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حسام أبو عجوة - One of the best experts on this subject based on the ideXlab platform.
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أثر تطبيق الموبايل البنكي على إدارة علاقات عملاء بنك فلسطين بقطاع غزة the impact of applying mobile banking on the management of bank of palestine s Customers Relations in the gaza strip
Social Science Research Network, 2020Co-Authors: حسام أبو عجوةAbstract:Arabic Abstract: يهدف البحث إلى التعرف على أثر تطبيق الموبايل البنكي على ادارة علاقات عملاء بنك فلسطين بقطاع غزة من وجهة نظر العاملين فيه. استخدم الباحث المنهج الوصفي التحليلي، وتكون مجتمع الدراسة من جميع العاملين في بنك فلسطين بقطاع غزة، وقام الباحث بتوزيع (400) استبيان بطريقة العينة العشوائية، وتم استرداد (280) استبانة صالحة بنسبة استرداد (70%). أظهرت نتائج البحث وجود علاقة طردية بين الموبايل البنكي وإدارة علاقات العملاء في بنك فلسطين بقطاع غزة من وجهة نظر العاملين. ووجود أثر ذو دلالة إحصائية بين الموبايل البنكي (الفائدة المدركة، الثقة، الخصوصية، سهولة الاستخدام، الأمن، التوافق، التعقيد) وادارة علاقات العملاء (قيمة العميل، وتفاعل العميل، ورضا العميل) كانت ذات تأثير كبير. وأوصى الباحث: بضرورة توفير البنك الإمكانات المادية المتطورة، ومواكبة البرمجيات بما يتلاءم مع التطور العالمي في هذا المجال، واستخدامها في كافة اوجه العمل لرفع كفاءة أداء الموبايل البنكي وإدارة علاقات العملاء وتحسين جودة الخدمة البنكية الإلكترونية المقدمة للعملاء، وكذلك تطوير المتطلبات البشرية من خلال تدريب العاملين على البرامج المتقدمة لإدارة علاقات العملاء وإدارة قاعدة البيانات التسويقية، والترقية المستمرة لوسائل التفاعل مع العملاء وتعظيم قيمتهم، وزيادة رضاهم وولائهم. English Abstract: The research aims to identify the impact of mobile banking on the management of Palestine Bank's Customer Relation in the Gaza Strip from its employees’ perspectives. The researcher used the analytical descriptive approach, the study society consists of all employees in Bank of Palestine in the Gaza Strip. The researcher distributed 400 questionnaires randomly; 280 valid ones were recollected (70%). The research results showed that there is a direct Relation between mobile banking and Customer Relations management in Palestine Bank in the Gaza Strip from the employees’ perspectives. There is a strong statistically significant impact between mobile banking (perceived benefit, trust, privacy, ease of use, security, compatibility, complexity) and Customer Relationship management (Customer value, Customer interaction, Customer satisfaction). The researcher recommended: - The Bank should provide advanced hardware and keep up with the software in line with the international development in the field, and their use in all aspects of business to improve the performance of mobile banking, Customer Relation management, and improve the quality of e-banking service to Customers. - Developing human requirements through training the staff on advanced software of Customer Relation management, Marketing Database Management, continuous upgrading of Customer interaction and maximizing their values, and increasing their satisfaction and loyalty.
Moniruzzaman Mohammad - One of the best experts on this subject based on the ideXlab platform.
