Banks and the Global Economy
This is an excerpt from the paper...
Banks, like most businesses in today's "global economy" are faced with a customer community that has before it many choices with respect to how it can choose to conduct its banking business and relationships. Technology leverage is utilized by the banking industry to help in the achievement of competitive advantage. As such, banks invest heavily in information technology such that their customers can enjoy a "value-added" experience as well as "cutting-edge" service ("DBS and virtual banking," 2003). Customers whether individuals or businesses, view banks as providers of a unique service. As such, creating an environment that incorporates and practices a "sense of caring" will always be an important element in the banking environment. Given the myriad of choices available to consumers today, the issue of customer service and customer management is probably more important than ever before. Customer service quality implies consistently anticipating and satisfying the needs and wants of the customer. Today, the following perceptions and needs exist within the customer community (Herbig, 1997) as it applies to the banking community: Bank service quality is deteriorating. There is an increased demand for "add-on" value to the service(s) provided by the bank. There are greater expectations for services that are "customized" for the specific company and/or individual. There is a stronger need for "one-stop" service. A growing desire for high-tech as wel
. . .
y functions that are common to each branch such as selling, servicing, and intermediating processes. A summary of the main definitions normally used in the literature of branch efficiency analysis is shown below in Table I (from Athanassopoulous, 1997, 9).
Table I. Branch efficiency definitions
Activity
Efficiency
Description
Objective
Transaction
Technical, Scale
Inputs: Operating costs and technology
Outputs: Volume of transactions
Minimize operating costs
Production
Technical, Scale
Inputs: Operating costs and technology
Outputs: Volume and/or the number of accounts
Minimize operating costs
Intermediation
Technical, Scale, Allocated
Input: Interest and non-interest costs
Output: Volume and non-interest income
Minimize total costs
Table I summarized the three (3) main branch activities that are typically analyzed in studies pertaining to branch efficiency. The assessment of technical and scale efficiency are prevalent in all three (3) cases while in the intermediation models there are examples of input-mix efficiency that is allocated indicating incompatibilities in the way in which the actual variables are measured (Athanassopoulous, 1997, 9).
Methodology
T
. . .
Some common words found in the essay are:
United Britain, PC Internet, Background Banks, Allen Rai, Frei Harker, Holmer Zenios, United Statement, Europe Additional, Output Volume, Visions Amazoncom, information technology, available on-line, 28 april 2003, service quality, et al, 28 april, april 2003, athanassopoulous 1997, branch network, operating costs, banking industry, mason et al, et al 2000, et al 1997, 2003 __________ 2003,
Approximate Word count = 3595
Approximate Pages = 14 (250 words per page)
|