Communication Plan of ING Netherlands

7/31/2019 Communication Plan of ING Netherlands

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Cor por ate BusinessCommunicationCommunicati on Plan ING

4/7/2012Student

Erw in KerssenbergM oham ed Saccoh

M arco Engler


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Executive Summary

ING is a f inancial healthy b usiness, w hich is operati ng in t he fin ancial service, insurance and b ank

sector. The Dutch bank counts to one of th e biggest w orldw ide and got a huge custom er base in the

Neth erlands. The space for im provem ents is therefor e quit e small. The bank is established in all

m arkets and has a big custom er loyalty.

W e asked a m anager, 27 em ployees and 15 clients of ING to get a detailed view of th e comp any`s

im age. Our fou ndings do not surpr ise us. The m ain prob lem , also for ot her com panies is that ever y

group has an own view and ow n t hings w hich are rated as imp ortant. The manager is more

interested in t he grow ing of i ts com pany than in th e hum anity. The em ployees are mor e interested in

the hum anity of their com pany than in service and custom ers are not care about w orking condit ions.

Therefore, the m ain problem is to m ake al l of i t understandable for every party. We w ere focused on

th ese catego ries: Reliabili ty, Serv ice, Im age, Price Level, Satisfactio n and H um anit y. W e recogni zedthat t he m ost posit ive view has the m anager. The custom ers rated in a simi lar w ay and t he

em ployees have given the low est average of points. The perceptio n is differ ent bu t all parties rated

the p rice level as w orst of t hese categories.

As a result o f this w e w ould r ecom m end ING to decrease the p rice level of the services. In th is w ay,

ther e is also a sm all possibil i ty t o reach m ore clients due cheaper pr ices.


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Table of contents

Table of contents ................................................................................... Error! Bookm ark not d efined.

Pref ace ...............................................................................................................................................3

1. Int ro du ctio n ....................................................................................................................................4

2. Cor po rat e Sto ry ..............................................................................................................................5

3. Com pan y`s Ident it y .........................................................................................................................7

3.1 Current identity .........................................................................................................................7

3.2 Desir ed i den ti ty .........................................................................................................................8

4. Gap anal ysis on e .............................................................................................................................9

5. Em pl oyee im age............................................................................................................................ 10

6. Gap an alysis t w o ........................................................................................................................... 11

7. Cust om er im age ............................................................................................................................ 12

8. Gap anal ysis t hr ee ......................................................................................................................... 14

9. Recommendation and Conclusion ................................................................................................. 15


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Preface

The groups received th e t ask t o w ri te a comm unicat ion p lan, related to guidelines from the

M odule Kook of mod ule five from th e second year of IBM S. Our group consists of three

stu dent s: Erw in Kerssenberg, M oham ed Saccoh and M arco Engler. In l ight t hat Erwin

Kerssenberg is em ployed by ING Nethe rlands, w e have chosen t he com pany due t he easy

step in in th e comp any. We created qu estio nnaires and asked em ployees, the m anagers and

the cl ients of ING to get an overview about t he external and int ernal percept ion and the

current and desired situat ion of th e Dutch bank.

In this repor t, w e are focused on t he differences of t he current situation and d esired

si tuat ion betw een the th ree part ies; the m anager, the clients and t he em ployees. In this

w ay, w e are able to com pare the di f ferent int ernal and external view of t he points and

receive a thoro ughly picture of th e comp any and its several percept ions.

The report is based on t he know ledge which w e received during th e last year w ithin ou r

stu dies of IBM S and t he feedback sessions wit h M r Paul Hartog.

Leeuw arden, the 25 t h of October 2011

Erw in Kerssenberg M oham ed Saccoh M arco Engler


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1. Int roduct ion

The aim of t he CM C plan is to enable and il lustrate t he out come of several intern al and extern al

views and names the gap betw een dif ferent levels w ithin this plan.

