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Barriers to customer‐oriented management accounting in financial services

Barriers to customer‐oriented management accounting in financial services In the retail financial sector competitive pressure seems to challenge traditional management accounting systems, which often do not allow the identification of profitable customer relationships. Drawing on a stage model and data from management accountants, branch managers and frontline employees in Danish financial service companies, this article investigates barriers to the implementation of customer-oriented management accounting. The article documents how financial institutions are increasingly integrating management accounting systems with customer-related activities thus enabling customer profitability analyses. However, several barriers related to organization structure, resources and attitudes hamper further customer-oriented changes. Data gathered at the branch level strongly indicate problems of ownership and project sponsoring, and it is argued that new accounting systems may be less important to customer orientation than empowerment and goal-oriented participation of the frontline employees. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Service Industry Management Emerald Publishing

Barriers to customer‐oriented management accounting in financial services

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Publisher
Emerald Publishing
Copyright
Copyright © 2000 MCB UP Ltd. All rights reserved.
ISSN
0956-4233
DOI
10.1108/09564230010340779
Publisher site
See Article on Publisher Site

Abstract

In the retail financial sector competitive pressure seems to challenge traditional management accounting systems, which often do not allow the identification of profitable customer relationships. Drawing on a stage model and data from management accountants, branch managers and frontline employees in Danish financial service companies, this article investigates barriers to the implementation of customer-oriented management accounting. The article documents how financial institutions are increasingly integrating management accounting systems with customer-related activities thus enabling customer profitability analyses. However, several barriers related to organization structure, resources and attitudes hamper further customer-oriented changes. Data gathered at the branch level strongly indicate problems of ownership and project sponsoring, and it is argued that new accounting systems may be less important to customer orientation than empowerment and goal-oriented participation of the frontline employees.

Journal

International Journal of Service Industry ManagementEmerald Publishing

Published: Aug 1, 2000

Keywords: Financial services; Management accounting

References