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Financial Services Sector (financial + services_sector)
Selected AbstractsEmerging perspectives on customer relationships, interactions and loyalty in Irish retail financial servicesJOURNAL OF CONSUMER BEHAVIOUR, Issue 2 2006Deirdre O'Loughlin This paper presents the key findings in relation to current consumer perspectives on the role of relationships, the nature of loyalty and types of customer interaction from an in-depth qualitative consumer study of Irish retail banking. Although the literature proposes that the RM approach is particularly applicable to the financial services sector, the research findings identify key supply and demand-related changes within Irish financial services and raise questions as to the appropriateness of general RM theory to the current nature of interaction between consumers and their financial suppliers. Key customer factors such as low involvement, apathy and dissatisfaction have resulted in much apparent customer loyalty actually being spurious. More important for customers in this study was how convenient the bank was for their lifestyle. In an age in which increased depersonalisation and automation impact upon the nature of consumer-supplier interaction and service delivery, it would appear that the concepts of relationship and loyalty need to be fundamentally re-examined and their role and relevance within current retail financial services re-appraised. Copyright © 2006 John Wiley & Sons, Ltd. [source] Firm characteristics and location: The case of the institutional investment advisory industry in the United States, 1983,1996PAPERS IN REGIONAL SCIENCE, Issue 1 2000John E. Bodenman Institutional investment advisors; financial services; location Abstract. This article examines the locational dynamics of the institutional investment advisory industry in the United States, 1983,1996, focusing on the factors and firm characteristics that account for institutional investment management firms' location. The institutional investment advisory industry, one of the fastest growing industries in the financial services sector, includes firms that manage the securities portfolios of institutional clients (e.g., corporate pension funds) for a fee. Descriptive and logit analyses are used to identify, compare and contrast those factors and firm characteristics associated with firm location outside (versus inside) the traditional investment management core. The findings presented in this article diminish the notion that access to a skilled financial services labor pool and a high-quality and diversified transportation and communications infrastructure is only available in the traditional core. [source] Developing Conceptualisations of Europeanisation: A Study of Financial ServicesPOLITICS, Issue 1 2004Kerry E. Howell In its most explicit form Europeanisation is conceptualised as the process of downloading European Union (EU) directives, regulations and institutional structures to the domestic level. However, this conceptualisation of Europeanisation has been extended in the literature in terms of up-loading to the EU shared beliefs, informal and formal rules, discourse, identities and vertical and horizontal policy transfer. This article undertakes a study of banking, investment and insurance directives to analyse the impact of Europeanisation on the UK financial services sector. [source] Transformation Charters in Contemporary South Africa: The Case of the ABSA Group LimitedBUSINESS AND SOCIETY REVIEW, Issue 2 2008BINDU ARYA ABSTRACT Over the past decade, strategy and international business scholars have increasingly turned their attention to assessing how alterations in institutional arrangements in former centrally planned economies influence enterprise-level strategies. Little is known about the strategic responses of organizations operating in countries going through institutional transformation related to social issues. Since the first democratic elections in 1994, the South African government has focused on addressing the inequalities of the past through what is known as Black Economic Empowerment (empowerment of historically disadvantaged black people). In this paper, we investigate the approach used by the Amalgamated Banks of South Africa (ABSA) Group Limited, one of the top four banks and an important player in the South African financial services sector, in formulating and implementing strategy to ensure successful and sustainable organizational transformation. A key component of ABSA's Black Economic Empowerment strategy is incorporation of transformation as a business imperative and not merely as a compliance requirement. [source] | |||||||||||||