(Banking business Review 2005) The company also provides telephone and Internet banking services. As a result, customer satisfaction levels are higher than at any time during recent years and they are recruiting a higher number of quality customer relationships. With this in mind, Lloyds TSB has spent much of the last few years putting their customers at the heart of the strategy, ensuring that customer needs to drive their business transformation.ĭuring 2004 they have continued to improve the product range, they have significantly enhanced their customer service levels, and have made clear progress in improving the Group's processing efficiency. The building blocks of attracting, retaining and developing customer relationships in all areas of the business are the foundations of profitable franchise development and sustainable earnings growth. The successful delivery of profitable franchise growth has been central to the Group's return to positive earnings momentum during 2004. (Banking business Review 2005) Lloyds TSB has a clearly articulated organic growth strategy that is focused on improving and deepening relationships with our personal and business customers.ĭuring 2004 this strategy has started to gain traction, with good progress being made in each of their business units. So, 2004 has been a year of good progress for customers, staff and shareholders all of whom are linked by a common desire - the successful delivery of Lloyds TSB's business and financial strategies.
LYOLDS TSB BANK PLUS
They claim that they are constantly striving to make Lloyds TSB a great place to work and a great investment opportunity for shareholders.įor shareholders, Lloyds TSB delivered a total shareholder return (share price appreciation plus dividends) of 15 per cent during 2004, a significantly better performance than both the FTSE Bank Index and the FTSE 100 Index. The focus of Lloyd TSB on their customers has never come at the expense of other stakeholders. It is their approach to making Lloyds TSB a high performing organisation that has enabled the Group to make such good progress in 2004 and which only they can ensure further progress over the next few years. The successful implementation of the Group's strategy is the responsibility of all 70,000 staff employed by the Group.
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