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Case Solution for Deloitte Recommends Client Selection to Regency Bank

Complete Case details are given below :

Case Name :      Deloitte Recommends Client Selection to Regency Bank
Authors :           Mehmet Begen, Stacey Yue
Source :             Ivey Publishing
Case ID :            W11086
Discipline :        Information Technology
Case Length :    04 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
This case presents a situation in which a large financial institution has acquired a sizable portfolio of new clients of travel (corporate expense) cards. The bank must decide on the optimal mix of clients to retain in order to achieve their goals of maximizing profitability, entering a new product market successfully and maintaining reputation. The optimal mix depends on a number of different factors, including annual account spend level, complexity of serving the account, the number of cards in each account, account risk and account retention level. The selection and number of clients chosen will affect the bank’s future profitability and long term strategy. The bank is limited by attempting to achieve a three-year payback, and facing costs that can vary significantly (and which are not in the bank’s control).
 
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Case Solution for Incentive Contracts For Financial Consultants At Private Client Services Division
Complete Case details are given below :
Case Name :      Incentive Contracts For Financial Consultants At Private Client Services Division
Authors :           Suneel C. Udpa
Source :             North American Case Research Association (NACRA)
Case ID :            NA0172
Discipline :        Accounting
Case Length :    21 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Paul Lui, Executive President at Private Client Services Division (PCSD), had the difficult task of designing a new incentive compensation system for financial consultants at the wealth management division of a mid-tier financial services firm that had limited resources compared to its larger rivals. Luil had many objectives in mind in designing the new incentive compensation system: to motivate financial consultants to stay, perform, and excel; to attract new consultants to fill in the vacated positions; and to generate new business in the face of labor shortages and significant competition from larger firms. How did the current compensation plan at PCSD compare to those of rival firms? How could Lui change the compensation plan for PCSD, given the resource constraints his company faced as a mid-tier financial services firm? Beyond changing compensation plans, what could Lui do to recruit new experienced consultants; stop top producers from leaving; and more generally, improve the morale at PCSD?

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