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Download Bank 3.0: Why Banking Is No Longer Somewhere You Go But by Brett King PDF

By Brett King

The first version of BANK 2.0—#1 on Amazon's bestseller record for banking and finance within the US, united kingdom, Germany, France, and Japan for over 18 months—took the monetary global through typhoon and have become synonymous with disruptive consumer behaviour, know-how shift, and new banking models.

In BANK 3.0, Brett King brings the tale brand new with the newest traits redefining monetary companies and payments—from the worldwide scramble for dominance of the mobile wallet and the expectancies created through tablet computing to the operationalising of the cloud, the explosion of social media, and the increase of the de-banked customer, who doesn't want a financial institution at all.
BANK 3.0 exhibits that the space among consumers and monetary prone avid gamers is quickly widening, leaving mammoth possibilities for brand new, non-bank opponents to completely disrupt the industry.
"On the internet and on cellular, the client isn't king—he's dictator. hugely impatient, skeptical, cynical. Brett King is aware deeply what drives this new hard-nosed purchaser. Banking pros could do good to heed his advice."
Gerry McGovern, writer of Killer internet Content

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Extra resources for Bank 3.0: Why Banking Is No Longer Somewhere You Go But Something You Do

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23) zu fmden. Als Beispiele hierfar gelten die etablierten Weiterbildungsakademien der Banken und Sparkassen (vgl. SAUTER 1994, S. 172 ff). 30 triebliches Weiterbildungsangebot und fungieren im Sinne eines „quasi-intemen" Weiterbildungsdienstleisters (vgl. STORK 2001, S. 1175). Die interne betriebliche Weiterbildung unterstiitzt durch ihre untemehmensspezifische Ausrichtung die Mitarbeiter gezielt bei der Bewaltigung veranderter Anforderungen des Betriebs. Die Besonderheit intemer betrieblicher Weiterbildung liegt darin, dass sie vom einzelnen Betrieb bestimmt, jedoch losgelost von der Arbeitssituation in einer Weiterbildungseinrichtung des Betriebs durchgefUhrt wird.

Folglich setzt auch eine Betrachtung der Wechselwirkungen zwischen Person und Umwelt im Kontext der intemen betrieblichen Weiterbildung zunachst eine Analyse ihrer komplexen Umweltbeziehungen voraus. Auf dieser Basis werden im empirischen Teil relevante Umweltmerkmale der intemen betrieblichen Weiterbildung in der Wahrnehmung und Definition durch den Weiterbildungsteilnehmer auf ihre Entwicklungsforderlichkeit hin untersucht. 2 Analyse der Umweltbeziehungen interner betrieblicher Weiterbildung KELL hat die eher allgemeinen theoretischen Uberlegungen BRONFENBRENNERs zur „Okologie der menschlichen Entwicklung" far den Bereich der Berufsbildung^^ und insbesondere far die Betrachtung des Verhaltnisses von Lemen und Arbeiten nutzbar gemacht.

532). Demgegentiber konnen kleinere und mittlere Betriebe dem wachsenden Bedarf an untemehmensspezifischen WeiterbildungsmaBnahmen haufig nur durch enge Kooperationsstrategien mit extemen Anbietem begegnen (vgl. VON BARDELEBEN 1995, S. 113; STAUDT & MEIER 1996, S. 271). Eine Moglichkeit bietet sich hier in der Zusammenarbeit mit den Einrichtungen der Untemehmensverbande (vgl. DRUMM 2005, S. ^^ Sie verftigen tiber ein modemes beDiese Weiterbildungseinrichtungen verursachen erhebliche Kosten und bieten sich deshalb nur fur groBere Untemehmen an (vgl.

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