Despite of this, their valuable notification help us to understand various mix of the assortment in the theoretical assumption. It has been argued that generating further Web site sale with online alliance with specialist is one of the main issues to be considered for the retail banking (Jones, and Suh, 2000). Many are in favour of the strategic importance to ensure customer satisfaction by reducing delays in customer response time (Charles, & Gareh, 2009; Jones, and Suh, 2000; Turban et al. 2002). It also focused to the improvement of collaboration with different partners to do the work accomplished with in the specific period of time (Hart and Sacasa, 2009, Hormozi and Giles 2004). Some also argued to develop strategy to serve customer that not only improve the customer service strategy but also focus on the brand image development such as offering digital merchandising at branches (Jones and Farquhar 2003, Jones and Suh 2000). It also

favoured to increase immediate expert support to the customers to increase sales. More effective branch communication is one strategic issue that must be considered in the retail banking. It is one of the core ideas to deliver the final service that will influence the customer to get the desired product. Strategic issues to reduce cost of training by Web/video conferencing. This also will be helpful to get the certain decision that is urgent and need to talk with higher authority. E- Learning training is also necessity to focus while developing strategy to serve better. Staff sharing with call centre team also effective to serve better as this sharing provides a way to mutualisation in workplace.

2.4 Conclusion It has been identified that the various factors affecting the strategic choice for providing customer service. Technological issue, globalization, and competitiveness in the market hence quality, management, maintaining service channels etc. comes as a point to focus to make a better and competitive strategy regarding to customer service. The following chapters are going to focus on what are the strategic choices has been made to cover all these threats by metro bank has been analysed. To what extent have the research questions been answered?

Chapter Three Methodology

3.0 Introduction
This chapter has discussed about the way of carrying out the research process to get the substantial aim and objective of the research. Methodology for this research has been

followed by the most quoted research Onion Model (Appendix 2) of Saunders, et al. (2009). This chapter stands for discussion on the philosophical stance of the researcher to the way of collecting data, research approach, research strategy, research methods, tools and techniques and so on. This chapter also summarize the research validity and generalisability.

3.1 Research Philosophy It is widely known that each of the philosophical stances has its own point of view to search any topic and the main succession of any research lies on the right choice of philosophical view which will cover the study and match with the issue. Research philosophy is the world view of the researcher about what constitute the belief system of the researcher (Saunders, et al. 2009). This view guides the way of investigation. Varied research philosophy view has difference stance on ontology, epistemology, axiology and data collection techniques issues apart from one philosophy to another. Strategic issue especially on the customer service provides a critical scope to understand the outer environment, customers behaviour or psychology and others inter related issues. In this circumstance, a subjective understanding and regulatory perspective (Saunders, et al. 2009) makes a scope to understand the researched topic form the interpretive perspective. This approach is widely used in various research traditions (Gephart, 2004) because this view tries to focus on authentic production of the meaning and positive to reach to the actual context. This approach is fundamentalism on the complication of individual sense making as the appeared circumstances apart from predefining variables (Denzin & Lincoln, 2003). Strategy must be operated for the betterment of customer service so the meaning of different strategic issue of customer service must be accepted by the customers. Customer view about the service depends on their interpretation, and the difficulty they face to get the service. Hence, customers view and choice are varied and their view must be granted in strategic issues. The management should have the vision of transcribing customers view and tries to formulate strategy. This activity depends on the getting closer to the meaning of the different strategy and how it will work from different

perspective cross and diagonally tested. Thus, the philosophical stance is very much interpretive for this research.

3.2 Research Approach The research approach is the clue whether a theory is functional clearly in study plan (Saunders, et al. 2009). Check syntax Kalof (2008) outlined that what theory is going to follow in the study as research approach. This approach has two views, inductive and the other one is deductive.

If any study is going to generating new theory based on collected data will be inductive approach and if the research is going to be completed by following any particular theory is called as deductive approach. refs Sometimes, it has been identified that various study have been conducted by the combination both approaches. The current study wasnt formulated based on or following any theory as a starting point. This research tried to generate the view of management on strategic issues and later on conclude by gathering primary data. Hence, the nature of this study is mainly inductive. This study also wasnt concern with generalization that is inductive in nature. The study conducted by following in-depth interview of the researcher to gain primary data and lead the study. A close understanding of the research context was the central issue which is inductive approach.

