The impact of CRM on branch networks

1
The impact of CRM on branch networks

• Author Des Glover

2
Introduction
Financial institutions need to secure long-term
profitable business by anticipating and meeting
customers' needs.
3
Attempts at cost-efficiency

• Attempts to become more cost-efficient have led
  to
• organisational downsizing
• less branches in the network
• Results
• painful to employees directly involved
• little or no change in the way business is done
• Conclusion
• Fundamental changes needed to the culture of
  Financial
• Institution branches

4
Traditional culture 1 - the branch

• Traditionally, the branch is seen to
• act as a self contained unit
• 'own' customers whose accounts are held there
• deal with all administration
• handle all customer mail / phone calls
• attempt to cover the full range of business

5
Traditional culture 2 - roles within the branch

• The Branch Manager
• managing accounts
• sanctioning loans
• marketing and selling products
• development of business potential in catchment
  area
• Branch Staff
• processing counter transactions
• handling administration

6
Traditional culture 3 - branch focus

• Focus Areas
• "ticking and blotting"
• bad debt investigation

• Areas Ignored
• sales effectiveness
• service effectiveness

7
CRM approach
The introduction of CRM thinking is a culture
change that is reflected in almost every facet
of branch thinking
8
CRM approach - the role of the branch

• New role of the branch as part of Multi-channel
  Strategy, as the prime location for face-to-face
  sales.
• differentiate the Branch Network Structure to
  reflect the customer needs
• automate and remove all Administration
• Customer Ownership
• the relationship
• account location
• credit scoring
• Identification of the Sales function as a
  separate skills base
• IT Support Systems
• Redesigning the branch layout to take advantage
  of freed space
• Locate and style branch as part of plan to
  include other branches and channels for serving
  particular communities

9
CRM approach - changing the role of the branch

• Customer management becomes enterprise-wide
  issue, bringing opportunity for the branch to
  focus on
• maximising the advantages of the location
• meeting the needs of customers who prefer the
  branch channel
• For the near future Branches will remain the
  dominant distribution channel. Although direct
  channels will continue to grow and cash handling
  automation will make further inroads into current
  counter transactions, there will remain a hard
  core of customers who will continue to prefer the
  branch channel.

10
CRM approach - face-to-face interaction at the
branch

• Although it is an expensive location, the branch
  offers increased chances of selling
• complex products
• linked product bundles
• The aim should be
• to increase the utilisation of the investment
• The method
• optimising the channel to support face-to-face
  encounter

11
CRM approach - current measures

• CRM activities identify the separate needs of
  various customer segments
• To focus on these newly identified needs, the
  Financial Institution separates responsibilities
• for managing the branch as a successful unit
• for performance of a particular customer segment
  or product range
• The way this has been implemented varies
  depending on the size of the Branch.
• It will create a matrix management structure
  common in many industries but only found in few
  successful Financial organisations.

12
Development of a multi-channel strategy

• To fulfill its new role, the branch must be part
  of a strategy which involves alternative
  distribution channels.
• Direct and automated channels, when created and
  optimised, will remove non face-face transactions
  from the branch, providing
• higher levels of availability and convenience to
  the customer
• transaction-cost savings for the Financial
  Institution
• reduced disruption for customers requiring
  face-face transactions

13
Multi-channel strategy - world best practice

• World best practice
• Introduce range of channels
• Implement Distribution Strategy to manage
  channels for
• customer choice
• customer convenience
• This enables the Financial Institution to
• Optimise the cost of service delivery
• maintain an up-to-date comprehensive view of the
  customer relationship
• offer a service proposition across all products

14
Network differentiation

• The branch
• no longer viewed as the best place to meet needs
  of all personal customers for all products, even
  where face to face contact is chosen.
• Different environments and specialist staff
  increasingly considered more appropriate to deal
  with certain products and customer groups.
• Units are being established to deal with
• complex lending or investment products
• high net worth individuals
• These units concentrate selling skills and make
  customers feel "special". An invitation to these
  units forms part of the CRM strategy.

15
Automate and remove all administration - reasons

• Many of the staff located in the branch are
  involved in administrative processes.
• This is
• expensive because of the locations.
• unnecessary they are not involved in face to
  face contact with customers.
• frustrating for the customer. Administrative
  staff are clearly visible to queuing customers
  who see staff apparently ignoring them and
  appearing to be unaware of the queue.

