Sample Capstone Project on Impact of Mobile Banking on the Performance of Financial Institutions

1.0 Introduction

1.1 Background

Technology has long been used to boost and enhance business performance, since the nineteenth century. The growing and enhancing technologies have led to basic innovations such as development of mechanical typewriters and cameras. The innovations have also been accelerating with the advent of cheap electric power and culminating in the current Information Revolution. The banking industry in particular has leveraged heavily on the use of technologies to meet and fulfill its goals and objectives. This has especially been witnessed in the face of increased competition from multinational firms due to the globalization phenomenon. In particular, information and communication technologies have been influential in changing and improving how the players in the global banking industry conduct their business. By taking advantage of the Information Revolution, financial institutions have been enabled and empowered to enhance their competitive advantage. For example, they have been using technologies such as electronic bookkeeping, transaction processing, records storage, and the automation of other processes. For a prolonged period of time, the processes were previously manual hence, labor intensive. Initially, the innovations tended to give more attention to their applications utilized by people and organizations to undertake operations effectively and efficiently. Currently, they have expanded to section of the financial institutions business. Their operations had to achieve the main goal shared within the banking industry. The main goal is principally based on the need to enhance and increase profitability by reducing the costs of operations (Allen, 2003).

With rapid development of communication technology however, and the growth in the power of portable computing machines, financial institutions began shifting focus to the marketing and distribution functions. They have been shifting focus of their businesses’ functions in order to identify potential areas of application for leveraging technology. The primary applications with regards to the changes have involved the provision of banking services remotely through use of personal computers. The banking institutions ensure their personal computers are utilized in accessing websites and web enabled interfaces. This has enabled and allowed customers within the banking industry seek banking needs from the comfort of their homes and offices. Consequently, the banking institutions have ensured the consumers receive their services effectively and efficiently their banking needs from any location as long as the provider and the customer have access to internet connectivity by relying on a personal computer terminal (Adewoye, 2013).

The final stage of this combination of computing and arrived as more powerful and compact devices were introduced into the consumer market, in the form of mobile phone and tablets. These portable devices with the ability to access the internet anywhere had the computing power comparable to the personal computers available at the beginning of the decade. Thus, the devices are primarily and extremely portable communication devices that have represented a significant opportunity to the financial institutions for the distribution and delivery of their services to their customers. The idea of providing banking services through use of mobile devices therefore emerged and given the name Mobile Banking as the operations and functions are undertaken through use of portable devices with internet connectivity (Rajesh, & Rakesh, 2012).

1.2 Definition of Mobile Banking

Mobile banking refers to the provision of financial services by financial institutions through the use of mobile devices remotely. The financial institutions engaged in mobile banking use portable mobile devices including mobile phones or smart phones, iphones, and tablets. The financial services range from simple and traditional functions. For example, they include operations involving customers accessing and viewing their bank accounts to check the available balances. Mobile banking has also allowed customers to view most recent transactions. Consequently, various banking institutions either have or are ensuring their customers are able to access top specialized facilities including electronic payment of bills and transfer of funds between accounts. Setting up recurrent payments is also being offered remotely due to the enhanced mobile banking. The delivery methods applied in order to ensure the mobile banking services are safe, effective, and efficient include traditional Short Message Service (SMS) channels (UBSELGT, 2015).

The Short Message Service channel was the first to be introduced and utilized into the market given the capability of the mobile devices at the time of introduction. As technology progressively improved, so did the delivery methods. The delivery methods have therefore evolved from the one-way request and response nature of the SMS services to the real-time connection. This method is characterized as Unstructured Supplementary Service Data (USSD). It allows the user to access a more responsive interface that permits two way communication and exchange of information. More so, when smart phones were developed and introduced in to the industry, the delivery methods have also been enhanced.  Smart phones refer to mobile devices with enhanced processing and storage capacities. They have therefore enabled financial institutions to develop and offer their customers bespoke applications tailor made to their particular product offerings.  Consequently, the smart phones have afforded banking institutions greater flexibility in the presentation and display of the features and functions of the products (UBSELGT, 2015).

