طراحی مدل مدیریت تجربه دیجیتال مشتریان در صنعت بانکداری با رویکرد تئوری داده‌بنیاد
محورهای موضوعی : بازاریابی
خان محمد میلانلو
1
,
محمود محمدیان
2
*
,
مهدی نعیمی نظام‌آباد
3
1 - گروه مدیریت، واحد علی‌آباد کتول، دانشگاه آزاد اسلامی، علی‌آباد کتول، ایران
2 - گروه مدیریت، دانشگاه علامه طباطبایی، تهران، ایران
3 - گروه مدیریت، واحد علی‌آباد کتول، دانشگاه آزاد اسلامی، علی‌آباد کتول، ایران
کلید واژه: تحول دیجیتال, بانکداری دیجیتال, مشتری‌گرایی دیجیتال, مدیریت تجربه دیجیتال مشتریان,
چکیده مقاله :
این یک امر پذیرفتنی نزد مدیران شرکت‌ها در سطح جهان است که از طریق یک استراتژی دیجیتالی بازارمحور بتوانند تطابق‌های همسوتری با بازار، منابع و مشتریان ایجاد کنند. در واقع، استراتژی دیجیتالی این امکان را برای سازمان‌ها و کسب و کارها فراهم می‌سازد تا از طریق توسعه بسترهای دیجیتالی بتوانند قابلیت‌عملیاتی در ارتباط با پاسخگویی به چالش‌های گوناگون بازار و مشتریان را افزایش دهند. چیزی که در این باره اهمیت پیدا می‌کند نحوه‌ی طراحی استراتژی و پیاده‌سازی آن در محیطی رقابتی است. هدف این پژوهش، طراحی مدل مدیریت تجربه دیجیتال مشتریان در صنعت بانکداری می‌باشد. روش کیفی بکاربرده‌شده در این تحقیق تئوری داده‌بنیاد بوده است. جهت گردآوری داده‌ها از مصاحبه‌های نیمه‌ساختاریافته با 12 نفر از خبرگان دانشگاهی و بانکی اقدام شد. جهت تحلیل داده‌های مصاحبه از تکنیک کدگذاری مبتنی بر رهیافت استراوس و کربین بهره گرفته شد. یافته‌ها ناظر بر 569 کد باز مشترک مرتبه اول، 121 مقوله مرتبه دوم، 42 مقوله محوری و 6 مقوله گزینشی تعیین خط‌مشی‌های کلان دیجیتالی در DB، ساختار تجربه‌گرای دیجیتال مشتریان در DB، توسعه ارگانیسم درون‌سازمانی دیجیتال‌محور در DB، مدیریت و ارزیابی تحولات فناوارنه و دیجیتالی در DB، جهت‌گیری‌های خاص استراتژیک بانکداری دیجیتال، بهبود مدیریت عملکرد در حوزه‌ی سازمان و مشتری بوده است. یافته‌های فعلی کمک ارزشمندی را برای بانک‌ها ارائه می‌دهد که درنظر دارند تا مدیریت ارتباط با مشتری خود را در بستر دیجیتالی بگنجانند و توسعه دهند. آنچکه یافته‌ها نشان دادند لزوم برخورداری بانک‌ها از سیاست جامع و همه¬جانبه در مواجهات دیجیتالی‌شان در عملیات سازمانی به‌خصوص در تعامل با مشتریان می‌باشد.
It is an acceptable thing for the managers of the companies in the world that through a market-oriented digital strategy, they can create better matches with the market, resources and customers. In fact, the digital strategy provides the possibility for organizations and businesses to increase operational capabilities related to responding to various challenges of the market and customers through the development of digital platforms. What becomes important in this regard is how to design a strategy and implement it in a competitive environment. The purpose of this research is to designing the Digital Customer Experience Management Model in Banking Industry. The qualitative method used in this research was grounded theory. For collecting data, semi-structured interviews were conducted with 12 academic and banking experts. For analyze the interview data was used the coding technique based on Strauss and Corbin's approach. Findings related to 569 first-order communalities open codes, 121 second-order categories, 42 core categories and 6 selective categories had was determination of digital macro policies, customers' digital experiential structure, developing the digital-oriented organism, management and evaluation of digital transformations, digital banking strategic ecosystem, and improvement of digital performance management in the field’s organization and customer. The current findings provide valuable help for banks that are considering including and developing their customer relationship management in a digital platform. What the findings showed is the need for banks to have a comprehensive and comprehensive policy in their digital encounters in organizational operations, especially in interaction with customers.
