literature review on digital banking in india

Adoption of digital banking channels in an emerging economy: exploring the role of in-branch efforts

• Original Article
• Published: 17 February 2021
• Volume 26 , pages 107–121, ( 2021 )

Cite this article

• Simran Jit Kaur 1 ,
• Liaqat Ali 1 ,
• M. Kabir Hassan 2 &
• Md Al-Emran 3  

35k Accesses

48 Citations

6 Altmetric

Explore all metrics

The aim of this qualitative study is to analyse the role of in-branch efforts of banks on migrating customers from branch banking to digital banking in India. In-depth semi-structured interviews were conducted with bank executives representing senior management from public and private sector banks in India. Qualitative content analysis technique was used to analyse the data. Varieties of responses received during interviews were clubbed into four main themes based on data reduction, display, and conclusion-drawing processes. In-branch communication with customers, digital transformation of the branch, customer-centric initiatives, and redefined role of branch staff hold the potential to bridge the customers’ migration to digital banking. The paper suggests that the key identified factor in improving digital banking acceptance in India is the requirement of integrated cultural and organisational changes at the bank’s level to gain the customers’ confidence and trust in digital banking.

Similar content being viewed by others

Digital technologies: tensions in privacy and data

How digital technologies reshape marketing: evidence from a qualitative investigation

The role of digitalization in business and management: a systematic literature review

Avoid common mistakes on your manuscript.

Introduction

In the last few decades, huge investments have been made by banks in technology to reduce their cost and improve customer’s experience. Banks are offering digital banking channels such as ATM, Internet banking, mobile banking, digital banking kiosks to deliver best quality services to customers with the expectation of increasing profitability and reducing operating cost (Sarel and Marmorstein 2003 ). It is observed that the bank’s costs reduce with the shift of a major chunk of customers to modern banking channels (Howcroft et al. 2002 ). However, the expected reduction in operating expenses has not been achieved yet by the banks as they are still struggling to move customers towards digital banking channels (Sarel and Marmorstein 2002 ; DeYoung et al. 2007 ; He et al. 2019 ). The situation is much critical for emerging countries such as India where only 16% of the rural population use the Internet for making digital payments (Pandey 2018 ).

According to the report released by Gartner, IT expenditure by securities and banking firms in India has reached $9.1 billion with a growth of 11.7% (Shetty 2017 ). Further, the total IT expenditure is expected to reach $11 billion in 2020 (Gartner 2019 ). However, the return on investment of Indian banks in technology is just 12% of US banks due to the low rate of digital banking acceptance (Sinha and Mukherjee 2016 ). At the same time, it is worth mentioning that the cash transactions cost is 1.7% of Indian GDP which puts a huge burden on the economy (Bakshi 2016 ). In this regard, the Government of India initiated the ‘Digital India’ campaign in 2015 to empower people digitally. The success of the ‘Digital India’ campaign is apparent from the fact that more than a billion Indian citizens have a digital identity with 560 million Internet connections (Kumar 2019 ). The purpose of digitisation is to bring disconnected rural remote regions into the formal financial sector through electronic banking channels which in turn will contribute to economic development. Digital banking mediums help to connect the underserved masses with mainstream banking system by offering various innovative banking services. The modern mobile banking apps also enable customers to use non-financial services. However, due to the lack of awareness and knowledge, these services have not been fully utilised by customers (Shaikh et al. 2020 ). Certainly, there is a dire need to positively influence customers about the usability of modern banking channels and persuade them to migrate to digital channels (Figs.  1 and 2 ).

Research framework (adapted from Davis 1989 ; Lee et al. 2007 ; Yap et al. 2010 )

Key in-branch efforts and associated challenges

Banks in India need to understand that making huge investments in technology is not enough unless most bank customers adopt it for banking transactions. As rightly argued by Shaikh and Karjaluoto ( 2016 ) that digital banking is much more than an innovative banking channel and a convincing marketing strategy. The term digitisation has brought a significant change in how banks understand and satisfy its customers’ needs. In India, efforts have been made by the banks to persuade customers to adopt digital banking channels such as intensive digital marketing campaigns to educate customers about modern channels, but still, the adoption rate is not as expected (Patel and Patel 2018 ). Since bank branches provide an opportunity to the bank to communicate and persuade customers personally by demonstrating the proposed benefits of adopting modern banking channels, the present study exhibits the need for Indian banks to focus upon implementing serious in-branch effort. It is the high time for banks to identify cost-effective in-branch strategies to connect the masses with digital banking channels, though this area is under-researched. In this regard, the present study attempts to evaluate the bank executives’ perceptions regarding the effectiveness of in-branch efforts of banks to persuade the customers to adopt and use digital banking channels.

