Channel integration: an organisational perspective

Daniel Osterlund, Solveig Wikstrom and Ali Yakhlef

International Journal of Financial Services Management, 2005, vol. 1, issue 1, 26-40

Abstract: Developing a channel integration strategy has become a central concern for researchers and practitioners alike. Such research is predominantly focused on issues related to costs, channel choices and strategic choices. However, from our perspective, the main challenge seems to lie in the coordination and integration of the various tasks previously performed by different channels, which is, in essence, an organisational issue. Hence this paper seeks to highlight the crucial role organisational aspects – such as rules, routines, work procedures – play in the process. In discussing the organisational, integrative mechanisms we draw on case study material derived from a retail bank's implementation of a channel integration strategy. Implications of this organisational approach to channel integration strategy are briefly discussed.

Keywords: channel integration strategy; financial services; integration mechanisms; organisational aspects; structure; rules; routines; work procedures; retail banking; organisational change; internet banking; new technologies. (search for similar items in EconPapers)
Date: 2005
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