16
Automate and remove all administration reasons
contd

• Customer records held on paper in the branch
  domiciled have to be referred to and updated.
  Part of the CRM initiative is to convert customer
  information into an electronic form, located
  centrally, and access given to terminals anywhere
  in the Financial Institution.
• This then allows most of the administrative
  processes to be automated.
• Where human intervention is required staff can be
  located in administrative units that are
  established in centralised low cost locations.

17
Automate and remove all administration - benefits

• The space released in the Branches can be used to
  create confidential sales offices.
• The grouping of the administrative workload from
  many Branches into a few locations leads to
• economies of scale
• specialisation of processes and support.
• The staff members who prefer sales and personal
  contact with customers remain in the Branches and
  receive special training.
• Members of staff who do not like direct, face to
  face, dealing with customers but who prefer
  administration can be relocated in the
  administrative units and become specialist in
  administrative routines.

18
Balancing centralised control and personal
relationship - 1

• Customers, and the relationships forged with
  those customers, are a unique asset of the bank.
• The bank must change the way it manages those
  customer relationships. They must become more
  disciplined, whilst still maintaining the
  goodwill and trust of its customers. This will
  improve efficiency and increase income, through
  selling more profitable products per customer.
• The use of CRM techniques provides that
  efficiency and discipline, but to introduce it
  successfully a change in the culture of customer
  ownership is fundamental. This is a subject of
  considerable emotion to current Branch managers
  and staff.

19
Balancing centralised control and personal
relationship 1 contd

• It is often argued that practices which have been
  shown to succeed in other countries or
  organisations would not be tolerated in the
  particular institution being discussed. However,
  customers may change the way they do business
  with the organisation if convenient high quality
  alternatives exist. They may not resist the
  timely approach of the Financial Institution
  offering a product which meets a current or
  future need. What is necessary is for the culture
  and values found to succeed in the past to be
  incorporated into the CRM strategy.

20
Balancing centralised control and personal
relationship - 2

• Many customers find financial services a
  confusing subject and they welcome someone taking
  from them the burden of thinking about the
  future, the Bank has both an opportunity and a
  responsibility to fulfill this role.
• Currently any relationship that does exist is
  between a customer and one, or a few members of
  staff.
• For personal customers this relationship, whilst
  including recognition and a word of welcome, is
  unlikely to include proactive consideration of
  the customers financial needs.

21
Balancing centralised control and personal
relationship 2 contd

• The CRM strategy ensures that the information on
  each customers situation is correctly recorded,
  electronically, kept up to date and used by
  systems to determine the customers needs and the
  best way to bring these to the customers
  attention. This information is capable of being
  displayed at any point of sale location bringing
  the "relationship" knowledge, restricted to a few
  "home branch" staff, to anyone dealing with that
  particular customer.

22
Who "owns" the customer? - 1

• Through an integrated Distribution Strategy
  linked to CRM, customers can be offered the
  choice of channels over which to conduct
  business. By its very nature this weakens the
  link between the customer and the Branch, but
  only if the customer chooses to use the direct
  channels.
• This does not mean that the branch manager is
  excluded from what is happening to customers
  there can be an implementation where, for
  nominated customers, the manager can have input
  to modify the generated needs analysis or
  proposed treatment.
• What it does mean, however, is that the customer
  is no longer the sole property of the branch
  which holds the account.

23
Who "owns" the customer? - 2(i)

• Appropriate service can be given at any branch or
  any channel because the following knowledge is
  held electronically in a manner that can be made
  available to all customer facing staff.
• Knowledge of that customer
• Knowledge of any work in progress
• Knowledge of any sales approach planned
• Several conditions must exist before this concept
  can be successful...

24
Who "owns" the customer? - 2 (ii)

• The information held for the customer must be
• Comprehensive
• Accurate
• Current
• Accessible
• Technology solutions to all these issues exist,
  but none can compel staff to input correct
  information or co-operate with the new methods.
• This will only be achieved if the responsible
  staff accept and ultimately own the concepts and
  want them and the Institution to succeed. Then,
  through these concepts, the staff as individuals
  will succeed and be rewarded for their success.

