Mobile Technology as Part of Banks’ Business Model

Authors

DOI:

https://doi.org/10.18778/0208-6018.340.05

Keywords:

bank business model, mobile technology, customer‑value, banking innovations

Abstract

During the last few decades, the banking market has changed significantly making banks face new challenges. Mobile technology development has had a powerful impact on all human activities including banking. Mobile technology has changed both the information and communication sharing, as well as customers’ market behaviour. All these changes should be taken into account in the process of searching for competitive advantage factors and designing banks’ business models.

The purpose of the paper is to propose the framework for banks’ business model that incorporates using mobile technology and creating a competitive advantage. The foundation of this framework is based on theoretical considerations. The paper analyses contemporary business models used by banks, their value proposals and their relation to customers’ needs and expectations. The research highlights the routes for using mobile technology in the further development of banks’ business models from the perspective of the process of creating and delivering value for customers.

Downloads

Download data is not yet available.

References

Accenture (2012), Banking 2016. Accelerating Growth and Optimising Costs in Distribution and Marketing, Distribution and Marketing Services, https://www.accenture.com/tw‑en/~/media/Accenture/Conversion‑Assets/DotCom/Documents/Global/PDF/Industries_3/Accenture‑Banking–2016.pdf [accessed: 2.01.2019].
Google Scholar

Ahlqvist T., Bäck A., Halonen M., Heinonen S. (2008), Social Media Road Maps Exploring The Futures Triggered by Social Media, Edita Prima Oy, VTT Technical Research Centre of Finland, Helsinki.
Google Scholar

Arnfield R. (2015), The Customer’s Journey: Transforming the Branch Network, “ATM Marketplace”, Networld Media Group, pp. 2–7.
Google Scholar

Arnfield R. (2016), Transforming the Bank Customer Experience for the Digital Revolution, “ATM Marketplace”, Networld Media Group, pp. 3–9.
Google Scholar

Ayadi R., Groen W. P. de, Sassi I., Mathlouthi W., Rey H., Aubty O. (2016), Bank Business Monitor 2015. Europe, HEC Montreal, International Research Centre on Cooperative Finance, Montreal.
Google Scholar

Ballon P. (2007), Business Modelling Revisited: The Configuration of Control and Value, “The Journal of Policy, Regulation and Strategy for Telecommunications, Information and Media”, vol. 9, no. 5, pp. 6–19.
Google Scholar

Birkinshaw J., Ansari S. (2015), Understanding management models: going beyond “what” and “why” to “how” work gets done in organizations, [in:] N. J. Foss, T. Saebi (eds.), Business Model Innovation: the Organizational Dimension, Oxford University Press, Oxford, pp. 85–103.
Google Scholar

Blount Y. (2010), Employee Management and Service Provision: A Conceptual Framework, “Information Technology and People”, vol. 24, no. 2, pp. 134–157.
Google Scholar

BMO Wealth Institute (2014), Wealth Generation. The Financial Challenges for Generations X & Y, BMP Wealth Institute Report, Canadian Edition, http://www.bmo.com/wealthinstitute [accessed: 2.01.2019].
Google Scholar

Capgemini (2008), World Retail Banking Report, pp. 45–46, https://www.capgemini.com/resources/world_retail_banking_report_2008/ [accessed: 30.12.2018].
Google Scholar

Casadesus‑Masanel R., Ricart J. E. (2007), Competing Through Business Models, “IESE Business School Working Paper”, http://ssrn.com/abstract=1115201 [accessed: 30.12.2018] or http://dx‑.doi.org/10.2139/ssrn.1115201.
Google Scholar

CFSA (2015), Top 10 Trends in Banking in 2016, Capgemini Financial Services Analysis, pp. 4–5, http://www.capgemini.com [accessed: 15.06.2016].
Google Scholar

Delafrooz N., Taleghani M., Taghineghad M. (2013), The Impact of Service Innovation on Customer Satisfaction, “International Journal of Marketing and Technology”, vol. 3, no. 5, pp. 127–144.
Google Scholar

