The paper 'Morgan Access’ s Mobile Banking " is a perfect example of a management case study. Morgan access introduced mobile banking in order to counter competition in the banking industry. This change in providing financial services significantly contributed to rising profit margins. This service ensures 24-hour banking for customers. Hence, customers access banking services from home, offices, and business address. The activation of computer-based Interactive voice response capabilities initiated this change. It works through the connection of a telephone to a modem. This connection makes the customers be identified by a keyword. The keyword allows satisfactory answers to be sent to customers' queries at the time of their convenience.
The service permits customers to access financial services and receive replies to their inquiries through mobile phones (Amin, Hamid, Tanakinjal, and Lada 2006). Through this service, customers access nearly all information regarding their financial status. As the head of mobile banking, I have developed strategies to guarantee that customers enjoy first-class services without having to visit the bank's premises. This service works through text messages. Mobile banking is a value-added service that is new to customers.
My team is responsible for managing the mobile banking service system. Through my command, information technology officers are responsible for managing the vast network that serves individual customers and large corporate customers. This is necessary to retain customers, increase their satisfaction levels, and cross-sell potentials (Chakrabarty 2009). Mobile banking was introduced to increase profit for the bank as a strategy for profitability. It has provided customers with the advantage of “ anytime anywhere” . The drivers for mobile technology deployments arise from the needs of corporate treasurers. As the head of mobile banking, I guaranteed that the Morgan next Generation access gateway homegrown program is integrated with the service to sixty percent of the customers. This initiative aims at meeting the complex needs of customers.
The bank rolled this service based on the key capabilities that could be brought to the market. The service allows customers to access information on performance history details, alerts on debit, and credit transactions among other functions. For efficiency purposes, the mobile banking service has included multicurrency and multi-banking capabilities (Chung, and Kwon, 2009). My team has focused on android; blackberry and iPhone base and blackberry touch screen support. How the bank has managed mobile banking As the head of mobile banking, I implemented a prudent management strategy founded on lowering the risks associated with giving corporate access to banking settlements and business information.
IT managers ensure the implementation of high levels of security through a broad range of measures. The measures are necessary for managing the success of mobile banking technology for the bank. Most customers will not use mobile banking due to concerns for security. Device identification is a key element and resolution for the company to manage risks associated with mobile banking (Gillespie, 2007).
The company uses this software for convenient storage and data processing. This feature allows the company to improve the security of downloads from the bank's servers by the use of a unique ID. Device ID guarantees the security of downloads by making sure each download has a unique ID. The device detects potential spoofing and allows for the validation of server requests. The dedicated ID is delivered with an application download; the rich-client software delivers a multi-factor Authentification.
This solution is integrated into the bank’ s multifactor Authentification infrastructure. This measure manages the security of the bank’ s network in terms of authenticating transactions (Donner and Tellez 2008).
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Chakrabarty, K. (2009), "Potential for mobile banking", Business Daily, available at: www.blonnet.com/2009/12/19/stories/2009121950570800.html.
Chan, S.-C., Lu, M.-T. (2004), "Understanding internet banking adoption and use behavior: a Hong Kong perspective", Journal of Global Information Management, Vol. 12 No.3, pp.21-43.
Chung, N., Kwon, S.J. (2009), "The effects of customers’ mobile experience and technical support on the intention to use mobile banking", CyberPsychology & Behavior, Vol. 12 No.5, pp.539-43.
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Coursaris, C., Hassanein, K., Head, M. (2003), "M-commerce in Canada: an interaction framework for wireless privacy", Canadian Journal of Administrative Sciences, Vol. 20 No.1, pp.54-73.
Davis, F.D. (2009), "Perceived usefulness, perceived ease of use, and user acceptance of information technology", MIS Quarterly, Vol. 13 No.3, pp.318-39.
Donner, J., Tellez, C.A. (2008), "Mobile banking and economic development: Linking adoption, impact and use", Asian Journal of Communication, Vol. 18 No.4, pp.318-32.
Gillespie, P. (2007), “Mobile banking: does it have a future?” available at: www.forrester.com/Research/LegacyIT/Excerpt/0,7208,25430,00.html,
Lee, I, (2012). Mobile Applications and Knowledge Advancements in E-Business. Vintage. New York.