Banking: Literature

The tech revolution of the 1990s forever altered the competitive landscape for financial services companies. Today's interconnected firms face a business environment that challenges them on multiple levels.

This survey identifies current practices, captures significant trends and establishes operational performance benchmarks in five key areas of supply chain management (SCM): new product development, supply chain planning, customer order management, procurement and logistics.

With domestic and foreign competitors encroaching and both private and governmental shareholders seeking additional capital, China's mid-tier banks are struggling to improve their financial standing and fund future growth. The credit card business seems to offer a plausible answer.

Research at the IBM Institute for Business Value sheds light on how firms can best position themselves to increase retail payments revenues - today and in the future - with an analysis of key trends in the challenging retail payments landscape.

Data from a two-part survey of 138 people in three companies were analysed to discern how trust affects knowledge sharing and how individuals evaluate the trustworthiness of others when seeking knowledge.

To improve the relationship between business and IT, financial services firms need to construct flexible operational models that define how business and IT work together every day and at every level of the organisation.

The race for leadership has become more difficult for companies in all industries. Not only has the competition become tougher, but the very rules of the race are changing. Can companies achieve sustainable advantage in this environment?

In this paper, the IBM Institute for Business Value presents six key competencies and corresponding case studies to guide companies through an assessment of their current strengths in preparation for the future financial services marketplace.

The Basel Capital Accord (Basel II) has profound systems-implications for financial services organisations. For companies with the systems in place to access and utilise far more detailed and precise information, Basel II also provides the opportunity for significant business benefits.

The ceaseless change of new structures, new technologies and new forms of competition drives the retail financial services sector. Seizing the opportunities afforded by change is critical.

A 2002 assessment of web site functionality in financial services sectors indicates sites have progressed tremendously, morphing from marketing tools to interactive, key channels.

Retail banks are feeling the fallout from strategies that, while fueling growth, failed to leverage the rich potential of these institutions' customer-facing channels -- fertile ground for growing and sustaining profitable, long-term relationships.

Banking institutions across America show a striking dichotomy in terms of stock performance. Those that remain at the top of the charts display strategies and attributes that consistently garner shareholder value. These leaders share three distinct characteristics.

Companies in the financial services industry are seeking to determine 'what customers will pay for.' IBM's research and experience in this industry has produced a 'three-wave' model showing how various e-business dynamics are evolving.

E-procurement systems have substantially reduced requisition costs and increased internal efficiencies. But the true benefits result from incorporating procurement into a supply chain strategy and building stronger linkages to suppliers and electronic marketplaces.

Electronic bill presentation and payment (EBPP) has reached a point where companies no longer ask whether they should take strategic advantage of this billing process. They are asking, 'How?'

Faced with the increasingly complicated and changing marketplace, companies of all sizes are finding that two companies working together can often be better than one company competing alone.

Over 200 vendors have developed business-to-business epayment solutions that offer different ways to make Internet-based transactions more reliable, secure and efficient.

The role of the corporate Chief Financial Officer is evolving. CFOs are moving beyond their traditional role of external reporting and are increasingly being asked to help guide and improve business performance. So how are CFOs responding?

This study of 151 Australian CIOs reveals the depth of thinking and strategic direction among those dedicated and determined to make a lasting contribution to the vision of their CEO, increasing the value of IT investments and creating competitive advantage.

While today's newly emerging high net worth (HNW) segments require different degrees of personalisation and service, all require access to their finances when, where and how they want.