l surveys will be limited to 3 pages, much like our customer surveys. Surveys will be issued in January and July, with results posted within three weeks of survey completion deadline. One of the major hurdles we face is increasing customer satisfaction. Conversion of middle tier branches to top tier branches will increase revenue by 20%. On the contrary, there is very little incentive to raise loyalty of low scoring branches. Therefore, potential based marketing strategies will include employing defensive marketing techniques only at our middle tier branches. The goal of this process will be to convert customers that are within the zone of indifference to the zone of affection, creating a larger group of apostles.Since our industry has had rising switching costs, we have less risk of customer defections. On the other hand, high switching costs cause for greater risk for terrorists and hostages and negative word of mouth. Therefore, we will also engage some effort to neutralizing terrorists at our low tier branches. If we can neutralize terrorists at low tier branches and increase overall customer retention, we will decrease the chance of declining product loyalty and minimize negative word of mouth.Our customers constantly demand more selection of banking products and up to date delivery channels. An upcoming delivery channel is e-commerce banking. Currently, only 1% of our customers prefer this method, but this will grow exponentially in the next decade. Therefore, RBI must be an innovator in e-commerce banking. If not, customers will defect in record numbers. New product development for e-commerce banking must start now. Appendix A: RBI Satisfaction Mirror ...
