By Florian Mueller
Not in basic terms have the worldwide monetary challenge, a altering regulatory atmosphere, expanding aggressive strain, and adjustments in consumer habit created an total tough setting for banking associations, yet they've got additionally elevated the strain on their revenues functionality. in accordance with the result of three hundred interviews with revenues executives of banks in Germany, Florian Mueller empirically investigates how retail, inner most, and company banking associations have to organize their revenues administration regulate approach according to their particular setting, company process, and organizational features in an effort to raise performance.
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Extra info for Sales Management Control Strategies in Banking: Strategic Fit and Performance Impact
Sample text
24) (cf. Wagner, 1999, p. 29; Salmen, 2003, p. 93). While the private banking clients value a constant advisor for example, who offers them an individual service and multioptional packages at an appropriate price, retail banking customers for example require 24 2 Banking in Germany a 24/7 availability with little waiting times to obtain standardized services and products at a competitive price (cf. Salmen, 2003, p. 93). 7: Sample Structure of a Private Banking Division 1 Decentralized Private Banking Advisors 2 Decentralized Private Banking Branches Branch Branch Manager Branch Manager Retail Head of Private Banking PBPB Branch Branch PB Manager Branch Manager Manager Manager Private Banking Banking Advisor Advisor Centralized Private Banking Department Sample Private Banking Branch Sample Branch Private Banking Advisor Private 3 Team Leader Team Leader Team Leader Retail Corporate Banking Advisor Corporate Corporate Banking Banking Advisor Advisor Team Leader Private Banking Private Advisor Banking Private Advisor g Banking Advisor Private Private … Banking Banking Private Private Advisor Banking Advisor Banking Private Private Advisor g Banking Advisor Advisor g Banking Advisor Retail Retail Retail Retail Banking Banking Banking Retail Retail Retail Banking Banking Banking Advisor Banking Advisor Banking Advisor …… Banking Advisor Advisor Advisor Advisor Advisor Advisor … Team Leader Private Banking Advisor Private Banking Advisor Private Banking Advisor Private Banking Advisor … … … Primary y Responsibility p y for Private Banking g Source: Own illustration.
3 Terminological, Conceptual, and Theoretical Basics Before the design of the actual research framework and analysis of the empirical data, a common understanding of the terminology, concepts, and theory underlying this study is required. 1 not only depicts the general notion of strategy, strategic management, and the configurational school but also more specifically the two dimensions of a bank’s business strategy: sales and advice orientation. 2 outlines the key element of this study - sales management control.
36). Its success9 is thereby attributable to a combination of factors: its “unique business model as a direct bank, its concentration on a small number of retail products and its mass marketing of the teaser Extra-Konto, coupled with the fact that, at the time when this approach was being implemented, Germany was an ideal environment for it” (Güttler and Hackethal, 2006, p. 2). Additionally, due to its cost advantages, ING-DiBa is able to offer its products at conditions that the retail banks, which are burdened with cost of their branch network, have difficulties competing with (cf.
