CHANGE MANAGEMENT
Service first
Not over yet
Superior results
Building Relationship Management
Colm Darling - paving the way for niche growth
78,000 deposit accounts, eliminated ATM/I.aser and reduced
transactions by 50%,' says Geoghegan. Witli these product
changes, the hardest part of the change program niay have
been for staff dealing directly with the consequences of telling
an existing customer "we don't do this anymore". Says
Darling, 'It can he very sensitive hut has been handled very
well. We did not get a public relations backlash.'
Improving customer service has been a priority from the begin
ning of the project. The November 2003 launch of a new IT
system, which includes Flexcube, is a very useful factor in
improving the quality and consistency of customer service.
Furthermore, ACC Bank's Customer Service Desk, the central
point of contact for complex queries from business customers,
also launched in November 2003, is an important outcome of
the change program for customers.
The next phase of FF development is the roll-out of e-husiness
banking. But the changes don't stop there. In the next few
months, ACC Bank is focused on restructuring some branches
into business units. This consists of the reformatting of some of
the branches into business units which make extensive use of
locallv-based Senior Relationship Managers for business bank
ing enterprises (see sidehar). It is also focusing on ensuring
greater efficiency and customer service levels within the new
Operations Centre, and the ongoing control of the ACC Bank
risk profile.
As a result of the change program and new market focus,
earnings have exceeded expectations. 'We've had a tremendous
result in terms of an increased span and level of business,' says
Darling (see table page 2 1Tailored products and a strong
partnership with the Rabobank Group are having a positive
impact. Our relationship with Rabo Securities is a particularly
good example. Adds Geoghegan, 'We're seeing successes in the
marketplace. That gives us great confidence. ACC Bank is
ready for the future and if Rabobank is ready to expand
further in Ireland, we're ready too. In fact, we're looking
forward to it.' H
Spot-lit in ACC Bank's tbeatre of change is the integration of Relationship Management. Long a facet of Rabobank
International s model for customer attraction and retentionACC Bank has embraced Relationship Management and
adapted it to their own requirements.
Locally-based Senior Relationship Managers (SRMs) draw and retain the right customers by fostering close, personalized
customer contact, performing ongoing customer needs assessment, providing transparent pricing, and paying close attention
to customer detail. Through their SRMs, ACC Bank offers 'relationship-driven' customer service.
Of course, thinking outside the high street branch mentality gives ACC Bank an advantage. Mike Geoghegan, Director of
Banking at ACC Bank explains, 'Because of our adaptation of the Relationship Management model, we understand our
customers better and anticipate their needs realistically as they arise. We have found it to be the best way to partner with
customers. They are delighted with the result and so are we.
22 I The Word I
