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Central bank communication has changed over the years, following the trend of digitalization. It has been used as a tool for the implementation of monetary policies since the 1990s, when central banks started publishing their inflation reports, outlooks, and meeting minutes on the road towards greater transparency, and to help meet their price stability mandate. This mandate cannot be achieved through traditional financial instruments alone, so digital communication and marketing has become an economic policy tool. The effectiveness of the European Central Bank's online communication tools will be tested via a GAP model, by applying an adapted version of the servuction scale to the Bank and disseminating it to 500 citizens, with the purpose of measuring citizen satisfaction with its website and communications. The servuction model focuses on high quality services that are perceived as such by private sector customers, having a strong marketing component. The originality of the research consists in adapting it to the public sector, more specifically to central banks, and by treating citizens as customers throughout the study. The model was successfully applied to the European Central Bank, demonstrating that citizens' expectations are highest regarding both the reliability and assurance dimensions, meaning that they want to feel confident in ECB actions, and to the understandability dimension of its online content. The largest gaps between citizens' expectations and perceptions were identified within the efficiency, understandability, and empathy dimensions. In future, the study can be replicated and adapted to both national central banks and private banks within the European Union, assessing how citizens perceive their websites, communication, and marketing strategies, with the purpose of improving the latter two, and increasing civic engagement. The model can also be adapted to narrower topics relating to sustainable digital development, such as the expectations and perceptions of citizens with regards to central bank digital currencies.

Banking sector plays an important role in economic development of India, huge changes in digitalization system and new techniques in technology have changed the entire banking system. Basically Indians are slow in nature to adjust the modern techniques from the traditional methods. Union government of India forced Indian citizens to switch to the cashless transaction by taking bold decisions of demonetization. After note ban decision people of the nation depressed the system of note ban, but due to the digitalization system faster changes has taken place in the distribution and circulation of rupees notes. Effect of digitalization, net banking, mobile banking, debit card, credit card, e services, and e payments number of changes has been taken in banks. Sweden is the first nation to adopt cashless transaction in the world. 10 15 of Indian population and up to 40 of Brezile and Chaina's population has adopted cashless transaction. But recently in India more than 30 of Indian citizens are using cashless transaction. A common man can transact his banking business by using electronic apps easily. Even in rural area's banks are also started to adopted digital system to provide faster service to their customer. By using digitalization services profits can be easily access through good services. There are number of problems may disturbed after by using the system but these can be manageable if we aware about the threats of technology. Today's cashless transaction shows the remarkable changes have been took place in the mind of costumers. In present scenario, Indian economic sector have been identified faster progress in the world even in suffering serious diseases like black money, terrorism, illegal propriety etc, and also hope that these can be manageable by the legal cell the country. Mr. S S Halemani "Importance of Banks in Cashless Transactions under Digitalization System" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Special Issue | International ...

PurposeThe purpose of this paper is to explore the service profit chain (SPC) in a Thai bank, to identify which service features customers understand to be most important in their customer satisfaction and engagement. Through this it is intended to evaluate and refine the SPC model.Design/methodology/approachThe research involved two phases: a qualitative inductive process of interviews with bank customers to identify what they considered to be the most important aspects of service in their own customer satisfaction/engagement; second, a survey phase, which theoretically developed these aspects of service, and operationalized them as variables for testing in a refined SPC model.FindingsThe key service features for customers in their satisfaction and engagement were found to be convenience, courtesy, competence and internal branding. All had positive relationships with customer satisfaction/customer engagement. Customer engagement/satisfaction were further found to correlate with customer retention and acquisition. Interestingly, whereas all four service variables correlated with customer engagement and satisfaction, two of the variables – courtesy and internal branding – had stronger relationships with customer engagement.Practical implicationsThe inductive modeling and refinement of the SPC approach can be employed in different companies and cultural contexts to identify which features of service are most important to customers in influencing their customer satisfaction/engagement.Originality/valueThis is the first study to use/evaluate the SPC approach in the Thai banking context; the first to use inductive methods to identify relationships between service features and customer satisfaction/engagement; and the first to examine courtesy, competence, convenience and internal branding in a holistic model with customer satisfaction/engagement and customer retention/acquisition.

This book seeks to draw together a series of theoretical and empirical contributions from several countries including the US, Japan, the UK, and Germany. The chapters differ from a majority of writings on the financial sector in that they are not dominated by economic or finance issues but are concerned with social or sociological implications, conditions and consequence of current charges in financial services.

Abstract
Low interest rates and sluggish economic growth are not exactly ideal conditions for the financial services industry. Almost daily we are confronted with reports of inadequate capital bases, declining earnings, and layoffs at banks. But while many traditional retail banks are struggling with a business downturn, the direct bank market is enjoying steady and respectable growth despite a challenging environment. Dr. Schmidberger, Fully Authorized Representative at ING-DiBa Germany, offers us a glimpse behind the curtains of this direct bank. We will learn how data technology is used so that bank customers are (more) satisfied.