The comm unicat ion r eport consist of the corporate sto ry, the desired and current ident i ty , th e gap

analysis between t hem , the em ployee image and the gap analysis between t he desired ident i ty and

this em ployee im age, the custom er im age and t he gap analysis betw een it. The CM C repo rt

concludes with an advice for im provem ents regarding to t he m ent ioned content s above, a

recomm endat ion and conclusion.

Chapter tw o consist of th e corporate story. Contents. Afterw ards, chapter th ree com es up w ith t he

company`s Ident i ty and is divided in current ident i ty and desired ident i ty. Chapter four show s the

gap analysis between the desired and current si tuat ion. Chapter f ive com es up w ith t he em ployee

im age and is related to results of a qu estionnaire. Chapter six shows again the gap; in t his casebetw een the desired ident i ty and t he em ployee image. After t hat, chapter seven gives an overview of

the custom er im age, also related t o results of th e questionn aires. Chapter eight i l lu strates the gap

betw een the desired ident ity and th e custom er im age. The last chapter , chapter n ine, gives advice to

ING and concludes w ith a conclusion and recom m endat ion

Corporate story m eans the story of the company w ith i ts history. In the desired ident i ty th e

w ishes and expectat ions of M anagem ent level are m ent ioned, wher eas in the current

identit y the current situat ion of t he com pany is described. The different current images, so

the em ployee im age and t he custom er image are related to the desired image of ING

Neth erlands. Hence, the o ut comes show th e distinction in th e gap analyses. The last chapter ,

chapter nin e, gives advice to ING and concludes wit h a conclusion and re comm endatio n

The questionn aires, which are attached in th e Appendix, wer e created in a w ay, w hich enables to

comp are the results of all questionn aires.


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2. Corpor ate Story

ING is a bank w hich offers several condit ions (services) l ike i nsurances and bank accounts for all k inds of

customers. Hence, they are acti ng (active) i n r etail banki ng, dir ect banki ng, commercial banking,

investm ent banking, asset banki ng and either ( also) i nsurance in 45 count ri es all over the w orld.

ING was founded thr ough a merger in 1991 in Amsterdam, Netherlands.

Our m ission

ING aims to deliver its f inancial produ cts and services in t he w ay its custo mers wa nt th em

delivered: wit h exemp lary service, convenience and at comp etit ive prices. This is reflect ed in

our m ission sta tem ent: t o set t he sta ndard in helping our custom ers m anage t heir f inancial

future. (M ission and Str ategy, 2011)

Strategy

INGs long-term goal is to be a leading European r etail and com mercial bank. Our banking activit ies

w ill be based on the p roven streng ths of ga thering savings, distribution leadership, simp le

propo sitions and str ong m arketing. W e will be predom inant ly focused on Europe w ith selective

growth options elsewhere.

Over t ime, we w il l bui ld on our current strong mar ket posit ions to m aintain our f inancial performance

thr ough com mercial and operat ional excellence, high custom er satisfaction, and a strong capita l

position. (M ission a nd Str ategy, 2011)

The size measured by employees is 107,000 i n 2010, measured by the r evenues almost 55 m il li on.

ING is the 4 th largest corporation in this sector w orldw ide and is offering a wi de range of products in the

finance sector . The ING group has competit ors w orldw ide in every size. There are big competi tor s and

even small banks and local i nsurer.

In table 1.1, the or ganogram o f ING is i l lustrates.


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Table 1.1 Organogram ING


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3. Company`s Ident i ty

The com pany`s Identit y is very im port ant as it show s perception and im age of a com pany. This part

analyses the curr ent and d esired iden tit y of ING Netherlands. The ident it ies, in bot h divisions, are

divi ded in dif feren t catego ries. These catego ries are Reliabilit y, Servi ce, Im age, Price Level,

Satisfaction and Hum anity. The category is related t o t he results of the question naires and t he

second gro up is related curr ent circumstances.

3.1 Cur rent identi ty

The curren t situat ion can be described by using the f ollow ing categories. The exactly rates of th e

m anager of ING can be seen in the pictur e.

