Explaining the Adoption of Value Metrics in Retail Banks’ Customer Management

Abstract

A competitive customer management system requires the use of adequate metrics for performance controlling and management. This is of particular relevance for industries focusing their value creation on marketing and sales as it is the case in retail banking. Customer Lifetime Value (CLV) and related metrics are well-accepted solutions in scientific literature, but the diffusion into bank practice has not fully taken place yet. Adoption modeling can help explaining the use of CLV and identify major factors of influence for its adoption. In analogy to the Technology-Organization-Environment (TOE) framework which structures influential factors for the adoption of technological innovations, we developed an Innovation-Organization-Environment model, transferring the TOE approach to the adoption of a generic innovation. The competitive pressure is identified as a dominating driver, but perceived ease of use is also of high relevance, whereas a negative link from firms’ profitability to the adoption of CLV is revealed.