Deloitte (2012), Wyniki badania doświadczenia klienta w relacji z bankami w Polsce. Europejski Kongres Finansowy, https://www.efcongress.com/sites/default/files/m.dubno_wynikibadaniadoswiadczeniaklienta.pdf [accessed: 31.01.2019].
Google Scholar

Demil B., Lecocq X., Ricart J. E., Zott C. (2015), Introduction to the SEJ Special Issue on business models: business models within the domain of strategic entrepreneurship, “Strategic Entrepreneurship Journal”, vol. 9, issue 1, pp. 1–11.
Google Scholar

Dubosson‑Torbay M., Osterwalder A., Pigneur Y. (2002), E‑Business Model Design, Classification, and Measurements, “Thunderbird International Business Review”, vol. 44, no. 1, pp. 5–23.
Google Scholar

Durkin M., Mulholland G., McCartan A. (2015), A Socio‑Technical Perspective on Social Media Adoption: A Case From Retail Banking, “International Journal of Bank Marketing”, vol. 33, no. 7, pp. 944–962.
Google Scholar

EBA (2014), Opinion Paper on Next Generation Alternative Retail Payment (e‑AP) User Requirements, Euro Banking Association, Paris.
Google Scholar

Ernst & Young (2015), Imagining the Digital future. How digital themes are transforming companies across industries, http://www.ey.com/Publication/vwLUAssets/EY‑imagining‑the‑digital‑future/$FILE/EY‑imagining‑the‑digital‑future.pdf [accessed: 30.09.2018].
Google Scholar

Evans S., Vladimirova D., Holgado M., VanFossen K., Yang M., Silva E. A., Barlow C. Y. (2017), Business Model Innovation for Sustainability: Towards a Unified Perspective for Creation of Sustainable Business Models, “Business Strategy and the Environment”, vol. 26, pp. 597–608.
Google Scholar

First Data Corporation (2010), Tapping Into Generation Y: Nine Ways Community Financial Institutions Can Use Technology to Capture Young Customers, A First Data White Paper.
Google Scholar

Framé M., Vouldis A. (2017), Business models of the banks in the euro area, “Working Papers Series”, European Central Bank, http://dx.doi.org/10.2866/386225.
Google Scholar

Hanna R., Rohm A., Crittenden V. L. (2011), We’re all connected: The power of the social media ecosystem, “Elsevier Business Horizons”, vol. 54, pp. 265–273.
Google Scholar

Hes A., Jílková P. (2016), Position of Low‑Cost Banks on the Financial Market in the Czech Republic, “European Research Studies”, vol. XIX, issue 4, pp. 42–52.
Google Scholar

Honebein P. C., Cammarano R. F. (2006), Customers at Work, “Marketing Management”, vol. 15, no. 8, pp. 26–31.
Google Scholar

Jansen W., Steenbakker W., Jägers, H. (2017), New Business Models for the Knowledge Economy, Routledge, Taylor & Francis Group, London–New York.
Google Scholar

Japparova I., Rupeika‑Apoga R. (2017), Banking Business Models of the Digital Future: The Case of Latvia, “European Research Studies”, vol. XX, issue 3A, pp. 846–860.
Google Scholar

Johnson M. W., Christensen C. C., Kagermann H. (2008), Reinventing your business model, “Harvard Business Review”, vol. 86, no. 12, pp. 50–59.
Google Scholar

Kaplan A. M., Haenlein M. (2010), Users of The World, Unite! The Challenges and Opportunities of Social Media, “Business horizons”, vol. 53, no. 1, pp. 59–68.
Google Scholar

Klimontowicz M., Derwisz K. (2016), Mobile Technology on Retail Banking Market, European Financial Systems 2016. Proceedings of the 13th International Scientific Conference, Masaryk University, Brno.
Google Scholar

