Product details

By continuing to use our site you consent to the use of cookies as described in our privacy policy unless you have disabled them.
You can change your cookie settings at any time but parts of our site will not function correctly without them.
Prize winner
Published by: INSEAD
Originally published in: 2004
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

Related


Awards, prizes & competitions