25
Location of accounts

• In many Financial Institutions certain facilities
  have always been restricted to a "home branch",
  the Branch at which an account held. This is
  often a matter of history and may indicate the
  location most convenient to the customer for
  counter services many years ago. The disruption
  previously involved in changing account numbers
  have led to customers being tied to completely
  inappropriate branches and needing to make
  special arrangements if new facilities were
  needed.
• These ties need to be broken if the new, CRM
  driven model is to prevail.
• Where the "home branch" is no longer convenient,
  if a specialist segment service is not provided
  at the "home branch" or if the sale or service of
  the product is accomplished by a Direct channel,
  it should not be necessary to cause inconvenience
  to the customer by renumbering or changing the
  existing accounts.

26
Credit scoring

• Superior credit policy and skills is a core
  competency highlighted as key for top performers.
  
• The use of Credit Scoring is critical to
• improving efficiency of processing
• facilitating the exploitation of CRM and direct
  channels.
• Credit Scoring is the application of rules
  specifically to the sanctioning of loans. These
  techniques have been applied in consumer lending
  for years and are now being seen in the
  Commercial lending area.

27
Credit scoring - early systems, current systems

• Early Credit Scoring algorithms granted loans
  using
• life style data
• income data
• demographic data
• This proved to be more accurate than decisions
  made by bank staff applying their judgement and
  was less time consuming, but did nothing to
  reflect the known behaviour of existing
  customers.
• Current scoring systems will include
  "behavioural" scoring which reflects the way
  customers have conducted their accounts, e.g. the
  way they have repaid loans, operated their credit
  cards, the monthly range balance etc.

28
Credit scoring - pre-scoring

• Many Banks now pre-score customers prior to
  marketing campaigns, there is no point in
  arousing a customers interest in a product, which
  the Bank is not prepared to allow them to have.
• One bank have taken this to the point where a
  limit of approved loan is determined by running
  their model, which uses an algorithm including
  behavioural items, against all customers. This is
  used as input to the CRM process and the amount
  of the "approved Limit" is available to all
  customer facing staff over all channels. Any
  member of staff can sanction, on request, a loan
  up to this limit with no other approval being
  obtained.

29
Credit scoring - responsibilities

• In cases where the decision has been taken by a
  system, it does mean that the responsibility for
  the loan, should it go bad, is not with the
  channel where the loan was granted, but with the
  centre.
• That does not mean the Branch has no role to play
  in account management. Reports identifying the
  early signs of delinquency are directed to the
  channel over which the loan is authorised. If the
  account fails to respond further action is
  transferred to a Central Recoveries unit which
  will manage the debt collection from then on
  using whichever channels appropriate.
• By using scoring techniques to sanction simple
  personal loans, staff with lending skills can be
  used to handle the more complex situations with
  commercial or more affluent customers.

30
Credit scoring - pros

• Potential Benefits
• The process is quicker and cheaper
• Decisions are consistent across the Bank
• Loans can be approved through any channel
• Acceptance rates can be increased with controlled
  risk
• Losses can be easily monitored and controlled
• A focused team will learn and improve forecasting
  and predicting techniques
• Competitive advantage through speed and
  convenience
• Local decision-makers freed to concentrate on
  complex situations

31
Credit scoring - ...and cons

• Potential Problems
• Branch staff may feel loss of control
• Branch staff may feel loss of status, size of
  lending limit ego
• Local conditions may not be captured in system
• Sometimes scored decisions can be difficult to
  explain to customers

32
Booking appointments

• In the past pro-active selling, if attempted at
  all, involved approaching customers who had
  visited the Branch to conduct transactions. This
  lead to regular customers being approached
  several times for the same product at a time that
  they had neither the time or inclination to
  consider a new proposition.
• CRM processes clearly identify the customers
  needs and the most appropriate treatment
  strategy.

33
Booking appointments contd

• The Branch has a role to play
• making sales to customers who are more
  comfortable in this environment
• for products where the features are complex and
  benefit by being supported by graphical
  illustrations incorporating the customers own
  details.
• This is best achieved by arranging a time and
  location when the customer is available to meet
  an appropriately qualified member of staff.

34
Booking appointments - requirements

• In all sectors there are benefits from ensuring
  that the customer is given advance warning of any
  information needed and how long the meeting will
  take. From the Banks point of view it ensures
  that the appropriate resources are available.
• In the multi channel environment it is necessary
  to be able to arrange sales visits to the home or
  office, telephone interviews by a Telephone
  Banking advisor or an appointment for a meeting
  with an expert from the appropriate segment with
  relevant skills.
• This requires a support facility which allows
  appointments to be booked at any time from any
  Point of Service location, to schedule with any
  suitably qualified customer facing officer, at a
  designated time, in a designated location.

