Does The Digital Marketing Capability of Indonesian Banks Align with Digital Leadership and Technology Capabilities on Company Performance?

Amelda, Banon; Alamsjah, Firdaus; Elidjen, Elidjen

doi:10.21512/commit.v15i1.6663

Cited by 21 publications

(26 citation statements)

References 27 publications

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“…Besides that (Alexandrova, Poddubnaya, Shalenaya & Savvidi, 2020) in his research that enabling digital technologies contribute to optimizing routine procedures and enabling cost reductions while increasing profitability. (Amelda et al, 2021) emphasized that the financial and banking industry needs to innovate by incorporating digital technology in interacting with customers. Research result (OPTION _ Banking Digital Transformation Finally Touches Core Banking, nd) also reinforces the statement that the digital transformation of banking has finally touched the core banking, this means that digital banking transformation can provide highly innovative and competitive business needs.…”

Section: Discussionmentioning

confidence: 99%

“…Digital transformation is formulating a digital strategy that functions as a concept that integrates all coordination, priorities and implementation within the company (Matt, Hess & Benlian, 2015). Digital transformation in its implementation is more than just providing online and mobile banking services (Amelda et al, 2021). The digital transformation process is considered as the use of digital technology to improve business models and increase their efficiency (Galazova & Magomaeva, 2019).…”

Section: Digital Transformationmentioning

confidence: 99%

“…In literature (Gupta, 2019) explained that the digital transformation of banking is able to reduce operational costs and company overheads and reduce risks. Banking in carrying out its digital-based business according to (Amelda, Alamsjah & Elidjen, 2021) that the banking and financial industry needs to innovate by combining digital technology in interacting with customers, so that through this technology it provides convenience and comfort for customers who access these digital services.…”

Section: Introductionmentioning

confidence: 99%

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Measuring Customer Trust Through Digital Transformation of Banking as a Competitive Advantage

Pristiyono

Juliana

Prayoga

2022

JEBIK

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The financial and banking industry has implemented digitalization as a marketing weapon and realized industry 4.0. The purpose of this study was to determine the extent of the implementation of banking digitalization in the expansion areas. The population of this research is the customers registered at Bank Sinar Mas Rantauprapat in 2021 as many as 1445 people. Research using multivariate data should use the number of samples in the survey as many as 200 samples with purposive sampling technique. Smart PLS data analysis through the stages of convergent validity, discriminant, composite reliability, Cronbach's alpha and R-square. The results show that customer trust is very important in the business practice of the financial or banking industry, this is because customer trust is the most effective weapon in the banking service industry based on digital transformation as banking services will be able to increase customer satisfaction and even loyalty and attract new customers. Digital transformation in the banking world is an important phenomenon as access to the realization of customer-company interactions through information and communication technology, making it easier for companies to win the competition and become a competitive advantage for banking.

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Section: Discussionmentioning

confidence: 99%

Section: Digital Transformationmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Measuring Customer Trust Through Digital Transformation of Banking as a Competitive Advantage

Pristiyono

Juliana

Prayoga

2022

JEBIK

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“…Penelitian sebelumnya menemukan bahwa metode pemasaran digital memungkinkan sektor perbankan menjangkau pelanggan yang belum terjangkau atau underbanked dan memberdayakannya untuk berinteraksi dengan audiens yang ingin mereka targetkan. Begitu pula dengan ekspektasi digital yang tinggi, nasabah juga ingin melihat konten online yang sesuai dengan apa yang mereka cari di sektor perbankan, yang meliputi internet banking, social media marketing, email marketing (Amelda et al, 2021).…”

Section: Digital Marketingunclassified

Analisisi Peran Mediasi Kepuasan Nasabah Pada Hubungan Digital Marketing Dan Brand Loyalty Pada Bank Jateng Cabang Wonosobo