کریمی، احسان.، شامی زنجانی، مهدی.، کیماسی، مسعود.، و حسن¬زاده، علیرضا. (1398). طراحی چارچوبی برای ارتقای تجربه‌ی دیجیتالی مشتری در بانکداری اینترنتی با تمرکز بر نقاط تماس مشتری. فصلنامه چشم¬انداز مدیریت بازرگانی، 18(40)، 56-36. doi: 10.29252/jbmp.
موسوی، امیر محسن.، و شامی زنجانی، مهدی. (1400). تأثیر بازی‌وارسازی بر تجربه دیجیتال و درگیرسازی مشتری. دوفصلنامه کاوش¬های مدیریت بازرگانی، 13(25)، 418-395. doi: 10.22034/bar.2021.13259.3356.
ناصحی¬فر، وحید.، دهدشتی شاهرخ، زهره.، محمدیان، محمود.، و اله¬وردی، مصطفی. (1400). مدل چندسطحی مدیریت تجربه مشتری در خدمات بانکداری الکترونیکی. فصلنامه تحقیقات بازاریابی نوین، 11(41)، 26-1. doi: 10.22108/nmrj.2021.123556.2158.
Abdelkader, O. A. (2023). ChatGPT's influence on customer experience in digital marketing: Investigating the moderating roles. Heliyon, 9(8). https://doi.org/10.1016/j.heliyon.2023.e18770.
Abdennebi, H. B. (2023). M-banking adoption from the developing countries perspective: A mediated model. Digital Business, 3(2), 100065. https://doi.org/10.1016/j.digbus.2023.100065.
AbedRabbo, M., Hart, C., & Ellis–Chadwick, F. (2021). Do connected town-centre shopping journeys improve town-centre patronage?. International Journal of Retail & Distribution Management, 49(8), 1198-1212. https://doi.org/10.1108/IJRDM-05-2020-0178.
Alalwan, A. A., Baabdullah, A. M., Al-Debei, M. M., Raman, R., Alhitmi, H. K., Abu-ElSamen, A. A., & Dwivedi, Y. K. (2024). Fintech and contactless payment: Help or hindrance? The role of invasion of privacy and information disclosure. International Journal of Bank Marketing, 42(1), 66-93. https://doi.org/10.1108/IJBM-08-2022-0339.
Alnemer, H. A. (2022). Determinants of digital banking adoption in the Kingdom of Saudi Arabia: A technology acceptance model approach. Digital Business, 2(2), 100037. https://doi.org/10.1016/j.digbus.2022.100037.
Barroso, M., & Laborda, J. (2022). Digital transformation and the emergence of the Fintech sector: Systematic literature review. Digital Business, 2(2), 100028. https://doi.org/10.1016/j.digbus.2022.100028.
Batat, W. (2022). What does phygital really mean? A conceptual introduction to the phygital customer experience (PH-CX) framework. Journal of Strategic Marketing, 1-24. https://doi.org/10.1080/0965254X.2022.2059775.
Batat, W., & Hammedi, W. (2022). The extended reality technology (ERT) framework for designing customer and service experiences in phygital settings: a service research agenda. Journal of Service Management, 34(1), 10-33. https://doi.org/10.1108/JOSM-08-2022-0289.
Becker, L., & Jaakkola, E. (2020). Customer experience: fundamental premises and implications for research. Journal of the Academy of Marketing Science, 48, 630-648. https://doi.org/10.1007/s11747-019-00718-x.
Bonfanti, A., Vigolo, V., Yfantidou, G., & Gutuleac, R. (2023). Customer experience management strategies in upscale restaurants: Lessons from the Covid-19 pandemic. International Journal of Hospitality Management, 109, 103416. https://doi.org/10.1016/j.ijhm.2022.103416.
Cenamor, J., Parida, V., & Wincent, J. (2019). How entrepreneurial SMEs compete through digital platforms: The roles of digital platform capability, network capability and ambidexterity. Journal of Business Research, 100, 196-206. https://doi.org/10.1016/j.jbusres.2019.03.035.
Chauhan, S., Akhtar, A., & Gupta, A. (2022). Customer experience in digital banking: A review and future research directions. International Journal of Quality and Service Sciences, 14(2), 311-348. https://doi.org/10.1108/IJQSS-02-2021-0027.
Cusumano, M. A., Gawer, A., & Yoffie, D. B. (2021). Can self-regulation save digital platforms?. Industrial and Corporate Change, 30(5), 1259-1285. https://doi.org/10.1093/icc/dtab052.
Dabić, M., Posinković, T. O., Vlačić, B., & Gonçalves, R. (2023). A configurational approach to new product development performance: The role of open innovation, digital transformation and absorptive capacity. Technological Forecasting and Social Change, 194, 122720. https://doi.org/10.1016/j.techfore.2023.122720.
