By Per SkaМЉlen
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Loans issued already would still exist and be valid and would need to be administrated. From January 1993, the FI assumed full responsibility for these loans. In order to do that, and as an effect of regional political considerations, a central customer support office staffed by 30–40 employees was set up in Middletown in 1992. The consumer loans division I studied evolved from this support office. In 2008, about 200 hundred people were working there. Thus, during the fi rst year of what would become the consumer loans division of the FI, the focus was on administrating the old, special kind of government loans as efficiently as possible.
Her colleague makes a similar statement: ‘We’ve been of benefit to society. You see, we’re good for all customers, including those with loans with the [ordinary] banks because the banks were forced to dump their prices due to us popping up and kind of challenging and nibbling away at market shares . . a lot of customers use our rates to put pressure on their own banks to reduce rates’. Given the importance that its staff attaches to the FI, one could perhaps argue that it has played out its role as a ‘price dumper’ because it has succeeded in lowering the interest rates of the ordinary banks.
Pastoral management focuses on material reality only if it influences how people conduct themselves. The pastor manages by means of her/his inner qualities, which are considered superior to the inner qualities of the people constituting the ‘flock’. The objective of pastoral management is to secure the managed subjects aligning themselves with an implicit or explicit ethic such as customerism (Foucault 2000b; 2007). One mark of a pastoral discourse is that it prescribes such an ethic to a particular domain.