How can retail banks in UK restore customer confidence and improve Dissertation

How can retail banks in UK restore customer confidence and improve customer satisfaction after the financial cri - Dissertation Example action and customer confidence. It gathers the multiple determinants of such problems based on several surveys involving about 10,000 respondents made of mostly customers of banks or households, some bank Branch Managers, and some bank employees. What will provide a way to improve customer satisfaction and customer confidence must be the creative initiative of all the UK Retail Banks. Since, it has been recovering from the economic crisis (in terms of profitability) while its customers do not enjoy the results of that recovery, the UK Retail Banks should identify the specific needs of customers, comply with FSA regulations, and offer customers a way to be a part of the economic recovery. That is aside from doing their services properly. After all, it was discovered that the customers were not the cause of decline in the economic variables. Speculations and lack of knowledge concerning the risks involved in the Capital Market were found to be the root cause of the most recent recessio n. Unfortunately, it appeared that the customers were the people castigated for the economic decline, while the banks that speculated were bailed out by government funds. Credit became hard to find for customers of banks. Terms and conditions became difficult to accept. Now the banks are recovering while the general public are still struggling to be treated fairly by the banks. How to revive customer satisfaction can be answered by the provision of the needed products and services for customers who need them in order to grow or be revived economically. There are many determinants of customer satisfaction. All of them point to one thing. Be concerned with the peoples’ needs and supply their needs properly. Chapter I Introduction In order to revive the UK economy during the recession period in 2008, the Bank of England implemented Quantitative Easing for its monetary policy effective 2009. In the month of March 2009, ?75 billion was added to the money supply when BoE printed ca sh to purchase Gilts (government bonds). This was followed by ?50 billion in May 2009; another ?50 billion in August 2009; and the final ?23 billion in November 2009. These amounts were anticipated to reach the households eventually so that the consumer spending would increase and the market was supposed to be revived. (BoE, 2009) Unfortunately, the money got stuck in the banks (Inmam, P. 2011). The appended Figure 1 shows how the velocity of transfer from banks to the corporations, SMEs, and households turned out to be very slow. When BoE researched for the reason why, it was reported that the banks had to rebuild its liquidity first with the total of ?200 billion released.

Effects of Rover Sell Off on the Financial Performance of BMW Case Study

Effects of Rover Sell Off on the Financial Performance of BMW - Case Study Example This is amidst the rising gross profit margin (16.04 to 16.28) from 1998 to 199 indicating that the company is trying to make higher profit by charging a higher mark-up. Asset turnover have also significantly declined from 1997 to 1999 reflecting the company's inability to manage assets as efficient as the previous years. In 1999, a dollar of the company's asset yields only $0.91 in total sales compared to the $1.11 in 1997. In terms of leverage, the three year span under consideration also sees the increasing dependence on debt as a major source of financing. Total debt as a percentage of total assets is 40.92% in 1999 which is significantly higher than the 34.34% and 36.75% reported in 1997 and 1998, respectively. BMW appeared satisfactory in terms of liquidity as its current assets can more than pay-off its immediate obligations. It current ratios are 1.33 in 1999, 1.09 in 1998, and 1.27 in 1997. However, the ballooning of accounts receivable is evidenced by the increasing percent age of receivables to current assets which peaked to 57.36% in 1999. Three years after the sell-off of Rover, BMW seem to fail in improving its financial position except its profitability. In fact, its computed financial ratios indicate further deterioration in terms of leverage, asset utilization, and liquidity.