طراحی و تبیین مدل مدیریت تجربه دیجیتال مشتریان در صنعت بانکداری
محورهای موضوعی : بهره وری و توانمندسازی نیروی انسانی
خان محمد میلانلو
1
,
محمود محمدیان
2
*
,
مهدی نعیمی نظام‌آباد
3
1 - کارمند
2 - دانشگاه علامه
3 - گروه مدیریت، واحد علی‌آباد کتول، دانشگاه آزاد اسلامی، علی‌آباد کتول، ایران
کلید واژه: مدیریت, تجربه دیجیتال, مشتری, صنعت بانکداری,
چکیده مقاله :
زمینه و هدف: حضور گسترده مشتریان در بسترهای دیجیتالی و فراگیری تجارت الکترونیک، موجب گردیده شرکتها نسبت به رفتارها وکنشهای مشتریان در محیط دیجیتال آگاهی یابند. هدف این پژوهش، طراحی و تبیین مدل مدیریت تجربه دیجیتال مشتریان در صنعت بانکداری می باشد.
روش تحقیق: این مطالعه به روش کیفی-کمی انجام شد. داده‌های کیفی از 12مصاحبه نیمه‌ساختاریافته با خبرگان دانشگاهی در حوزه‌های بازاریابی، کسب‌وکار و بانکداری دیجیتال جمع‌آوری و با استفاده از نظریه داده بنیاد، طی کدگذاری باز، محوری و انتخابی تحلیل شد. در بخش کمی از روش تحلیل عاملی تأییدی و نرم‌افزار PLS استفاده شد.
یافتهها: یافته های کیفی شش مقوله اصلی را شناسایی کرد: تعیین خط‌مشی‌های کلان دیجیتالی، توسعه ارگانیسم دیجیتال‌محور، مدیریت و ارزیابی تحولات دیجیتالی، ساختار تجربه گرای دیجیتال مشتریان، زیست‌بوم راهبردی بانکداری دیجیتال، بهبود مدیریت عملکرد دیجیتال در بخش کمی، تحلیل عاملی اکتشافی روایی و پایایی مدل را تأیید کرد و نتایج نشان داد که اجرای این مدل می‌تواند به بهینه‌سازی خدمات دیجیتال بینجامد.
نتیجه گیری: بانک‌ها برای موفقیت در مدیریت تجربه دیجیتال مشتریان باید سیاست‌گذاری‌های کلان و عملیات اجرایی خود را با رویکرد دیجیتال همسو کنند.
Background and purpose: The extensive engagement of customers with digital platforms and the growing prominence of e-commerce have heightened companies' awareness of customer behaviors and activities within the digital domain. The objective of this research is to develop and elucidate a digital customer experience management model within the banking sector.
Research method: This research employed a mixed-methods approach integrating both qualitative and quantitative methodologies. Qualitative data were gathered through twelve semi-structured interviews conducted with academic experts specializing in marketing, business, and digital banking. The qualitative data were analyzed utilizing grounded theory, applying open, axial, and selective coding procedures. For the quantitative component, confirmatory factor analysis was performed using Partial Least Squares (PLS) software.
Findings: Qualitative analysis revealed six primary categories: the establishment of macro digital policies; the development of a digitally-centered organizational framework; the management and assessment of digital transformation initiatives; the configuration of structures centered on enhancing the customer digital experience; the design of a strategic digital banking ecosystem; and the enhancement of digital performance management within the quantitative sector. Exploratory factor analysis verified the validity and reliability of the proposed model. The findings indicate that the implementation of this model may facilitate the optimization of digital services.
Conclusion: To achieve success in managing the digital experience of customers, banking institutions must synchronize their overarching policies and operational procedures with a digital strategy.
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