Titlebook: Customer Value Generation in Banking; The Zurich Model of Stefanie Auge-Dickhut,Bernhard Koye,Axel Liebetrau Book 2016 Springer Internatio

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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.

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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

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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

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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

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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

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