Tyler, K. and Stanley, E. 2001. Corporate banking: the strategic impact of boundary spanner effectiveness. International Journal of Bank Marketing. 19 (6), pp. 246-261. https://doi.org/10.1108/EUM0000000006023
| Title | Corporate banking: the strategic impact of boundary spanner effectiveness |
|---|---|
| Authors | Tyler, K. and Stanley, E. |
| Abstract | 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. |
| Keywords | Banking, Banks, Business-to-business marketing |
| Journal | International Journal of Bank Marketing |
| Journal citation | 19 (6), pp. 246-261 |
| ISSN | 0265-2323 |
| Year | Nov 2001 |
| Digital Object Identifier (DOI) | https://doi.org/10.1108/EUM0000000006023 |
| Web address (URL) | http://www.emeraldinsight.com/10.1108/EUM0000000006023 |
| Publication dates | |
| Published | Nov 2001 |