Reliability: ING is a bank wit h m ore t han one m ill ion clients in th e Nether lands. That is speaking foritself and a proof fo r t rustfully w orking. Neverth eless, in an inter nation al scale can be ob served t hat

ther e is current ly a big issue of trust in t he secto r. Banks did risky investm ents and lost a lot of m oney

from the cl ients. A lot and also several kinds of banks lost in this way tru st and m oney w herefore th e

custom ers are unable to f ind bet ter al ternat ives.

Service: ING is offer ing a wid e range of services, respectively pro ducts. ING is operating in the bank

and insurance sector and und erlines wit h these activit ies the market leader po sit ion in the

Neth erlands. In contr ast t o ot her coun tr ies, there are sti l l diff icult ies for clients to get an easier and

especially much faster chance of service. There are som e regulation s from ING to en sure the

discreetn ess of t he sensit ive custom er data`s. They are off ering a lot of services for t he custom erw hich make i t easier for the cl ients.

Image: The self-estim ated im age score o f ING is high. ING is not on ly a bank, th ere is also t he

insurance sector w hich enables ING to gain credits of t he custom ers and receive a higher reput ation,

rather than a bigger custom er base. The im age of ING is good because they pu t a lot o f effor t in t he

overal l presentat ion. The im age is an im portant fact fo r ING, in part icularly w ithin t his t ime w here

the r eput ation o f banks is very bad. ING is investing in in events or is sponsorin g spor ts clubs l ike the

nat ional footbal l team .

Price level : The pr ice level is graded in the m iddle. The m ain reason is that th ere are just small

differ ences in inter ests and service cost wit hin th is m arket in th e Nether lands.

Satisfaction: The curren t of fers satisfying the m anagers of ING. The curren t situatio n has been

evaluated very w ell. ING is im proving th e custom er satisfaction w ith per iodic questionnaires and a

research pro gram . ING can be described as a learning and extern al orient ed com pany.

Humanity: The hum anity is an impo rtant fact for a bank at this t ime. The whole bank sector got a

very bad reputat ion. The benef i t of ING is that t here w ere com peti tors wh ich are much m ore

unpr ofessional and get bankru ptcy l ike DSB. The percept ion of t he m anager is m iddle.


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3.2 Desir ed ident it y

It can be assumed t hat ING w ant t o get a high grade o f all of t hese categories. So, the fin al score

should be 5 point s for all categories. Therefo re it is necessary t o analyse the benef its and

disadvantages of t he current ident i ty to not ch up t his score.

ING is a w el l- structured com pany wit h a lot of clients and a big m arket share w orldw ide. This means

that t here is no general restru cturing necessary or planned. M oreov er, the comp any is very health

and not able to change the m arket reputat ion alone. This minimizes the volum e of changes but on

the ot her hand the p ossibi l i ty for hu ge steps further is not given. The im provement s are smal l and i t

can be estimat ed the changing facts w il l change the com pany enorm ously. Furt herm ore are changes

in th e identit y or cultu re of a com pany, especially if i t is such a big market leader and uses

decentralized stru cture, very diff icult and sophisticated.

Besides, the m ajority goal is to increase the m arket share and the pr ofit . It can be qu estion ed th at

the com pany is able to change the cl ients percept ion of the w hole m arket sector but ING is able;

based on i ts research pro grams to im prove th e circum stances, to change the view of t he custom ers

.of ING for ING.

The price level can decrease but in this case ING w ould lo se m oney t o ensure the q uality of t he

service. So, this bot h p oint s; service and pr ice level, are dir ect l inked toget her.

In the desired ident ity, the circum stances wou ld be described as follow s: The reliabil ity is very high.

To achieve this goal ING w ould n eed to b e m ore t ransparent and less pro fit or ientat ed. Respectively

the pr iori t ies would have to change. The im age w ould be very h igh; the image is af fected by al l other

points which support t he percept ion. The hum anity wo uld be high ei ther. This means that th e

reliabil ity and th e service mu st be high graded. The clients need to get t he feeling th at their bank isinter ested and or iented in t he custom er needs. The em ployees must get a reasonable salary and the

w orkin g condit ions have to be per fect. The service quality m ust also be im proved.