35
Requirements for an enterprise wide appointments
system

• An "enterprise wide" Appointment System could be
  achieved by the creation of an information base
  which records
• Each member of face to face staff and the level
  of qualification or registration they hold, hence
  the products they are permitted to sell or give
  advice on
• Details of any "Home Visiting Staff", their
  territorial boundaries and visiting hours
• Each interview facility, e.g. office or bay
  within branches, the degree of confidentiality,
  the equipment available etc.
• Each Branch or specialist unit, details of its
  location, opening hours, parking facilities, plus
  any other items of information likely to be
  needed to be conveyed to a customer by a member
  of staff neither of whom has ever visited that
  location

36
Requirements for an enterprise wide appointments
system contd

• Each product the bank sells with details of the
  qualifications needed by staff to sell or give
  advice on that product, the requirements the
  customer must satisfy in order to buy the product
  (e.g. over 18)
• The creation of an algorithm which matches the
  preferred time and location with a suitably
  qualified staff member to sell a given product to
  a qualifying customer
• The creation of a diary which records bookings of
  staff and facilities and is capable of access and
  authorised update from any channel at any time
• The construction of interrogation tools to
  provide Management Information on the
  effectiveness of the process
• The creation of a Culture where sales staff
  accept that their work can be effectively
  scheduled by a remotely based colleague. This
  must be recognised as beneficial for the customer
  and the sales person.

37
Benefits of an enterprise wide appointments system

• Enhanced customer service
• Appointments can be scheduled to meet their
  needs, often a choice can be offered
• Confirmation of an appointment can be given at
  any time through any channel
• The match of staff to customer eliminates
  unqualified staff meeting customers necessitating
  re booking

38
Benefits of an enterprise wide appointments
system contd

• Effective Recourse Utilisation
• Face to face staff do not have to be involved in
  booking interviews
• The algorithm used can favour the times when
  interviews which occur naturally, or are prompted
  in branch and follow customer flow, are less
  likely
• A high match of the right qualification level to
  the right interview will reduce over or under
  qualified staff being allocated.
• The Management Information provided enables the
  resources to be maximised. Like any retailer the
  effective utilisation and location of its
  "floor-space" is critical as is the mix of the
  staff skill set. This Bank-wide information can
  be used to determine the location and skills mix
  to satisfy customer demand.

39
Enterprise wide appointments system - issues
raised

• There are certain business and implementation
  issues raised
• Initially there may be resistance to centralised
  allocation of Appointments, this must be overcome
  by demonstrating the benefits in terms of
  increased "hot " leads
• The Management Information which will be
  available and shows the way resources are being
  utilised must be used to plan resource provision
  in favour of local or anecdotal information
• Responsibility for ownership of the information
  files within the system must be allocated and
  accepted by the appropriate line function.

40
Enterprise wide appointments system - issues
raised contd

• The Appointment booking system may not be
  successful
• If sales staff resent what they may perceive as
  interference in their role and do not co-operate
  with the concept
• If customers see no advantage in having
  appointments
• If the Information Files are not kept up to date
• If the Algorithm is not effective
• If sufficient flexibility is not provided to
  allow common sense to prevail.

41
Sales

• Top performing Financial Institutions have
  recognised that in order to maximise the
  effectiveness of the leads generated from a CRM
  campaign and increase the sales of their products
  to customers they must first create a culture in
  which sales skills are fostered and given due
  recognition.
• Having established contact with a customer either
  as the result of a CRM pro-active campaign or as
  the result of a customer originated request the
  Sales Process must be optimised for efficiency
  and effectiveness.
• The aim will be to close the sale as quickly as
  possible. This will be consistent with maximising
  the opportunity to meet as many of the customers
  needs as can be achieved, and where possible get
  commitment for a "Financial Health Check " at an
  appropriate time in the future.
• These goals will only be achieved by staff
  motivated to succeed supported by comprehensive
  training and IT support.

42
Sales - component requirements

• The components needed to achieve the new sales
  goals are
• Strong management support for a sales culture
• Physical location and surroundings
• A customer prepared for the business in hand
• Focused staff with no administrative duties
• Energising, training and coaching sales employees
  
• Introducing performance measurement and incentive
  systems
• IT support systems.

