標(biāo)題: Titlebook: Customer Value Generation in Banking; The Zurich Model of Stefanie Auge-Dickhut,Bernhard Koye,Axel Liebetrau Book 2016 Springer Internatio [打印本頁(yè)] 作者: 要求 時(shí)間: 2025-3-21 16:53
書(shū)目名稱(chēng)Customer Value Generation in Banking影響因子(影響力)
書(shū)目名稱(chēng)Customer Value Generation in Banking影響因子(影響力)學(xué)科排名
書(shū)目名稱(chēng)Customer Value Generation in Banking網(wǎng)絡(luò)公開(kāi)度
書(shū)目名稱(chēng)Customer Value Generation in Banking網(wǎng)絡(luò)公開(kāi)度學(xué)科排名
書(shū)目名稱(chēng)Customer Value Generation in Banking被引頻次
書(shū)目名稱(chēng)Customer Value Generation in Banking被引頻次學(xué)科排名
書(shū)目名稱(chēng)Customer Value Generation in Banking年度引用
書(shū)目名稱(chēng)Customer Value Generation in Banking年度引用學(xué)科排名
書(shū)目名稱(chēng)Customer Value Generation in Banking讀者反饋
書(shū)目名稱(chēng)Customer Value Generation in Banking讀者反饋學(xué)科排名
作者: perjury 時(shí)間: 2025-3-21 20:16 作者: 外觀 時(shí)間: 2025-3-22 01:00
Undergraduate Texts in Mathematicse to change. The danger is that banks might wish to shape the future using their existing thought patterns, and thus fall into thought traps. And there is the further danger of being undermined by companies whose business models are based on new thought patterns.作者: intention 時(shí)間: 2025-3-22 07:10 作者: Dissonance 時(shí)間: 2025-3-22 12:17
A Field Guide to Tropical Plant Familieshe PC they sought more flexible data processing, and before the advent of the iPhone the integrated use of all data. This chapter outlines the trends that influence customers (see Sect. 1.1) and the “blunders” intrinsic to the development of a modern understanding of the customer (see Sect. 1.2).作者: CROAK 時(shí)間: 2025-3-22 15:20
Customers: Unknown Entities!he PC they sought more flexible data processing, and before the advent of the iPhone the integrated use of all data. This chapter outlines the trends that influence customers (see Sect. 1.1) and the “blunders” intrinsic to the development of a modern understanding of the customer (see Sect. 1.2).作者: CROAK 時(shí)間: 2025-3-22 20:01
Book 2016ation and a volatile economic environment. This book provides an in-depth understanding of the underlying logic of 21st century’s banking environment and helps to develop a roadmap for the successful transformation of contemporary business models. The authors introduce the ‘Zurich model for a custom作者: inconceivable 時(shí)間: 2025-3-22 23:18
2192-8096 l.Includes an exclusive chapter on systemic change managemen.The banking sector is undergoing a process of fundamental transformation – mainly due to the challenges of digitalization, insistent customers, regulation and a volatile economic environment. This book provides an in-depth understanding of作者: Supplement 時(shí)間: 2025-3-23 02:38
Platon Monokroussos,Dimitrios D. Thomakosir business models can be transformed in the future. Are the existing business models still suitable? What instruments can banks use in order to successfully manage the metamorphosis of their business models?作者: 泥沼 時(shí)間: 2025-3-23 07:08
Platon Monokroussos,Dimitrios D. Thomakosct of this chapter. Business management instruments that allow firms to detect trends that are relevant to success and to derive the right consequences for their own business model, will first be shown in their classic form, before being expanded by the dimensions that are necessary for the successful analysis of the trends of the digital age.作者: 變白 時(shí)間: 2025-3-23 11:47 作者: finite 時(shí)間: 2025-3-23 14:06 作者: ENNUI 時(shí)間: 2025-3-23 18:45
Management Toolsct of this chapter. Business management instruments that allow firms to detect trends that are relevant to success and to derive the right consequences for their own business model, will first be shown in their classic form, before being expanded by the dimensions that are necessary for the successful analysis of the trends of the digital age.作者: nonsensical 時(shí)間: 2025-3-23 22:15 作者: terazosin 時(shí)間: 2025-3-24 06:01 作者: garrulous 時(shí)間: 2025-3-24 06:30
Business Models of Banksndent asset managers (Koye 2005a). Classically, the business model of a bank consisted of a price/performance configuration, which was usually provided entirely by the same bank. Only the independent asset manager focussed solely on providing customer advice and drew all other services from other banks.作者: 相符 時(shí)間: 2025-3-24 10:41 作者: 核心 時(shí)間: 2025-3-24 16:52
Stefanie Auge-Dickhut,Bernhard Koye,Axel LiebetrauOffers a framework for the development of business models of banks.Shows how customer value is created in banks, focusing on the Zurich model.Includes an exclusive chapter on systemic change managemen作者: Gnrh670 時(shí)間: 2025-3-24 22:53 作者: MITE 時(shí)間: 2025-3-25 00:56
Customer Value Generation in Banking978-3-319-19938-2Series ISSN 2192-8096 Series E-ISSN 2192-810X 作者: lattice 時(shí)間: 2025-3-25 05:54 作者: Parabola 時(shí)間: 2025-3-25 09:43
