Tyler, Katherine and Stanley, Edmund (2001) Corporate banking: the strategic impact of boundary spanner effectiveness. International Journal of Bank Marketing, 19 (6). pp. 246-261. ISSN 0265-2323
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Official URL: http://www.emeraldinsight.com/10.1108/EUM000000000...
Banksâ structural re-organisation with centralised units for increased efficiency, technological advances, product diversification, and strategic initiatives to provide multiple products through "deep" multi-channel access, have challenged the relationship banking model at the heart of bank-company interaction. Paradox-ically, while improving the quality of transactional service, the "deep" relationship interface has under-mined the relationship manager role and caused confusion and antagonism among customers. The negative result is that customers have a more aggressive, trans-actional approach to purchasing decisions. The banks need to compromise between trans-actional and relational effort, and the "deep" multi-channel service delivery interface must have a re-invigorated relationship manager if banks are to retain their competitive advantage.
|Uncontrolled Keywords:||Banking, Banks, Business-to-business marketing|
|Research Community:||University of Westminster > Westminster Business School|
|Deposited On:||08 Mar 2006|
|Last Modified:||07 Apr 2008 14:26|
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