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Channel integration: an organisational perspective


  • Daniel Osterlund
  • Solveig Wikstrom
  • Ali Yakhlef


Developing a channel integration strategy has become a central concern for researchers and practitioners alike. Such research is predominantly focused on issues related to costs, channel choices and strategic choices. However, from our perspective, the main challenge seems to lie in the coordination and integration of the various tasks previously performed by different channels, which is, in essence, an organisational issue. Hence this paper seeks to highlight the crucial role organisational aspects – such as rules, routines, work procedures – play in the process. In discussing the organisational, integrative mechanisms we draw on case study material derived from a retail bank's implementation of a channel integration strategy. Implications of this organisational approach to channel integration strategy are briefly discussed.

Suggested Citation

  • Daniel Osterlund & Solveig Wikstrom & Ali Yakhlef, 2005. "Channel integration: an organisational perspective," International Journal of Financial Services Management, Inderscience Enterprises Ltd, vol. 1(1), pages 26-40.
  • Handle: RePEc:ids:ijfsmg:v:1:y:2005:i:1:p:26-40

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