1.3 Problem Statement

The proliferation of high processing power and storage capacity mobile devices, together with the development of fast communications networks linking these devices has seen the financial services industry take advantage of this technological advancement. This has further facilitated the banking industry and institutions to expand the distribution channels of their banking services products. The impact of the adoption of this technology has had a far reaching impact within the organizations in particular and the formal banking industry at large. Thus has affected the marketing and distribution departments while causing significant changes to the Information Technology, Human Resources and Administration, and Finance and Regulatory compliance departments established among the banking organizations.

1.4 Purpose of the Study

This research study therefore strives to investigate and quantify the impact that mobile banking has had on the bottom line of financial institutions, as this is the ultimate measure of performance for any company. It will also propose that the changes in performance arising from the adoption of mobile banking by the financial institutions. It will break down into the constituent contribution of mobile banking by discussing how it has affected the various departments within the banking companies. This will be crucial as it will facilitate the extraction of valuable insights on which areas of the financial institutions’ operations are most sensitive to the technology’s adoption. More so, it will facilitate effective future planning and deployment of the growing and advancing technologies among banking institutions.

1.5 Research Objectives
  1. The research study strives to obtain relative quantitative impact of adoption of mobile banking on the institutions dealing with financial performance.
  2. The study is also keen on obtaining and quantifying the percentage impact on performance attributable to the Marketing and Distribution Department.
  3. Consequently, the research study will obtain and quantify the percentage impact on performance attributable to the Finance and Accounting Department.
  4. More so, it will obtain and quantify the percentage impact on performance attributable to the Human Resource and Administration Department.
  5. Lastly, it will obtain and quantify the percentage impact on performance attributable to the Information Technology Department
1.6 Research Questions
  1. Has the adoption of mobile banking had an impact on the company’s performance? Was it negative/positive? What is the percentage change compared to performance prior to the adoption?
  2. What has been the effect on each of the departments of the company of the adoption of mobile banking by the company?
  3. What forces prompted the adoption of mobile banking in the company?
  4. What have been the challenges of implementing mobile banking in the Company?
  5. What future developments are planned for the mobile banking channel?

Chapter Two

2.0 Literature Review

The use of information technology in the banking industry can be traced back along the history of the development of information technology as a field. Given the copious amounts of data generated during the process of gathering, processing, analyzing, and providing information in order to meet the needs of customers, the sector has been one of the primary consumers of products of the information technology industry. Since the earliest computers were made available to the mass market, the banking industry has been on the fore front adopting the new capabilities afforded by the new technology. The revolution of technological adoption in the banking industry started out in the 1950. During this period, a few banks automated their bookkeeping and accounting records by the use of computers. This clear advantage in terms of the reduction of labor costs for the handling of repetitive and non – decision-making tasks prompted other reputable players in the market to adopt the same with the next few decades. There were also advantages to be captured from the automation as described above concerning the development of stream lined and therefore replicable systems and processes. The systems and processes were less susceptible to data entry and processing errors. They were therefore providing great as they helped the bank industry and other financial institutions to seek and diversify their operations while striving to expand their network. Players made primary investments undertaken in the financial services industry. They involved massive outlays of funds to purchase the then state of the art that was rather costly computing equipment. As a result, the adoption process was slow and directly related to the size and financial capacity of the institution making the investment (Bernardo, & Douglas, 2002).

Subsequently however, as innovations were made in the support industries to the computing machines manufacturing sector rapid decreases in costs were observed. For example, advances in the size, speed, efficiency, and power consumption of components of the computers led to a rapid decrease in cost. They also supplemented an exponential growth in the processing and storage capabilities of the devices. This trend significantly fueled the rapid uptake of the technologies across the spectrum of financial institutions as more and more banks were able to afford the equipment. Additionally, the new processing capacity enabled the banks to enhance the customer experience of their customers due to faster credit information. This led to lower turnaround times, which translated to faster loans and the rates at which products were processed. Concerning convenience in terms of access to services regardless of geographical location and better-structured products and overall lower costs of services, the processing times were also described as faster. The mobile banking is therefore based on the fact that technological use across the banking industry has been ensuring financial institutions grow, expand, and undertake their operations more effectively and efficiently (Bernardo, & Douglas, 2002).