All of these point s wou ld lead t he satisfaction level as high as possible.


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4. Gap analysis one

This gap analysis is related t o th e inter view of a m anager of ING. He rated t he several points. Picture

1.1 show s the gap betw een th e desired and curren t iden tit y of ING Neth erlands. It can be seen that

the average ratin g exceeds four po ints. Only the pr ice level is rated b y 3 point s. Nonet heless the

rat ing of al l points is quiet high w hich underl ines the m arket leader posit ion and th e healthy

circumstances of ING. The w eakest poin t is the price level of ING but in r elation t o the com petit ors of

ING the d ifferen tiatio n in th is category is very small.

The m anager rated th e gap betw een th e desired and curren t situation as very small. ING consider

oneself as very close to th e desired situat ion.

Pictur e 1.1 Spider W eb Diagram M anagement Im age

0

1

2

3

4

5Satisfaction

Price level

Humanity

Servi ce level

Trustful

Image

Current Identit y

Desired Identity


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5. Employee image

To estim ate the em ployee im age it w as necessary to ask som e emp loyees of ING about the curr ent

and desired situatio n of ING. Therefo re, ther e w ere 27 em ployees asked. The results can be seen as

fol lows:

W e asked 27 employees, 24 of th em w ere betw een 19 and 25 years old. Three w ere betw een 26 and

35 years old. 17 of t hese em ployees w ere m en, ten w om en. The al locat ions in context t o th e

profession w ere very clear. 24 were students, one of them w as cal l centre coach and tw o w ere cal l

centre m anagers. Three peo ple got a M BO, 11 a HBO and 13 a W O educational level.

24 emp loyees are wo rking mo st ly betw een one and fo ur years for ING, Three w ere engaged wit hin

the last year. The biggest part of th ese em ployees wou ld recom m end ING to friend s. The allocation

exceeds 18 people who w ould do i t , eight people said maybe and only one of them w ould not

recomm end ING.

W e asked th e em ployees to describe ING. 13 people d escribed ING as pr ofessional , nine people as

rel iable and accessible and seven as d ynamic, int el l igent and organized . This underl ines the

im age of t he em ployees and the satisfying level. These em ployees mean also that t he characteristics

rel iabi l i ty, or ganized , dynamic and ef fect ive are impo rtant for a bank.

Pictur e 1.2 i l lustr ates the em ployee im age of ING. The exactly values are l isted b elow .

Satisfaction 3.44

Price level 3.03

Humanity 3.40Servi ce level 3.33

Trustful 3.33

Image 3.14


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6. Gap analysis two

The picture 1.2 i l lustrates the gap betw een the current emp loyee image and t he desired si tuat ion of

ING. The values are no t t hat high l ike t he grades of the m anager but t he average is okay. The price

level of ING was also estim ated by t he em ployees as w eakest po int. ING received the highest grade

by th e satisfaction . In addit ion, the peo ple, rather t han th e em ployees are trusting ING. The service

level of ING is okay and th e biggest ben efits are grade by hum anity and satisfaction .

Pictur e 1.2 Spider W eb Diagram Emplo yee Image

0

12

3

4

5Satisfaction

Price level

Humanity

Serv ice level

Trustful

ImageCurrent employee

image

Desired Ident ity


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7. Customer image

To estim ate the custom er im age it w as necessary to ask some em ployees of ING about the curr ent

and desired situatio n of ING. Therefo re, ther e w ere 15 client s asked. The results can be seen as

fol lows:

W e asked 15 clients, six of t hem w ere bet w een 19 and 25 years old. Therefo re th is is the b iggest

group, so as sam e as the w orker s group are. The group of clients betw een 36 and 47 years and 48 ti l l

65 years old consists of each three peo ple. Tw o clients wer e betw een 25 and 36 years old. Only one

of them w as betw een 0 and 18 years old. Seven of them w ere men and eight of them w om en.

