Banks’ structural re‐organisation with centralised units for increased efficiency, technological advances, product diversification, and strategic initiatives to provide multiple products through “deep” multi‐channel access, have challenged the relationship banking model at the heart of bank‐company interaction. Paradox‐ically, while improving the quality of transactional service, the “deep” relationship interface has under‐mined the relationship manager role and caused confusion and antagonism among customers. The negative result is that customers have a more aggressive, trans‐actional approach to purchasing decisions. The banks need to compromise between trans‐actional and relational effort, and the “deep” multi‐channel service delivery interface must have a re‐invigorated relationship manager if banks are to retain their competitive advantage.
Tyler, K. and Stanley, E. (2001), "Corporate banking: the strategic impact of boundary spanner effectiveness", International Journal of Bank Marketing, Vol. 19 No. 6, pp. 246-261. https://doi.org/10.1108/EUM0000000006023Download as .RIS
MCB UP Ltd
Copyright © 2001, MCB UP Limited