Abstract
The direct banking business is characterized by integrated distribution channel politics and holistic sales approaches combined with multi-channel-management. Direct banks in Europe and especially in Germany are currently facing increasing market competition. The crucial factors for growth are product innovation, cost control and the flexibility to react individually to each customer in a rapidly changing business environment. In order to compete, direct banks are forced to undergo a drastic transformation of business processes as well as organizational and managerial structures. The application of new concepts in building information systems is therefore necessary in order to further support business needs and allow for the management and adaptation of systems that are dependent on the fast changing market requirements. This paper shows how the information technology (IT) landscape of one of the five leading direct banks in Germany could be optimized by means of a service-based orientation. The case outlined in this paper focuses on the customer service domain. The main goal is to concurrently reduce costs by automating business processes and to increase the quality of customer services. A reference model for these customer service processes is then introduced. Based on this model, this paper describes a business component-oriented system architecture according to identified business components, and their corresponding services.
An erratum to this chapter can be found at http://dx.doi.org/10.1007/11915034_125.
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Eberhardt, A., Gausmann, O., Albani, A. (2006). Case Study – Automating Direct Banking Customer Service Processes with Service Oriented Architecture. In: Meersman, R., Tari, Z., Herrero, P. (eds) On the Move to Meaningful Internet Systems 2006: OTM 2006 Workshops. OTM 2006. Lecture Notes in Computer Science, vol 4277. Springer, Berlin, Heidelberg. https://doi.org/10.1007/11915034_101
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DOI: https://doi.org/10.1007/11915034_101
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