43
Sales - staff requirements

• In common with almost every workplace activity
  the staff will only take the objectives seriously
  if they feel the Banks executives are serious in
  their intentions to boost income by selling to
  meet customers needs. The concept of building
  long term sustainable profit must not be
  sacrificed to the demands of short term targets
  which staff can only achieved by selling anything
  to anyone.
• This CRM culture of selling to needs must be
  reinforced by how the message is communicated in
  internal and external literature, and by how
  achievements are recognised and rewarded.

44
Sales - staff requirements contd

• In most organisations there is no incentive for
  staff to capture accurate customer information,
  e.g. in one Bank customer dates of birth are
  defaulted as 11,11.11, the quickest and easiest
  way to complete the data fields (48 of all
  customer records held by this Bank have the above
  default date of birth).
• This is not because the staff are deliberately
  sabotaging the CRM process. It is because valid
  customer information has not been firmly linked
  to sales and rewards and no value set upon it.

45
Sales - customer requirements

• Customers are most likely to discuss their needs
  in an atmosphere of privacy and comfort. This may
  be at their home or office, where they will have
  chosen the environment. This means that the
  seller has little control over the degree of
  third party interruptions.
• Where the interview is on the Branch premises the
  type of interview area will depend upon the
  actual location.
• The appropriate space should be made available by
  prior booking. During pre-booked appointment
  sessions the sales officer should not be
  disturbed.

46
Sales - customer requirements contd

• The availability of support systems (see IT
  Support Systems section) should ensure the
  following
• the customer need not be left alone during the
  interview
• all information on the following should be at the
  point of sale terminal.
• customer
• the product
• the decision making rules
• the screen of the point of sale system should be
  located such as to enable the graphical displays
  to be shown to the customer as illustration of
  the various product features.

47
Preparing the customer

• Where the sales interview has been pre booked,
  the customer will have been aware of the time
  needed to conduct the business at hand and the
  type of information likely to be needed. This is
  ideal in that the customer is already in the
  right frame of mind to consider the proposition.
• Where the customer has initiated the process with
  no pre notice the sales officer should set the
  scene for the discussion. If certain information
  needed to close the sale cannot be made available
  at the time the process should continue assuming
  the information would be positive and a
  provisional sale made subject to the production
  of whatever is needed by the customer.
• Arrangements should be made, (Perhaps using a
  Case management system) to schedule the
  collection of the information by the appropriate
  channel, e.g. a Telephone Channel outbound call
  or an pre paid envelope addressed to the central
  unit.

48
Focusing staff - separating sales and back office

• Within many financial Institutions the common
  current situation is still one where
• Account managers perform diverse tasks with
  little time left for sales
• The overall culture is administrative and
  bureaucratic
• Constant interruptions occur.

49
Energising, training and coaching sales employees

• Training sales management and staff should be
  ongoing and dynamic. It should
• be a mixture of off site and on site activities
• be related to the particular campaigns under way
  .I
• involve use of the support technology
• include role-playing and analysis of video
  recordings.
• The desired behaviour patterns should be
  reinforced by frequent communication and
  achievement recognition.
• Activities should include off site group training
  designed to bond and generate high levels of
  energy and enthusiasm

50
IT support systems - pre-CRM selling

• In the pre-CRM world most selling is "Reactive",
  responding to a Customers request for a product
  or service.
• The handling of "new Business" normally involves
  the customer answering questions which are
  written down on a form in a public area of the
  Branch.
• There is then an often lengthy period when the
  customer has to wait for a decision and lengthy
  processing before the product is fulfilled.

51
IT support systems - world best practice

• Identify "leads" making the process "Proactive".
• Supporting the sales event itself, making the
  collection of information interesting and
  validating customer information already held.
• Providing visual aids to explain the features of
  complex products.
• Automating the decision making process.
• Providing a link into the Product processing
  systems, avoiding re-keying.
• Printing a completed application and product
  documentation

52
IT support systems - world best practice

• World Best Practice Banks have transformed this
  process by the introduction of Technology to
• Identify "leads" making the process "Proactive".
• Supporting the sales event itself, making the
  collection of information interesting and
  validating customer information already held.
• Providing visual aids to explain the features of
  complex products.
• Automating the decision making process.
• Providing a link into the Product processing
  systems, avoiding re-keying.
• Printing a completed application and product
  documentation

53
IT support systems - point of service problems

• In many financial Institutions the only systems
  currently supporting staff at the point of sale
  forms part of the branch automation
  implementation. As such they are normally
  optimised for transaction processing and the
  efforts involved in updating the system, and the
  restraints of screen format do not make it either
  attractive to use or suitable to show the
  customer.