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A study on SME banking system and procedure of BRAC Bank Limited
BRAC University, 2015Co-Authors: Moniruzzaman MohammadAbstract:This internship report is submitted in a partial fulfillment of the requirements for the degree of Master of Business Administration, 2015.Cataloged from PDF version of Internship report.Includes bibliographical references (page 82).BRAC Bank Limited is a scheduled commercial bank in Bangladesh. It established in Bangladesh under the Banking Companies Act, 1991 and incorporated as private limited company on May 20, 1999 under the Companies Act, 1994. Its operation started on July 4, 2001 with a vision to be the market leader through to providing all sorts’ support to people in term of promoting corporate, small entrepreneurs and individuals all over the Bangladesh. BRAC Bank will be a unique organization in Bangladesh. The bank consist of major divisions named 1) Corporate banking, 2) Retail banking, 3) Operations 4) Small & Medium Enterprise (SME). At present the Bank operating its business by 165 branches and 624 SME offices. BRAC Bank is the first local commercial banks that proving online banking service to its Customers from the very beginning of its starts. BRAC Bank, for the first time among local commercial banks, starts providing loan facilities to small and medium trading, manufacturing and service oriented enterprises all over the country. The bank has already established its network in different area of the country with assistance of BRAC. BRAC Bank is trying to develop economic condition of the country. So the bank provides loan facility 3 to 30 lacs taka to that small and medium enterprise that has no easy access to banks/financial institutes. The bank already established 41 Zones and 624 SME offices all over the country. There is 2104 Officers providing service to clients. Till 2014, the bank Disbursed 471618 loans which amount is Tk 291871 million. The success of SME will largely depends on the selection of a business and man behind the business. BRAC Bank provides this facility to those whose business operation is minimum one year and environment friendly business. It provides no loan facility to tobacco business. The business should be legally registered and must have valid trade license. The entrepreneur should be physically able, preferably between the ages 21 to 50. She/he must have the necessary technical skills to run the business and acceptable social standing in the community i.e. people should speak highly of him/her. BRAC Bank gives equally important to the guarantor to getting the SME facility. The guarantor must have the ability to repay the entire loan and is economically solvent. The guarantor should know the entrepreneur reasonable well and should preferable live in the same community. SME loan can be repaid in two ways, 1) in equal monthly loan installment with monthly interest payment. 2) By one single payment at maturity, with interest repayable a quarter ends residual on maturity. Customer Relation officers search new potential Customer by providing door-to-door service. They talk with clients and monitor their manners, activities of their business and provide the loan to the potential Customers. SME, BRAC Bank may provide 100% of net required working capital but not exceeding 75% of the aggregate value of the inventory and account receivable. Normally, organizations meet their working capital from over draft loan but BRAC Bank designed the loan to meet working capital but as term loan which is repaid in installment. The Customer Relation officers also monitor the borrowers’ activities after the loan disbursement. Monitoring also facilitates the buildup of an information base for future reference. Asset Operation Department acts as the last line defense of the bank. This division is responsible for the complete disbursement, recovery and closing procedures. The procedures start from the sanction of the SME loan. The respective select potential enterprise, collect confidential information about the enterprise, open clients account is the respective bank where BRAC Bank has its own account, filled up CIB form and send it to the Asset Operation Department. Then the Asset Operation Department starts its activities. The Asset Operation Department sends the CIB form to the Bangladesh Bank to know the CIB status of the applicant. If the report found clean then it send back to the unit office for send proposal for the loan. Then the unit office sanction loan and send it again in Asset Operation Department for disbursement. The Asset Operation Department then prepare a loan file and checks all necessary documents, prepare a list and disburse it. Then the Asset Operation Department starts enter all information regarding the loan in the banking software “Millennium Banking System (MBS)” which includes initial ID generation, loan account opening, risk fund collection, activation of the loan. Post disbursement manual activities includes repayment schedule send to unit office, documents stamp cancellation, send the loan file to archive. Recovering activities include receive SMS/Fax for installment deposit, entry the installment information to MBS, print vouchers, cross check SMS/Fax and solve problems, repayment voucher check and posting. Closing activities includes receive SMS/Fax requesting for closing, bring the loan file from archive, obtained approve to closing from the concern authority, checking in MBS, SMS sent to concern Customer Relation officer (CRO), receiving and print closing SMS/Fax. The core competence of the BRAC Bank is to provide the fastest loans to the clients in this country. To retain this competitive advantage BRAC Bank would provide computer and palmtop facilities whether they can give fastest services to clients than other banks. Also to convey the Customer focus, BRAC Bank is trying to reduce collateral securities than other banks. It provides more collateral free secured loans to capture the market. Regarding the services by the CRO, almost all clients are satisfied by get these quick facilities from them. Though it is pioneer division of this bank, I tried to give an in-depth analysis for every factor, which relates the SME division from the perspective of Customer satisfaction and dissatisfaction.Mohammad MoniruzzamanM. Business Administratio
Bhuyan, Md. Salah Uddin - One of the best experts on this subject based on the ideXlab platform.
