Estratégia de transferência de serviços físicos para serviços virtuais nas agências de varejo de uma instituição bancária

• Ano de defesa: 2017
• Autor(a) principal: Santos, Carolina Soares
• Tipo de documento: Dissertação
• Tipo de acesso: Acesso aberto
• Idioma: por
• Instituição de defesa: Universidade Positivo; Brasil; Pós-Graduação; Programa de Pós-Graduação em Administração; UP
• Palavras-chave em Português: Administração; Bancos - Serviços ao cliente; Inovações tecnológicas; CNPQ::CIENCIAS SOCIAIS APLICADAS::ADMINISTRACAO
• Link de acesso: https://repositorio.cruzeirodosul.edu.br/handle/123456789/1894

The Brazilian banking sector is experiencing a moment of digital transformation, with increasing investments in technology, aimed at gaining operational efficiency with cost reduction, and seeking differentiation, with the offer of products and services with greater added value to its customers. This dissertation seeks to analyze the perception of managers of retail branches of a banking institution on the strategy of moving from physical services to virtual services. In order to do this, we seek to analyze the context of banking services virtualization in Brazil, the policy of implementing virtual services in the financial institution studied, identify which services have transformation potential for exclusively virtual service and identify the motivating and inhibiting forces for this transformation . The research was carried out using mixed methods (qualitative-quantitative-qualitative), having as object of study the new model of service delivery in the retail branches of a banking institution, these agencies that make up the Regional Superintendence of Curitiba (PR) ), from the point of view of its managers. The result of the research indicates that the services that can be most easily deployed in agencies in an exclusively virtual way are: opening / closing current account, cadastral update, card, loans, investments, insurance, passwords and checking account services. The main reasons for these services to be exclusively virtual are: efficiency, suitability to market trends, improvement in profitability and focus on business. But for these same services, the following forces can prevent or limit their deployment in an exclusively virtual way: customer resilience, lack of customer relationship, employee resilience, and exclusively virtual service channel. Exchange services, financing, debt renegotiation and cash transactions present greater difficulty in implementing agencies exclusively on a virtual basis. The main reasons for this are: complex products that require face-to-face service, unbanked banking users, security, customer resilience. But eventually there are motivating forces such as efficiency, suitability to market trends, improved profitability and focus on business that could facilitate this deployment. In the perception of the agency managers six should be the strategies to be used for the implantation of virtual agencies in the financial institution: investment in marketing, step migration, free customer choice (digital / personal), prioritizing migration of digital clients, investment in technology and employee training.