Firmanda

Lukiastuti

2022

Among Makarti

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Penggunaan teknologi dalam dunia pemasaran telah memberi banyak manfaat positf terhadap tingkat penjualan dan pemasaran produk perusahaan. Kemajuan teknologi menjadikan digitalisasi marketing menjadi solusi pemasaran di era sekarang. Selanjutnya, penelitian ini bertujuan untuk menganalisa implementasi dari penerapan digital marketing yang dilakukan oleh perusahaan untuk mengukur sejauh mana digital marketing dapat meningkatkan kepuasan nasabah sebuah lembaga keuangan dan berdampak terhadap brand loyalty dari perusahaan tersebut. Untuk penelitian ini dilakukan terhadap lembaga keuangan Bank Jateng Cabang Wonosobo dimana dilakukan pengambilan kuesioner berdasarkan dari sampel yang telah ditentukan yaitu nasabah pengguna produk dari Bank Jateng. Metode yang digunakan adalah survey deskriptif dengan metode analisis menggunakan Structural Equation Model (SEM) PLS. Hasil yang diperoleh menunjukkan bahwa implementasi digital marketing pada Bank Jateng Cabang Wonosobo melalui social media marketing, internet banking dan email marketing memberi dampak positif terhadap peningkatan kepuasan nasabah Bank Jateng Cabang Wonosobo dan digital marketing mampu memberi dampak positif terhadap brand loyalty. Dalam penelitian ini juga dapat disimpulkan bahwa secara tidak langsung kepuasan nasabah mampu memediasi hubungan antara digital marketing terhadap brand loyalty Bank Jateng Cabang Wonosobo.

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“…In line with the findings of Yue and Feng (2021), leadership capacity development should include vision, collaborative culture, and atmosphere. Because BIM leadership is a digital technology, it demands the capacity to lead or guide other individuals, teams, or entire organisations with a fundamental technical understanding of the influence of digital technologies on the business (Amelda et al, 2021).…”

Section: Introductionmentioning

confidence: 99%

BIM leadership theory for organisational BIM transformation

Olugboyega

2022

Front. Built Environ.

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Construction firms are struggling to stay in business as a result of BIM’s new and compelling business model and potential. As a result, businesses must adapt their current operations to the BIM paradigm by developing new organisational leadership capabilities. While such BIM leadership capacity is critical in designing, advancing, and driving a competitive and successful BIM transformation, BIM researchers have largely ignored it. Thus, this research explores the leadership capacities to drive BIM transformation in construction organisations in order to determine whether it will provide a leadership model as a solution to the leadership demands of organisations undergoing BIM transformation. The study design was a confirmatory sequential mixed methods research strategy that included a theoretical framework established through literature synthesis, qualitative grounded theory, and artificial intelligence (AI)-based modelling. Following the GT analysis, leadership capacity to drive organisational BIM transformation equates to the capability to develop a BIM-friendly leadership orientation, build a BIM-focused leadership procedure, perform BIM-related leadership responsibilities, generate a BIM-enabled leadership environment, and reach maturity within the realms of these strengths. The overall results of the AI-based modelling demonstrated that the acceptable capacity needed by the leadership that is pivoting organisational BIM transformation is the capability to coordinate functions, individuals, and transition alignment; produce BIM-related policies and a positive atmosphere for BIM implementation; and impartiality in recruiting individuals for BIM leadership roles. The study’s findings have implications for targeting key initiatives that might aid leaders in constructing adaptation strategies for organisational BIM transformation.

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Does The Digital Marketing Capability of Indonesian Banks Align with Digital Leadership and Technology Capabilities on Company Performance?

Cited by 21 publications

References 27 publications

Measuring Customer Trust Through Digital Transformation of Banking as a Competitive Advantage

Measuring Customer Trust Through Digital Transformation of Banking as a Competitive Advantage

Analisisi Peran Mediasi Kepuasan Nasabah Pada Hubungan Digital Marketing Dan Brand Loyalty Pada Bank Jateng Cabang Wonosobo

BIM leadership theory for organisational BIM transformation

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