Mueller Sales Management Control Strategies in Banking

Strategic Fit and Performance Impact
1. Auflage 2011
ISBN: 978-3-8349-6209-6
Verlag: Betriebswirtschaftlicher Verlag Gabler
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 398 Seiten, Web PDF

Reihe: Business and Economics

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.

Zielgruppe

Research

Autoren/Hrsg.

Mueller, Florian

Inhaltsverzeichnis

1;Acknowledgements;7
2;Table of Contents;9
3;List of Figures;13
4;List of Tables;16
5;List of Equations;18
6;List of Abbreviations and Symbols;19
7;1 Introduction;21
7.1;1.1 Problem Definition;21
7.2;1.2 Research Objectives and Contribution to Literature;24
7.3;1.3 Structure of Analysis;27
8;2 Banking in Germany;31
8.1;2.1 Overview of the German Banking Market;31
8.2;2.2 The Three Pillars of the German Banking System;35
8.2.1;2.2.1 Private Commercial Banks;36
8.2.2;2.2.2 Savings Bank Group;37
8.2.3;2.2.3 Cooperative Banking Group;39
8.3;2.3 Segmentation of the Banking Industry;41
8.3.1;2.3.1 Retail Banking;41
8.3.2;2.3.2 Private Banking;43
8.3.3;2.3.3 Corporate Banking;45
8.4;2.4 Current Development;47
8.5;2.5 Summary;55
9;3 Terminological, Conceptual, and Theoretical Basics;59
9.1;3.1 Strategy and Strategic Management;59
9.1.1;3.1.1 Concept of Strategy;60
9.1.1.1;3.1.1.1 Evolution and Definition;60
9.1.1.2;3.1.1.2 Levels of Strategy;65
9.1.1.3;3.1.1.3 Banking Business Strategy;67
9.1.2;3.1.2 Strategic Management;70
9.1.2.1;3.1.2.1 Evolution and Definition;70
9.1.2.2;3.1.2.2 Configurational School;80
9.1.2.2.1;3.1.2.2.1 Fit Concept;80
9.1.2.2.2;3.1.2.2.2 Development of Configurations;85
9.2;3.2 Sales Management Control;86
9.2.1;3.2.1 Evolution and Definition;86
9.2.2;3.2.2 Formal Management Controls;90
9.2.2.1;3.2.2.1 Behavior Control;91
9.2.2.2;3.2.2.2 Compensation Control;94
9.2.3;3.2.3 Informal Management Controls;98
9.2.3.1;3.2.3.1 Self Control;98
9.2.3.2;3.2.3.2 Professional Control;99
9.2.3.3;3.2.3.3 Cultural Control;101
9.2.4;3.2.4 Underlying Theories;102
9.2.4.1;3.2.4.1 Applicability of Theories;102
9.2.4.2;3.2.4.2 Transaction Cost Analysis;103
9.2.4.3;3.2.4.3 Agency Theory;107
9.2.4.3.1;3.2.4.3.1 Evolution and Definition;107
9.2.4.3.2;3.2.4.3.2 Positivist Agency Theory;110
9.2.4.3.3;3.2.4.3.3 Principal-Agent Theory;111
9.2.4.4;3.2.4.4 Organizational Control Theory;115
9.3;3.3 Internal and External Influencing Variables;121
9.3.1;3.3.1 Organizational Structure and Characteristics;121
9.3.1.1;3.3.1.1 Organizational Culture;121
9.3.1.2;3.3.1.2 Organizational Centralization;124
9.3.2;3.3.2Environmental Parameters;127
9.4;3.4 Performance;131
9.4.1;3.4.1 Sales Organization Outcomes;132
9.4.2;3.4.2 Salesperson Behavioral Performance;133
9.4.3;3.4.3 Salesperson Outcome Performance;133
9.5;3.5 Summary;135
10;4 Theoretical Framework and Hypotheses;140
10.1;4.1 Theoretical Framework;140
10.2;4.2 Theoretical Hypotheses;145
10.2.1;4.2.1 Strategy Control Fit;145
10.2.2;4.2.2 Organization Control Fit;150
10.2.3;4.2.3 Influence of the Environment on Configurations;163
10.3;4.3 Model Summary;177
11;5 Empirical Data;183
11.1;5.1 Data Gathering;183
11.2;5.3 Operationalization of the Constructs;194
11.2.1;5.3.1 Overview of the Operationalization Approach;195
11.2.2;5.3.2 Sales Management Control Strategy;201
11.2.3;5.3.3 Bank Strategy;206
11.2.4;5.3.4 Organization-Specific Characteristics;209
11.2.5;5.3.5 Environmental Parameters;213
12;6 Empirical Analysis of the Theoretical Model;219
12.1;6.1 Analysis of the Relationships in the Theoretical Model;219
12.1.1;6.1.1 Criteria for the Evaluation of PLS Models;219
12.1.2;6.1.2 General Evaluation of the Theoretical Model;222
12.1.3;6.1.3 Strategy Control Fit;224
12.1.3.1;6.1.3.1 Assessment of Predictability;224
12.1.3.2;6.1.3.2 Testing of Research Hypotheses;226
12.1.4;6.1.4 Organization Control Fit;231
12.1.4.1;6.1.4.1 Assessment of Predictability;231
12.1.4.2;6.1.4.2 Testing of Research Hypotheses;234
12.1.5;6.1.5 Environmental Influence on Configurations;243
12.1.5.1;6.1.5.1 Assessment of Predictability;243
12.1.5.2;6.1.5.2 Testing of Research Hypotheses;245
12.2;6.2 Analysis of the Performance of Configurations;251
12.2.1;6.2.1 Identification of Ideal Empirical Profiles;251
12.2.2;6.2.2 Performance Impact of Adherence to Ideal Empirical Profiles;255
12.2.3;6.2.3 ence of Ideal Empirical Profiles with Theoretical Relationships;258
12.2.3.1;6.2.3.1 Strategy Control Fit;258
12.2.3.2;6.2.3.2 Organization Control Fit;265
12.2.3.3;6.2.3.3 Environmental Influence on Configurations;273
12.3;6.3 Discussion of the Results;278
13;7 Conclusion;282
13.1;7.1 Final Comments and Recommendations;282
13.2;7.2 Implications for Future Research;289
14;Bibliography;292
15;Appendices;354
16;Index;395

Über Autor(innen)

Dr. Florian Mueller conducted his doctoral studies under the supervision of Prof. Dr. Andreas Hackethal at the European Business School, Oestrich-Winkel. He works for an international management consultancy in Munich.