PDF

Document technical information

Format pdf
Size 438.1 kB
First found May 22, 2018

Document content analysis

Category Also themed
Language
English
Type
not defined
Concepts
no text concepts found

Persons

Organizations

Places

Transcript

International Letters of Social and Humanistic Sciences
ISSN: 2300-2697, Vol. 39, pp 58-66
doi:10.18052/www.scipress.com/ILSHS.39.58
© 2014 SciPress Ltd., Switzerland
Online: 2014-09-09
Presentation a conceptual model to explain
determinants of breakthrough the Islamic banking
marketing: a managerial perspective
Seyed Reza Seyed-Javadin, Reza Raei, Mohammad Javad Iravani,
Mohammad Safari*
Faculty of Management, University of Tehran, Tehran, Iran
*E-mail address: [email protected]
ABSTRACT
Taking advantage of applications of marketing in the Islamic banking is a great opportunity for
this area to gain competitive advantage in the today’s turbulent business and market. Specialized field
of Islamic banking marketing is a subset of marketing management has received less attention and
consideration. Islamic banking (IB) is one of the growing fields in the today's economy. To achieve
more advancement in the IB it is necessary that recent findings of the other research and practical
areas to be used and implemented. Scholars and experts believe that the market for Islamic banking
has grown rapidly over the past few years, and this robust growth is expected to continue for the
foreseeable future. In many markets, Islamic banking has evolved from being a niche offering into
being part of the mainstream financial services landscape. Marketing capabilities can provide the
convenient and required ground for the continued growth of Islamic banking. This study aimed at
present a conceptual model to explain the determining factors to achieve the IB marketing from
managerial perspective. Using a descriptive method this study tried to identify and present the main
factors from managerial perspective that affected on the IB marketing. Proposed model and
appropriated explanations have been provided in the paper.
Keywords: Islamic banking; financial services; marketing management; customers Islamic marketing
JEL Classification: G21, M1, M21, N25
1. INTRODUCTION
Islamic banking as a major center for financial transactions in Islamic societies plays a
key role in the development of Islamic economics. Islamic banking system, grounded in
ideology and values of Islamic economics and its realization requires establishment of social
and economic justice and also equitable distribution of income and wealth in society (SeyedJavadin et al, 2014). The market for Islamic banking has grown rapidly over the past few
years, and this robust growth is expected to continue for the foreseeable future.
In many markets, Islamic banking has evolved from being a niche offering into being
part of the mainstream financial services landscape (Vayanos et al, 2008). The purpose of
Islamic banking as a banking system is based on Islamic laws and also theories of economists
and banking experts and scholars of Islam. So, if it’s accepted that the basic components of
This is an open access article under the CC-BY 4.0 license (https://creativecommons.org/licenses/by/4.0/)
International Letters of Social and Humanistic Sciences Vol. 39
Islamic banking are removing of usury (Riba) of all banking operations and compliance of
these operations with Shariah, thus the basis of Islamic banking are including: profit sharing,
clarifying the direction of resource using and supervision on the banking operations (SeyedJavadin et al, 2014).
In order to maintain the achievements of Islamic banking and also enhance this growth
rate, it is required using the new findings of other sciences such as a powerful theoretical and
practical filed namely marketing management and planning. Marketing is the process of
communicating the value of a product or service to customers, for the purpose of selling that
product or service. Marketing can be looked at as an organizational function and a set of
processes for creating, delivering and communicating value to customers, and customer
relationship management that also benefits the organization (Kotler & Keller, 2009).
Marketing management using its approaches and strategies focus on the customers in order to
deliver valuable goods or services that finally lead to mutual satisfaction namely both firms or
organization and customer. Also, as Kotler argues marketing management is the art and
science of choosing target markets and getting, keeping, and growing customers through
creating, delivering, and communicating superior customer value. In this study, the
application of marketing management and planning and related capabilities in the Islamic
banking is called as Islamic banking marketing. This study is tried to identify and explain the
important factors as determinants in the IB marketing breakthrough in the form of a
conceptual model. Accordingly, the basic research question underlying this study is that: what
of the main factors determining the breakthrough of IB marketing?, and also, which model
can explain it well?
2. MARKETING MANAGEMENT: CONCEPTS AND ELEMENTS
As newest defined by American Marketing Association (AMA) Marketing is the
activity, set of institutions, and processes for creating, communicating, delivering, and
