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ID: sganesan7
Due: 2/17/2015
ID: sganesan7
Due: 2/17/2015
incentive system, the traditional incentive system was reintroduced. This reversed
the staff behavior in I&D branches.
While overall deposit growth in the I&D market was 0.5% as opposed to
traditional market growth of 3.7%, in terms of revenue I&D branches did 10% better.
Despite, only a slight increase in customer base, there was a large spike in
customer satisfaction. Furthermore apart from an initial turnover spike, turnover
reduced from 50% to 28% over 3 years. Thus it is safe to say that the I&D project
was a success and should have been continued with the additional branches across
the country. Despite the risk of a poorer balance sheet, the increased
experimentation capacity would allow for reduced feedback time or higher reliability
of ideas and quicker national rollover of successful ideas.