GROUP 8 CHAOS COMMANDERS FATIMA SULEHRI, NASHWA AFZAAL, MUJTABA ABDULLAH, AZAAN JUNAID AND UMER IMRAN RESEARCH METHODOLOGY Primary Sources: Mr. Murtaza Hassan, Head of Branch Transformation (BT) at Bank Alfalah, offered strategic insights shaping critical decisions. Mr. Nasir Ali, Manager of Premier Banking at Tufail Road Branch, Lahore, provided operational details of the bank. Secondary Sources: Bank Alfalah's Website: Accessed for comprehensive information on the bank's services and offerings. State Bank of Pakistan's Website: Utilized for insights into monetary policies and regulatory frameworks. BRIEF BACKGROUND OF BANK ALFALAH WHAT MAKES IT STAND OUT MISSION VISION VALUES MISSION Enabling Customers Success Innovation Advancement VISION Inspiration Empowerment Uniqueness Consistency VALUES Ethical Framework Integrity Conflict Avoidance Responsibility Culture Confidentiality Professionalism PROBLEM STATEMENT Customer Experience Service Platform Discrepancies Profit Composition Shift Declining Funds Income Profit Sources Performance Analysis Scouting Softwares Long-Term Strategy CRITICAL DECISION Context: Customer Relationship Management (CRM) Need for Competitive Edge Macroenvironmental Opportunities and Threats Precaution With Unfamiliar Software Purchase or Develop Choices of Vendors POLOTICAL LEGAL ECONOMIC PESTEL ENVIRONMENTAL SOCIAL TECHNOLOGICAL ECONOMIC SOCIAL ALFALAH’S COMPETITORS Alfalah has competitors such as HBL, MEEZAN BANK, .etc. HBL has a vast branch network Meezan has better trade services, but Alfalah offer Competitive profit rates SUPPLIERS (Threat) State Bank lends money from Private Bank Lending money to the private sector reduces SUBSITUTES INTRODUCTION TO EMI (Electronic Money Institutions) JAZZ CASH UBL OMNI Offering conventional banking services STANCE ON CSR AND ETHICS Code Of Ethics Core Values: Authenticity Transparency Truthfulness Professionalism Employee Commitment: Commitment to recognizing and adhering to legal, regulatory, and internal obligations. Integrity Measures Professionalism and accountability Corporate Social Responsibility Flood Relief and Rescue Operations (2022): Bank Alfalah was the biggest corporate donor, contributing 10 million USD. Initiatives: Alamgir Trust Fund Make-a-Wish Foundation Donations Karigar Training Institute and Zafar and Atia Foundation. Shaukat Khanam Foundation and AKUH HR Function, Hiring Process, & Performance Appraisal Equal Opportunities and Inclusion Continuous Learning and Development Celebrating Diversity and Achievements Employee Benefits and Welfare Rigorous Hiring Process Lateral Hirings and Industry Expertise Performance Appraisals and Recognition Focus on Employee Engagement Organizational Structure Reward System Employee Rewards Educational Support Non-Monetary Incentives Work-Life Balance Positive Impact APPLIED FRAMEWORKS (STEPS OF DECISION MAKING) Identifying problem Disparity in customer experience between physical branches and digital banking Declining shares. 2. Gathering and Evaluating information A. Vendor A On-premises solution Preferential pricing Highly optimized for large loads. Data updates would come after 2-3 months A R O VEND VENDOR B VENDOR C D R O D VEN B. Vendor B On-premises options Attractive licensing terms. C. Vendor C On-premises solutions, a higher price tag. D. Local vendor TCO of about two lakh dollars instead of 5-10 million demanded by others but has lower reliability E. Create their own CRM Require 3 to 4 full-time developers with a monthly cost of 100,000 rupees per developer DECISION MAKING IMPLEMENTATION OF DECISION DECISION ANALYSIS AND EVALUATION 1. Positive reviews 2. Increase in the number of voice of customers 3. Profits within the past six years have increased from 8367 million rupees in 2017 to 18206million rupees in 2022.
