Retail banking has undergone a massive transformation in the last few years. A major aspect is changing consumer behavior. The aim of the paper is to better understand retail banking consumers regarding the impact of digitalization. Consequently, we acquired online consumer review data from Germany, the UK and US. We analyzed the data using coding techniques of grounded theory, supported by interdisciplinary literature to identify and categorize the relevant influence factors. The outcome of the paper is an integrated model of consumer decision-making in today’s retail banking along with four detailed partial models of the respective decision stages.

Exploring the digitalization impact on consumer decision-making in retail banking

Today, enterprises from many industries experience that moving towards a digital business is a major challenge. The banking industry is heavily affected by the digital transformation as customers’ expectations drive the need for adapting strategies, processes and IT. So far, studies on the digitalization in the banking industry have either focused on the strategic level, the customer perspective or the internal perspective. In our study, we integrate the findings of previous studies for each perspective by employing a multiple-stakeholder analysis. The results show that the internal processes and IT systems are not yet ready for meeting the demands of the strategic and customer perspective. The banks’ digital strategy is often well-aligned with the customer needs but both are weakly aligned with the internal organization and IT. Especially the low integration of IT and the low degree of process automation are identified as inhibiting factors for the digital agenda.

Digitalization of the Banking Industry: A Multiple Stakeholder Analysis on Strategic Alignment

Der Begriff Fuhrung wird hier in zweifacher Weise verwendet. Fur die Fuhrung einer Organisation oder eines Unternehmens und fur die Fuhrung von Mitarbeitern. Die Vielfalt der Definitionen von Fuhrung sei mit den folgenden Beispielen belegt:


Fuhrung heisst, Menschen von einer Idee zu uberzeugen und sie befohigen, diese Uberzeugung in aktives Handeln zu transformieren.


Fuhrung spielt sich immer in Beziehungen ab. Fuhrende und Gefuhrte verhalten sich nach je eigenen, subjektiven Konzepten, die zudem gruppenspezifisch und situationsabhongig sind.


Fuhrung ist die zielorientierte, soziale Einflussnahme zur Erfullung gemeinsamer Aufgaben in oder mit einer strukturierten Arbeitssituation.


Fuhrung heisst stondiges Problemlosen in sozialen Systemen.


Fuhrung ist das Erkennen, Gestalten und Steuern von zwischenmenschlichen Prozessen und kann in die zwei Teile Fuhrungstotigkeiten und Fuhrungsverhalten aufgeteilt werden.

Führung und Zusammenarbeit

Profit-making requires innovation in the design of a successful business model that brings about sustainable competitive advantage for the organization. Given the increasing use of mobile phones in financial affairs, the design and development of mobile banking business model is one of the major concerns of the banking sector. Since there are a multitude of stakeholders with different viewpoints on what and how value can be added through mobile, the development of mobile banking business model has turned into a complex problem. In light of this, this study aims at developing a mobile banking business model, using a new framework based on Soft Systems Methodology (SSM). This framework consists of 18 steps, ranging from finding out the problem situation to the implementation of the model. One of the Iranian private banks was selected as the case of the current study. The results revealed that in the context of the problem, the development of mobile banking business model requires the interaction among 7 sub-systems. Which emerge out of the accommodation between three different mindsets involved in the development of mobile banking business model.

A Systemic Framework for Business Model Design and Development -Part B: Practical Perspective

Application of modern CRM as a kind of business intelligence successfuly become another resources  factor which can improving company performance. The company's observed performance are financial performance, marketing performance, and operational performance. This study used literature review analyzing and elaborating the results of literture, books, and previous research . This research using literature review method and analyzed about twenty previous journals, supported by some of literature and books. Based on the result of the study, utilization of CRM implementation effectively and efficiently will increase companies performance in significant, specifically in financial, marketing, or operational performance. From all previous journal observed, the most dominant journal is about significant effect of CRM on marketing and financial performance. Keywords: CRM, financial performance, marketing performance, operational performance.

The Impact of Customer Relationship Management on Company Performance in Three Segments

Customer Value Generation in Banking

New Rules: The Drivers of Future-Viable Banking.- From Classic Business Models to a Customer-Centred Banking Architecture.- Change: The Path to a Future-Viable Bank Architecture (With a Significant Contribution by Charlotte Gotz).- Guidelines for Future-Viable Business Models.

Customer Value Generation in Banking: The Zurich Model of Customer-Centricity

Das Zurcher Modell bietet den betriebswirtschaftlichen Orientierungsrahmen fur die Weiterentwicklung der Geschaftsmodelle von Banken. Es ist Analyserahmen fur die Ableitung der passgenauen Konsequenzen der in diesem Buch herausgearbeiteten Einflussfaktoren fur jede einzelne Bank. Im digitalen Zeitalter haben sich die Grundlagen erfolgreicher Geschaftsmodelle von Banken nachhaltig verandert, da der Wissensvorsprung der Banken gegenuber den Kunden erodiert und die Eintrittsbarrieren fur neue Marktteilnehmer sinken. Die informierteren Kunden setzen die Margen unter Druck. Zusatzlich verscharft der steigende Regulierungsdruck auf die Banken infolge der globalen Finanz- und Schuldenkrisen und der global steigenden Transparenz die Situation und erhoht den Metamorphosedruck. Die Gefahr besteht, dass Banken mit den bestehenden Denkschemata die Zukunft gestalten wollen und damit in Denkfallen geraten. Zusatzlich besteht die Gefahr, dass das „Wasser abgegraben“ wird durch Unternehmen, deren Geschaftsmodelle auf den neuen Denkschemata basieren.

Das Zürcher Modell der kundenzentrierten Bankarchitektur

Client Value Generation

Das Informationszeitalter verandert die Geschaftsmodelle der Finanzdienstleistungsindustrie nachhaltig. Das Internet of Things und die Digitalisierung zwingen Intermediare – und die Geschaftsmodelle der Finanzdienstleister sind grostenteils auf Intermediation aufgebaut – zum Redesign der Geschaftsmodelle. Als Konsequenz verandern sich auch die notwendigen Kompetenzen der Mitarbeitenden der Finanzbranche. Das Schweizerische Institut fur Finanzausbildung (SIF) der Kalaidos Fachhochschule hat daher im Auftrag des eidgenossischen Buros fur Gleichberechtigung (EBG) eine Untersuchung zum Thema der benotigten digitalen Kompetenzen im Finanzdienstleistungssektor durchgefuhrt. Kernresultate sind u. a., dass aufgrund des steigenden Veranderungstempos die Schaffung von genugend Raum und Zeit fur die Auseinandersetzung mit kommenden Innovationen, respektive Veranderungen, ein Kernerfolgsfaktor fur die Zukunftsfahigkeit der Finanzdienstleister ist. Der Aus- und Aufbau der notwendigen Fach-, Methoden-, Sozial- und Personalkompetenzen fur Kooperation im Netzwerkzeitalter sollten zudem konsequent und dauerhaft vorangetrieben werden.

Gut zu wissen: digitale Kompetenzen im Banking

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