Klimontowicz M., Harasim J. (2017), Socio‑Demographic Factors Influencing Bank’s Business Model Development, [in:] G. Hofbauer, M. Klimontowicz (eds.), Challenges, Research and Perspectives 2016: Europe in a Changing World, Uni‑edition, Berlin, pp. 24–36.
Google Scholar

Kobler D., Bucherer S., Schlotmann J. (2016), Banking business model of the future, https://www2.deloitte.com/lu/en/pages/investment‑management/articles/banking‑business‑models‑of‑the‑future.html [accessed: 30.09.2018].
Google Scholar

Kumar A., Saxena A., Suvarna V. K., Ravat V. (2016), Top 10 Trends in Banking in 2016, Capgemini, https://www.capgemini.com/wp‑content/uploads/2017/07/banking_top_10_trends_2016.pdf [accessed: 15.04.2017].
Google Scholar

Magretta J. (2002), Why Business Models Matter, “Harvard Business Review”, vol. 80, no. 5, p. 86–92, 133.
Google Scholar

Martino P., Schaffner J. (2015), Impact of digital transformation on banking operating models, “Capgemini Inside Magazine”, issue 8, https://www2.deloitte.com/content/dam/Deloitte/lu/Documents/financial‑services/Banking/lu‑impact‑digital‑transformation‑banking‑operating‑models.pdf [accessed: 30.09.2018].
Google Scholar

Massa L., Tucci C. L., Afuah A. (2017), A critical assessment of business model research, “Academy of Management Annals”, vol. 11, no. 1, pp. 73–104.
Google Scholar

Mayfield A. (2008), What is Social Media?, e‑book from iCrossing.
Google Scholar

Morris M., Schindehutte M., Allen J. (2005), The entrepreneur’s business model: Toward a unified perspective, “Journal of Business Research”, vol. 58, pp. 726–735.
Google Scholar

Murray L., Durkin M., Worthington S., Clark V. (2014), From Discrete to Relational Tweeting: on The Integration of Twitter into Relationship Banking, “Journal of Financial Services Marketing”, vol. 19, no. 4, pp. 277–290.
Google Scholar

Nosowski A. (2010), Bankowe modele biznesowe – ewolucja czy innowacja (Banks’ Business Models – Evolution or Innovation), “Annales Universitatis Mariae Curie‑Skłodowska. Sectio H”, vol. 44, no. 2, pp. 157–167.
Google Scholar

Nosowski A. (2012), Modele, strategie i metody zarządzania w instytucjach kredytowych (Models, Strategies and Management Methods in Credit Institutions), [in:] A. Gospodarowicz, A. Nosowski(eds.), Zarządzanie Instytucjami kredytowymi (The Management of Credit Institutions), Wydawnictwo C. H. Beck, Warszawa, pp. 36–126.
Google Scholar

Osterwalder A, Pigneur Y. (2005), Clarifying Business Models: Origins, Present, and Future of The Concept, “Communications of AIS”, vol. 16, pp. 1–25.
Google Scholar

Papagiannidis S., Bourlakis M. (2015), Social Media: A Revolution in Communication, “Technological Forecasting and Social Change”, vol. 95, pp. 1–2.
Google Scholar

Persson A. (2013), Profitable Customer Management: Reducing Costs By Influencing Customer Behavior, “European Journal of Marketing”, vol. 47, no. 5/6, pp. 857–876.
Google Scholar

Priem R. L., Wenzel M., Koch J. (2018), Demand‑side strategy and business models: Putting value creation for consumers center stage, “Long Range Planning”, vol. 51, pp. 22–31.
Google Scholar

Pyka I. (ed.) (2013), Bankowość komercyjna (Commercial banking), Wydawnictwo Uniwersytetu Ekonomicznego w Katowicach, Katowice.
Google Scholar

Ritter T. (2014), Alignment Squared: Driving Competitiveness and Growth through Business Model Excellence, CBS Competitive Platform, Copenhagen.
Google Scholar

Roengpitya R., Tarashev N., Tsatsaronis K. (2014), Bank business models, “BIS Quarterly Review”, December, pp. 55–65.
Google Scholar