The process of adopting computers in the banking industry has also impacted the employees within the financial institutions. The impact has always taken the form of increased job satisfaction derived from the automation of the more repetitive and mundane information and transaction processing tasks. The employees appreciate this change coupled with the added advantage of a boost in accuracy, which reduces chances of errors. As a result, the employees acknowledge and appreciate the need for back tracing in order to make alternations and corrections. This has resulted to development of combined effects that have been freeing employees prompting them to concentrate on more rewarding activities related to their jobs. Technologies have therefore taken care of the everyday repetitive tasks. Consequently, staffs across diverse financial institutions have been given the opportunity to enhance their skills and thereby improve their career prospects. The next step undertaken in regard to the evolution and use of technology in the banking industry involved catching up to and integrating communications. The communications had to be integrated to the computing and information management technologies. This created the brand new field of Information and Communications Technologies. The sole concern has been the application of the integrated versions of the constituent fields in order to take advantage of the synergies there from (Hassan, 2012).

In the banking industry, the first applications of secure communication systems were employed in the deployment inter-institution network. The inter-institution linked individual banks with their peers and allowed transactions between the customers of the respective banks to occur. The transactions have continued to occur without requiring the physical presence of both parties to perform the transaction. This has therefore enabled and empowered much faster transactions involving processing and translating incredible gains in terms of convenience for the customers. Consequently, increased volumes of business for the banks continue to be recorded. Given the sensitive nature of the information being transmitted along the communications lines during the transactions between the clients of different banks, there emerged a sub–industry under communications technology whose sole purpose was to deal with the securing of the communications networks concerned with the electronic transfer of funds and balances. Thus the banking industry was among the first users of electronic security and encryption systems that ballooned under the demand for secure communication between various computer terminals (Hassan, 2012).

The next natural extension of these developments in the Information and Communications industry as regards to banking after electronic payments/transactions between the financial institutions themselves was the development of Automatic Teller Machines, unmanned banking stations that could provide limited services to customers by having real-time communication with the parent institution and thus function as a connected terminal to the bank itself. These Automatic Teller Machines however, had a significant disadvantage in that whereas they were easier to construct and distribute than would be a fully manned branch of the institution, they were nonetheless confined to specific locations. They have therefore been confined to specific locations with their largest concentrations being around large masses of people such as urban centers and areas for with shopping malls and entertainment facilities. This problem has been partially mitigated by switching companies. The companies have been allowing customers of one bank to access the services of their provider from an Automatic Teller Machine controlled and managed by another bank as long as both banks were subscribed to the switching service provider (Hassan, 2012).

Computer prices and sizes however, have been gradually and continuously decreasing. This has continued to encourage financial institutions within the banking industry to research and identify ways of providing their services to their customers with even more convenience. They have particularly paid more attention to the location from which the client ought to access the financial services they need. The first innovation with regard to this research coincided with developments in the consumer goods trading industry which had taken to selling their products using website storefronts as opposed to the traditional brick and mortar locations. This process has been taking advantage of the fact that most of the targeted customers currently have the ability to afford personal computers. Thus, they can transact their businesses from the comfort of their homes and offices. Following this example, banking institutions have continued to develop online platforms that are accessible through use of personal computers. The banking institutions however, have to ensure either all or major consumer banking services can be accessed remotely (Hassan, 2012).

The rapid acceptance and adoption of this channel of distribution of banking services was partially due to the fact the consumer goods companies mentioned earlier allowed for the integration of their stores with the banks online payment systems, a facility that greatly enhanced the shopping experience of the customers of both businesses and thus boosted trade volumes and thereby profits. It also relied heavily on the electronic communication security services mentioned earlier. While this channel is quite popular and quite convenience, banking services procured via a personal computer interface still suffer from the problem that access is still limited to the location of the computer itself, which computer also requires access to an internet connection. While there have been tremendous strides made towards reducing the size of personal computers with the development of highly portable laptop computers, the above concerns still remains a significant hurdle. Hence an alternative channel that solves these problems had to be sought prompting mobile banking to be introduced to the banking and financial market (Bush, & Tiwari, 2007).

