By SAMUEL LARTEY
"Considering the total profitability of the Ghanaian banking industry, level of services delivered, the people in the banking sector and customer demand in recent times I have realised I have an achievable dream. A reverie to raise my business from its present position in terms of profitability and service delivery to the bank of choice in Ghana. I want to push my bank into the prestigious 3rd best in 3 years (call it 3 in 3 or 33). And by the end of 5 years, my bank will become the premier bank in Ghana (call that 1 in 5 or 15)". Ishalahu.
"I have the team, we understand the processes and make them seamless; we know the customers, and have what it takes to exceed their expectations; we stand to provide exceptional stakeholder value and will deliver the dream of 3315 by being a customer centric bank- This is my dream".
These were the words of Mr. Alhassan Andani, a distinguished Ghanaian Chief Executive of a fast growing bank in Ghana. This came up as a result of a recent face to face chat I had with him to find out his challenges of managing a world class business.
I asked him first, what in his opinion a world class organization is.
He said "A definition of the concept 'World class' would be a mouth full. However, for convenience I would say a world class company should be able to compete with any other organisation in its chosen markets and that it aspires to world-beating standards in everything it does. It embraces the practice of and excellence in techniques such as total quality management, continuous improvement, customer service, international benchmarking, flexible working and training."
My follow up question to Andani was, how would you do this with 4 branches nationwide?
"We shall begin by providing 'out of the world services' to our customers, we shall heal all impaired relationships, we shall engrave an indelible positive defining moment in the minds of all our customers, and will provide the products and services that will dazzle our customers and in a manner that achieve exceptional stakeholder value. Watch the market by end of 3315 and you will understand me better".
Will your competitors be that friendly to you to overtake them?
"I have said over and again that the dream is 3315 and nothing more than 3315."
How would you achieve this herculean task of 3rd best in 3 years and 1st in 5 years when there are tiger and stochastic competitors on the Ghanaian banking market?
"It is very simple. I have determined the core business of my organisation - that at which my organisation should excel. Top management and staff have all understood the vision of excellence. It is clear and in a brief statement which is impossible to misinterpret (3315). I have clarified the message, pushed it forward. Do you want to hear that all have cuddled it like 'father and son'?
Mr Andani, what about the outside influences, especially now that new banks are rushing into the Ghanaian market?
I know the factors in the external environment which call for a strategic response from my business. I have grouped them under main headings and responsibilities and had assigned it to capable and reliable champions and teams. My outsourced staffs are aware that their inputs are as equally important as my input at the top; I say I am making it in 3315.
I have benchmark my bank against the so called big competitors as far as I can. Presently I have what they have and even better: The products; its price; its availability; the customer service; the policy for continuous improvement; minimum cost of operation and the market share.
I am matching competitors in these areas, and sometimes better than them. Most importantly we are not limited to this country only we have the backing of the biggest bank in Africa.
To put it more minimally, from the analyses of the external environment, the core business of the organisation, and the standing of competitors, I have identified I have the core capabilities which will enable me to compete in world markets. My institutions core capabilities include our;
* product knowledge / service skills
* marketing skills
* innovation / research capacity
* financial planning and control
* human resource capabilities (including Inspiration, motivation and involving the skilled people with the right attitude and knowledge).
He concluded that nothing inspires and motivates like success itself. I am inspired so are my people and we promise our customers and potential customers of exceptional and stellar services.
My employees are kept fully informed of the organisation's progress. By adopting simple measurement techniques, results are communicated to employees on a regular basis - Progress reports so far has been encouraging.
I will encourage the customers, substantive and potential to feel more confident dealing with my bank and promise them a memorable relationship.