Gebauer, J., Füller, J., & Pezzei, R. (2013). The dark and the bright side of co-creation: Triggers of member behavior in online innovation communities. Journal of Business Research, 66(9), 1516-1527. https://doi.org/10.1016/j.jbusres.2012.09.013.
Gibson, S., Hsu, M. K., & Zhou, X. (2022). Convenience stores in the digital age: A focus on the customer experience and revisit intentions. Journal of Retailing and Consumer Services, 68, 103014. https://doi.org/10.1016/j.jretconser.2022.103014.
Hodgkinson, I. R., Jackson, T. W., & West, A. A. (2022). Customer experience management: asking the right questions. Journal of Business Strategy, 43(2), 105-114. https://doi.org/10.1108/JBS-07-2020-0158.
Ikeda, K., & Marshall, A. (2019). Strategies for competing in markets enabled by digital platforms. Strategy & Leadership, 47(1), 30-36. https://doi.org/10.1108/SL-10-2018-0097.
Jaziri, D. (2019). The advent of customer experiential knowledge management approach (CEKM): The integration of offline & online experiential knowledge. Journal of Business Research, 94, 241-256. https://doi.org/10.1016/j.jbusres.2018.05.029.
Kamble, S., Rana, N. P., Gupta, S., Belhadi, A., Sharma, R., & Kulkarni, P. (2023). An effectuation and causation perspective on the role of design thinking practices and digital capabilities in platform-based ventures. Technological Forecasting and Social Change, 193, 122646. https://doi.org/10.1016/j.techfore.2023.122646.
Khan, I. U. (2022). How does culture influence digital banking? A comparative study based on the unified model. Technology in Society, 68, 101822. https://doi.org/10.1016/j.techsoc.2021.101822.
Khoshroo, M., & Talari, M. (2023). Scientific mapping of digital transformation strategy research studies in the Industry 4.0: a bibliometric analysis. Nankai Business Review International, 14(1), 3-34. https://doi.org/10.1108/NBRI-03-2022-0021.
Kitsios, F., Giatsidis, I., & Kamariotou, M. (2021). Digital transformation and strategy in the banking sector: Evaluating the acceptance rate of e-services. Journal of Open Innovation: Technology, Market, and Complexity, 7(3), 204. https://doi.org/10.3390/joitmc7030204.
Kopalle, P. K., Kumar, V., & Subramaniam, M. (2020). How legacy firms can embrace the digital ecosystem via digital customer orientation. Journal of the Academy of Marketing Science, 48(1), 114-131. https://doi.org/10.1007/s11747-019-00694-2.
Koronaki, E., Vlachvei, A., & Panopoulos, A. (2023). Managing the online customer experience and subsequent consumer responses across the customer journey: A Review and Future Research Agenda. Electronic Commerce Research and Applications, 58, 101242. https://doi.org/10.1016/j.elerap.2023.101242.
Krivý, M. (2023). Digital ecosystem: The journey of a metaphor. Digital Geography and Society, 100057. https://doi.org/10.1016/j.diggeo.2023.100057.
Levy, S. (2022). Brand bank attachment to loyalty in digital banking services: mediated by psychological engagement with service platforms and moderated by platform types. International Journal of Bank Marketing, 40(4), 679-700. https://doi.org/10.1108/IJBM-08-2021-0383.
Li, X., Zhang, L., & Cao, J. (2023). Research on the mechanism of sustainable business model innovation driven by the digital platform ecosystem. Journal of Engineering and Technology Management, 68, 101738. https://doi.org/10.1016/j.jengtecman.2023.101738.
Lucas, G. A., Lunardi, G. L., & Dolci, D. B. (2023). From e-commerce to m-commerce: an analysis of the user’s experience with different access platforms. Electronic Commerce Research and Applications, 58, 101240. https://doi.org/10.1016/j.elerap.2023.101240.
Mbama, C. I., Ezepue, P., Alboul, L., & Beer, M. (2018). Digital banking, customer experience and financial performance: UK bank managers’ perceptions. Journal of Research in Interactive Marketing, 12(4), 432-451. https://doi.org/10.1108/JRIM-01-2018-0026.
Makudza, F. (2021). Augmenting customer loyalty through customer experience management in the banking industry. Journal of Asian Business and Economic Studies, 28(3), 191-203. https://doi.org/10.1108/JABES-01-2020-0007.