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An empirical study on SME banking system and procedure of BRAC Bank limited
BRAC University, 2015Co-Authors: Bhuyan, Md. Salah UddinAbstract:This internship report is submitted in a partial fulfillment of the requirements for the degree of Masters of Business Administration, 2015.Cataloged from PDF version of Internship report.Includes bibliographical references (page 83).BRAC Bank Limited is a scheduled commercial bank in Bangladesh. It established in Bangladesh under the Banking Companies Act, 1991 and incorporated as private limited company on May 20, 1999 under the Companies Act, 1994. Its operation started on July 4, 2001 with a vision to be the market leader through to providing all sorts‟ support to people in term of promoting corporate, small entrepreneurs and individuals all over the Bangladesh. BRAC Bank will be a unique organization in Bangladesh. The bank consist of major divisions named 1) Corporate banking, 2) Retail banking, 3) Operations 4) Small & Medium Enterprise (SME). At present the Bank operating its business by 165 branches and 624 SME offices. BRAC Bank is the first local commercial banks that proving online banking service to its Customers from the very beginning of its starts. BRAC Bank, for the first time among local commercial banks, starts providing loan facilities to small and medium trading, manufacturing and service oriented enterprises all over the country. The bank has already established its network in different area of the country with assistance of BRAC. BRAC Bank is trying to develop economic condition of the country. So the bank provides loan facility 3 to 30 lacs taka to that small and medium enterprise that has no easy access to banks/financial institutes. The bank already established 41 Zones and 624 SME offices all over the country. There is 2104 Officers providing service to clients. Till 2014, the bank Disbursed 471618 loans which amount is Tk 291871 milion. The success of SME will largely depends on the selection of a business and man behind the business. BRAC Bank provides this facility to those whose business operation is minimum one year and environment friendly business. It provides no loan facility to tobacco business. The business should be legally registered and must have valid trade license. The entrepreneur should be physically able, preferably between the ages 21 to 50. She/he must have the necessary technical skills to run the business and acceptable social standing in the community i.e. people should speak highly of him/her. BRAC Bank gives equally important to the guarantor to getting the SME facility. The guarantor must have the ability to repay the entire loan and is economically solvent. The guarantor should know the entrepreneur reasonable well and should preferable live in the same community. SME loan can be repaid in two ways, 1) in equal monthly loan installment with monthly interest payment. 2) By one single payment at maturity, with interest repayable a quarter ends residual on maturity. Customer Relation officers search new potential Customer by providing door-to-door service. They talk with clients and monitor their manners, activities of their business and provide the loan to the potential Customers. SME, BRAC Bank may provide 100% of net required working capital but not exceeding 75% of the aggregate value of the inventory and account receivable. Normally, organizations meet their working capital from over draft loan but BRAC Bank designed the loan to meet working capital but as term loan which is repaid in installment. The Customer Relation officers also monitor the borrowers‟ activities after the loan disbursement. Monitoring also facilitates the buildup of an information base for future reference. Asset Operation Department acts as the last line defense of the bank. This division is responsible for the complete disbursement, recovery and closing procedures. The procedures start from the sanction of the SME loan. The respective select potential enterprise, collect confidential information about the enterprise, open clients account is the respective bank where BRAC Bank has its own account, filled up CIB form and send it to the Asset Operation Department. Then the Asset Operation Department starts its activities. The Asset Operation Department sends the CIB form to the Bangladesh Bank to know the CIB status of the applicant. If the report found clean then it send back to the unit office for send proposal for the loan. Then the unit office sanction loan and send it again in Asset Operation Department for disbursement. The Asset Operation Department then prepare a loan file and checks all necessary documents, prepare a list and disburse it. Then the Asset Operation Department starts enter all information regarding the loan in the banking software “Millennium Banking System (MBS)” which includes initial ID generation, loan account opening, risk fund collection, activation of the loan. Post disbursement manual activities includes repayment schedule send to unit office, documents stamp cancellation, send the loan file to archive. Recovering activities include receive SMS/Fax for installment deposit, entry the installment information to MBS, print vouchers, cross check SMS/Fax and solve problems, repayment voucher check and posting. Closing activities includes receive SMS/Fax requesting for closing, bring the loan file from archive, obtained approve to closing from the concern authority, checking in MBS, SMS sent to concern Customer Relation officer (CRO), receiving and print closing SMS/Fax. The core competence of the BRAC Bank is to provide the fastest loans to the clients in this country. To retain this competitive advantage BRAC Bank would provide computer and palmtop facilities whether they can give fastest services to clients than other banks. Also to convey the Customer focus, BRAC Bank is trying to reduce collateral securities than other banks. It provides more collateral free secured loans to capture the market. Regarding the services by the CRO, almost all clients are satisfied by get these quick facilities from them. Though it is pioneer division of this bank, I tried to give an in-depth analysis for every factor, which relates the SME division from the perspective of Customer satisfaction and dissatisfaction.Md. Salah Uddin BhuyanM. Business Administratio
Jean-robert Tyran - One of the best experts on this subject based on the ideXlab platform.
