Abstract
For several decades, banks in Germany were in hibernation. They had little interest in private customers and small corporates. This has changed massively over the past few years, and now there is barely a day when there is no news of some planned or failed merger, closure of branches or other new initiative. People and markets are changing just as the competition is. This — alongside rapid technological progress — is resulting in permanent modifications and the active embracing of the changes involved. Deutsche Bank 24 is one of the banks which has embarked on this course and actively moulded it over the past few years. This two-part paper firstly examines CRM in the context of Deutsche Bank 24, and in the second part looks closely at analytical approaches to various business opportunities and their implementation.
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Nitsche, M. Developing a truly customer-centric CRM system: Part One — Strategic and architectural implementation. J Direct Data Digit Mark Pract 3, 207–217 (2002). https://doi.org/10.1057/palgrave.im.4340132
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DOI: https://doi.org/10.1057/palgrave.im.4340132