The culmination of this trend in the adoption of technology towards better and more versatile delivery systems for banking services is the provision of banking services via mobile devices. This channel solves the problem of location in that the devices were originally intended to be lightweight and thereby highly portable communication apparatus, and since they use wireless technology to facilitate regular communication, the problem of a connection network is also addressed. Additionally, services accessed via this channel are fully automated, allowing round the clock access. A distinction is made here between mobile based payment services, which while similar to mobile banking lack the significant feature of being supported or sponsored by a fully fledged banking services provider. These payment services are often offered by the Mobile Communications Services providers (AB, 2015).

One of the largest impacts of mobile banking on the economy in general has been to bring banking services to sections of the population had that had access to a phone but not to a physical bank due to such factors as being located in remote areas among others. As a result, this distribution channel provides the banking institution with the opportunity to reach more potential customers thereby increasing their market share and consequently their profits. Additionally, given the real time nature of the Mobile Banking channel, the bank gains access to feedback on the performance of their services on from the perspective of their clients, allowing them to respond quickly to changing customer requirements and sentiments and thereby retain their market shares (AB, 2015).


Chapter Three

3.0 Research Methodology

The statistics gathered for this study are intended to provide an insight about the current status of the impact that the use of mobile banking has had on the firms operating in the industry, and as such will be descriptive statistics. Consequently, completing the research study will not require formulation of any hypotheses or conducting any testing. For the purpose of data collection, the research study uses both primary and secondary sources. Primary data collection will comprise of survey executed by the issuing of randomly sampled respondents selected stratified population of financial institutions, with the strata corresponding to the natural segregation of institutions in the industry (i.e. Tier I, Tier II, Tier III etc). Each survey question will require the responded to place their response in buckets of between 10% and 90% in intervals of 20% each, facilitating easy tabulation and interpretation of data. Secondary data will be derived from publications from research companies covering statistics such as mobile network coverage, mobile phone usage penetration, banking services usage and mobile banking services usage.

3.1 Limitations

In conducting this research study, it was expected that significant resistance from respondents will be countered. This challenge was especially expected to be witnessed within the privately held financial institutions on account of the sensitivity of the information regarding financial performance and the attendant security concerns. The large numbers of institutions in the industry have therefore prompted use of random sampling techniques. Given the time and cost considerations for the study, the sample size might end up being less than optimal to be representative of the population under study. Additionally, the financial institutions sampled are at various stages of adopting the mobile banking technologies. This is therefore likely to pose significant challenges to the process of comparing the data gathered by the study. Finally the study will be confined to a relatively small geographical area, raising questions about whether the findings will have any relationship with conditions in the industry across the rest of the country.

3.2 Analysis and Findings

The tables and discussion below summarize the data that collected. They also analyze information gathered when completing the research study.

Overall impact on the company performance

The data presented here corresponds to change in net profit before taxes, which was chosen as the indicator of overall impact on the performance of the bank.


Bank Type

<10% 30% 50% 70% >90% Total
Tier I 0 2 5 1 0 8
Tier II 2 3 1 0 0 6
Tier III 5 2 0 0 0 7
Total 7 7 6 1 0 21

From the table above, it is clear that the adoption of mobile banking technology had an overall positive impact upon almost all the institutions sampled. Breaking it down by tiers, the greatest impact was recorded by the more established institutions, as compared to the others. This could be attributed to the fact that the Tier I institutions have more financial resources at their disposal, which allowed them to take advantage of economies of scale as well as drive adoption due to the trust placed on them given their financial standing. Lower tier institutions as expected, benefited overall the least from the innovation, easily explained in terms of the significant investments that we required to be incurred to lay down the supporting infrastructure and support personnel to run the platform.