3.3 Research Strategy: Case Study Case study method is very suitable for where the multiple sources of evidence are out here and factual circumstances are available in the contemporary phenomenon (Robson, 2002; Yin,
2003). To gain an in-depth understating of any researched topic, the case study is preferable

as the certain case provides certain background for the certain topic which may not be matched in other case (Saunders et al, 2009). This method endows with the answer of the questions
like what, why and how of the studied issue and it mostly tries to cover descriptive, exploratory and explanatory and predictive study (Saunders et al, 2009). This study has been formulated based on single case study of Metro Bank, Holborn Branch to investigate the customer service strategies for retail banking. The substantial answer for what are the challenges are kept in mind while formulating strategy is considered to answer by case study, what strategy taken and why taken certain strategy over other is a issue of investigated through case study strategy. To minimize the case study strategy limitations, biasness a careful review of drafts has been done by academic research supervisor.

3.4 Choice of Methods Study has been conducted generally by the way of collection techniques and analysis procedure. This research followed qualitative study by following the assortment of in-depth face to face semi-structured interview. Interview of the branch manager, HR manager, senior employee of customer service provider, senior technician have been taken about the strategic option that has been following currently to serve customer and further the strategy that is under process to follow near future. A set of semi interview questionnaire developed to interview the selected individual for the study were considered to gather data. An epidemiological critical analysis has been followed to reveal the strategy related to customer service and the questionnaire distributed to those people are related to the implementation of certain strategic issue related to the customer service. Moreover, different documents, annual reports, press release about the strategic issues of customer service and about the service of Metro Bank and other related materials i.e. books, academic journals and article sources have been analysed to make a conclusion of the study.

3.4.1 Semi Structured Interview A semi-structured interview is a research method generally used to collect data through a formalized, limited set questions, which is flexible and allow new questions to be brought up during the interview by following what the interviewee says (Lindlof and Taylor, 2002).

Semi-structured interview was conducted among the employee who are engaged in different sector of customer service like in call centre, branch centre staff and Web design related staff and manager of the branch and HR manager of the branch. The staff of these sector are mostly related to the customer service and hence the valuable and authentic to make them a part of this research. Interview questionnaire was set by analysing the content of the

literature. It was bear in mind to develop the questionnaire. The strategic issue, like training and development, customer dealings, answering time of the phone, the important issue of the Web design and others was entitled in the interview questionnaire. The in-depth interview is very suitable to investigate and comprehend opinion, behaviour and attribute (Saunders et al., 2009). To build and endow with sufficient reporting of the analytical questions a cautious account was taken through the literature review (Copper and Schindler, 2008). Moreover, supervisor scrutinized the content of semi structured interview to evaluate of the essentiality, usefulness and appropriateness of the content. As this study is predictive in nature for further

recommendation, the predictive validity of the content of the semi structured interview also included. What are the future strategy are going to taken by this bank and call centre, web design and what issues will be the further threat for the valued customer service are led through the predictive validity. Moreover, semi structured interview questionnaire followed the robustness to construct reliable findings at diverse period beneath diverse circumstances (Saunders et al., 2009). Interview validity was assessed by comparing different answers of the staff and employees on certain issue. An audio record of the data was taken as the researchers first language is not English. Later on, it was transcribed and during transcribed it was focused to maintain the meaning of the different word that must meet lexical, idiomatic and experiential meaning and grammar and syntax. refs

3.5 Time Horizon Time horizon says about the optimal time for the conducting of the research. Each study has to main time constrained and cant be repeated. Study can be carried out for short period of time which is called cross-sectional and it can be longitudinal which also stated as diary perspective (Saunders et al, 2009). This study is academic purpose and time bound thats why the nature of this research is persuaded by cross-sectional approach. Since this study is conducted by focus on a particular phenomenon at a particular time in lieu of focusing on the change and development for a long period of time, this study is cross sectional.

