Megan Bigelow
(Holden Dippel)
Professor Smith
BUS 361
1/21/2019
Case Study #2
Situation
1. There are some key external factors that we should look at further to understand the
complications behind the mail room capabilities and processes. One of ING’s biggest
concerns is managing staffing and budgeting. A key piece is the fact that “government
regulation required overtime payment of time and half.” Additionally, another external
factor is the large variability in the daily processing volume, as heavier volume days
require the use of overtime to maintain same-day processing. If the marketing team
recently promoted the direct mail campaign, then it was expected that mail receipts could
triple. The inconsistent influx of applications via direct mail, in person, fulfillment
package, or downloaded application also was a factor in this. Another major factor to
look at is the amount of competition ING Direct had in relation to the Canadian Banking
Industry. By 1997, ING was operating under the Schedule II banks classification. ING
groups strategy was to develop a retail banking operation in Canada using a “low cost”
platform by “the use of cost-effective products, processes, and distribution channels.”
The company claims to have same day processing, but often consumers do not realize
