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Mr Vikram Singh and seven other people had left RMX Bank to join a new bank AZL, which, as the note said, "

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Mr Vikram Singh and seven other people had left RMX Bank to join a new bank AZL, which, as the note said, ".... would be entirely devoted and dedicated to customer responsiveness."
Mr Vikarm was the marketing director of RMX Bank and it was in the course of his interaction with the customers that singh sensed their unhappiness with the system. Vikram had joined RMX bank 10 years ago, assured of a challenging career in a bank that was promising to be different. But over time, disillusionment set in as RMX Bank image and response to the environment diluted its equity.
"Now that we have decided to do this, we do not want to repeat old mistakes," Vikram had told Steve (MD of ANZ) during their first meeting. Having worked at people bank, we can see its weaknesses and why it's losing salience. Ten years ago, when it was established, we believed it was going to add value to our careers, we became a part of it because we were told that we are specialists who would bring exclusivity to the bank. But soon, the focus shifted to fetching business and revenues. The management started unplanned hiring of investment bankers working in other banks. The strategy was that these bankers would bring in their clients investment. The focus was completely on increasing the business and customer satisfaction was ignored. The people bank wanted to derive short-term benefits, than gradually build up clientele. But the strategy, it appeared, did not pay off. As Vikram said: "Because there were many investment professionals and the business was not large enough in the first few months. Consequently, competition for business became cutthroat between these managers.
Despite modem amenities, state-of-art systems and numerous investment professionals', the image of the bank was that of being too commercial. According to Vikram, the high-cost, high-expectation syndrome hit the Bank. The initial promise of exclusivity and quality was lost. People bank had the best investment bankers, but customer care was abysmal. With a view to keeping costs low, back office and front office staff, were hired cheap, training was virtually absent, and no attention was paid to customer's needs.
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Questions
(a) What exactly went wrong with ANZ bank?
(b) Suggest suitable analytical tools that can be helpful for fostering the customer relationship management measures and for improvement in overall business growth and higher profitability