3.6 Sampling need theory and refs Four individual of four different areas of customer service were included in the study to conduct semi-structure interview. Sampling was used to gather primary data from the huge number of study population. Metro Bank has substantial number of employee. By using judgemental sampling the branch manager and the HR manager who are must responsible for customer service issues of the branch were included in the study. There were several employees who are related to receiving phone and maintaining to receive customer calls. Senior of staff related to this service was taken for the interview. Moreover, the senior technician who is responsible to maintain IT sector and maintaining Web service was included in the interview process. So, using judgemental sampling the four responsible individuals have been selected for the semi structure interview and data were collected.

Table 1: A list of Sampling Interview Individual Branch Manager HR Manager Most Senior Customer Service Employee Head technician for Web maintaining Total Population 1 1 1 1 4 Sampling 1 1 1 1 4

3.7 Credibility of Research Findings Credibility of research findings is usually related to reducing the probability of reaching erroneous respond (Saunders et al., 2009). In this point, reliability and validity are the most significant part of research issue and hence necessity to be examined. Generalisability that is external validity and says on the interpretation of data and development of conclusion should be in a very rational and noteworthy approach to lead to the superior credibility for any research (Saunders et al., 2009). The analysis of the above issue has been described below.

3.7.1 Reliability Reliability linked to the producing reliable, truthful and dependable findings on the basis of data collection techniques and data analysis methods (Easterby-Smith et al., 2008). It provides the way of cultivating the procedure that lead the study not to generate leaps and false assumption (Robson, 2002). Robson (2002) also identified four types of threats for validity those are participant error, subject or participant bias, observer error and observer bias. So, it is clear that the reliability of the data depend on the trustworthiness in data obtain process and data analysis process. Report build up is one of the concerns before collecting data for the quality full research. Prior to starting point the pilot survey was conducted to make sure that the backup from the bank branch is possible or not. The point is that before starting my research, researcher went to talk the authority. As research hasnt start, the authority may respond negatively. After getting the assurance from the branch manager, the research was started. As the organization has provided a full authentic and enthusiastic support, the assurance of getting reliable data was maintained. An analysis of the study topic prior to the research to the management has provided an intimacy to the study. Moreover,

prior to starting research the usual conversation about the background of the researcher, country of origin and global and international issue lessen the gap between the researcher and the interview personal. The main effective issue was that the employees have the high academic background makes the issue very normal and favourable to researcher. The education level of the interview person was a helpful point as they caught the research issue depth and content. The analysis of the research aim, objective, and the purpose of the use of data and the confidentiality of the research was very helpful to make a place to the interview person.

3.7.2 Validity It is depicted by a broad choice of conditional construct rather than general concept to generate the procedure and intension of research methodology (Winter, 2000). This actuality and bilinear notion mostly created by the researchers own insight of legitimacy and paradigmatic attitude of the researcher (Creswell & Miller, 2000). Several authors (Golafshani, 2003; Davies & Dodd, 2002; Stenbacka, 2001) pointed out quality, rigidity (exploring subjectivity, reflexivity, and the social interaction of interviewing) and trustworthiness as more suitable idiom to replicate interpretive conception of validity. Validity of this research connected to consenting adequate data by recognizing research population, collection and interpretation of data and substantial conclusion. As the research is focusing on the strategic issues to the retail banking of Metro Bank and the history of setting this bank in UK is new and the historic issue is not going to influence the historic issues. The study result is not going to disadvantageous as the analysis and confidentiality is maintained properly. Mortality is not threat to validity as there is no drop out of participants and maturity of the study enough as the Metro Bank has passed much time in the operation in UM to be mature to point out the organizational issue to study.

The starting point of this research is predetermined that limits the starting and ending point of a research. Moreover, Case study is bounded context which limits the study. In this stance, the focus on how inclusive should the researched issue be? To be inclusive and reach to the validity, several moderations ware necessary for this study. Data gather process was the central issues were the attempting to identify new lead, broadening the information gathering, recounting the current constituent and the quality of information.

3.7.3 Generalisability This study is a case based study and focused on the particular organization that has a different strategy of providing customer service by going back to the typical banking system of making humanising decision before providing service, so this study is not uniformly applicable to such other organization. In addition, the research objective was to recommend fruit fully instead of building theory that means to generalize. The attempt of this study is to explain the particular situation, so robustness of this study can be tested further by more intensive method or survey.