The earlier studies conducted in the area of digital banking have mainly explored the attitude of customers and antecedent variables that matter to customers while using digital banking channels or the factors impacting the intention of customers’ to use the modern banking channels (Montazemi and Qahri-Saremi 2015 ; Szopiński 2016 ; Alalwan et al. 2017 ; He et al. 2019 ). But surprisingly, rarely a study in India has given attention to study the impact of the bank’s initiatives within the branch to encourage customers to adopt modern banking channels.

The present study tries to close this research gap by answering the following research question:

RQ: How In-branch experience and technological initiatives can contribute to the adoption of digital banking channels by customers.

To answer this research questions, we draw on TAM (technology acceptance model) to analyse how in-branch efforts of banks can contribute to enhancing customers’ perceived usefulness (PU) and ease of use (PEOU) which positively influences customers’ attitude towards technology acceptance. Also, the analysis is guided by additional antecedents’ variables identified by extended TAM proposed by various researchers and scholars in the context of adopting self-service banking technology.

The empirical data for the qualitative study are based on in-depth interviews conducted with 22 bank executives from public and private sector banks in northern urban India. The recent report by Vater et al. ( 2019 ) strongly highlights the struggle for banks at present to migrate customers to digital channels. Due to huge investments involved in the digital banking platform, ensuring the adoption and usage of these channels is an important goal of the banks. The study elucidates the need to transform future bank branches by identifying cost-effective strategies and segmenting the branch customers on the basis of their banking needs and preferences. The present study contributes to the literature by studying how personalisation and in-branch initiatives should be strengthened by the bank managers to build customers’ initial trust in digital banking channels. The study also contributes to identifying various integrated cultural and organisational obstacles particularly in public sector bank branches which hinder the customers’ adoption of digital banking. The study begins with a review of the literature on customer technology acceptance for banking transactions. In the later section, we describe the conceptual framework for analysing interview data based on TAM (Davis 1989 ) and its extensions propounded in context of adopting self-service banking technology, followed by research methodology section. The following section describes the findings in terms of identified themes and concludes with the discussion of findings.

Status of digital banking adoption in India

Technology has transformed the banking industry all over the world. However, the adoption rate of technology-enabled banking services varies across different countries (Takieddine and Sun 2015 ). In India, almost all banks offer digital banking services to their customers as a strategic tool to survive in the market (Safeena et al. 2014 ). With the growth of investment in technology by financial service providers in India, it becomes highly important to understand the perceptions of customers and designing the strategies accordingly (Roy et al. 2017 ).

Post demonetisation (invalidation of large currency notes) Government of India has launched various efforts to migrate customers to digital payment channels from cash (e.g. e-Wallets, Unified Payment Interface, Aadhaar-enabled payment system, etc.). As per the report of Reserve Bank of India (RBI) on digital transactions, the total volume of non-cash transaction in India has reached 1.9 billion in 2016–2017 from 228.9 million in 2004–2005. Despite this rapid growth, the largest public sector bank (SBI) in India has reported only 5.86% mobile banking users and 9.69% of Internet banking users in its recent annual report 2016–17. Thus, only informing or spreading awareness would not shift customers towards digital banking but requires changes in the implementation process and successful implementation depends upon how well these technological advancements are communicated to customers (Sarel and Marmorstein 2002 ).

The point of utmost importance is that in India the challenge is not just migrating customers from traditional banking channels to digital channels but also to connect the unbanked masses with the mainstream banking system using digital finance. Undoubtedly, digital mediums have increased the level of financial inclusion globally from 51% in 2011 to 69% in 2017 (Global Findex Database 2017 ). But the fact which differentiates the developing and emerging economies from developed economies is the adoption and use of digital banking channels from the consumer end. Apparently, in high-income economies, 91% of adults use digital payment method, while in developing economies just 44% of adults make digital payment through their account (Global Findex Database 2017 ).

India is an emerging economy wherewith the launch of digitisation campaign (2015) and implementation of demonetisation (2016) the significant chunk of the population is shifted quickly from traditional banking channels to digital channels. However, education, lack of infrastructure and strong Internet connectivity are the issues which hinder the adoption of digital banking channel in India (Tiwari 2019 ). As per statistics, 80% of Indians have a bank account (The Economic Times 2018a , b ). However, World Bank reported ( 2017 ) that 48% of the total 310 million accounts opened in India from 2014 to 2017 are inactive. The lower than anticipated regular usage of digital mediums for banking transactions calls for more in-depth and critical research on formulating the strategies and practices to migrate customers to technology-enabled banking channels based on the factors that matter to customers the most.

