Service: the Competitive Edge in Banking

Coskun, A.; Frohlich, Cheryl J.

doi:10.1108/08876049210035700

Cited by 55 publications

(17 citation statements)

References 3 publications

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“…Customer service plays a pivotal role in the development of service quality (Coskun & Frohlich, 1992). While the quality of external service value is determined by employee satisfaction.…”

Section: Hypothesis Development Organizational Learning Culture and Ementioning

confidence: 99%

“…The market in banking industry requires a more humanized banking face with service as a banking competitive advantage (Coskun & Frohlich, 1992;Blanchard & Galloway, 1994). Various researchers in retail banking institutions especially in Indonesia prove the same thing, that service is the main contributor of banking performance (Misbach et al, 2013;Sakapurnama & Kusumastuti, 2013;Toelle, 2006).…”

Section: Introductionmentioning

confidence: 99%

“…Similarly, in banking, the significant role of banking to the national economy makes banking efforts to improve performance as well as its competitiveness, absolutely done. As profitoriented financial institutions resting their activities on service quality delivery and consumer satisfaction (Coskun & Frohlich, 1992), must have the readiness to constantly learn and cultivate a learning culture among members of the organization (Harris, 2002).…”

Section: Introductionmentioning

confidence: 99%

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Organizational Learning Culture, Consumer Satisfaction and Employee’s Attitude: Causality Analysis

Junita

2017

JDM

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This research was conducted to explore the organizational learning culture in banking and its effect on customer satisfaction with the employee' s attitude as the intervening variable. The research was performed in Bank Syariah Mandiri' s business unit of Medan Region. The research design used hypothesis testing. The samples of this research were 52 frontline employees and 140 customers of Bank Syariah Mandiri in Medan Region. Primary data was collected by using a questionnaire. The data were analyzed using path analysis. Results support that Bank Syariah Mandiri as State-owned enterprises in the field of financial services has implemented good organizational learning culture. Organizational learning culture has significant effect to customer satisfaction through employee' s job satisfaction and organizational commitment. The attitudes of employees are integrated important intervening variables in mediating the relationship between organizational learning culture and customer satisfaction. The role of attitude in mediating the influence of organizational learning culture to worker' s service behavior, in order to create consumer satisfaction in the banking sector, proven empirically.

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“…Customer service plays a pivotal role in the development of service quality (Coskun & Frohlich, 1992). While the quality of external service value is determined by employee satisfaction.…”

Section: Hypothesis Development Organizational Learning Culture and Ementioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Organizational Learning Culture, Consumer Satisfaction and Employee’s Attitude: Causality Analysis

Junita

2017

JDM

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“…This dynamic frontier allows a bank to differentiate itself tactically from its competitors by enlightening service quality, enhancing accessibility and responding to customer demands and improving performance (Yavas & Yasin, 2001). Furthermore, the gaps between the back and front stage service operations are common sources of complaints and dissatisfaction within and among bank customers (Coskun & Frohlich, 1992;Shemwell & Yavas, 1999). These, in turn, determine the overall banking performance or the strategic effectiveness of a bank as an effective operational system.…”

Section: Justification Of the Studymentioning

confidence: 99%

Service Performance in Public, Conventional Private and Specialized Private Banks in Bangladesh

Saleh¹

2018

ASS

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Banking services play a key role in present competitive environment. Accordingly, service quality, satisfaction and performance have become an area of interest in such research field. An extensive review of the extant literature revealed that very limited explored/uncovered the borrower customers' perception of the conventional public, private and specialised private (Islamic) banking. Therefore, this research strives to integrate a developing country perspective where conventional and non-conventional Islamic banks are operating and providing services to their customers. Data have been collected from 78 borrower customers to examine perceived quality, satisfaction and performances of banks. The study revealed that service performance by the Islamic and conventional private banks were found well-organized and better than public banks. The study finally addressed the limitations and future research directions.

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“…Coskun and Frohlich, 1992, p. 16). 39 Consequently, for the standardization process to be successful, it has to be associated with a substantial price reduction.…”

Section: The Future Of Bankingmentioning

confidence: 99%

Allfinanz, bancassurance and the future of banking

Bergendahl

1995

Appl. Stochastic Models Data Anal.

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SUMMARYThe purpose with this paper is first to analyse the strategies of Allfinanz (Bancassurance) in Germany and then to investigate if the German banks have become more efficient during the period since Allfinanz was introduced. Two methods are used to analyse efficiency: 'financial ratio analysis' (FRA) and 'data envelopment analysis' (DEA). FRA is useful in studying the change in productivity. DEA generates, efficiency scores and alternative and more efficient combinations of banks.KEY WORDS cross-selling; data envelopment analysis (DEA); efficiency analysis; financial ratio analysis (FRA); joint demand; standardization FROM TAILOR-MADE PRODUCTS TO STANDARDIZED SERVICESIn the eighties the financial markets were characterized by developments that concerned deregulation, securitization, computerization and telecommunication. A lot of depositing and lending was channelled from low-yield bank accounts to the money markets. As a consequence there was a substantial reduction of commercial deposits in banks. At the same time, a lot of private customers required a higher yield on their accounts. Consequently, savings deposits have been replaced to a large extent by investments in fixed-rate bonds and in life insurance policies (see e.g. OECD 1992, p. 50).' An effect of these consumer reactions came to the banks in terms of lower revenues from ordinary banking products like saving deposits, time deposits and business lending. Simultaneously, the cost of intermediation expanded. Both the banking sector and the insurance sector had been for a long time labour intensive in a way that has few similarities in the private sector of our economy. By tradition, these sectors were identified by paper work and tailor-made services in order to meet the needs of the customers. Then in the eighties the cost of manual transactions expanded faster than the cost of computation and telecommunication services. However, in many banks and insurance firms the computerization and the development in telecommunication may not have been strong enough to reduce costs substantially. The notion of a 'cost explosion' is said to have hit the industries of banking and insurance (see Krumnow and Biischgen, 1992).2 The effect has been an overflow from manual banking routines to automatized systems. But even after such an overflow, there are still signs of insufficient interest rate margins ('product margins') to cover the costs of administration. Thus, the combined effect of a relative reduction in savings deposits and an insufficient cost reduction has been visualized in terms of a squeeze in product margins (see Krumnow and Biischgen, 1992)2 that has led to a growing interest in cost accounting and cost control for many bank and insurance managers.

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Service: the Competitive Edge in Banking

Cited by 55 publications

References 3 publications

Organizational Learning Culture, Consumer Satisfaction and Employee’s Attitude: Causality Analysis

Organizational Learning Culture, Consumer Satisfaction and Employee’s Attitude: Causality Analysis

Service Performance in Public, Conventional Private and Specialized Private Banks in Bangladesh

Allfinanz, bancassurance and the future of banking

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