| Summary: | Worldwide, the idea of "person-less" banks, and full-service (financial services) institutions which compete with "non-bank" financial services organizations, are becoming the new way of doing business. To meet global competition, the Canadian Financial Services Industry has a need to conduct research into how to design their delivery of services by the most efficient and effective means. Specifically, there is a need to develop and position the operating structure of the institution to best respond to the market place, while meeting internal operational performance goals. Accordingly, a fundamental restructuring and reengineering is occurring within a large Canadian Bank. A major objective of this transformation is to provide more convenient and efficient platforms to the customer for performing transactions. This dissertation is directed at evaluating branch bank performance as a means of identifying best practice. Methods are developed to (1) study the performance of traditional bank branches. This activity involves the development of models characterizing both operational and sales performance, and attempts to uncover sources of inefficiency existing within the present structure; (2) provide tools for evaluating branches under the new structure. This effort will allow banks to examine reengineering options, and facilitate the development of a best strategic option for the organization with regard to branch make up; and (3) branch merger. More generally, the result will aid the Canadian Financial Service Industry in undertaking restructuring and reengineering efforts that are now occurring.
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