https://doi.org/10.1007/978-981-13-1975-4ndent asset managers (Koye 2005a). Classically, the business model of a bank consisted of a price/performance configuration, which was usually provided entirely by the same bank. Only the independent asset manager focussed solely on providing customer advice and drew all other services from other banks.作者: happiness 時(shí)間: 2025-3-25 12:26
https://doi.org/10.1007/978-1-4419-8554-5w can banks meet these external demands internally? Convincing large organisations to change is always a difficult subject. By now change management has become a specialist field in itself, and countless books are concerned with its theoretical and practical aspects.作者: Landlocked 時(shí)間: 2025-3-25 18:50 作者: 預(yù)知 時(shí)間: 2025-3-25 20:54
https://doi.org/10.1007/978-1-349-02360-8Once the decision has been made to change—which is always connected to the disappointment of having to admit this necessity for change to oneself and others—, a process begins that should lead from the current situation to the target situation.作者: Anterior 時(shí)間: 2025-3-26 02:04 作者: 斜 時(shí)間: 2025-3-26 05:49 作者: HUSH 時(shí)間: 2025-3-26 09:46 作者: 圓錐 時(shí)間: 2025-3-26 14:58
978-3-319-36879-5Springer International Publishing Switzerland 2016作者: RACE 時(shí)間: 2025-3-26 16:55
A Field Guide to Tropical Plant Familiesur in the digital age. The danger here is that the experiences of the past may be perpetuated. But even where it is possible to approach the customer in an innovative manner, there is still no guarantee that future-viable solutions will emerge. Customers cannot be expected to know in advance the inn作者: Ankylo- 時(shí)間: 2025-3-26 23:33
A Field Guide to Tropical Plant Familiesnces can be conducted only specifically to each institute. Yet it is important to realise that time is running out. The reason for this is that a constantly growing number of customers is becoming ever more refractory are willing to switch.作者: mechanism 時(shí)間: 2025-3-27 02:24
Platon Monokroussos,Dimitrios D. Thomakosal services in the digital age were also made clear. It is therefore high time for banks that have been successful until now to ask themselves how their business models can be transformed in the future. Are the existing business models still suitable? What instruments can banks use in order to succe作者: 出沒(méi) 時(shí)間: 2025-3-27 09:08
Platon Monokroussos,Dimitrios D. Thomakos enable future success potential beyond the next couple of years. Tools suited to the digital age are required for this purpose, and that is the subject of this chapter. Business management instruments that allow firms to detect trends that are relevant to success and to derive the right consequence作者: 不能和解 時(shí)間: 2025-3-27 10:28 作者: chlorosis 時(shí)間: 2025-3-27 14:28
https://doi.org/10.1007/978-981-13-1975-4autonomy, customers expect to interact with their bank as equals. Therefore, in the following section the connection between customer success, bank success and shareholder value will be presented in the context of the win-win cycle. Then the influence of satisfied and loyal customers on bank success作者: Accomplish 時(shí)間: 2025-3-27 20:03 作者: 生命 時(shí)間: 2025-3-27 23:16 作者: 考得 時(shí)間: 2025-3-28 04:15
Customers: Unknown Entities!ur in the digital age. The danger here is that the experiences of the past may be perpetuated. But even where it is possible to approach the customer in an innovative manner, there is still no guarantee that future-viable solutions will emerge. Customers cannot be expected to know in advance the inn作者: 制定 時(shí)間: 2025-3-28 08:34 作者: osteocytes 時(shí)間: 2025-3-28 14:06 作者: rectum 時(shí)間: 2025-3-28 17:38 作者: 可以任性 時(shí)間: 2025-3-28 19:02
Business Models of Banksndent asset managers (Koye 2005a). Classically, the business model of a bank consisted of a price/performance configuration, which was usually provided entirely by the same bank. Only the independent asset manager focussed solely on providing customer advice and drew all other services from other ba作者: 作嘔 時(shí)間: 2025-3-29 01:55 作者: ascend 時(shí)間: 2025-3-29 04:53 作者: hankering 時(shí)間: 2025-3-29 08:57
The Zurich Model of Customer-Centricityrk for deriving the perfectly tailored consequences of the influencing factors outlined in this book, for every single bank. In the digital age, the fundamentals of successful banking business models have changed drastically, as the knowledge advantage of the banks over customers has eroded and the 作者: 老巫婆 時(shí)間: 2025-3-29 14:43
1613-5237 is not very likely that Buchberger was directly influenced by ideas from combinatorial group theory, but his famous algorithm bears resemblance to Nielsen‘s method, although in a more sophisticated form.978-1-4419-2344-8978-0-387-21724-6Series ISSN 1613-5237 Series E-ISSN 2197-4152 作者: synchronous 時(shí)間: 2025-3-29 16:55 作者: 熒光 時(shí)間: 2025-3-29 21:58 作者: 膠水 時(shí)間: 2025-3-30 01:12
Ian Carr,Digby Fairweather,Brian Priestleyabei einer Auffassung des Verh?ltnisses von Genese und Resultat verpflichtet, die Kluge nicht nur in vielen seiner Prosatexte und Filme anklingen l??t, sondern die er auch, zusammen mit Oskar Negt, in theoretischem Zusammenhang in dem Buch ?Geschichte und Eigensinn? formuliert hat [171].
