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Case HBS Case Collection April 2008 (Revised October 2008) TD Canada Trust (A): The Green and the Red |
The case series illustrates the role of performance measurement and analytics in translating TD-Canada Trust's service model of "comfortable banking" into operational terms. In 2000, in a banking market where consumers and regulators were typically hostile to mergers and acquisitions, Canada's fifth largest commercial bank, Toronto-Dominion Bank (TD Bank), undertook a merger with a relatively small trust company, Canada Trust, which was known for exceptional customer service. To assuage the concerns of regulators, consumer groups, and newly acquired customers, TD Bank made several public pronouncements promising to maintain Canada Trust's high customer service standards and to deliver a "comfortable banking" experience. Chris Armstrong, executive vice president and chief marketing officer, was now faced with the task of defining the comfortable banking model and consistently delivering on these promises. Armstrong and his team undertake a systematic analysis of the drivers of customer satisfaction and branch network profitability and, based on the results, must decide how to change TD-Canada Trust's branch compensation and performance reporting systems to consistently, and profitably, deliver a "comfortable banking" experience.
Keywords: Mergers and Acquisitions; Customer Focus and Relationships; Customer Satisfaction; Commercial Banking; Profit; Balanced Scorecard; Organizational Change and Adaptation; Banking Industry; Canada;
Campbell, Dennis, and Brent Kazan. "TD Canada Trust (A): The Green and the Red." Harvard Business School Case 108-005, April 2008. (Revised October 2008.)
