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Progress is being made on the proposed European General Data Protection Regulation, which is now expected to come into force in 2017/18. This article considers the issues that remain to be resolved and offers ten top tips for marketers to prepare for the new legal framework.

Purpose The purpose of this paper is to show how the business model of the information and communications technology (ICT) industry has evolved and the general differences that evolution has made to information management. Design/methodology/approach Literature review was carried out accompanied by conceptual analysis. Findings It shows that changes in the business model of the ICT industry have been quite dramatic and have led to significant changes in the structure of the industry. Research limitations/implications This research is based on analysis of the ICT industry. The analysis could be broadened to include other industries. Research into business model change should consider adopting the evolutionary approach taken in this paper. Practical implications Managers in the ICT industry should factor the likely evolution of business models in their industry into their planning. Social implications Government policymakers considering how to stimulate the development of the ICT industry in their country should be aware of the moving nature of their target. Originality/value This is one of the first papers to apply the evolutionary approach to business model change.

Marketers in the United Kingdom and the United States need to be aware of the provisions being considered as part of the European General Data Protection Regulation. As soon as it is agreed and becomes law, many current practices will cease to be legal. This article outlines what marketers need to be doing in 2015 in order to be ready for this major change in data protection law.

As their bigger customers become smart at managing suppliers, investment banks can no longer afford to ignore customer relationship management. But any CRM initiative that leads with technology alone is like to fail.

Purpose - There has been an increasing application of remote technology to customer service. This research, from business-to-business financial services, seeks to gain insight and understanding into how the supplier customer relationship and account management are impacted.Design methodology approach - Taking a realism approach, the qualitative research in this study was based on gaining access to experts, suppliers and customers who had direct experience of the subject area.Findings - Three levels of account management are identified in the paper: transactional, operational and strategic. The service offered at all levels often requires close and intensive cooperation on both sides, but increasingly it has been centralised and automated. Key account management is practised as an integrative relationship function, but it has limitations and by definition it is not available to all customers.Research limitations implications - This exploratory research suggests a number of factors that may impact on the effectiveness of remote servicing. Understanding the relationship impact of remote servicing may be enhanced by recognising the appropriate levels and types of service for each situation. Further research is needed in this area.Practical implications - Managers need to carefully consider the transactional, operational and strategic implications of applying new technologies to managing interactions with customers. A better understanding of these may help in justifying the expense of relational efforts in account servicing.Originality value - In providing contextually rich data from a sector that is utilising technology as part of a strategy to centralise and automate many aspects of customer service this research explores some important aspects of remote servicing.

The aim of this paper is to provide business-to-customer financial services companies with an insight into the relevance of business-to-business segmentation for their companies. The whole area of understanding customers is being turned upside down by rapidly developing new patterns of intermediation, so almost paradoxically there is a much stronger focus today on 'doing what works' and 'doing what is profitable', rather than trying to optimise. Customers, whether final or intermediary, are simply changing too rapidly to permit the old stable analyses.

The forces of deregulation and technological development have created a highly competitive environment in financial services. Despite the quest for business-to-business service efficiency, most financial services companies know that they must not lose sight of the importance of relationship quality. As a result, there is growing interest in key account management (KAM) in these companies. Research on KAM in general is limited and little has been undertaken in financial services. There are several reasons why KAM practice in financial services may be distinctive: the regulatory environment; the sector's size and diversity; the high degree of intermediation; product diversity and complexity; uncertainty of product performance; the problem of measuring profitability; the challenges of interactive marketing using both traditional face-to-face and complementary direct marketing techniques; and the role of technology in delivery. A research agenda for KAM in financial services is proposed. It is argued that more knowledge in this area would be of benefit to customer relationship management (CRM) research and to practicing managers implementing KAM. [PUBLICATION ABSTRACT]

This paper describes the development of the ethnic banking market in the USA. It portrays the main ethnic groups involved and how they manage their relationships with banks, whether as individuals, families or small businesses. It analyses how banks have responded to the ethnic marketing opportunity and then suggests which areas banks need to focus on in order to improve management of their ethnic customers. [Publication Abstract]

This paper describes the development of the ethnic banking market in the UK. It describes the main ethnic groups involved and how they manage their relationships with banks, whether as individuals, families or small businesses. It analyses the problems ethnic customers have in dealing with banks and the gaps that emerge between them and their banking providers. In addition the paper analyses what banks have done to bridge the gap, with a brief comparison with the situation in the United States. The paper then suggests which areas banks need to focus on in order to improve management of their ethnic customers, and concludes by suggesting that given the rapidly growing size and value of the ethnic segments, banks would do well to undertake an ethnic banking audit. [PUBLICATION ABSTRACT]