Menu
Home
Log in / Register
 
Home arrow Business & Finance arrow Customer Value Generation in Banking
Next >
Customer Value Generation in Banking - Stefanie Auge-Dickhut


Year 2016

Download


PrefacePart I New Rules: The Drivers of Future-Viable Banking1: Customers: Unknown Entities! 1.1 Introduction: Understanding Customers and Their Transformation1.2 Thought Traps1.2.1 Thought Trap: Innovation Is Possible Without the Customer1.2.2 Thought Trap: Customers Are Rational and Informed1.2.3 Thought Trap: Understanding the Customer Is Sufficient for Securing Future Viability1.2.4 Thought Trap: The Customers Will Come to the Bank1.2.5 Thought Trap: Sales Take Place Either in the Branch or Online1.2.6 Thought Trap: The Banks' Internal IT Defines Device Usage1.3 Wrap Up: Thought Traps1.4 Key MessageReferences2: Newcomers: The Unknown Game Changers 2.1 Introduction2.2 Newcomers with a Banking License2.2.1 Direct/Online Banks2.2.2 Digital Universal Banks2.2.3 Big Data Logic2.3 Newcomers Without a Banking License2.3.1 Payment Transactions2.3.2 Virtual Means of Payment2.3.3 Investing and Financing2.3.4 Personal Financial Management (PFM)2.3.5 Personal Information and Decision-Making Systems2.3.6 Brokerage and Securities Trading2.4 Speed Matters: Innovation Competence2.5 Wrap Up: Game Changers2.5.1 The Newcomers2.5.2 Outlook: Are Game Changers Just a Hype?—Bank Management in the Digital AgeReferencesPart II From Classic Business Models to a Customer-Centred Banking Architecture3. What Now for Banks?4.Change Frameworks 4.1 The Digital Age4.1.1 Patterns of Change Processes4.1.2 Levers of the Digital Age4.1.3 Reaction Patterns4.2 The Banks' Right to Exist: The “WHAT”4.3 Organisational and Coordination Forms of Service Provision: The “HOW”4.4 Shareholder Value as a Central Control Concept4.5 Financial Intermediation, Banks and Financial Services4.5.1 Economic Functions of Banks4.5.2 Commercial Business Management Areas of Banks4.5.3 The Concept of Financial Services4.6 The Consequence of the Impact of the Digital Age for Banks4.7 Wrap Up: Change FrameworksReferences5: Management Tools 5.1 Introduction5.2 The St. Gallen Management Model as a Reference Model5.3 Strategy5.3.1 Concept5.3.2 Environmental Analysis5.3.3 Company Analysis5.3.4 Strategically Relevant Key Elements for Banks' Business Models5.4 Structure5.4.1 Concept5.4.2 The Value Chain in Banking5.4.3 Bank-Relevant Structural Trends in the Digital Age5.5 Culture5.6 Business Model as an Interlocking of Strategic and Structural Analysis5.6.1 The Classic Economic Concept of the Business Model5.6.2 Economic Concept of the Business Model in the Digital Age5.7 Wrap Up: Management ToolsReferences6: Business Models of Banks 6.1 Classic Business Model Concept of Banks6.2 The Modern Concept of the Business Models of Banks6.2.1 The Success Factors of Digital Business Models6.2.2 Business Models for the Transformation of Banks6.3 Wrap Up: Business Models of BanksReferences7. The New Mechanics of Success: Win-Win Cycles and Client Value Generation7.1 Development of the Customer-Bank Relationship Prior to the Digital Age7.2 Customer Focus and the Win-Win Situation7.3 Elements of the Win Cycle of a Bank7.3.1 Overview7.3.2 Customer Satisfaction as a Key Element7.3.3 Reputation7.3.4 Trust7.3.5 The Connection Between Customer Loyalty und Customer Satisfaction7.3.6 Bank Success7.4 Elements of the Customer's Win Cycle7.4.1 Overview7.4.2 Financial Needs Pyramid: The Needs of Digital Customers7.4.3 Client Value Generation: Customer Success7.5 Wrap Up: Win-Win Cycles and Client Value GenerationReferencesPart III Change: The Path to a Future-Viable Bank Architecture (With a Significant Contribution by Charlotte Go tz)8: Successful Reorganisation (I): Systemic Change Frameworks8.1 Change Frameworks8.2 Systemic ChangeReferences9: Successful Reorganisation (II): The Levers of Change9.1 Lever 1: Strategy9.2 Lever 2: Structure9.3 Lever 3: Culture9.3.1 Values as the Basis for Joint Action9.3.2 Leadership in a Changing Organisation9.3.3 Communication9.4 Wrap Up: ChangeReferencesPart IV Guidelines for Future-Viable Business Models10: The Zurich Model of Customer-Centricity 10.1 The Guidelines of the Zurich Model10.1.1 Overview10.1.2 Guideline: Customer Focus10.1.3 Guideline: Business Models That Are Equipped for Digitalisation10.1.4 Business Models10.1.5 Guideline: Transformation CompetenceReferences
 
Found a mistake? Please highlight the word and press Shift + Enter  
Next >
 
Subjects
Accounting
Business & Finance
Communication
Computer Science
Economics
Education
Engineering
Environment
Geography
Health
History
Language & Literature
Law
Management
Marketing
Philosophy
Political science
Psychology
Religion
Sociology
Travel