Caso 4.2, Investigación De Operaciones

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5/12/04

17:11

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ADDITIONAL CASES

I CASE 4.2

NEW FRONTIERS
Web banking and the services AmeriBank should provide over the Internet. For example, should the bank only allow customers to access account balances and historical transaction information over the Internet, or should the bank develop a strategy to allow customers to make deposits andwithdrawals over the Internet? Should the bank try to recapture a portion of the investment market by continuously running stock prices and allowing customers to make stock transactions over the Internet for a minimal fee? Because AmeriBank is not in the business of performing surveys, Rob has decided to outsource the survey project to a professional survey company. He has opened the project up forbidding by several survey companies and will award the project to the company which is willing to perform the survey for the least cost. Sophisticated Surveys is one of three survey companies competing for the project. Rob provided each survey company with a list of survey requirements to ensure that AmeriBank receives the needed information for planning the Web banking project. Because different agegroups require different services, AmeriBank is interested in surveying four different age groups. The first group encompasses customers who are 18 to 25 years old. The bank assumes that this age group has limited yearly income and performs minimal transactions. The second group encompasses customers who are 26 to 40 years old. This age group has significant sources of income, performs manytransactions, requires numerous loans for new houses and cars, and invests in various securities. The third group encompasses customers who are 41 to 50 years old. These customers typically have the same level of income and perform the same number of transactions as the second age group, but the bank assumes that these customers are less likely to use Web banking since they have not become as comfortablewith the explosion of computers or the Internet. Finally, the fourth group encompasses customers who are 51 years of age and over. These customers commonly crave security and require continuous information on retirement funds. The banks believes that it is highly unlikely that customers in this age group will use Web banking, but the bank desires to learn the needs
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Rob Richman, president ofAmeriBank, takes off his glasses, rubs his eyes in exhaustion, and squints at the clock in his study. It reads 3 A.M. For the last several hours, Rob has been poring over AmeriBank’s financial statements from the last three quarters of operation. AmeriBank, a medium-sized bank with branches throughout the United States, is headed for dire economic straits. The bank, which provides transaction,savings, and investment and loan services, has been experiencing a steady decline in its net income over the past year, and trends show that the decline will continue. The bank is simply losing customers to nonbank and foreign bank competitors. AmeriBank is not alone in its struggle to stay out of the red. From his daily industry readings, Rob knows that many American banks have been sufferingsignificant losses because of increasing competition from nonbank and foreign bank competitors offering services typically in the domain of American banks. Because the nonbank and foreign bank competitors specialize in particular services, they are able to better capture the market for those services by offering less expensive, more efficient, more convenient services. For example, large corporationsnow turn to foreign banks and commercial paper offerings for loans, and affluent Americans now turn to money-market funds for investment. Banks face the daunting challenge of distinguishing themselves from nonbank and foreign bank competitors. Rob has concluded that one strategy for distinguishing AmeriBank from its competitors is to improve services that nonbank and foreign bank competitors do...