Impact on the Marketing and Distribution Department

The data presented here reflects changes in figures for customer sourcing (market share growth) directly attributable to the inclusion of mobile banking as a distribution channel. The effects of other distribution channels on the overall market share growth have been isolated


Bank Type

<10% 30% 50% 70% >90% Total
Tier I 0 0 3 3 2 8
Tier II 0 3 2 1 0 6
Tier III 2 4 1 0 0 7
Total 2 7 6 4 2 21

Mirroring the results from the overall impact, the data indicates a positive impact on the marketing and distribution efforts of all sampled banks. By tiers, just as the overall impact on the department is closely related to the results on the overall impact on the institution. This affirms that, the more stable firms experience the most gains from the adoption of mobile banking as a distribution channel. The reasons behind this observation are similar to the ones discussed under the overall impact. The larger the organizations, the faster they are able to adopt and deploy the channel as well as easily create market awareness about it. Additionally, given their size, large and middle tier organizations have developed better internal systems to reorganize their operations and processes around the new distribution system. Conversely, the smaller organizations experience some inertia in getting the new channel up and running.

Impact on the Finance and Accounting Department

As the finance and accounting department is a support provision section of the company’s operations, the data presented here reflects changes in the costs associated with it after the adoption of the new distribution channel was adopted.


Bank Type

<10% 30% 50% 70% >90% Total
Tier I 8 0 0 0 0 8
Tier II 4 2 0 0 0 6
Tier III 2 4 1 0 0 7
Total 14 6 1 0 0 21

The data here indicates that there was a positive but very negligible change in the costs generated by the finance and accounting department. Going down the spectrum of tiers, the largest cost impact of adopting this distribution channel by the banks was felt by the smallest of the banking institutions sampled. This result can be explained by the fact that the small institutions had to engage in significant capacity expansion changes after the adoption and subsequent increase in the volume of business, whereas the larger organizations had the ability to repurpose personnel and other resources to handle the increased volumes.

Impact on the Human Resources and Administration Department

Just like the finance and accounting, the human resources and administration department also provide support to the banks’ core operations. The data presented therefore corresponds to changes in costs incurred by the department.


Bank Type

<10% 30% 50% 70% >90% Total
Tier I 4 2 2 0 0 8
Tier II 2 1 3 0 0 6
Tier III 0 3 4 0 0 7
Total 6 6 9 0 0 21

As expected the costs associated with human resources and administration also increased, just as in the case of finance and accounting department, though on a more pronounced level. This is because the new channel necessarily required the investment in new personnel and processes to accommodate both the new platform as well as the increased workload. Similar to the tier wise distribution of the changes in the finance and accounting department, the lager organizations experienced lesser increases in costs than the smaller ones.

Impact on the Information Technology Department

The Information Technology department is a significant portion of the core business of the institutions, and hence the costs associated with it are what are represented in the data below.


Bank Type

<10% 30% 50% 70% >90% Total
Tier I 0 5 3 0 0 8
Tier II 0 1 3 2 0 6
Tier III 0 0 4 3 0 7
Total 0 6 10 5 0 21


The information department represents the largest impact in terms of incremental costs after the adoption of the mobile banking distribution channel. Similar to the previous cost center impact distributions, the smallest institutions bore the brunt of the increase in costs from adopting mobile banking due to the need to incur significant investments in infrastructure and personnel to support the platform.




Chapter Five

5.0 Conclusions and Recommendations
5.1 Conclusions

The data presented in this study indicates a strong correlation between the adoption of mobile banking and the performance of the institutions in the banking industry. This is as a result of increased market shares driving sales and revenues that more than compensate for the incremental administrative and personnel costs. It may also be considered that for some organizations, the adoption of the channel is a reactive decision as opposed to the proactive approach employed by the pioneers, as the organizations attempt to safeguard their market share from being predated upon by competitors offering more convenience and thereby value for money. Research on mobile banking the banking industry at large has provided wealth of information on technological growth and advancements being witnessed across the globe. This has encouraged banks to intensely rely on modern technologies especially in regard to information technology and financial technologies. The banking industry gathers and data applicable in identifying opportunities to investigate examples affirming technological growth and advancement are often positive. For example, the data analyzed above affirms or links technological progress to enhanced productivity. It also affirms performance levels n regard to multiproduct costs and profit functions enhance through utilization of technologies (Hassan, 2012).