exchanging offerings that have value for customers, clients, partners, and society at large.
Also, as Kotler argues marketing management is the art and science of choosing target
markets and getting, keeping, and growing customers through creating, delivering, and
communicating superior customer value. Kotler’s definition of marketing is as follow: Figure
1.
Marketing management is regarded to the responsibility for firm's efforts to promote
products. Indeed, it is one of the main management disciplines, encompassing all the strategic
planning, operations, activities, and processes involved in achieving organizational objectives
by delivering value to customers. Marketing management focuses on satisfying customer
requirements by identifying needs and wants, and developing products and services to meet
them. Today’s focus is on the long lasting relationships with customers and consumers to
create value for firm/organization/corporation and customer. Thus, relationship marketing is
in the heart of the marketing management planning and activities. The importance of
developing and maintaining enduring relationships with customers of service businesses is
generally accepted in the marketing literature.
59
60
Volume 39
Marketing
Product
Process
Price
People
Promotion
Sales
promotion
Electronic
Direct
marketing
Place
Public
relations
Personal
selling
Advertising
Figure 1. Kotler’s definition of marketing.
The Islamic banking marketing is regarded as one of the crucial factors for developing
and success of Islamic banking in the far scope time (El-Seoudi et al, 2012). The Islamic
banks that have succeeded in providing marketing services and Islamic banking in a modern
and high quality and in many ways. This proves to us the success of Islamic banks in the
marketing of its services, and the ability of Islamic banks to compete with conventional banks
in this area (El-Seoudi et al, 2012). A key challenge for researchers is to identify and
understand how managerially controlled antecedent variables influence important relationship
marketing outcomes (Hennig-Thurau et al, 2002). Creating long term relationship with
customers is based on the many factors and dimensions. Two main of these factors are
customer satisfaction and customer loyalty. Customer satisfaction and loyalty is two
dimensions of the most important constructs in relationship marketing. In the new marketing
era customer satisfaction is a main effective factor for long term behavior of customers. Also,
loyalty of customers is lead to increase business value and remain business costs low as well.
That means lower than the time when companies seek for new customers (Fathollahzadeh et
al, 2011). Notably, to understand, satisfy and forecast needs of customers were considered
most important competitive advantages for companies (Vilares and Coelho, 2003). Main other
factors are effective on the relationship marketing that are quality, benefits that customers
International Letters of Social and Humanistic Sciences Vol. 39
seek, awareness from IB services, commitment, confidence to the system, visibility,
availability and ease of use.
3. ISLAMIC BANKING: DEFINITION AND PROSPECT
Islam is not simply one of the greatest monotheistic religions, signifying submission to
the will of Allah, but as system of life in entirety. It prescribes a complete code of conduct for
every day human life in all its spheres and manifestations. It does not confine itself to a
spiritual relationship between man and Allah or describes the Almighty only with a
transcendental reference but also regulates, in right proportions, an interactive relationship
between man and man, and between man and society with moral, political and economic
genesis (Memon, 2007). From a situation when it was virtually unknown, Islamic banking has
expanded to become a distinctive and fast growing segment of the international banking and
capital markets.
There are well over 200 Islamic banks operating in over 70 countries comprising most
of the Muslim world and many Western countries (Hassan and Lewis, 2007). An Islamic
banking and financial system exists to provide a variety of religiously acceptable financial
services to the Muslim communities. In addition to this special function, the banking and
financial institutions, like all other aspects of Islamic society, are expected to contribute richly
to the achievement of the major socio-economic goals of Islam (Chapra, 1985). The theory of
Islamic banking is based on the concept that interest is strictly forbidden in Islam, and that
Islamic teachings provide the required guidance on which to base the working of banks. The
basic principle that has guided all theoretical work on Islamic banking is that although interest
is forbidden in Islam, trade and profit is encouraged (Gudarzi-Farahani & Sadr, 2012). The
most important mission of Islamic banks refers to establishing developed social and economic
environment through the distribution of financial product and services that is in line with
principle of Islam and Shariah (Metawa and Almossawi, 1998).
Islamic bank is an institution that mobilizes financial resources and invests them in an
attempt to achieve predetermined islamically -acceptable social and financial objectives. Both
