Subject category:
Finance, Accounting and Control
Published by:
INSEAD
Version: 04.2008
Length: 23 pages
Data source: Field research
Abstract
In response to the intensified competition in the banking industry, Barclays adopted a Value Based Management (VBM) programme to align decision making at all levels in the organisation with the interests of its shareholders. Under the umbrella of this VBM programme the Bank introduced a new approach to identifying and effectively managing its high-value customers. The case shows how the new customer value measurement tool had a significant impact on managerial decision making and how it was supported by value-based sales incentives.
Time period
The events covered by this case took place in 2003.Geographical setting
Region:
Europe
Country:
United Kingdom
Featured company
Barclays Bank
Featured protagonist
- Matthew Barrett (male), CEO
About
Abstract
In response to the intensified competition in the banking industry, Barclays adopted a Value Based Management (VBM) programme to align decision making at all levels in the organisation with the interests of its shareholders. Under the umbrella of this VBM programme the Bank introduced a new approach to identifying and effectively managing its high-value customers. The case shows how the new customer value measurement tool had a significant impact on managerial decision making and how it was supported by value-based sales incentives.
Settings
Time period
The events covered by this case took place in 2003.Geographical setting
Region:
Europe
Country:
United Kingdom
Featured company
Barclays Bank
Featured protagonist
- Matthew Barrett (male), CEO