54
IT support systems - POS solution

• It is proposed that new software environments be
  used, if possible on existing hardware platforms,
  enhanced if necessary, to develop a graphic rich
  point of sale system to support the full new
  business range.
• This implementation should be architected to
  provide a separation between the Presentation and
  Processing layers. This will facilitate an
  implementation which should common across all
  channels, with only the Presentation layer (the
  way the information appears on the screen)
  changing to reflect the channel attributes e.g.
  scripts and narrative descriptions for the
  Telephone advisers, graphic representations for
  face to face sales. In both instances the
  underlying processing logic would be identical.

55
IT support systems - the new POS

• Any POS system should interface to the following
  CRM support systems
• Customer information
• Case management
• Rule bases
• Product information file
• Leads management
• Credit scoring
• Appointments booking

56
Branch layout - pre-CRM

• Financial Institutions, over many years, have
  designed their branches giving the highest space
  priority to the primary business of cash delivery
  Services, this resulted in rigid and inflexible
  design.
• At least 85 of the space was allocated to
  counter and back office clerical activities
  usually located in the prime are in the front of
  the branch, the remaining 15 to the customer
  area with very limited customer interviews
  facilities located within secondary areas.
• With the progression towards automated cash
  delivery services direct channels and centralised
  processing the opportunity is available to take
  full advantage of the space released and redesign
  branch layouts to create sales and service
  outlets

57
Branch layout - the new outlets

• In the new outlets the traditional length of
  counter has been replaced by modular units
  optimised to support the specific function e.g.
  enquiries, open plan tills, secure tills and a
  variety of interview spaces.
• The interview areas should be welcoming and
  private, open-plan and enclosed areas both have
  their place since surveys of customers show
  almost equal preference for each layouts.
• Branches following world best practice design
  applications in most cases have achieved a
  reversal in space allocation resulting in the
  redesigned branch having
• 80 sales, marketing and interview / sales
  facilities
• 15 cash services
• 5 clerical functions

58
Planning optimum distribution to serve a community

• Historic network expansion
• Financial institutions have historically expanded
  their networks in an unstructured way, driven by
  external forces including
• Population trends
• Mergers
• Requests from commerce and industry
• Competitor network developments
• In most cases when an individual branch was
  opened it was regarded as a single profit centre
  in which it would develop its new business from
  an undefined catchment area, which also included
  other branches .

59
Planning optimum distribution to serve a
community contd

• Accounting systems
• Many accounting systems at that time were not
  "transparent" (allowing customers to transact
  business at any branch within the network) and as
  a result Internal transfers took place which were
  costly and only moved profitability internally.
• The development of new transparent accounting
  systems, allowing customers to retain their
  accounts at any branch of their choice but
  purchase products from across the whole group.
• This "transparency" along with the high cost of
  the branch networks and the attractiveness in
  cost and customer convenience of alternative
  direct channels indicated that a review of
  network configuration was required.

60
Planning optimum distribution to serve a
community contd

• Communities
• Organisations carrying out best practice reviewed
  their networks and redefined catchment areas,
  known as "Communities" or Micro-markets".
• These communities were examined in terms of the
  existing and potential customer needs and were
  viewed as profit centres, rather than individual
  branches.
• The optimum configuration to support that
  community in terms of branch and direct channels
  was determined guided by the CRM predictions. The
  studies often revealed that the number of
  traditional branches could be reduced with no
  reduction in income or customer retention
  providing the benefits of the new channels, e.g.
  the telephone and more conveniently located ATMs
  were introduced as part of the initiative. Often
  the location and facilities of branches were
  changed.

61
Planning optimum distribution to serve a
community contd

• Communities contd
• This was, "sanity" checked by the local
  management, and in order to reinforce the
  "community" inter-channel agreements were
  reached e.g. The branch would sell x Telephone
  banking accounts, the call centre would generate
  y branch interviews.
• These service levels were monitored in order to
  meet the requirements of the area.