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Zebra National Bank

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Zebra National Bank

Hechos Actividades: créditos con y sin garantía, operaciones de cartera de inversión, relaciones con bancos corresponsales. Clientes: 3000 con saldo medio USD 200,000 No existía ni se habían contemplado, las cuentas de ahorros y personales. El Banco contaba con buenas relaciones con sus clientes, debido a que lo altos funcionarios se ocupaban de estas cuentas personalmente. No existía un organigrama oficial y existían 6 vice-­‐presidencias y una oficina de inventaría que dependía directamente de la presidencia y Junta Directiva. El éxito de el servicio al cliente se atribuía a la vicepresidencia de relaciones publicas, dirigida en los últimos 25 anos por Edward James y Arthur Small. Ambos con altas cualidades humanas y profesionales. Sus principales fortalezas se basan en las excelentes relaciones con los clientes, iniciativa, trabajo constante y simpatía personal.

Personajes

• De 55 años, 35 en banco • Hijo único, famila Uinanciera. • Energético, simpático, capaz, amistoso. • Vice-­‐pte a los 35 años de edad. • Actuaba por encima de los vice-­‐presidente de inversion y patrimonio. • Egoista, progreso personal Primus.

• 70 años • 40 año de experiencia en banca. • Buena reputación entre sus clientes y colegas. • Podía resulver cualquier tema bancario. • Relación amistosa con sus clientes.

• 70 años • De buena posición económica. • Basta experiencia en altas posiciones de negocios y situaciones de crisis. • Decidido y energético.

• Jubilado • Presidente del Zebra por 28 años. • Parte de la junta directiva. • Prestigio y buenas relaciones personales. • Atraía nuevos clientes. • Asistía a reuniones y congresos bancarios.

Robert Barnett

Edward James

Arthur Small

John Snyder

Mariel Soto EMBA-­‐2013 1

Zebra National Bank

Diagnóstico del Problema

El dilema de Bernett esta en que decisión tomar para estandarizar en Zebra National Bank (una organización tan indefinida y empírica) los procesos de contactos con los clientes y del organigrama, falta de formación de directivos, no afectando con esto la actividad de negocios y depósitos en esta institución.

Para un mejor de este caso, presentamos una matriz de criterios y alternativas sugeridas, donde cada alternativa estaría valorada según los criterios en (+) buena acogida, (-­‐) acogida negativa y (?) acogida incierta:

Criterios Alternativas 1.No tomar ninguna acción y acostumbrarse a la organización actual 2.Reorganizar el Zebra: • Dándole participación a los asistentes de VP en los nuevos negocios y contactos con clientes. • Dejando a James y Small, pero exigiéndoles obedecer las nuevas normas. • Crear una VP de cumplimiento de las regulaciones gubernamentales. 3.Jubilar a James y Small y hacerles parte de la junta directiva directiva, similar al papel de Snyder. Satisfacción del Personal de Zebra Cumplimiento de los reglamentos y deposiciones gubernamentales Reacción de clientes y su repercusión en los depósitos del banco.

+

?

-­‐

+

+

+

?

?

-­‐

Mariel Soto EMBA-­‐2013 2

Zebra National Bank

Conclusiones

En la primera alternativa, lo único que se ve afectado es la empresa ya que podría multas y censuras y como es algo que tiene mucho peso, porque pudiera a la larga traer el cierre para la institución, no es la opción que recomendaría. La segunda alternativa, de reorganizar el Zebra, creando un VP de cumplimiento y dándole participación a los asistentes, es la que tiene mas peso a mi entender. Primero, porque permitiría un bienestar para la organización en un sentido global, tanto en el cumplimiento como en forjar VP’s que puedan suplantar a los actuales, los que no estarán en esos puestos para toda la vida. Además ayuda a los actuales VP de Relaciones Publicas a despojarse de su egoísmo y progreso personal Primus y ejercer su poder para el beneficio de toda la organización.

En la ultima alternativa, Jubilando estos últimos VP’s y haciéndoles asesores del Zebra para esta etapa no considero es la mejor opción, pero a mediano plazo si la consideraría. Y esto ultimo, seria porque haríamos que el impacto en los clientes y ultimo criterio, sea lo menos dramático posible. Vimos lo poco de líder que tiene James y Small, ya que su egoísmo no les ayudo a fomentar la coordinación y colaboración que sustentan el éxito colectivo. Ni la organización estaba en cumplimiento como ya mencionamos, ni estaba preparada para sustituir a sus vice-­‐presidentes de Relaciones Públicas. (* Sebastien Brion)

Mariel Soto EMBA-­‐2013

3

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