Chapter Four Data Analysis and Findings

4.0 Introduction This chapter examines the current strategies to serve the customer and the aim, objective of the strategy and how the overall process is going on to the betterment for the organization. The identification of current trend and the lacking of focusing certain issues by this organization are central to this chapter. It is also known that there is no specific way of interpreting qualitative data and concluding to the research (Yin, 2003). Interpretation was based on the scrutinized data collected from the four Semi-Structure Interview and described below.

4.1 Facilitating Incorporated and Unfaltering Exchanges across all Channels The bank has a focus on the incorporations and good mode of exchange of information and support from all the channels. The combination of the all channels is very important for this retail bank. Technological improvement has provided facilitation to the customers not to be willing to make be related physically for all information on a broader basis. Decrease in the number of customer to the visit of the bank branch does not necessarily mean that the bank lose the connection to their customers. Though this issue challenge the organic growth, there is ample facilitation to attain desired goal by developing concentrated connection through the phone call and Web. So, the customer service issues are generally handled by three sources, directly Branch Service, Phone Call Service (through branch and call centre) and Online or Web Service.

The first and foremost strategic action relates to the offerings of an outstanding customer service via multi channel communication among branches, phone, fax, SMS, e-mail, ATM and Web chat so that customers are able to perform business activity accurately when and how they like.

There is a strategic choice has been initiated to provide as much as can be practiced faultless run through across all channels so that communications are as reliable, fair ,consistent and well-organized, efficient and competent. The aim of this strategic choice is to build a solidarity relation with the customers. For example, the bank has a strategic choice to focusing on the relationship selling. In this case, it has been emphasized by Metro Bank to the interactions across all channels through a unified view. The focus has been given on the promotional stage. The strategy has been taken not to touch the same and repeated activity to serve the customer by different touch point. That means the ways of handling one issue by the branch and by the call centre are different. It is emphasized to the agents to pick up the reaction where the customer left off at one step in the sales progression, not considering of which channel the customer was using. If a customer asks about a loan online, the call centre is very aware about the all aspects to close the deal. The call centre employees are trained like that way. In addition, it has been identified that the bank has not a strategic focus to use the live chat option to deal with the current situation. It has been addressed that using the live chat technology is not too expensive to maintain.

4.2 Serving by Decreasing the Volume of Call The Interactive Voice Response (IVR) system is utilized to provide a first impression of the bank when customers use this system. It also guides to the bank service. The different steps are identified to decrease the volume of calls. In doing so, the preference has given to the priority of the problems are faced by the organization. Metro bank has graded different service on the basis of urgency and set those in a descending order. This helps to decrease the volume of the call. The strategy to decrease the volume of the call is not a cause of boring for the customers. The bank has not yet put Open Dialogue Call Steering as an alternative to the tradition IVR system. Metro bank is generally offering to come to the branch and the dealing decision will be made through humanism way rather than depending on the automatic machine to complete the deal. Thats why emphasize has not provided to the Open Dialogue Call Steering.

4.3 Integrating Self-Service with Agent Assistance This strategy consents customer to intermingle with the bank in a well-situated way though still accepting the similar modified counselling service accessible in branch. As customers connect in online search and dealings, it can be presented mediator support to construct

communication set off more effortlessly. For example, a customer logs into his/her online account and tests his/her reserves in account, and after that click on a linkage for the mortgage page. S/he starts understanding throughout information concerning loan opportunity, choices and alternatives. As s/he comprehends, an online chat window pops up appealing him/her to converse in the company of a loan expert or authority. S/he acknowledges and is capable to instantaneously request the exceptional query s/he has after re-examining the online resources.

4.4. Handling Calls Brilliantly Call centre mechanization, on the basis of IVR input, identifies both customer and the reason of calling why they are calling. With this information, intellectual direction-finding can be placed to decide whether the call has to set out to a self-service list of options or to the negotiator generally competent to bump the call. Intellectual managing comprises directionfinding based on skilfulness, being certain that every caller is harmonized to the spokesperson with the exact skill set. This strategy consents banks to equivalent service precedence with customer value. For example, premium customers who produce the large returns for the bank are frequently concerned of comprehensive service. This kind of direction-finding named business precedence routing allow banks to prioritize calls on the basis of a broad choice of consideration as well as customer value, such as existing channel resources, to grasp time and other factor. The strategic importance has provided to deal with premier customer and an ordinary customer during a period of pick demand very wisely. During that time the premium customers call will be directed straight to a contact centre agent. During the same period, ordinary customer or client handled with excellent service opportunity by providing self service channel or agent or a call back afterwards as a last option if the agent is not available.

