Informed players know the score

Article Abstract:

The Scottish banking industry should develop a closer relationship and a more open communication line with their business clients. Its customers perceive that their requirements are not being met. Meanwhile, the changes that banks are implementing seem to reinforcethat image of inadequacy in service. One thing that banks can do, aside from positioning their service divisions on a self-financing footing, is to make sure that the quality of their service justifies the price that they impose on customers. Service quality can be maximized by concentrating on particular segments of the market only. Another suggestion is for these Scottish banks to communicate with their customers to make them aware of their pricing policies. Lastly, these banks should maintain a balance between fulfilling customer needsand their own need to make profit out of their commercial lending.

Management

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Spread the word

Article Abstract:

The staff opinion survey conducted on Sep 1992 at the Royal Bank of Scotland reveals the low morale among the bank's employees. While only 48% believed the company had a clear vision, the number of respondents who felt that the bank was not efficiently organized rose from 33% in Feb 1992 to 47% in Sep 1992. Moreover, those who perceived top managment is not to be trusted increased from 39% to 56%. Results also show that such negative attitude is caused by the faulty communication structure at the bank. About 56% said that their main source of information is the 'grapevine' although a majority stated their preference for face-to-face discussion with their boss. To improve communication, CEO George Mathewson is conducting head-to-head sessions with 70 staff members and is encouraging lower-level managers to pursue a more open communication with theirsubordinates.

Telecommunications systems, Surveys, Royal Bank of Scotland PLC, Employee morale, Organizational communication

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Banking on more consistent lines

Article Abstract:

Alistair Dempster is the new CEO of TSB Bank of Scotland. He succeeded Charles Love who left for Clydesdale Bank in the early part of 1992. TSB's new head has considerable experience in the Scottish banking industry. Dempster's career in banking began when he worked as an apprentice at the Royal Bank of Scotland in the 1960s. He stayed with the bank until the later part of the 1970s at which point he decided to join TSB. In 1991 Dempster was made CEO of TSB Bank Channel Islands and a year later, he took over as TSB Bank of Scotland's new chief executive. As the new head, Dempster intends to focus on the mortgage and personal deposit markets which are TSB's core businesses. He believes in keeping things simple and in being consistent.

Officials and employees, Appointments, resignations and dismissals, TSB Bank PLC, Dempster, Alistair

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