03706nam a22004691i 4500 000708160 CaToSAGE 20240202172917.0 20210113164030.7 m|||||o||d|||||||| cr ||||||||||| 201027s2018 enka fob 001 0 eng d NEZPRACOVANÝ IMPORT 9781529758092 (ebook) : No price (OCoLC)1204118414 CaToSAGE eng CaToSAGE rda pn UtOrBLW HG1616.R44 K54 2018 332.10688 Kleinsmith, Niela, author. Concord Credit Union : evolving employees roles in the post-crisis, digitally-driven banking industry / Niela Kleinsmith, Bas Koene, Coralie Perez. London : Rotterdam School of Management, Erasmus University, 2018. 1 online resource : illustrations. text txt rdacontent computer c rdamedia online resource cr rdacarrier SAGE Business Cases Originally Published InKleinsmith, N., Koene, B., & Perez, C. (2018). Concord Credit Union: Evolving Employees Roles in the Post-Crisis, Digitally-Driven Banking Industry. Rotterdam, Netherlands: Rotterdam School of Management, Erasmus University. Includes bibliographical references and index. In May 2017, Paul Beaumont, CEO of Concord Credit Union, one of the largest European credit unions, or mutualist banks, reflected on how the current evolution of the banking industry would affect his institution. Faced with increased regulation, the need for cost-cutting, industry overcapacity, rapid growth among non-traditional competitors, and increasing customer demands for flexible and digital options, retail banks were navigating uncertain industrial terrain, and needed to decide which would be the surest path for their long-term future. Few banks, if any, had a clear strategic vision. After years of developing increasingly complex products and services, with the resulting financial crisis and subsequent tightening of regulations, banks were now once again focusing their growth efforts on the customer. Restructuring was a given, but how? As a credit union, Concord Credit Union (CCU) was owned and operated by its customers; its mandate was one of solvency and high customer service levels, rather than high profitability, as with most other banks. CCU customers belonged to the traditional side of the banking spectrum, demanding digital options while retaining the need for physical contact with representatives from the bank. But what about the next generation of customers? Growth was now intrinsically linked to a digital offering, much more than to a physical footprint of offices, as had been the case only a few decades ago. How should Beaumont approach the wave-pool of technology before him? The choices he made for the bank's long-term growth would have an immediate impact on his employees, who were also customers and owners of the bank. Which path would he choose, and what would this mean for his company and his employees? Any choice would be a bet on the future. Description based on XML content. elektronické knihy fd186907 czenas electronic books eczenas Relationship banking Case studies. Koene, Bas, 1966- author. Perez, Coralie, author. SAGE Business Cases. SAGE Knowledge https://sk.sagepub.com/cases/concord-credit-union-employees-roles-post-crisis-digital-banking Plný text SBC EB NEPOSILAT EB