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dc.contributor.authorPlé, Loïc
dc.date.accessioned2009-06-18T15:12:34Z
dc.date.available2009-06-18T15:12:34Z
dc.date.issued2006
dc.identifier.urihttps://basepub.dauphine.fr/handle/123456789/356
dc.language.isoenen
dc.subjectRetail bankingen
dc.subjectDistributionen
dc.subjectMarketing channelsen
dc.subjectConsumer behavioren
dc.subjectComportement du consommateuren
dc.subjectEtudes du consommateuren
dc.subject.ddc658.8en
dc.subject.classificationjelG21en
dc.subject.classificationjelM31en
dc.titleManaging multichannel coordination in retail banking: the impact of customer participationen
dc.typeArticle accepté pour publication ou publié
dc.description.abstractenThe purpose of this research is to explore the combining of marketing and organizational literature. This paper seeks to evaluate the relationships between multichannel coordination and customer participation, as seen through the lens of potential customer opportunism. It aims at showing the impact of this opportunism on the organizational design of multiple channels structures. Design/methodology/approach – The research reports on an exploratory case study in a French retail bank. A total of 25 in-depth interviews were conducted, and the use of other sources enabled data triangulation. Findings – The results show first that an increase in the number of distribution channels is liable to favor customer opportunistic behavior. To counter this, the bank mainly relies on impersonal coordination modes. An emerging result highlights the role of the customer as a ‘perceptual filter’ between the different channels of employees. Research limitations/implications – Customer opportunism is studied via channels employees perceptions. An investigation using a customer survey may help to better understand this construct, e.g. to identify its antecedents, and to measure it precisely. Moreover, further qualitative and/or quantitative studies with larger sample sizes are needed to try and generalize these results. Practical implications – It is recommended not to forget that customers can facilitate or hinder multichannel coordination. Retail banks have the power to use them conveniently, provided that they are fully conscious of the scope of the ‘partial employee’ role played by the customer. Originality/value – This paper broadens understanding of how multichannel distribution structures are coordinated, and in a way belies traditional organizational design literature. The emerging result gives birth to the concept of ‘reversed interactive marketing’, which has interesting...en
dc.relation.isversionofjnlnameInternational Journal of Bank Marketing
dc.relation.isversionofjnlvol24en
dc.relation.isversionofjnlissue5en
dc.relation.isversionofjnldate2006
dc.relation.isversionofjnlpages327-345en
dc.relation.isversionofdoihttp://dx.doi.org/10.1108/02652320610681756en
dc.description.sponsorshipprivateouien
dc.relation.isversionofjnlpublisherEmeralden
dc.subject.ddclabelMarketingen


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