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Case
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Reference no. 314-344-1
Authors: Garima Ratna
Published by: Amity Research Centers
Published in: 2014
Length: 13 pages
Data source: Published sources

Abstract

Digital technologies were impacting every aspect and sector of business, and banking systems were no exception. The only difference was that banks were more resilient to change than others. The security concerns, legacy issues, low customer turnover and minimum competition were slowing down the digitisation process in the banking industry. However, banks could ill afford the delay in their digitisation efforts as the cost of not adopting the digital platform was exorbitant. The millennials that the contemporary banks had to cater wanted their bank to be omnipresent and omnichannel. These ‘digital natives’ did banking on mobiles and could be better engaged through social media. But then, the ‘digital’ journey of banks was laden with many issues-lack of clear and visionary digital strategy, lack of expertise to leverage digital platform and employees who were ill equipped to handle the change. In addition there were questions regarding the exact ROI on ‘going digital’. Challenges notwithstanding, banks had already initiated their digital transformation process and the moot question was whether these strides were in the right direction? Banks had to seek answers to many questions-what would be the dynamics of customer relations on digital platform, which technology to focus and invest upon, what could be the business model for digital savvy customers?
Location:
Industry:
Other setting(s):
2014

About

Abstract

Digital technologies were impacting every aspect and sector of business, and banking systems were no exception. The only difference was that banks were more resilient to change than others. The security concerns, legacy issues, low customer turnover and minimum competition were slowing down the digitisation process in the banking industry. However, banks could ill afford the delay in their digitisation efforts as the cost of not adopting the digital platform was exorbitant. The millennials that the contemporary banks had to cater wanted their bank to be omnipresent and omnichannel. These ‘digital natives’ did banking on mobiles and could be better engaged through social media. But then, the ‘digital’ journey of banks was laden with many issues-lack of clear and visionary digital strategy, lack of expertise to leverage digital platform and employees who were ill equipped to handle the change. In addition there were questions regarding the exact ROI on ‘going digital’. Challenges notwithstanding, banks had already initiated their digital transformation process and the moot question was whether these strides were in the right direction? Banks had to seek answers to many questions-what would be the dynamics of customer relations on digital platform, which technology to focus and invest upon, what could be the business model for digital savvy customers?

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Location:
Industry:
Other setting(s):
2014

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