Mamedova, N., Afanasev, M., Dyuzhov, A., Ivanov, A., & Kuzyakina, A. (2022). Optimal model of it directors interaction in the digital transformation of business processes. Technology Analysis & Strategic Management, 1-13. https://doi.org/10.1080/09537325.2022.2090331.
Mogaji, E. (2023). Redefining banks in the digital era: a typology of banks and their research, managerial and policy implications. International Journal of Bank Marketing, 41(7), 1899-1918. https://doi.org/10.1108/IJBM-06-2023-0333.
Nguyen, N. T. H., Kim-Duc, N., & Freiburghaus, T. L. (2022). Effect of digital banking-related customer experience on banks’ financial performance during Covid-19: a perspective from Vietnam. Journal of Asia Business Studies, 16(1), 200-222. https://doi.org/10.1108/JABS-09-2020-0366.
Oliveira, A. S. D., Souki, G. Q., Silva, D. D., Rezende, D. C. D., & Batinga, G. L. (2023). Service guarantees in an e-commerce platform: proposition of a framework based on customers' expectations, negative experiences and behavioural responses. Asia-Pacific Journal of Business Administration, 15(2), 225-244. https://doi.org/10.1108/APJBA-06-2021-0249.
Ramasundaram, A., Pandey, N., Shukla, Y., Alavi, S., & Wirtz, J. (2023). Fluidity and the customer experience in digital platform ecosystems. International Journal of Information Management, 69, 102599. https://doi.org/10.1016/j.ijinfomgt.2022.102599.
Rangaswamy, A., Moch, N., Felten, C., Van Bruggen, G., Wieringa, J. E., & Wirtz, J. (2020). The role of marketing in digital business platforms. Journal of Interactive Marketing, 51(1), 72-90. https://doi.org/10.1016/j.intmar.2020.04.006.
Saberian, F., Amirshahi, M., Ebrahimi, M., & Nazemi, A. (2020). Linking digital platforms' service dimensions to customers' purchase. The Bottom Line, 33(4), 315-335. https://doi.org/10.1108/BL-01-2020-0001.
Saurabh, K., Arora, R., Rani, N., Mishra, D., & Ramkumar, M. (2022). AI led ethical digital transformation: Framework, research and managerial implications. Journal of Information, Communication and Ethics in Society, 20(2), 229-256. https://doi.org/10.1108/JICES-02-2021-0020.
Shin, J. W., Cho, J. Y., & Lee, B. G. (2020). Customer perceptions of Korean digital and traditional banks. International Journal of Bank Marketing, 38(2), 529-547. https://doi.org/10.1108/IJBM-03-2019-0084.
Şimşek, T., Öner, M. A., Kunday, Ö., & Olcay, G. A. (2022). A journey towards a digital platform business model: A case study in a global tech-company. Technological Forecasting and Social Change, 175, 121372. https://doi.org/10.1016/j.techfore.2021.121372.
Tsou, H. T., & Chen, J. S. (2023). How does digital technology usage benefit firm performance? Digital transformation strategy and organisational innovation as mediators. Technology Analysis & Strategic Management, 35(9), 1114-1127. https://doi.org/10.1080/09537325.2021.1991575.
van Eechoud, T., & Ganzaroli, A. (2023). Exploring the role of dynamic capabilities in digital circular business model innovation: Results from a grounded systematic inductive analysis of 7 case studies. Journal of Cleaner Production, 401, 136665. https://doi.org/10.1016/j.jclepro.2023.136665.
Wetzels, R. W., & Wetzels, M. (2023). There is a secret to success: Linking customer experience management practices to profitability. Journal of Retailing and Consumer Services, 73, 103338. https://doi.org/10.1016/j.jretconser.2023.103338.
Wirtz, J., Kunz, W. H., Hartley, N., & Tarbit, J. (2023). Corporate digital responsibility in service firms and their ecosystems. Journal of Service Research, 26(2), 173-190. https://doi.org/10.1177/10946705221130467.
Wu, L., Sun, L., Chang, Q., Zhang, D., & Qi, P. (2022). How do digitalization capabilities enable open innovation in manufacturing enterprises? A multiple case study based on resource integration perspective. Technological Forecasting and Social Change, 184, 122019. https://doi.org/10.1016/j.techfore.2022.122019.
Wu, L., Yu, D., & Lv, Y. (2023). Digital banking and deposit: Substitution effect of mobile applications on web services. Finance Research Letters, 56, 104138. https://doi.org/10.1016/j.frl.2023.104138.
Zuo, L., Strauss, J., & Zuo, L. (2021). The digitalization transformation of commercial banks and its impact on sustainable efficiency improvements through investment in science and technology. Sustainability, 13(19), 11028. https://doi.org/10.3390/su131911028.