4.5 Initiating Proactive Contact Metro Bank has proactive approach to service deliverance to attain excellent customer service. For illustration, bank proactively informs their customers and patron on the basis of prearranged priority choice (such as emailing, making phone call, sending SMS and others). These announcements enhance banking service by getting customers act in response to specific circumstances previous to occur. This is advantageous to customer as this option helps to take full advantage of an opportunity or reduce a depressing force to their economic well being.

For instance, a low-income person may desire for receiving proactive caution throughout immediate messaging (IM) concerning inspecting account balance that are lower than an satisfactory and acceptable level, or a credit card balance that is close to credit limit. A highincome investment customer may have a preference to get phone notice regarding change in stock price in his/her collection which is also lower or over some range so that s/he can formulate appropriate purchase choice. Proactive ring up managing is too a constructive type of automatic telemarketing to array the contact centre for amplified cross-selling and upselling performance. Metro Bank further employs proactive contact to inform their clientele of innovative or fresh products and services as well as exceptional promotions.

4. 6 Using Customer Data and Segmentation Effectively It is outlined that several banking products are vulnerable as commodity to noteworthy price opposition; a number of banks are discarding product-centric approach to business. As an alternative, those banks are looking at cross-sell and up-sell strategies on the basis of the purchaser affiliation. In this innovative paradigm, contact centres get to the buyer through product configurations, product package and cost considered particularly to create a centre of attention and congregate the wants of individual client. Front-office incorporation in the contact centre assists banks to shift away from grubby analysis of customer data. Front-office incorporation provides representatives or agents a 360-degree analysis of the customer to construct relationship selling successful that is helpful to focus on life span customer productivity. The strategic choice of Metro bank is to provide agents the access across to the all touch point to get the right information about customer. This has been followed to facilitate effectual communication with the customer. In this system, customers possibly will obtain local office agent assistance and/or modified offer on the basis of their in progress performance, current communications crossways all channels, breathing bank-wide product collection, and comprehensive information of the customers demographic data and susceptibility to purchase.

High-value clients might interact, while feasible and going one step further, with a life span advisor who is confidentially well-known with the clients account history and wants or needs. For instance, a customer informs a local office mortgage expert that the banks loan charges dont look reasonable and sensible with other offers s/he has seen online. After getting into the customers total folder and demographic information about his/her earnings and credit position, the mortgage expert be able to inform him/her that s/he is qualified for a

premium customer particular as a result of his/her connection or bond with the bank and his/her outstanding credit record. S/he is glad to know that s/he is able to obtain a reasonable charge at his/her existing bank, and may consent to the offer.

4.7 Serving through Inbound Marketing Strategy One of the strategies is to serve or go to the close to the customer utilizing inbound marketing strategy. This helps to get the customer outside of the branch. It normally generates more than 17% revenue for the Metro Bank. Since customers gradually carry out dealing outside the branch, relative inbound marketing techniques on the basis of a 360-degree view of the customer is utilized to construct modified maintenance and cross-sell offer while customers visit a Web site, compose a call or entrance an ATM.

4.8 Establishing Customer Intimacy through Controlled Demographic Profile Metro Bank is equipped with reserves of demographic particulars that are able to manipulate cross-sell and up-sell opportunity. This bank has utilized its long used knowledge about customers to put into practice undertaking marketing campaign. Nevertheless, to improve the relationship with their customers bank do yet further with demographic resources. Demographic harmonizing is a method to allocate the customer to an agent who possesses a widespread demographic outline. This facilitates customers to work together with agents who are further willingly related to the customer. It is the result of the sharing certain commonalities, i.e. local tongue words, speech, age range, level of technological capability and so on.

4.9 Creating an appealing Team Effort with Contact Centre Several banks are shifting their attention in the direction of a virtual contact centre to permit geologically diffused agents to function as a solitary and winning team. Not considering locality, agents are called upon, as presented; to make certain suitable reply altitude and to offer entree to required expertise. In the circumstance, an agent can receive a call that involve in having additional help from skilled someone of the branch. Without making a frustrating effort for the customer by given that shortened information, the agent will rapidly place available branch experts and without a glitch exceed the call on to somebody who have total particulars of the communication.