Mobile banking has therefore played a major role of improving quality of services accessed by customers across the banking industry. Mobile banking is also addressing challenges and complexities inherent in utilization of labor productivity indexes. The banking data gathered through mobile banking should therefore allow financial analysts to affirm technological progresses have been positively affecting and influencing the banking industry. The financial analysts can use statistics on bank scales, mergers and acquisitions, as well as distances to prove mobile banking facilitates financial institutions to achieve their goals and objectives more effectively and efficiently. Internet banking, according to the analyzed data either grows or expands depending on how it is being utilized. As financial institutions continue to gain experience while using mobile banking, they will continue to grow and expand. This is because mobile banking will ensure they serve a vast number of their customers. The technological empowerment associated with mobile banking interprets to reduced financial errors. As a result, mobile banking will continue to ensure global financial industry customers are adequately and efficiently served without experiencing financial losses or errors which can be disheartening and expensive. Financial institutions however, should also acknowledge mobile banking will continue to exert competitive pressures (UBSELGT, 2015).

The banking industry should ensure the competitive pressure does not result to only customers gaining all the benefits linked to mobile banking. They should ensure internet or mobile banking measures and attributes to productivity gains being accounted by the financial institutions. This will ensure technologies that have already been adopted by the banking industry and likely to be obsolete in the future will provide both small and large banks with benefits and incentives economically and socially. Consequently, small and large financial institutions should predict and evaluate how future technological advances will be implemented guarantying they will positively affect operations and functions across the larger banking industry (UBSELGT, 2015).

5.2 Recommendations

Given the results uncovered by this study, institutions ought to adopt this technology as a matter of necessity rather than preference in order to survive the extremely hostile competitive environment characteristic of the financial service industry. Additionally, further studies should be undertaken to provide more fine tuned explanations of the impact of mobile banking on the other aspects of the banks and other financial institutions apart from financial performance so that the full effect can be more clearly understood. In the meantime, the banking industry can evaluate the following recommendations to identify those that can be applied currently to enhance the benefits associated with mobile banking. Mobile banking services generally cover information that can be accessed by customers remotely at the comfort of their homes and offices. Customers are enabled to use their smart phones, iphones, and tablets to pay, transfer, invest, through their account information accessible remotely. This describes transactional convenience which save customers time while incurring less costs. These services however can neither be accessed nor provided in case the mobile banking technology fails. The banking industry acknowledges when technologies facilitating mobile banking are not functioning effectively and efficiently, customers are often worried. More so, the financial institutions incur reputational and financial losses, as customers do not appreciate inconveniences. The banking industry should therefore acknowledge that it needs to create and raise awareness. The members of public should be educated on how mobile banking operates and functions. They should also be informed the benefits derived by both the bank institution and the client (Rajesh, & Rakesh, 2012).

Consequently, they can understand that mobile banking is likely to either fail or be poor especially when technological abilities are being changed or advanced. Providing the public with this type information will ensure financial errors experienced when mobile banking technologies fail or get suspended will be minimized. More importantly, the banking industry should educate the members of public about cyberspace criminal activities. The activities involve identity theft, phishing, and hacking in order to gather financial information from unsuspecting victims (AB, 2015).

Educating members of the public will ensure they implement precautionary measures to ensure cyber criminals do attack innocent persons relying on mobile banking. Consequently, their financial data, finances, and credit histories will be protected.  Mobile banking functions effectively and efficiently if the manpower is skilled. Computer wizards are crucial in every organization relying on computers and internet connectivity to function and operate as they can resolve any arising issues as soon as they are detected.  The banking industry should therefore invest in skilled, qualified, and experienced manpower including computer wizards. They will ensure technological issues are either prevented or resolved as soon as they occur. More so, they will ensure fraudulent cyber criminals are detected and blocked from accessing customers’ internet banking services without the owners’ authority. Investing in computer wizards will also ensure the institutions’ banking data is neither stolen nor manipulated to destroy a banking organization’s reputation resulting to huge losses and damages (Rajnish, Stephan, & Cornelius, 2007).