Chapter 1: Introduction -- Chapter 2: Humanitarian Funding in Crisis and The Rise of Innovative Humanitarian Finance -- Chapter 3: Innovative Vaccine and Immunization Funding: Advance Market Commitment -- Chapter 4: Performance Based Financing -- Chapter 5: Islamic Finance: Role of Traditional Faith-Based Mechanisms in Humanitarian Response -- Chapter 6: Financial Inclusion: Increasing Resilience by Expanding Access to Financial Services -- Chapter 7: Case Study: African Risk Capacity -- Chapter 8: Remittances -- Chapter 9: Harnessing Digital Financial Solutions -- Chapter 10: Conclusion -- Index.

Introduction -- The Importance of Rating and the Disadvantages of Existing Rating Systems -- Part I Corporate Finance Theories used in Ratings and in Rating Methodologies -- Modern Theory of Capital Cost and Capital Structure: Brusov–Filatova–Orekhova Theory (BFO Theory) -- Modification of the Modigliani–Miller theory for the case of advance tax on profit payments -- Modern Theory of Capital Cost and Capital Structure: Brusov–Filatova–Orekhova Theory (BFO Theory) -- Part II Ratings and Rating Methodologies of Non–financial Issuers -- Application of the Modigliani–Miller Theory in Rating Methodology -- Application of the Modigliani–Miller Theory, Modified For the Case of Advance Payments of Tax on Profit, in Rating Methodologies -- Application of Brusov–Filatova–Orekhova theory (BFO theory) in Rating Methodology -- Part III Project Ratings -- Investment Models with Debt Repayment at the End of the Project and Their Application -- Investment Models with Uniform Debt Repayment and Their Application -- A New Approach to Ratings of the Long–Term Projects -- Ratings of the Investment Projects of Arbitrary Durations: New Methodology -- Ratings of Investment Projects of Arbitrary Duration with a Uniform Debt Repayment: a new approach -- Part IV New Meaningful Effects in Modern Capital Structure Theory (BFO Theory) Which Should be Accounting in Rating Methodologies -- The Golden Age of the Company (Three Colors of Company's Time) -- A "silver age" of the Companies. Conditions of existence of "golden age" and "silver age"effects` -- Inflation in Brusov–Filatova–Orekhova Theory and in Its Perpetuity Limit–Modigliani–Miller Theory -- A Qualitatively New Effect in Corporate Finance: Abnormal Dependence of Equity Cost of Company on Leverage Level -- The Impact of Taxing and Leverage in Evaluation of Capital Cost, Capitalization of the Company and Issued Ratings -- Recommendations to international rating agencies (Big Three (Standard & Poor's, Fitch and Moody's), European) and national ones (ACRA, Chinese etc.) -- Conclusions.

Develops a model which integrates the development of marketing relationships with marketing communication practice. Especially within the realm of relationship marketing thinking, communication may be understood as an act of persuasion. Using three classical rhetorical elements, we may see this process as developing an understanding of the communicator's intentions and qualities (ethos) and the communication climate (pathos), both of which are necessary for engaging in constructive dialogues with customers (logos). On this basis, the paper outlines a model for integrating practices of marketing communication with relationship building and illustrates the model using a case study from a Danish bank as a reflective device.

Cover -- Half Title -- Series -- Title -- Copyright -- Contents -- List of Figures -- List of Tables -- List of Boxes -- Acknowledgments -- Acronym -- Preface -- 1 Introduction -- Introduction -- Internal Marketing -- Definition of Internal Marketing -- Evolution of Internal Marketing -- Concept of Internal Marketing -- Aim of Internal Marketing -- Objectives of Internal Marketing -- Internal Customers -- Internal Customer Service -- Categorization of Internal Customers -- Internal Marketing and Human Resource Management -- Process of Human Resource Stages -- Conclusion -- 2 Thoughts on Internal Marketing -- Introduction -- Thoughts of Internal Marketing -- Principles of Internal Marketing -- Conclusion -- 3 Internal Marketing Dimensions -- Introduction -- Studies on Internal Marketing Dimensions -- Internal Marketing Dimensions -- Dimension of Internal Marketing Related to Human Resources -- Studies on Internal Marketing Dimensions -- Conclusion -- 4 Significance of Internal Marketing in the 21st Century -- Introduction -- Significance of Internal Marketing -- Case Studies on Internal Marketing -- Internal Service Quality Study (Case Study of Hotel Soaltee Crowne Plaza (SCP), one of the 5-Star Deluxe Hotels in Nepal) -- Case Study on Employee Empowerment in HDFC Bank -- Inside-Out Approach -- Implementing Brand Voice -- Meaning of Brand Voice -- Conclusion -- 5 Implementation Strategy -- Introduction -- Meaning of Internal Marketing Process -- Internal Marketing Implementation -- Phases of Internal Marketing Implementation -- Process of Internal Marketing by Dr. K.S. Jaiswal et al. -- Case Studies on Internal Marketing Implementation -- Building and Sustaining Strong Corporate Brand Through Internal Marketing: Case Study of UNISON, Britain's Biggest Trade Union -- Conclusion -- 6 Models of Internal Marketing -- Introduction.