In this technique, the customer hasnt required repeating details of the preceding discussion, and Metro Bank increase the advantage of a decrease in expenses through the function of numerous locations as one centre. For instance, it can be illustrated by the following way. One customer has called to the call centre to quarry about a home loan.

Nonetheless, the call centre agent rapidly understand that customer thorough questions about a Home Equity Line of Credit (HELOC) Loan. This means the customer needs to required information about mortgage loan and systems and the condition etc. Then, the call centre agent will quickly look for assistance from the mortgage loan specialists and direct the call to the available mortgage loan specialist. Rather than repeating the particulars of the discussion that the customer immediately had with the call centre agent, the customer is capable to carry on the conversation where she left off as the mortgage specialist has seamless right of entry to the communication at the call centre.

4.10 Blending Interaction to Increase Productivity of Agents Metro Bank gains by optimizing agents time so far likely achievable. Call combination consents agents to hold both inbound and outbound sale calls as call number and skills allow, whereas task blending permit agents to put forward their support at diverse communication channels. For instance, this strategy facilities loan officers and specialist at the branch to grip service calls at the call centre or engage in making sells call when branch activity is relatively low. On the other hand, call centre agents are used to replying emails, or employed in text chat with customer. This strategy does both maximize the agent productivity and increase the blending interaction. It also helps not being impending monotony of the situation. This strategy enhances the customer service efficiently.

4.11 Strategies to Serve and Maintain Quality through Online Service To provide online service the web page design is important so that customers can easily obtain necessary information regarding customer service and product. The web page, for Metro Bank, contains many traditional or typical link to get through different service i.e. FAQs questions, contact information, store, carrier, business, link to customer service centre, social media such as twitter link to follow, securities, legal information, accessibility, open seven days and others. It has been addressed inn all interview that the online or Web design has been followed by regular daily update information when it takes necessary the Web page updated through the current and very recent information.

4.12 Strategies to Serve in the Branch One of the important strategies taken to grasp customer and retain customer and maintain quality is the decision of being open for seven days in a week. Metro Bank has the view of being unique as it has customer focused retail business. This bank reinvented the system of retail banking. It makes each and every attempt to get rid of all dim bank rules from day to day services to provide easier and further suitable banking to customer as it is providing traditional or typical face to face service (Jervis, 2010). This bank address the dialogue no stupid bank rules. This exemplifies the strategy to provide customer service with an alternative way. It means the bank avoid one rule to all where computer says no approach. The branch manager has the self-reliance to make decision over the computer system. This system differentiates customer service strategy from other service provider in retail banking (Jervis, 2010). In doing so, Metro Bank decides to be open for seven days week. It will facilitate customers to walk in the centre when it is holiday as well. As the decision will be made by following humanism rather than computing system, there is a scope of getting customer visit in normal holidays not public holidays. A case study needs refs please and would normally draw on multiple sources, corporate documents etc 4.13 Conclusion This chapter has been illuminated the current strategic choices made by Metro Bank to support the overall business aim and objectives, which are very realistic and better to compete in the market. The strategic choices generally look good but the implementation is the main role to be practical. Though there are several strategic choices, there are some limitations in the utilization process of technological tools like Live Chat for retail banking and others. The following chapter is going to discuss how the study objectives has been met and what the future strategic choices can be made by Metro Bank.

Chapter Five Conclusion and Recommendation

5.0 Introduction This chapter has focused on the analysis of the objectives that met by this study. It, in addition, endow with supplementary recommendation for the betterment of the strategic choice to provide more reliable, authentic, time saving, exact and fully customer driven ways. It also describes the limitation of this study and recommend for further study. The recommended strategies consist of focusing in divergence issues that are threat to reach to customer and look for more prominent ways to overcome the threat and follow the suitable and well suited strategy for the further development of the customer service. There are several additions, describes below, in the strategy to focus on better customer service by Metro Bank.

