Abstract
With regard to conventional banking business models, a fundamental distinction can be made between major banks, retail banks, private banks and independent asset managers (Koye 2005a). Classically, the business model of a bank consisted of a price/performance configuration, which was usually provided entirely by the same bank. Only the independent asset manager focussed solely on providing customer advice and drew all other services from other banks.
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Notes
- 1.
A smaller denomination of investments might be possible via the market, thus reducing the risks. However, these are then borne by the market participants.
- 2.
A virtual organisation (VO) is a form of organisation in which legally independent companies and/or individuals join together virtually into a business partnership (usually via the internet) for a certain period of time. The virtual company presents itself to third parties or clients as a unified company. A distinction can be made between intra-organisational and inter-organisational forms of virtual organisation. While in the first case, the virtualisation occurs within a single legally independent company, the (often time-limited and project-related) inter-organisational form for virtual organisation is composed of a number of legally independent companies (Gabler Wirtschaftslexikon 2013). The concept of the virtual company has not been defined uniformly. The main discussion points are: the duration of the connection, the extent of the contractual regulation, and the safeguarding of key functions solely based on information and communication equipment. See Keller (2000), Sieber (1999), Mertens and Faisst (1995) and Wüthrich and Philipp (1998).
- 3.
This has now been integrated into the LLB corporate group.
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Auge-Dickhut, S., Koye, B., Liebetrau, A. (2016). Business Models of Banks. In: Customer Value Generation in Banking. Management for Professionals. Springer, Cham. https://doi.org/10.1007/978-3-319-19938-2_6
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