This case examines how a premium charge card firm, American Express Canada (Amex Canada), is attempting to differentiate itself from its competition and to realize value for-and from-its cardholder members through a focus on providing apt quality services and servicing. In April 2011, the president and chief executive officer of Amex Canada is contemplating his options in sustaining the business stance in the ultra-rich end of the premium payment cards section in the face of competition from credit card firms that previously targeted the Canadian mass market.
The situation is faced with after-effects of the economic decline that started in the United States in 2008. Amex Canada has to develop a feasible strategic and operational strategy to realize its vision of becoming "the most respected service brand," an ambition that is founded upon what it calls the "Total Service Experience" it provides to its card members. The case examines the history of the organization, provides a synopsis of the Canadian payment card business, and explores core service and servicing problems outstanding to the design and provision of the Absolute Service Expertise that Amex Canada hopes will not only please existing cardholders but will attract new card members across its array of payment card options.
PUBLICATION DATE: October 17, 2012 PRODUCT #: W12264-HCB-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
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