5.1 Meeting First Objective The first objective was to analyse the current literature on the different issues like customer service, quality, satisfaction, local and global issues, changes in technology etc. that are challenges and have been accounted in formulating strategy in relation to retail banking customer service. The challenges for the retail banking for the strategic issue in the customer service arena remains in the field of three combined areas, and those are branch areas, phone and call centres and Web configuration of information providing. The competative nature of the industry also chellengeing for any organizationand hence strategy differs one organization than others. The way of utilizing remote channels to provide service is very chellenging issue in the formulation of the strategy for customer service. Metro bank has the objective to be huminisim in the process of decission making rather than depending on the computer system which allows customers to walk in the branch. This facilitates a burgaining point for the customers. However, the chaellenging issuses are related to the use of technological advancment equpment in the process of customer service. The complex nature of post moderen life and technology have created an obvious emphasize on the technology to

formulate strategy for customer service. Though Metro Bank is focusing on the typical huminisation of the banking service, the bank must have to use call centre and use Web or online equpments to grab customers attention. If the technologicla adancement is not followed by the bank, it will lack behid whatever the perfection in the service. Suppose, Metro Bank is not utilizing Live Chat technology as a media of providing service. But, the other media which are used providing service is excelent, but the bank is not going to use this type of techological equipment which makes it to be lack behind. In addition , the utilization of the Open Dialogue Call Steering over the traditional IVR system will reduce the cost and most importantly it will the time. This will make the customers comfortable to use less words that IVR syste. May the service through the IVR is excelent but use of this tradtional system will hinder the pace of the service and organization as a whole. So, the main challenging issue in formulating customer service strategy is to maintaing techonological equipment for attracting custmer and replacing old technology.

5.2 Meeting Second Objective Second objective was to examine the current customer service strategy that has been adopted by Metro Bank in its retail banking. In this circumstance, the main findings related to the utilization of different issues that will be useful have been utilized and introduce by Metro Bank. One of the main concerns is to provide a huministic service on the decesion making process rather than depending on the computarized system in the branch. Where as automated mechanisms in the computing system may refuse the proposal of a customer, there is a huministic apprach to deal with the customer in product buying. This is quite good to look in the traditional way and well strategy to serve customer. The strategy is well however the degree of the service level in the branch.

In the case of the call centre there are a lot of strategic issue related to the utilization of the Call Centre. The organization is following ten strtegic issues for handleing and the betterment of the customer service related to the call centre. Those strategic choices are quite good and well suited for Metro Bank. Those are highlighted as facilitating incorporated and unfaltering exchanges across all channels, serving by decreasing the volume of call, integrating self-

service with agent assistance, handling calls brilliantly, initiating proactive contact, using customer data and segmentation effectively, serving through inbound marketing strategy, establishing customer intimacy through controlled demographic profile, creating an appealing team effort with contact centre and blending interaction to increase productivity of agents. The service in the Branch has included seven days week which is one of the core strategy to serve in the Brach which differentiate this bank from others.

5.3 Meeting Third Objective The third objective was to scrutinize the different issues to recommend for Metro Bank in developing the current strategy to be more customer and profit oriented in retail banking. In the case of customer service strategy of Metro Bank the subsequent recommendation has been listed for the betterment. An addition of several diverse strategies have been build up bearing in mind four issues (1) current social, technological and environmental challenging circumstances (2) Current objectives of the customer service strategy (3) The current

circumstance of the Metro Bank and (4) findings of the study. The synopsis of the recommendation that is necessity to be transformed in many of issues in the existing course has been provided:

5.3.1 Live Chat in Retail Banking Introducing the strategy to provide live chat Option for this bank may be one of the strategic choices for the betterment of the service channel to be utilized. This is automated to help customers in different issue. Suppose, a customer is trying to fill online forms and finds difficulty to understand certain point then can call for a direct chat. It can be an alternative for direct person to person communication system and will resort the personal human dealing directly in some sort of way. It is relatively inexpensive technology. As Metro Bank is trying to be settle customer service dealings in a humanism way the bank has a scope to utilize the Live Chat option in retail banking.