Saebi T., Foss N. J. (2014), Business Models for Open Innovation: Matching Heterogenous Open Innovation Strategies with Business Model Dimensions, “European Management Journal”, https://research.cbs.dk/en/publications/business‑models‑for‑open‑innovation‑matching‑heterogeneous‑open‑i–2 [accessed: 30.09.2018].
Google Scholar

Santos J., Spector B., Heyden L. van der (2009), Toward a Theory of Business Model Innovation with Incumbent Firms, Working paper no. 2009/16/ EFE/ST/TOM, INSEAD, Fontainebleau, France.
Google Scholar

Shafer M., Smith H. J., Linder J. (2005), The power of business models, “Business Horizons”, vol. 48, pp. 199–207.
Google Scholar

Symons M., Wright T., Ott J. (2007), The Customer‑Led Bank: How to Retain Customers and Boost Top‑Line Growth, “Journal of Business Strategy”, vol. 28, no. 6, pp. 4–12.
Google Scholar

Teece D. J. (2010), Business models, business strategy and innovation, “Long Range Planning”, vol. 43, issue 2–3, pp. 172–194.
Google Scholar

Teece D. J. (2018), Business models and dynamic capabilities, “Long Range Planning”, vol. 51, pp. 40–49.
Google Scholar

Thalassinos I. E. (2008), Trends and Developments in the European Financial Sector, “European Financial and Accounting Journal”, vol. 3, issue 3, pp. 44–61.
Google Scholar

Thalassinos I. E., Venediktova B., Staneva‑Petkova D. (2013), Way of Banking Development Abroad: Branches or Subsidiaries, “International Journal of Economics and Business Administration”, vol. 1, issue 3, pp. 69–78.
Google Scholar

Thomkus M. (2014), Identifying Business Models of Banks: Analysis of Biggest Banks from Europe and United States of America. Cluster analysis of business model identifying variables, Aarhus University, Department of Economics and Business, Aarhus.
Google Scholar

Vlasov A. V. (2017), The Evolution of E‑Money, “European Research Studies”, vol. XX, issue 1, pp. 215–224.
Google Scholar

Weinberg B. D., Pehlivan E. (2011), Social Spending: Managing The Social Media Mix, “Elsevier Business Horizons”, vol. 54, pp. 275–282.
Google Scholar

Wieland H., Vargo S. L., Hartmann N. N. (2017), Business models as service strategy, “Journal of the Academy of Marketing Science”, vol. 45, pp. 925–943, http://dx.doi.org/10.1007/s11747–017–0531‑z.
Google Scholar

Williams K. C., Page A. R. (2011), Marketing to Generation, “Journal of Behavioral Studies in Business”, vol. 3, April, http://www.aabri.com/jbsb.html [accessed: 30.09.2018].
Google Scholar

Wirtz B. W., Pistoia A., Ullrich S., Gottel V. (2016), Business models: origin, development and future research perspectives, “Long Range Planning”, vol. 49, issue 1, pp. 36–54.
Google Scholar

Zott C., Amit R. (2008), The Fit Between Product Market Strategy and Business Model: Implications for Firm Performance, “Strategic Management Journal”, vol. 29, no. 1, pp. 1–26.
Google Scholar

Zott C., Amit R. (2010), Business Model Design: An Activity System Perspective, Long Range Planning, “Business Models”, vol. 43, no. 2–3, pp. 216–226.
Google Scholar

Zott C., Amit R., Massa L. (2011), The Business Model: Recent Developments and Future Research, “Journal of Management”, vol. 37, no. 4, pp. 1019–1042.
Google Scholar

Downloads

Published

2019-04-04

How to Cite

Klimontowicz, M., & Harasim, J. (2019). Mobile Technology as Part of Banks’ Business Model. Acta Universitatis Lodziensis. Folia Oeconomica, 1(340), 73–90. https://doi.org/10.18778/0208-6018.340.05

Issue

Section

Articles

Similar Articles

<< < 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 > >> 

You may also start an advanced similarity search for this article.