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reciprocity social ties and competition in markets for experience goods
Journal of Socio-economics, 2007Co-Authors: Steffen Huck, Jean-robert TyranAbstract:Reciprocal Customers may disproportionately improve the performance of markets for experience goods. Reciprocal Customers reward (punish) firms for providing good (bad) quality by upholding (terminating) the Customer Relation. This may induce firms to provide good quality which, in turn, may induce a positive externality for nonreciprocal Customers who would, in the absence of reciprocal types, face market breakdown. This efficiency-enhancing effect of reciprocity is boosted when there are social ties between consumers and competition between firms. The existence of social ties or competition alone does not improve market performance.
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reciprocity as a social multiplier the case of experience goods
2003Co-Authors: Steffen Huck, Jean-robert TyranAbstract:Reciprocal Customers may disproportionately improve the performance of markets for experience goods. Reciprocal Customers reward (punish) firms for providing good (bad) quality by upholding (terminating) the Customer Relation. This may induce firms to provide good quality. Reciprocal Customers can be social multipliers in two ways. First, reciprocal Customers cause a positive externality for non-reciprocal Customers, inducing them to also engage in Customer Relations. Second, reciprocity provides firms with additional incentives to provide good quality if Customers have social ties among each other. Hence, reciprocity induces Customer Relations and makes social ties among Customers e¤ective in mitigating market failure.
Suharno Gilang Wahyu Hidayat - One of the best experts on this subject based on the ideXlab platform.
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THE EFFECT OF SUPPLY CHAIN MANAGEMENT PRACTICES (SCMP) ON SUPPLY CHAIN MANAGEMENT PERFORMANCE MEASUREMENT (SCPM) CASE STUDY CIGONDEWAH FABRIC INDUSTRY
Universitas Telkom S1 International Ict Business, 2020Co-Authors: Suharno Gilang Wahyu HidayatAbstract:ABSTRACT Cigondewah is known as the area of the fabric industry in Bandung region and has a relatively large scale of trade, in the process of making and trading problems are often found, among others, Availability of Raw Materials, Human Resources, and Product Marketing. This problem can be solved by analyzing the Supply Chain Management Practice (SCMP) in the Cigondewah Industrial Center. Previous research states that the higher the application and improvement in SCMP will directly lead to an increase in supply chain performance and overall company performance (SCPM). The purpose of this study was to find out how the influence of the application of supply chain management practices (SCMP) on the measurement of supply chain management performance (SCPM). This study uses five dimensions in SCMP, namely lean retail strategies, information sharing, information quality, strategic supplier partnerships, and Customer Relation practices, and eight SCMP factors, namely supply chain flexibility, supply chain integration, responsiveness to Customers, efficiency, quality, product innovation, market performance, partnership quality. Based on the method, this study uses a Quantitative Method, systematic investigation of phenomena by gathering quantifiable data and performing statistical, mathematical or computational techniques. Quantitative research gathers information from existing and potential Customers using sampling methods he results of which can be depicted in the form of numericals. After careful understanding of these numbers to predict the future of a product or service and make changes accordingly. The analysis technique for processing data in research is by using the Structural Equation Model (SEM). The purpose of the study is conclusive, and the type of research is causal. The study was conducted by not intervening, and the unit of analysis was carried out individually. The results of the study show that the process of procurement of goods, buying and selling transactions, and product distribution to consumers are referred to as supply chain management. SCMP is the most dominant in the Cigondewah Fabric industry center, namely Information Sharing (SCMPIS) and Strategic Supplier Partnership (SCMSSP), while the lowest Impact is Information Quality (SCMPIQ). SCPM in the Cigondewah Fabric industry center, which has the strongest effect is Efficiency (PERTME) and Partnership Quality (PERRMPQ), while the lowest indicator is Product Innovation (PERTMPI)