W e asked six student s, seven wor kers and one p erson w ere pensioned.

The allocation of t he edu cation level w as as follow s:

M BO HBO WO VM BO

7 4 2 1

So, it can be said th at th e allocation of peop le w ho w ere asked wer e very equal. These clients are

custom ers of ING since:

One client is using ING since one year. Five of th em are using ING betw een one and four years, tw o

clients betw een five and 10 years. The group o f custom ers who are using ING wit hin th e last eleven

and 20 years consists of thr ee people. And four client s are bonded f or m ore t han 20 years.

Tw elve people would recomm end ING and three people w ere not sure. Not one o f the cl ients w ould

not recom m end ING to fr iends.

W e asked th e custom ers to describe ING. The people d escribed ING as prof essional, reliable and

friend ly . This underlines the im age of t he clients and th e high im age satisfying level. These clients

m ean also that t he characterist ics rel iabil i ty , organized , dynam ic and ef fect ive are impor tant

for a bank. These were also the sam e answ ers of the em ployees.

Satisfactio n 3 8 4 154.0666

67

Price level 1 5 8 1 15 3.6

Humanity 1 5 9 15

3.5333

33

Servi ce level 5 6 4 15

3.9333

33

Trustful 3 7 5 15

4.1333

33

Image 4 3 5 3 15

3.4666

67


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8. Gap analysis thr ee

The picture 1.3 i l lustrates the gap betw een the current custom er im age and the d esired si tuat ion of

ING. The values are comparat ively high, m uch higher than t he percept ion of t he em ployees but lower

than t he grades of t he m anager. The im age of ING is the w eakest poin t but the custom ers rated also

the ING as tr ustful. These ratin gs are t herefo re i l lo gical.

Pictur e 1.3 Spider W eb Diagram Custom er Im age

0

1

23

4

5Satisfaction

Price level

Humanity

Servi ce level

Trustful

Image

Custom er Inage

Current custom er

image

Desired Identity


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9. Recommendat ion and Conclusion

The com m unication plan analyses th e image and perceptio n of ING. The Dutch b ank is w ell-

know n and financial health y althou gh the bu siness is in a fatal situat ion. The custom er;

private part ners and business partn ers as w ell deplore t he irresponsibil ity o f t he banks wit h

th eir mo ney and a big lack of t rustfuln ess.

Neverth eless, th e em ployees and custom ers have a good op inion abo ut ING. The custo m er

base is very stable and ensures the m arket leader p osit io n in t he Net herlands.

In pictu re 1.4 are all values com pared. An imp ort ant fact is th at every part y has a different

view of t he t hings and lays th e focus on ot her aspects. Therefore, t he needs and desires of

all of t hese th ree gap analysis are com pletely differ ent int erpret able.

The chances of im provem ent s are very small for ING. Our advice for ING is to red uce the

services prices slow ly to increase t he percept ion o f custom ers and em ployees and p ush them arket share up wit h service cost diff erent iation.

Pictur e 1.4 Spider W eb Diagram All Im age

0

1

2

3

4

5Satisfaction

Price level

Humanity

Serv ice level

Trustful

Image

Current Identit y

Current employeeimage

Current custom er

image

Desired Ident ity


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10. References

M ission & Strat egy | ING. (n.d.). Ons Bedrijf | ING. Retrieved Septem ber 19, 2011, fromhttp: / /www.ing.com/Our-Company/About-us/Mission-Strategy.htm

Organogram ING. (n.d.). www.websitemaker.nl. Retr ieved Septemb er 19, 2011, f rom ww w.w ebsitemaker.nl/mieke/ 3447794
http://www.ing.com/Our-Company/About-us/Mission-Strategy.htmhttp://www.websitemaker.nl/http://www.websitemaker.nl/mieke/3447794http://www.websitemaker.nl/mieke/3447794http://www.websitemaker.nl/http://www.ing.com/Our-Company/About-us/Mission-Strategy.htm

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