Table 4 The risks of losing banking projects in PSP companies
Main risks | Sub-risks |
|---|---|
Recipient production process (A) | A1: Inappropriate marketing of the executive staff |
A2: Inappropriate marketing of the bank | |
A3: Inappropriate marketing of the agencies | |
A4: Absence of a suitable program for identifying and attracting specific recipients(VIPs) | |
Terminal establishment process (B) | B1: No timely allocation of the devices |
B2: No timely installation of the devices | |
B3: Lack of adequate training of staff on how to work with the devices | |
Supporting process (C) | C1: No timely repairing of faulty terminals |
C2: Undesirable rolled up to the recipients | |
C3: Inappropriate call center response to financial problems | |
Recipient retention and satisfaction process (D) | D1: Failure to provide the devices with desirable quality and hardware specifications |
D2: Inappropriate quality of device software | |
D3: Frequent technical problems | |
D4: Failure to meet customer needs | |
D5: Not paying attention to specific recipients (VIPs) | |
D6: No paying attention to complaints | |
D7: Lack of suitable program for keeping specific recipients (VIPs) | |
Executive interaction with bank (E) | E1: Successive changes of the project managers and experts |
E2: Changes of bank managers and their approaches to the PSP company | |
E3: Inappropriate strategy of central office personnel | |
E4: Failure to comply with work ethics | |
E5: No timely response to bank requests | |
E6: Timely request for status | |
E7: Inappropriate behavior of personnel of agencies with the bank branches | |
E8: Bank’s dissatisfaction with the company | |
E9: No timely delivery of the devices | |
E10: Repeating infringements | |
E11: Failure to provide reports and clarifications for highlighting company achievements | |
The terms of contract and commitment (F) | F1: Inappropriate contract with unreasonable terms |
F2: Failure to adhere to the terms of the contract and mutual obligations | |
F3: Lack of proper planning for achieving the goals of the project | |
F4: Disclosure of confidential information and documents of bank’s customers | |
Company credibility and power (G) | G1: Background of failure in other banking projects |
G2: Increasing dissatisfied recipients | |
G3: Absorbing undesirable recipients | |
G4: Decreasing special recipients (VIPs) and attracting them by competitors | |
G5: Lack of covering the operating costs with incoming payments | |
Efficiency of agencies (H) | H1: The inability and inappropriate financial situations of the provincial agencies |
H2: No financial support of agencies from the central office | |
H3: Lacking sufficient standards and capabilities | |
Technical and operational (I) | I1: Failure to establish a secure, stable and high-speed network |
I2: Failure to quickly implement market needs | |
Research and development (J) | J1: Lack of innovation and initiative in accordance with customer needs |
J2: Lack of study and identification of market needs | |
J3: Being behind of competitive market | |
Advertising (K) | K1: Being unknown in the market |
K2: Lack of a quick notification of the company’s latest achievements for market penetration |