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The Canadian Imperial Bank of Commerce (CIBC) is a large Canadian financial institution with seven million customers. This three-case series outlines the challenges faced by the bank in designing and implementing a customer profitability management system. The vice-president of strategy development, personal & commercial banking, received approval to develop a customer profitability system. The system would help to determine: who were the bank's profitable customers, how to acquire and retain those customers, and how to change behavior to convert unprofitable customers or make profitable customers more so. There were accounting, business and technology issues to be resolved. The supplemental (B) and (C) cases (products #9B00B015 and 9B00B016), follow through by examining how the data on the system could provide the bank with a competitive advantage, and the challenges of implementing the system.

With the development of the customer profitability system complete, the product and marketing groups of the Canadian Imperial Bank of Commerce now needed to address how to improve customer profitability, one customer at a time, by examining new market segmentation and identifying new sales opportunities. Issues they had to resolve were: what to do with customers who were not profitable, who should have access to the data, how to use the data to gain competitive advantage over the competition and what changes should be made to the compensation system so it is aligned with the company's sales focus. This is the second of a three-case series that follows the design and implementation of a customer profitability system at a large Canadian financial institution. The (A) and (C) cases are product #9B00B014 and 9B00B016 respectively.

With a new customer profitability system now developed at the Canadian Imperial Bank of Commerce (CIBC), the next challenges involved the rollout to the branches and the associated implementation problems. To prepare for a meeting with her staff, a regional sales manager discussed the new customer profitability system, named Managing Local Markets, with a sales leader from one of the pilot branches. Her feedback on the system was generally very positive; however, the people using the system in the branch didn't understand how the profitability was calculated; this jeopardized the credibility of the system. This is the third case of a three-case series. The (A) and (B) cases are products #9B00B014 and 9B00B015.