mobilization and investment of funds should be conducted in accordance with the principles
of Islamic Shariah. Accordingly, scholars and experts believe that basic principles of IB are:
Prohibition of Interest or Usury, Ethical Standards, Moral and Social Values, and Liability
and Business Risk. Also, it is sated that the basic principle in Islamic law is that exploitative
contracts or unfair contracts that involve risk or speculation are impermissible. Under Islamic
banking, all partners involved in financial transactions share the risk and profit or loss of a
venture and no one gets a predetermined return. The market for Islamic banking has grown
rapidly over the past few years, and this robust growth is expected to continue for the
foreseeable future. In many markets, Islamic banking has evolved from being a niche offering
into being part of the mainstream financial services landscape. At the same time, the
competitive landscape is being redrawn, with more Islamic financial services institutions in
the marketplace than ever before. Incumbent banks and new market entrants are facing vastly
different market conditions and need to develop new sources of differentiation beyond
compliance with Shariah (Islamic law) to compete or remain successful in the future
(Vayanos et al, 2008).
Banking system and activities have a special and crucial status in Iran. Indeed, banking
sector is the biggest body of Iranian service sector of economy (Safari & Safari, 2012). SeyedJavadin et al (2014) in a research identified and prioritized the important challenges regarding
61
62
Volume 39
to the Islamic banking system in I.R.Iran (Seyed-Javadin et al, 2014). Karbhari et al (2004)
investigated the main problems, challenges, and opportunities facing Islamic banking system
especially with focus on the United Kingdom. Estiri et al (2011) identified and extend the
conceptualization and measurement of customer satisfaction in the Islamic banking sector in
Iran. Jamshid and Hussin (2012) proposed a conceptual framework to explore factors that
affect Islamic credit card adoption and usage by bank customers in Malaysia.
4. DESIGN AND METHOD
To achieve the research proposed model, using a descriptive method model’s elements
and dimensions have been extracted and presented. Descriptive studies are usually the best
methods for collecting information that will demonstrate relationships and describe the world
as it exists. These types of studies are often done before an experiment to know what specific
things to manipulate and include in an experiment. Descriptive research generally precedes
explanatory research. Descriptive research is used to describe characteristics of a population
or phenomenon being studied. A descriptive study is one in which information is collected
without changing the environment. Sometimes these are referred to as correlational or
observational studies. After detailed literature review and also study the research background
and some interviews, factors determining on the IB marketing have been extracted and
presented. Then using experts required data has been gathered from the viewpoints of the
scholars of the field that mainly focus on the managerial viewpoints in the banking sectors
especially those have practically or theoretically in the IB and marketing.
5. PROPOSED MODEL
Based on the data and information collected, in this section the proposed model is
presented. Totally in this model 15 elements are linked together to form the research
framework. Nine basic factors are affected on the customer satisfaction that is including:
Quality, Benefits, Awareness, Commitment, Confidence, Ease of use, Availability, Intention,
and Visibility. Also, three basic elements are affected on the customer satisfaction, customer
loyalty and customer value that are including: IT capabilities, Structure agility, and HR
competencies. Figure 2 shows the research conceptual model and its relationships.
Table 1. Basic elements and factors of the research.
Categories
Related factors and elements
Quality
Benefits
Category one factors
Awareness
Commitment
Confidence
International Letters of Social and Humanistic Sciences Vol. 39
63
Ease of use
Availability
Intention
Visibility
customer satisfaction
customer loyalty
Category two factors
customer value
IT capabilities
Structure agility
Category three factors
Ease of use
Availability
Intention
Awareness
Visibility
HR competencies
Benefits
Quality
Satisfaction
Loyalty
Customer
value
Commitment
Confidence
IT
capabilities
Figure 2. The proposed model.
Structure
agility
HR
competencies
64
Volume 39
6. SUMMARY AND FINDINGS
Islamic banking marketing is an endeavor to customize the principles and approaches of
marketing management and planning to the Islamic banking sector in order to create value
and maintain the growth of Islamic banking industry. This research aimed at identifies basic
elements and factors determining the Islamic banking marketing breakthrough in form of a
conceptual model. The proposed model containing three main categories and totally 15 basic
elements has been presented. At the level one category there were nine factors encompasses:
Quality, Benefits, Awareness, Commitment, Confidence, Ease of use, Availability, Intention,
and Visibility. Then in the level two categories there were three basic factors encompasses:
