Managing intellectual property in the financial services industry sector: Learning from Swiss Re

Technovation ◽  
2008 ◽  
Vol 28 (4) ◽  
pp. 196-207 ◽  
Author(s):  
Martin A. Bader
Keyword(s):  
Intellectual Property ◽  
Financial Services ◽  
Financial Services Industry ◽  
Industry Sector ◽  
Services Industry

A 3D involvement comprehension model for the digital innovation fostering initiatives of the financial services industry.

2021 ◽  
Vol 9 (4) ◽  
pp. 83-90
Author(s):  
Dimitrios S. Stamoulis
Keyword(s):  
Financial Institutions ◽  
Financial Services ◽  
3D Model ◽  
Financial Services Industry ◽  
Entrepreneurial Success ◽  
Strategic Positioning ◽  
Digital Innovation ◽  
Industry Sector ◽  
Services Industry ◽  
Innovation Support

The financial services industry word-wide is active not only in financing the innovation, but also in creating opportunities for digital innovation take-up that will ultimately lead to economic growth and entrepreneurial success. By analyzing the activities of the four major financial institutions in Greece in the area of innovation support activities, a 3D model is constructed that clearly demonstrates the strategic area that is shaped for initiatives that foster innovation in the financial services industry sector. This model is also useful as a strategic positioning tool as well as a comprehension model for those actors that would like to enter into this area and gain an understanding of the projects and activities already run by the actors in this field.

Distribution of financial services

1993 ◽  
Vol 120 (1) ◽  
pp. 25-65
Author(s):  
A. K. Gupta ◽  
G. Westall
Keyword(s):  
Financial Services ◽  
Distribution System ◽  
Price Sensitivity ◽  
Financial Services Industry ◽  
Future Trends ◽  
Pricing Policy ◽  
Services Industry

AbstractThe historic barriers between the different companies which comprise the financial services industry are breaking down. In order that organisations may prosper in the new environment the relationships between products, distribution and clients need to be understood. A theory is developed to explain the historic position and the dynamics of the current environment and indicate future trends. The conclusion is that successful organisations will be those which fully understand and specialise in a limited number of sectors, and those who start with a clientbase and a distribution system which will not inhibit the introduction of other distribution methods so that they can become multi-product and multi-distribution organisations. Finally, the paper explores the relationships between pricing policy and distribution by means of distribution chains to determine the point and degree of price sensitivity.

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