Sales Management Control Strategies in Banking [electronic resource] : Strategic Fit and Performance Impact /
Mueller, Florian.author.
Not only have the global financial crisis, a changing regulatory environment, increasing competitive pressure, and changes in customer behavior created an overall difficult environment for banking institutions, but they have also increased the pressure on their sales performance. Based on the results of 300 interviews with sales executives of banks in Germany, Florian Mueller empirically investigates how retail, private, and corporate banking institutions need to set up their sales management control strategy in accordance to their specific environment, business strategy, and organizational characteristics in order to increase performance.
Acknowledgements; Table of Contents; List of Figures; List of Tables; List of Equations; List of Abbreviations and Symbols; 1 Introduction; 1.1 Problem Definition; 1.2 Research Objectives and Contribution to Literature; 1.3 Structure of Analysis; 2 Banking in Germany; 2.1 Overview of the German Banking Market; 2.2 The Three Pillars of the German Banking System; 2.2.1 Private Commercial Banks; 2.2.2 Savings Bank Group; 2.2.3 Cooperative Banking Group; 2.3 Segmentation of the Banking Industry; 2.3.1 Retail Banking; 2.3.2 Private Banking; 2.3.3 Corporate Banking; 2.4 Current Development
2.5 Summary3 Terminological, Conceptual, and Theoretical Basics; 3.1 Strategy and Strategic Management; 3.1.1 Concept of Strategy; 3.1.1.1 Evolution and Definition; 3.1.1.2 Levels of Strategy; 3.1.1.3 Banking Business Strategy; 3.1.2 Strategic Management; 3.1.2.1 Evolution and Definition; 3.1.2.2 Configurational School; 3.1.2.2.1 Fit Concept; 3.1.2.2.2 Development of Configurations; 3.2 Sales Management Control; 3.2.1 Evolution and Definition; 3.2.2 Formal Management Controls; 3.2.2.1 Behavior Control; 3.2.2.2 Compensation Control; 3.2.3 Informal Management Controls; 3.2.3.1 Self Control
3.2.3.2 Professional Control3.2.3.3 Cultural Control; 3.2.4 Underlying Theories; 3.2.4.1 Applicability of Theories; 3.2.4.2 Transaction Cost Analysis; 3.2.4.3 Agency Theory; 3.2.4.3.1 Evolution and Definition; 3.2.4.3.2 Positivist Agency Theory; 3.2.4.3.3 Principal-Agent Theory; 3.2.4.4 Organizational Control Theory; 3.3 Internal and External Influencing Variables; 3.3.1 Organizational Structure and Characteristics; 3.3.1.1 Organizational Culture; 3.3.1.2 Organizational Centralization; 3.3.2Environmental Parameters; 3.4 Performance; 3.4.1 Sales Organization Outcomes
3.4.2 Salesperson Behavioral Performance3.4.3 Salesperson Outcome Performance; 3.5 Summary; 4 Theoretical Framework and Hypotheses; 4.1 Theoretical Framework; 4.2 Theoretical Hypotheses; 4.2.1 Strategy Control Fit; 4.2.2 Organization Control Fit; 4.2.3 Influence of the Environment on Configurations; 4.3 Model Summary; 5 Empirical Data; 5.1 Data Gathering; 5.3 Operationalization of the Constructs; 5.3.1 Overview of the Operationalization Approach; 5.3.2 Sales Management Control Strategy; 5.3.3 Bank Strategy; 5.3.4 Organization-Specific Characteristics; 5.3.5 Environmental Parameters
6 Empirical Analysis of the Theoretical Model6.1 Analysis of the Relationships in the Theoretical Model; 6.1.1 Criteria for the Evaluation of PLS Models; 6.1.2 General Evaluation of the Theoretical Model; 6.1.3 Strategy Control Fit; 6.1.3.1 Assessment of Predictability; 6.1.3.2 Testing of Research Hypotheses; 6.1.4 Organization Control Fit; 6.1.4.1 Assessment of Predictability; 6.1.4.2 Testing of Research Hypotheses; 6.1.5 Environmental Influence on Configurations; 6.1.5.1 Assessment of Predictability; 6.1.5.2 Testing of Research Hypotheses; 6.2 Analysis of the Performance of Configurations
6.2.1 Identification of Ideal Empirical Profiles
Originally presented as author's doctoral thesis at European Business School, International University Shloss Reichartshausen, 2010.
Includes bibliographical references and index.
Not only have the global financial crisis, a changing regulatory environment, increasing competitive pressure, and changes in customer behavior created an overall difficult environment for banking institutions, but they have also increased the pressure on their sales performance. Based on the results of 300 interviews with sales executives of banks in Germany, Florian Mueller empirically investigates how retail, private, and corporate banking institutions need to set up their sales management control strategy in accordance to their specific environment, business strategy, and organizational characteristics in order to increase performance.
Marketing.
Finance.
Marketing.
Finance, general.