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1、外文題目：Technologyinnovationinretailbankingdistribution出處：JamesF.Devlin(1995)“Technologyinnovationinretailbankingdistribution“InternationalJournalofBankMarketingVol.13Iss:4pp.1925作者：JamesF.Devlin原文：Technologyinnovationinret

2、ailbankingdistributionIntroductionTheissueofdistributionofretailfinancialserviceshasreceivedgrowingattentionintheacademicprofessionalliteratureasithasbeenhailedasanincreasinglyimptantfactindeterminingwhetheracompanycompe

3、teseffectivelyinitschosenmarkets(seefinstanceChleretal.1984).Inanincreasinglycompetitivederegulatedenvironmentsuperidistributionstrategiesconcernedwithhowtocommunicatewithdeliverproductstotheconsumermosteffectively(Howcr

4、oftLavis1986)canprovideinstitutionswithcompetitiveadvantageinthemarketplace.Ineffectdistributionprovidesthebasisfdifferentiationratherthantheceserviceitself.Thisarticleisconcernedwithdevelopmentsinthedistributionofretail

5、bankingservicesintheUK.MeparticularlytheemergenceofhometelephoneretailbankingdeliverysystemswillbehighlightedwiththesuccessfulintroductionofatelephonebankingservicebyFirstDirectasubsidiaryoflBankbeingusedasacasestudytoex

6、plecurrentdevelopments.Themoveawayfrompurelybranchbaseddistributiondeliverymechanismshasbeenprecipitatedbyanumberoffactsonboththesupplydemsidesthesewillbeinvestigatedinthefirstsectionofthisarticle.Thesecondsectionwillthe

7、npresentanoverviewofthedevelopmentsindeliverysystemsinbankingservicesmegenerally.Thissetsthecontextfthemespecificissueofdirectdistributionofretailbankingsystemswhichisdiscussedinsectionthree.ThecasestudyofFirstDirectwill

8、thenbeintroducedindertoillustratehowemploymentofadirectdeliverysystemprovidingtelephonebankingtoaspecifictargetmarkethelpedprovideacompetitiveadvantageinthatmarket.Thefinalsectionpresentsasummaryconclusions.Developmentsi

9、nthedistributionofretailbankingservicesattentiontothedirectionofcustomermovementaroundthebranch(McGoldrickGreenl1994).Developmentsinthedesignlayoutofbrancheshavebeencomplementedaidedbyanumberofotherdevelopmentsbeingintro

10、ducedbytheretailbanks.Amajfacthereisthemovetowardspartialcentralizationbymanybanks.Manyofthememundaneadministrativeprocedureshavebeenlargelyremovedfromthebranchesarenowtheresponsibilityofcentralizedprocessingunitse.g.sec

11、uritiesdeedbusinesschequeprocessing.Obviouslyaprimemotivationfthisdevelopmentisthereductionofcostsbytakingadvantageoftheresultanteconomiesofscale.Howeverausefulbyproducthasbeenthatlessofthetotalspaceavailableinbranchesne

12、edstobegiventostaffcantherefebeconvertedinto“customerspace”.Someofthestaffrenderedredundantbythechangesmayalsoberedeployedinamemarketingientedroleprovidedtheyarewillingabletochangetheirskillmixadequatetrainingisgiven.The

13、needtocontrolcostshasalsobeenamotivatingfactbehindthefinalmaindevelopmentwhichhasbeentheclosureofsomebranchesdeemednolongerviablethedowngradingofotherstosatellitestatus.Undersuchasystemcertainlargebranchesaredesignated“c

14、ebranches”arethenmaderesponsiblefoperatinganumberofrelatedsmallerbranchesknownassatellites.SuchsmallerbranchesprovidealimitedrangeofservicesareheavilydependentontechnologysuchasATMs.Thispracticehasbeenchristened“hubspoki

15、ng”(Howcroft1991).Thehubbranchusuallyprovidesmanagerialsomeadministrativebackuptoitsspokessatellites.Theexactamountofcentralizationvariesbetweenbanksbutthebasicmotivationsremainthesametosaveoncosts.Thisisachievedbytaking

16、advantageoftheeconomiesofscopescaleassociatedwithpartiallycentralizedoperations.Staffcostscanalsobereducedaslessspecializedmanagementmejunipersonnelcanbeemployedinthesatellitebranches.Variousconcernshavebeenexpressedwith

17、thisparticularstrategyinparticularthattherangeofservicesofferedbythesatellitebranchmaybesolimitedthatcustomersdonotvisitinsufficientnumbersdonotvisitatfrequentenoughintervalstofmtheongoingrelationshipsthoughtsoimptantinc

18、ontemparyretailbanking.Alsosomebankshaveencounteredcustomerresistancetorelativelyjunistaffbeinggivenpositionsofsomeresponsibilityinsmallerbranchesastheyareseentolackcredibilitydonotinspireconfidence.Interimfindingsfromth

19、eauths′ongoingfinancialservicesresearchprogrammeindicatethatatleastonemajUKclearingbankisnowpushingrelativelysenimanagementbackdownthehierarchyofbranchesindertoengendergreaterconfidenceinconsumers.Thesechangesinstructure

20、emphasisinthebranchwkrepresentsignificantmodificationstothatparticulardeliverywk.Howeverowingtothesupplydemsidepressuresdetailedabovetherehasbeenanexpansioninthetypicalretailbankingganizationsdeliverymix.ganizationshavea

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