Innovativeness of Banks and Insurance Companies in Developing Markets: Guidelines for Success
Abstract
The article examines innovation activities in banks and insurance companies in Slovenia’s developing financial market. The importance of the efficient new financial services development process and the impact of three core factors (i.e., marketing synergy, organizational culture, and market characteristics) on the services success are stressed. Market characteristics are the most important success factor of new banking and insurance services. The liberalization of financial markets in the European Union has led to a search for new opportunities of global financial corporations in less developed financial markets. The consequence of the increa- sed competition is the need for the innovation of domestic and conservative finan- cial organizations.
Downloads
References
Ahmed, P. K. (1998). Culture and climate for innovation. European Journal of Innovation Management, 1(1), 30–43. http://dx.doi.org/10.1108/14601069810199131
Avlonitis, G. J., Papastathopoulou, P. G., & Gounaris, S.
P. (2001). An empirically-based typology of product inno- vativeness for new financial services: Success and failure scenarios. Journal of Product Innovation Management, 18, 324–342. http://dx.doi.org/10.1016/S0737-6782(01)00102-3
Bank of Slovenia. (1997). Bank of Slovenia monthly bulletin, 6(10).
Bank of Slovenia. (2010). Bank of Slovenia monthly bulletin, 19(2).
Cheun, S., von Köppen-Mertes, I., & Weller, B. (2009). The collateral frameworks of the Eurosystem, the Federal Reserve System and the Bank of England and the financial market turmoil. European Central Bank, Eurosystem, Occasional Paper Series. No. 107, 4–47.
Cooper, R. G., & de Brentani, U. (1991). New industrial financial services: What distinguishes the winners. Journal of Product Innovation Management, 8, 75–90. http://dx.doi.org/10.1016/0737-6782(91)90002-G
Costanzo, L. A., & Ashton, J. K. (2006). Product innovation and consumer choice in the UK financial services industry. Journal of Financial Regulation and Compliance, 14(3), 285–303. http://dx.doi.org/10.1108/13581980610685658
de Brentani, U. (1991). Success factors in developing new business services. European Journal of Marketing, 25(2), 33–59. http://dx.doi.org/10.1108/03090569110138202
de Brentani, U. (1993). The new product process in financial services: Strategy for success. The Internatio- nal Journal of Bank Marketing, 11(3), 15–22. http://dx.doi.org/10.1108/02652329310027675
de Brentani, U. (2001). Innovative versus incremental new business services: Different keys for achieving success. The Journal of Product Innovation Management, 18, 169–187. http://dx.doi.org/10.1016/S0737-6782(01)00071-6
Easingwood, C., & Storey, C. (1995). The impact of the new product development project on the success of financial services. Logistics Information Management, 8(4), 35–40. http://dx.doi.org/10.1108/09576059510091896
Gounaris, S. P., Papastathopoulou, P. G., & Avlonitis, G. J. (2003). Assessing the importance of the development activities for successful new services: Does innovativeness matter? International Journal of Bank Marketing, 21(5), 266–279. http://dx.doi.org/10.1108/02652320310488448
Harness, D. R., & Marr, N. E. (2004). A comparison of product elimination success factors in the UK banking, building society and insurance sectors. The International Journal of Bank Marketing, 22(2), 126–143. http://dx.doi.org/10.1108/02652320410521728
Jantunen, A. (2005). Knowledge-processing capabili- ties and innovative performance: An empirical study. European Journal of Innovation Management, 8(3), 336–349. http://dx.doi.org/10.1108/14601060510610199
Johne, A., & Davies, R. (2000). Innovation in medium-sized insurance companies: How marketing adds value. The International Journal of Bank Marketing, 18(1), 6–14. http://dx.doi.org/10.1108/02652320010315316
Johne, A., & Harborne, P. (2003). One leader is not enough for major new service development: Results of a consumer banking study. The Service Industries Journal, 23(3), 22–39. http://dx.doi.org/10.1080/714005112
Kandampully, J. (2002). Innovation as the core competency of a service organisation: The role of technology, knowledge and networks. European Journal of Innovation Management, 5(1), 18–26. http://dx.doi.org/10.1108/14601060210415144
Lado, N., & Maydeu-Olivares, A. (2001). Exploring the link between market orientation and innovation in the European and US insurance markets. International Marketing Review, 18(2), 130–144. http://dx.doi.org/10.1108/02651330110389972
Lovelock, C. H., & Wirtz, J. (2004). Services marketing: People, technology, strategy. Upper Saddle River, NJ: Pearson Education, Prentice Hall.
Martins, E. C., & Terblanche, F. (2003). Building organi- sational culture that stimulates creativity and innovation. European Journal of Innovation Management, 6(1), 64–74. http://dx.doi.org/10.1108/14601060310456337
Matear, S., Gray, B. J., & Garrett, T. (2004). Market orientation, brand investment, new service development, market position and performance for service organisations. International Journal of Service Industry Management, 15(3), 284–301. http://dx.doi.org/10.1108/09564230410540944
Maydeu-Olivares, A. and Lado, N. (2003). Market orientation and business economic performance: A mediated model. International Journal of Service Industry Management, 14(3), 284–309. http://dx.doi.org/10.1108/09564230310478837
Menor, L. J., Tatikonda, M., & Sampson, S. E. (2002). New service development: Areas for exploitation and exploration. Journal of Operations Management, 20, 135–157. http://dx.doi.org/10.1016/S0272-6963(01)00091-2
Nellis, J. G., McCaffery, K. M., & Hutchinson R. W. (2000). Strategic challenges for the European banking industry in the new millennium. International Journal of Bank Marketing, 18(2), 53–63. http://dx.doi.org/10.1108/02652320010322967
Oldenboom, N., & Abratt, R. (2000). Success and failure factors in developing new banking and insurance services in South Africa. International Journal of Bank Marketing, 18(5), 233–245. http://dx.doi.org/10.1108/02652320010356762
Roberts, P. W., & Amit, R. (2003). The dynamics of innovative activity and competitive advantage: The case of Australian retail banking, 1981 to 1995. Organization Science, 14(2), 107–122. http://dx.doi.org/10.1287/orsc.14.2.107.14990
Slovenian Insurance Association. (2013). Statistical Insurance Bulletin 2012. Ljubljana: Author.
Stevens, E., & Dimitriadis, S. (2005). Learning during development and implementing new bank offerings. Inter- national Journal of Bank Marketing, 23(1), 54–72. http://dx.doi.org/10.1108/02652320510577366
Vermeulen, P. A. M. (2005). Uncovering barriers to complex incremental product innovation in small and medium-sized financial services firms. Journal of Small Business Management, 43(42), 432–452. http://dx.doi.org/10.1111/j.1540-627X.2005.00146.x
Webster, C.(1995).Marketingcultureandmarketingeffecti- veness in service firms. Journal of Services Marketing, 9(2), 6–21. http://dx.doi.org/10.1108/08876049510085973