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The purpose of this paper is to examine the main factors predicting the Jordanian customers’ intention and adoption of telebanking.

Perceived usefulness, trust, and self-efficacy are all formulated over the proposed conceptual model as key factors determining behavioural intention while the adoption of telebanking is supposed to be predicted by both behavioural intention and perceived usefulness. A self-administered questionnaire was allocated to gather the empirical data from a convenience sample of Jordanian banking customers. Structural equation modelling was applied to validate the conceptual model and verify the research hypotheses.

Statistical results largely support the predictive validity of the conceptual model which is able to account for 68 per cent of variance in behavioural intention. Additionally, perceived usefulness, trust, and self-efficacy (listed in order of their influence) are all found to be significant factors predicting behavioural intention. Behavioural intention and perceived usefulness were also confirmed to have significant influence on the adoption behaviour.

The data for the current study were obtained by using a convenience sample of Jordanian banking customers; this could negatively reflect on the result generalisability. In addition, this study fully focused on the customers’ perspective; yet, it has not looked at this problem from the service providers’ perspective. Therefore, future studies should look at this challenge from the service providers’ perspective.

This study was able to comprise a fundamental contribution by examining the telebanking as a more novel technology in Jordan, which has not been examined yet. Accordingly, the current study has successfully formulated a deep view regarding the most important aspects predicting the Jordanian customers’ intentions towards such an emerging system. This also helps to provide practical guidelines for banks to choose a suitable marketing strategy that could enhance the customers’ adoption of telebanking.

Our research analyzes how organization dynamics develop in order to initialize telebanks, which can facilitate (or hinder) the enactment of enabling (or coercive) structures. The data revealed that sometimes actors accept the constraints of social roles and technology and, at other times, they exercise agency to circumvent those constraints. The differences in organizational development are explained with the concept of bricolage and the structural characteristics that facilitate its occurrence. A culture supportive of learning and perceptions of psychological safety were found to be preconditions for enabling organizing, in that they increase the deployment of previously acquired knowledge, resources, and routines; facilitate the enactment of design and planning; and nurture improvisation and bricolage, thus increasing familiarity with resources and the willingness of people to actively participate in the organization’s design.

A brief review is provided as to the growth of home banking in the UK in general and in Scotland in particular. Some attention is paid to a comparison in the services provided by two leading home banking systems and a speculative extrapolation is made as to how developments in home banking may proceed into the future.

The paper first gives an overview of recent developments in the field of telecommunications, in particular the potential of the newer transmission media and the types of equipment becoming available. Services which can be offered over these systems to society on a whole such as telebanking, teleshopping, videotex, remote metering are then described. The ways in which libraries and information centres might avail themselves of the opportunities presented by these systems and services are considered together with reasons why they should. Problem areas are briefly outlined and finally the impact that such services could have on society is discussed.

The use of the Smartcard in Norway started with an experiment in Lillestrøm in September 1984. It was generally recognised as a success and in December 1986 the decision was taken to introduce the Smartcard on a nationwide basis. This is a summarised version of a paper given by Edmond Alyanakian to the International Retail Conference of the GDI, at Zurich recently.

Gulf Bank’s service excellence “scorecard” was developed to support the Bank’s delivery of superior service in its market sector. The “scorecard” provides focus for a “service excellence” program, setting standards and measuring performance against customer focused objectives. The approach identified the “drivers” of customer satisfaction, related these to the Bank’s service delivery channels, set performance standards, and implemented measurement and reporting systems embracing external customer feedback and internal process measurements. Performance was measured against 16 key “drivers” of customer satisfaction identified independently by the local industry institute and related to the Bank’s delivery channels (branches, ATMs, telephone, Internet). Key measures were: customer satisfaction, complaints, comments and attrition, plus internal process delivery performance for critical products (consumer loans and credit card services). Reports were produced weekly and monthly with “drill downs” from bank to individual branch and/or employee levels. Reports are reviewed by management from chairman down to branch manager level. Results are incorporated in business KPIs and have become factors in employee incentive schemes. The approach adopted by the bank demonstrated that a practical, comprehensive service quality management system could be implemented and used to drive service improvement. The approach can be adopted by other banks and financial institutions and adapted to the needs of other service industries. The process implemented by Gulf Bank is believed to be unique in the Kuwait banking community and has scope for application in many similar environments outside the local area.

The word ‘telematics’ derives from the French ‘telematique’, a neologism coined by Simon Nora and Alain Minc, authors of a report commissioned by the French government, which appeared originally as L'informatisation de la societe (The computerisation of society). The report appeared in 1978 and despite its high octane intellectualism and occasional prolixity, succeeded in capturing the popular imagination. More to the point, it struck a cord with the then government and became, in effect, a blue‐print for major infrastructural reform and development — development which has continued apace under successive French governments.

With proposals being made in this country for the development of cable TV, perceptive retailers will not have failed to see the opportunities it opens up to them. In America, currently 55% of all homes are passed by a cable link, and some 34% connected. But the vast majority of these are one‐way, which is limiting. In March RMDP held a conference on “Cable TV and the Retailer” which explored the ways in which cable TV might impact on the retailer, looking at developments in the United States and in Europe. RDM was at the conference.

Three distinct groups of banking customers in New Zealand are identified on the basis of their preferences for different payment methods. These are profiled in terms of membership of wider lifestyle groupings, as well as their demographic and socio‐economic characteristics, and other financial behaviours. The results demonstrate how psychological profiling can help in understanding consumers’ banking behaviour and preferences in the wider context of their lifestyle, as well as suggesting strategic directions banks can adopt.

The purpose of this paper is to examine customers’ perceptions of digital banking (DB), customer experience, satisfaction, loyalty and financial performance (FP) in UK banks.

The research consists of a survey of UK bank customers’ perceptions of the above themes; use of banks’ financial reports to obtain FP ratios; multivariate factor analysis; structural equation modelling; and analysis of variance tests to explore research hypotheses on the relationships among the study factors.

The main factors which determine customer experience in DB are service quality, functional quality, perceived value (PV), employee-customer engagement, perceived usability and perceived risk. There is a significant relationship among customer experience, satisfaction and loyalty, which is related to FP.

This study concentrates on UK bank customers which limits its generalisability to other banks globally. However, the fact that banks typically adopt common standards in bank financial management implies that the findings are potentially robust for global bank management. Replicating the study in banks in other countries will further enhance this robustness.

Some significant effects of customer characteristics on the study factors were observed, which have useful implications for DB, bank marketing services and bank FP.

Unlike previous studies, this study uses both Net Promoter Score and financial ratios as dependent variables, to provide a combined study of the relationships among 14 study factors, with implications for bank marketing and FP.