customer satisfaction, customer loyalty and customer value. And finally at the level one
category there were three factors encompasses: IT capabilities, Structure agility, and HR
competencies. As proposed model showed these based elements and factors had a relationship
that finally creates value for the customers. As practical suggestion future researchers is
recommended to test and analyze the proposed model of this study in the desired banking
field especially in the Islamic banks and financial institutions.
References
[1]
Aghaei M., Vahedi, E.; Safari-Kahreh, M. & Pirooz, M. (2014). An Examination of the
Relationship between Services Marketing Mix and Brand Equity Dimensions.
Procedia-Social and Behavioral Sciences, 109 (2014) 865-869.
[2]
Aghaie, M.; Vahedi, E.; Asadollahi, A. & Safari-Kahreh, M. (2014). An empirical
Investigating to Effects of services Marketing mix on Brand Dimensions in Order to
enhance brand Equity in the Tehran’s Chain Stores. Research Journal of Recent
Sciences, 3(2), 43-60.
[3]
Chapra, M.U. (1985). Towards a Just Monetary System. Leicester: The Islamic
Foundation.
[4]
El Seoudi, A. W.; Mohamad, M. N.; Mohd, A. H. ; Nasohah, Z.; Alias, M. N. & Ghani,
N. A. (2012). Islamic banking marketing. Journal of Economic Theory, 6(2), 61-65.
[5]
Estiri, M.; Hosseini F. & Yazdani H. (2011). Determinants of customer satisfaction in
Islamic banking: evidence from Iran. International Journal of Islamic and Middle
Eastern Finance and Management, 4 (4), 295-307.
[6]
Fathollahzadeh, M.; Hashemi, A. & Safari-Kahreh, M. (2011). Designing a New Model
for Determining Customer Value Satisfaction and Loyalty towards Banking Sector of
Iran. European Journal of Economics, Finance and Administrative Sciences, 28, 126138.
[7]
Gudarzi-Farahani, Y. and Sadr, S.M.H. (2012). Analysis of Islamic Bank’s Financing
and Economic Growth: Case Study Iran and Indonesia. Journal of Economic
Cooperation and Development, 33(4), 1-24.
International Letters of Social and Humanistic Sciences Vol. 39
[8]
Hassan, K.M. & Lewis M.K. (2007). Handbook of Islamic Banking. Cheltenham (UK):
Edward Elgar Publishing Limited.
[9]
Hennig-Thurau, T.; Gwinner, K. P. & Gremler, D. D. (2002). Understanding
Relationship Marketing Outcomes: An Integration of Relational Benefits and
Relationship Quality. Journal of Service Research, 4(3), 230-247.
[10] Jamshidi, D. & Hussin, N. (2013). Determining a Conceptual Framework for Adoption
of Islamic Credit Card in Context of Malaysia. Journal of Basic and Applied Scientific
Research, 3(1), 188-196.
[11] Karbhari, Y.; Naser, K. & Shahin, Z. (2004). Problems and Challenges Facing the
Islamic Banking System in the West: The Case of the UK. Thunderbird International
Business Review, 46(5), 521-543.
[12] Kotler, P. & Keller, K. L. (2009). A Framework for Marketing Management (4th Ed.).
Pearson Prentice Hall.
[13] Memon, N. A. (2007). Islamic Banking: Present and Future Challenges. Journal of
Management and Social Sciences, 3(1), 1-10.
[14] Metawa, S. A. & Almossawi, M. (1998). Banking behaviour of Islamic bank customers:
perspectives and implications. International Journal of Bank Marketing, 16(7), 299313.
[15] Safari-Kahreh, M. & Safari-Kahreh, Z. (2012). An Empirical Analysis to Design
Enhanced Customer Lifetime Value Based on Customer Loyalty: Evidences from
Iranian Banking Sector. Iranian Journal of Management Studies, 5(2), 145-167.
[16] Safari-Kahreh, M.; Ahmadi, H. & Hashemi, A. (2011). Achieving competitive
advantage through empowering employees: An empirical study. Far East Journal of
Psychology and Business, 3(3), 26-37.
[17] Safari-Kahreh, M.; Tive, M.; Babania, A. & Hesan, M. (2014). Analyzing the
Applications of Customer Lifetime Value (CLV) based on Benefit Segmentation for the
Banking Sector. Procedia-Social and Behavioral Sciences, 109, 590-594.
[18] Safari-Kahreh, Z.; Shirmohammadi, A. & Safari-Kahreh, M. (2012). An empirical
study to analyze customer relationship management strategy using balanced scorecard.
Management Science Letters, 2(5), 1603-1612.
[19] Seyed-Javadin, S. R.; Raei, R.; Iravani, M. J. & Safari, M. (2014). An explanatory
analysis to identify and prioritize the challenges of Islamic Banking implementation: the
case of IR Iran. International Letters of Social and Humanistic Sciences, 24, 45-55.
[20] Seyed-Javadin, S. R.; Raei, R.; Iravani, M. J. & Safari, M. (2014). Presenting a
conceptual model to explain the role of strategic management and planning in Islamic
banking competitiveness. International Letters of Social and Humanistic Sciences, 26,
46-56.
65
66
Volume 39
[21] Seyed-Javadin, S. R.; Raei, R.; Iravani, M. J. & Safari, M. (2014). Conceptualizing and
Examining the Critical Success Factors for Implementing Islamic Banking System
towards Banking Sector of Iran: a Mixed Method Approach. Iranian Journal of
Management Studies, Article in press, available at: http://ijms.ut.ac.ir.
[22] Vayanos, P.; Wackerbeck, P.; Golder, P. T. & Haimari, G. (2008). Competing
Successfully In Islamic Banking. Booz & Company.
[23] Vilares, M. & Coelho, P. S. (2003). The employee-customer satisfaction chain in the
ECSI model. European Journal of Marketing, 37(11/12), 1703-1722.
( Received 27 August 2014; accepted 07 September 2014 )

Similar documents

×

Report this document