The banking industry grows and expands through competition. Competition encourages financial institutions to be creative and innovative in order to develop better services and products attracting and retaining loyal customers. Competition is therefore fundamental as it ensures banking institutions function efficiently and effectively to gain competitive advantages. The industry should however consider developing collaborative efforts in order to maintain the mobile banking services. The electronic payment system involves huge financial requirements to be fulfilled by the bank and the customer. Financial institutions should therefore strive to set and manage network systems such as the mobile fund transfer through collaborative efforts in order to spread and reduce initial costs of setting up the electronic internet banking system. Consequently, security measures will be enhanced hence, providing the institution and the customer with greater levels of safety against financial and economic losses. Ultimately, the banking industry should acknowledge technological growth and advancements hold the key to successive banking in the future. This will ensure financial institutions acknowledge financial, economic, and banking achievements cannot be enhanced without the technologies evolving and advancing (Sharma, & Abhinav, 2011).

Consequently, the financial institutions will be motivated to trigger change. For example, banking institutions should strive to develop more regional software languages in order to attract a larger number of people especially from rural areas. More so, they should utilize surplus manpower in generating new and improved marketing schemes ensuring the banking institutions attract more customers. This will change the overall pattern of mobile banking by redefining and reengineering use of technologies in sustaining the mobile banking system. As a result, they will be enabled and empowered to provide sophisticated services to their customers. More so, the institutions will strive to provide customers with banking products and services continuously undergoing the innovation process to meet the needs and wants of the clients. Thus, the banking industry should undertake the role of ensuring technological evolutions are quick, smooth, and easy to be integrated to the existing system. This will sustain and expand mobile banking hence, enhancing the benefits and incentives associated with the system (UBSELGT, 2015).


6.0 References

Adewoye, J. O. (2013). Impact of Mobile Banking on Service Delivery in the Nigerian Commercial Banks. International Review of Management and Business Research, 2(2), 333-344.

Allen, N. B. (2003). The Economic Effects of Technological Progress: Evidence from the Banking Industry. Journal of Money, Credit, and Banking, 35(1), 2-42.

American Banker (AB). (2015). 10 Ways Technology Will Change Banking in 2015. American Banker Credit Union Journal.

Bernardo, B., & Douglas, W. (2002). A Historical Appraisal of Information Technology in Commercial Banking. Electronic Markets, 12(3), 1-12.

Bush, S., & Tiwari, R. (2007). The Mobile Commerce Prospects: A Strategic Analysis of Opportunities in the Banking Sector. Hamburg University Press.

Hassan, G. (2012). Information Technology in the Banking Sector: Opportunities, Threats and Strategies. American University of Beirut.

Rajesh, T., & Rakesh, K. (2012). Information Technology in Banking Sector. Asia Pacific Journal of Marketing And Management Review, 1(1), 25-33

Rajnish, T., Stephan, B., & Cornelius, H. (2007). Mobile Services in Banking Sector: The Role of Innovative Business Solutions in Generating Competitive Advantage. Working Paper, 48(1), 886-894.

Sharma, M., & Abhinav, S. (2011). Role of Information Technology in Indian Banking Sector. International Journal in Multidisciplinary and Academic Research, 2(1), 1-12.

UBS Evidence Lab Global Trends (UBSELGT). (2015). Mobile Banking 2015: Trends and their Impact on Banks. UBS Evidence Lab Global Production.

Interview Questions:

Hello, I am Hamda and this is my colleague Hessa, we are conducting a study on mobile banking for our capstone project, can we ask you a few questions?

  1. As a bank manager, why do you think a bank should provide mobile banking services?
  2. What are the advantages and disadvantages of mobile banking services from the bank’s perspective?
  3. What are the common risks of mobile banking and what precautions can be taken to avoid the risks?
  4. In your opinion what is the impact of mobile banking on the performance of a any financial institution?
  5. Can you please tell me some of the common conflicts your customers face with mobile banking?
  6. Do you think that the societies are accepting the idea of mobile banking why or why not?