The Culture of Leaders Bank

The Culture of Leaders Bank

Leaders Bank created a strong culture upon which its success was founded. The bank, which five leaders formed, lived up to the intended expectations by presenting a unique value proposition to its clients. Focusing on the case study can help business leaders succeed in the quest to run a successful business. The information in the following section focuses on Leaders Bank’s customer value proposition, the conditions that made their business model succeed, and the information drawn from the case study to create a vision that leads to a desired growth-focused culture.

The customer value proposition for Leaders Bank included six crucial elements. The six elements include respect, leadership, quality, integrity, communication, and partnership. Notably, these six elements of the bank’s value proposition were deeply integrated into a culture brought to the business by its leaders. From the case study, Leaders Bank CEO Lynch ensured that the company’s value proposition entailed a personalized banking experience for small businesses and entrepreneurs, characterized by the six elements identified above (Hess, 2011). The customer value proposition ensured that a great level of informed banking experience was offered to customers with respect. Additionally, customers were allowed room for leadership of various services acquired from the company, whereby they could dictate the delivery they wanted. Additionally, the bank provided customers with real-estate, industrial, and commercial lending, retail banking, and treasury management services with a high degree of integrity.

The case study indicates that the business model of Leaders Bank was successful, and thus, it can be used to identify conditions that are necessary for a business model to be successful. First, a business model requires a strong foundation to ensure it lasts long. For instance, the business model of Leaders Bank had a strong foundation on important aspects such as integrity, partnership, transparency, and respect. Second, a successful business model requires the right employees to ensure its implementation (Sjödin et al., 2020). Leaders Bank put effort into hiring qualified talents who undertook their leadership duties. Finally, a successful business model requires a strong workplace culture that embodies all crucial aspects of the organization. The workplace culture of Leaders Bank embodied the celebration of successes that are achieved, management of growth, and continuous performance evaluation.

Leader’s Bank case study can help create a vision that leads to a desired growth-focused culture for the proposed car wash business. The vision for the proposed business states, “Become the leading provider of excellent car wash and auto-detailing services through a strong customer value proposition and workplace culture.” Notably, this vision statement pays attention to two major success factors. First, it pays attention to what is offered to customers. The business will seek to offer high integrity, respect, and transparency services. Essentially, this will ensure customer loyalty is achieved and maintained for a long time (Lüdeke‐Freund, 2020). Second, the vision statement pays attention to the workplace culture of the business. According to Paais & Pattiruhu (2020), a workplace culture can determine how far a business can reach in the market. Therefore, a workplace culture informed by respect for workers, transparency, a celebration of success, and open communication will be maintained.

A business model built on a strong foundation can ensure the long-term survival of a business. Notably, this is true based on the Leaders Bank case study discussed above. Leaders Bank built its business model on integrity, transparency, communication, and respect. Additionally, the aspects informed the customer value proposition offered by the company. Based on this analysis, it can be concluded that the intended business will succeed by following the vision statement created above based on the case study.

References

Hess, E. D., (2011). Growing an entrepreneurial business: Concepts & cases. Stanford University Press

Lüdeke‐Freund, F. (2020). Sustainable entrepreneurship, innovation, and business models: Integrative framework and propositions for future research. Business Strategy and the Environment, 29(2), 665-681.

Paais, M., & Pattiruhu, J. R. (2020). The effect of motivation, leadership, and organizational culture affect satisfaction and employee performance. The Journal of Asian Finance, Economics, and Business, 7(8), 577-588.

Sjödin, D., Parida, V., Jovanovic, M., & Visnjic, I. (2020). Value creation and value capture alignment in business model innovation: A process view on outcome‐based business models. Journal of Product Innovation Management, 37(2), 158-183.

ORDER A PLAGIARISM-FREE PAPER HERE

We’ll write everything from scratch

The Culture of Leaders Bank

During Unit 6, we compared and contrasted both “good and bad” cultures. This week’s case study highlights this contrast well. The Leader Bank case study is the basis of our Unit 6 Paper.

Instructions:

 Adding to your paper in Unit 5, consider the case study found at the end of Chapter 7 of our text. As you read the case study, focus on the culture of Leaders Bank. Then, answer the following two questions.

1. What is Leaders’ customer value proposition? What are the necessary conditions for a leader’s business model to be successful?
2. Consider your business that is the focal point of this course. Based on our text, resources, and this case study, design a vision that leads to the desired growth-focused culture.