5.3.2 Open Dialogue Call Steering The Metro Bank has to focus on the Open Dialogue Call Steering as an alternative to the tradition IVR system. The most effective resolution can be made by open dialog call steering applications to take intelligent action to the service. This process involves asking directly

customers want. After specifying and by integrating with business rules and routing strategies, the open dialogue can be used. To make this understandable how it will reduce the service time and cost and will be effective an example has been initiated in the below:

IVR: Thank you for contacting Metro Bank. May I help you? Customer: I would like to enquire on the mortgage facilities by the bank?

The Open Dialogue Call Steering can then either locate an agent who handles mortgage issues, or execute a self-service application for the requested issue.

5.3.3 Intensive Emphasize On the Contact Centre besides Branch Service Contact Centre is intended to convert customer service by mechanically optimizing customer traffic, business outcomes and internal resources. As contact centre is able to manually regulate to change pattern, a sophisticated or dynamic contact centre has the knowledge and equipment to construct usual modification immediately. As contact centre develop into ever more significant retail banking channels, Metro Bank can exchange to selfmotivated contact centre to mechanically optimize the customer experience, promote crosssell and up-sell prospect and amplify agent efficiency with contentment.

5.4 Recommendation for Further Study A further precious and worthy expansion of this study of developing strategic choices to provide more intensive customer service proving ways as well by using larger sample, survey, comparative and qualitative methods.

The central focus was given to certain questions like is this study provide an insight into the inner scenery of the study, have the analysis and findings reliable, appropriate, applicable for the identical organizations like Metro Bank. In spite of the addressing of these issues, the involvement might be suggestive of further research on the effort from a diverse viewpoint that would permit a demanding, intensive and rigorous measurement. It is obvious from the preceding justification that the Metro retail banking is the only high street banking in the UK for the last hundred years. So, the focus of Metro bank in humanizing effort of decision making needs to be more emphatic and strategic in the issues of customer service that can be done by further qualitative study. This research can be an action research from an

interdisciplinary perspective to develop a well suited model for the organization.

5.5 Limitation of the Study The Case Study research is one kind of bounded context and hence limit the study. On the other hand, qualitative study has a starting point with predesigned idea, what will encompass and where is the ending to observe of the study which limits the study. To overcome these problems the focus was on the process of inclusiveness in the study, moderations to conclude the study. The study also tried to be accomplished by gathering as much as data possible from the qualitative interview and the wide range of literature review. However, the study has the following limitations as well as there are certain issues that are out of control for the researcher. The study has to be completed with a very short span of time which did not allow to focus on the more intensive way to observation or to add the customers view who has received the service from the Metro Bank. If the customers view on the limitation of varied service of Metro Bank could be added, the study could be more inclusive to recommend for the strategic choice. Discussion needs to relate back to the literature please

5.6 Conclusion This study has been focused on the strategic issues to support the customer service remembering the challenges that will invade the customer service and will be the reason for being competitively behind. The procedure of customer service is generally identical for the most of the service organization. The competitive advantage has to be taken the choice of utilizing different channels to provide service which is very crucial and was central to the study. This study followed by the qualitative methods to gather data using semi-structured interview. The study concludes that very strong strategic choices by Metro Bank have been initiated to take a competitive advantage by strategic choice of customer service. The limitation that has been uncovered is also necessary to imply to be more comprehensive.

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Appendix 1 Semi-Interview Questionnaire

1. What is the strategic stance for Metro Bank to serve customer?

2. What are the specific channels Metro Bank is utilizing to attract and retain customer, deliver high value of service, and meet the challenges?

3. Does Metro Bank have any initiative to decrease the volume of call and how in the call centre or phone?

4. What degree the branch service is integrated with agent assistance?

5. What is the current procedure to handle the call in the branch or through the call centre?

6. How the initial proactive contact is maintained for the bank?

7. How the bank is utilizing customer data and segmentation process to ensure a better service? 8. Is Metro bank is using inbound marketing strategy to serve customer? If yes, How? 9. How the team effort are integrated and collaborated with contact centre? 10. How the efforts of Metro Bank are following blending interaction to increase productivity of agents? 11. What is the speciality of being open seven days week in relation to customer service and how it is achieved? 12. How the bank is going to be served online or Web based service?

Appendix 2

Philosophies Approaches Strategies Inductive Qualitative Semistrucutre d Interview Case Study Interpretivism Choices

Sampling

Justified

Cross Sectional

Time Horizons

Sampling