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This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/10662249810231087. When citing the article, please cite: Niels Peter Mols, (1998), “The Internet and the banksʼ strategic distribution channel decisions”, Internet Research, Vol. 8 Iss: 4, pp. 331 - 337.
Outlines the adaptation process in the distribution channel structure of the retail banking sector as a consequence of the introduction of electronic channels, such as…
Outlines the adaptation process in the distribution channel structure of the retail banking sector as a consequence of the introduction of electronic channels, such as telephone banking, PC banking and Internet banking. Based on responses from 42 retail banks in Denmark, their distribution channel strategies are described and their relation to selected marketing mix elements is examined. Most Danish retail banks attach decisive importance to offering a customer‐friendly PC bank service, whereas fewer of them attach the same importance to telephone, Internet and branch banking. A multiple channel strategy combining several channels is the most popular.
Examines various aspects of the motives, perceptions and expectations connected with the introduction of Internet banking in Danish retail banking. Responses from 60 key…
Examines various aspects of the motives, perceptions and expectations connected with the introduction of Internet banking in Danish retail banking. Responses from 60 key managers in the largest retail banks in Denmark show that they believe that Internet banking will become more important in the future, whereas all other distribution channels are predicted to become less important. Describes further the relationship between the perceptions of and expectations from Internet banking, the reasons for offering an Internet bank and the way it has been organized in the banks.
Explores why some retail banks more than others are vigorous in their promotion of and have been successful in changing their distribution channel structure by introducing…
Explores why some retail banks more than others are vigorous in their promotion of and have been successful in changing their distribution channel structure by introducing new electronic channels, such as PC banking and Internet banking. A tentative model is proposed relating a number of variables to the banks’ promotion and successful introduction of the electronic channels. Responses from 60 key managers in the largest retail banks in Denmark indicate that bank size, expected advantages for the customers, attention to the future, senior management support, and willingness to cannibalize existing channels may be important factors in explaining the successful introduction of the electronic channels. Further, the results indicate that different attitudes and perceptions are related to different means of attracting customers to the electronic channels. Finally, discusses the implications for the banks and other firms of adopting the Internet as a distribution channel.
Bank customers are divided into an Internet banking segment and a branch banking segment and it is argued the former is growing and the latter is declining. This…
Bank customers are divided into an Internet banking segment and a branch banking segment and it is argued the former is growing and the latter is declining. This development is predicted dramatically to change the distribution channel structure in the retail banking sector. Two important strategic distribution channel decisions face banks. The first is whether to target the branch banking segment or the Internet banking segment. The other regards the geographical area banks aim to serve. This can be the local/national area or several nations. Based on this, four pure distribution channel strategies and a dual strategy are identified and their advantages and disadvantages are discussed.
“Concurrent sourcing” is a term used by Parmigiani to describe the phenomenon where a firm simultaneously buys and makes the same good or service. The purpose of this paper is to develop propositions that suggest how concurrent sourcing affects performance.
Based on transaction cost, agency, neoclassical economic, knowledge‐based, and resource‐based theory, it is proposed to show how concurrent sourcing affects performance.
The paper argues that concurrent sourcing improves performance when firms face a combination of volume uncertainty, technological uncertainty, performance uncertainty, non‐decomposability, transaction‐specific investments, and strong internal and external capabilities.
The paper maps the relationships between concurrent sourcing and performance and discusses how these relationships can be modelled. The propositions and discussion offer researchers a starting‐point for further research.
The propositions that are developed suggest that managers should consider using concurrent sourcing when they face problems caused by volume uncertainty, technological uncertainty, performance uncertainty, non‐decomposability, and asset specificity. Concurrent sourcing can also be a way to exploit both strong internal capabilities and external suppliers' strong capabilities.
The main contribution is a number of propositions, explanations, and discussions regarding how concurrent sourcing affects performance of the market and the hierarchy.
This article compares users of PC‐based home banking systems with non‐users. A questionnaire study with responses from 669 bank consumers from Denmark shows that users of PC banking are more satisfied, are less price sensitive, have higher intentions to repurchase and provide more positive word‐of‐mouth than non‐users. For the banks these results indicate that, in the future, PC banking systems will become a stable source of revenue from a mass of loyal customers.
Provides evidence of the criteria for the choice of domestic cash management banks adopted by large European firms. A questionnaire completed by 1,129 corporate customers…
Provides evidence of the criteria for the choice of domestic cash management banks adopted by large European firms. A questionnaire completed by 1,129 corporate customers from 20 European countries indicates that service quality is the most important criterion for choice of domestic cash management banking, followed by pricing and relationship. Using the empirical findings, discusses the appropriateness of relationship‐oriented and transaction‐oriented bank strategies across Europe. Based on the customers’ ranking of choice criteria finds no evidence of widespread successful implementation of relationship banking in Europe.
In the retail financial sector competitive pressure seems to challenge traditional management accounting systems, which often do not allow the identification of profitable…
In the retail financial sector competitive pressure seems to challenge traditional management accounting systems, which often do not allow the identification of profitable customer relationships. Drawing on a stage model and data from management accountants, branch managers and frontline employees in Danish financial service companies, this article investigates barriers to the implementation of customer‐oriented management accounting. The article documents how financial institutions are increasingly integrating management accounting systems with customer‐related activities thus enabling customer profitability analyses. However, several barriers related to organization structure, resources and attitudes hamper further customer‐oriented changes. Data gathered at the branch level strongly indicate problems of ownership and project sponsoring, and it is argued that new accounting systems may be less important to customer orientation than empowerment and goal‐oriented participation of the frontline employees.
Since 1995, Internet banking has allowed consumers to utilise the Internet as a platform to interact with their bank. Initially, the hype surrounding Internet banking was…
Since 1995, Internet banking has allowed consumers to utilise the Internet as a platform to interact with their bank. Initially, the hype surrounding Internet banking was immense. However, more realistic expectations about the value of Internet channels and changes in the financial services sector are affecting opinions of Internet banking systems. This study examines contemporary Internet banking systems in five leading ‘clicks and mortar’ banks operating in the North‐Eastern part of the United States. The findings reveal a move towards viewing Internet banking as an operational rather than a competitive instrument, with consequential changes in how banks evaluate their Internet banking systems. The paper concludes by proposing some changes to expectations on how Internet banking is likely to develop.