Corporate banking: the strategic impact of boundary spanner effectiveness

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.

TitleCorporate banking: the strategic impact of boundary spanner effectiveness
AuthorsTyler, K. and Stanley, E.
Abstract

Banks’ 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.

KeywordsBanking, Banks, Business-to-business marketing
JournalInternational Journal of Bank Marketing
Journal citation19 (6), pp. 246-261
ISSN0265-2323
YearNov 2001
Digital Object Identifier (DOI)doi:10.1108/EUM0000000006023
Web address (URL)http://www.emeraldinsight.com/10.1108/EUM0000000006023
Publication dates
PublishedNov 2001

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