Conceptualisation of in-branch efforts and technology acceptance

The literature on digital banking is replete with examining the customers’ attitude (Pikkarainen et al. 2004 ; Eriksson et al. 2005 ; Ibrahim et al. 2006 ; Walker and Johnson, 2006 ; Poon 2007 ; Alalwan et al. 2016 ; Sánchez-Torres 2018 ) and factors affecting the acceptance of digital banking services (Montazemi and Qahri-Saremi 2015 ; Szopiński 2016 ; Alalwan et al. 2017 ). Few studies have also explored the impact of technology on the bank-customer relationship (Harden 2002 ; Durkin and Howcroft 2003 ). Further, Karjaluoto et al. ( 2018 ) highlighted the impact of investment in mobile financial services apps (MFSAs) on improved bank-customer relationships. Even in India vast number of studies have been conducted on customers’ behavioural factors (Malhotra and Singh 2010 ; Singh and Kaur 2011 ; Sinha and Mukherjee 2016 ) with regard to technology acceptance in the banking industry. However, very scanty literature is available on understanding the significance of in-branch efforts of banks to migrate customers to adopt digital banking channels. Impact of in-branch communication with the customers about technology-driven efforts has received hardly any attention of scholars in India.

In reference to the present study, the in-branch efforts are “the services provided at branch level to make customers comfortable with digital channels by imparting first-hand knowledge of technology-enabled banking services”. Sarel and Marmorstein ( 2002 ) were among the pioneering researchers who highlighted the role of communication at branch level to migrate customers to digital banking channels. They opined that effective communication with customers at the branch for persuading them to use digital banking channels can make a difference in their perception and attitude. It is worth mentioning that Former RBI governor Raghuram Rajan ( 2015 ) had also emphasised the significance of communicating the banking products and services to customers in regional language to connect the bank with its customers:

It is the responsibility of the government and the banking sector to provide banking facilities to those who have money but have no access to formal banking channels in a language that they would understand. We should also arrange for financial literacy in the language that they understand.

Previous studies have already reported high bank branch footfall in Indian banks. A survey report by Schofield and Chew ( 2013 ) on future of bank branch in Asian banks established that an average bank customer in India makes 28 branch visits in a year which is very high as compared to developed countries like Australia, UK and the USA. Similarly, Avaya ( 2017 ) surveyed 5000 banking customers from UK, Australia, UAE and India. The survey reports that 51% of Indian bank customers still prefer to visit their branch regularly which is highest among the four countries surveyed.

Further, Marous ( 2013 ) identified that encouraging customers to change the current banking channel is a difficult venture. Similarly, Karjaluoto et al. ( 2019 ) asserted that customers’ intention to use contactless payment systems is highly influenced by habit and it is hard to change such behaviours. The best alternative at this stage that the bank could have is to set up an optimal channel mix to meet customers banking needs. Banks can educate their customers about online banking channels in the branch or online using interactive kiosks and tablets. Incentives for using online banking channel can persuade the customers to use these channels in the future (Accola 1996 ). Further, Brunier et al. ( 2015 ) opined that banks can reduce their cost and improve technology adoption rate by educating customers using in-branch interactive screens and branch employees can make customers familiar with technology-enabled banking services during their visit in the branch. They further reported that in the era of technology the significance of bank branch cannot be overlooked since customers still prefer branch network for taking highly specialised advisory services to buy high-value and complex products such as investment and mortgage.

In a recent study, Yu and Hughes ( 2016 ) highlighted the significance of in-branch ATMs and kiosks to successfully migrate customers to digital channels. The authors revealed that banks need to identify the customer segments as per their banking needs and channel preference to create a unique channel mix. Similarly, the cognizant survey (2016) reported that bank branches can serve as the best platform to interact with the customers and influence them positively. The best customer experience at branch travels across other banking channels. Dallerup et al. ( 2018 ) defined various formats of smart branches in a digital era based on location. Four categories of bank branches such as Box branch, Standard branch, Segment branch and Flagship branch are suitable for areas with specific attributes. At the same time, branch employees need to be trained to perform multiple analytical tasks to improve bank performance.

Schofield and Chew ( 2013 ) revealed that most of the branch visits in Asian countries involve routine banking transaction which increases the cost and can easily be performed online. Thus, the biggest challenge for the banks is to divert the customers from branch banking to digital banking in an interactive way. The fact that in the era of the technology bank branches will continue to serve customers’ high-value and complex banking needs is well established in the literature (Luchetti 2017 ; Joyce 2017 ). Since the strong human relationship is the base of business in most of the Asian cultures (Rotchanakitumnuai and Speece 2003 ), the study attempts to concentrate on efforts to improve the online banking acceptance by maintaining the human touch. The study was initiated to highlight the need for banks to recognise the potential of in-branch initiatives to persuade customers to use technology-enabled banking channels and how banks can improve its online banking customer base by convincing its existing branch visiting customers about the usefulness of digital banking channels. There is no doubt that digital channels hold the potential to improve customer experience and banks have already invested hugely in technology.

The acceptance rate of digital banking channels in India is much lesser than anticipated (Patel and Patel 2018 ). The question is why banks are still struggling to move customers to digital banking channels even after making a huge investment in technology. Even in the USA, 38% of customers reported preferring bank branches or ATMs to other digital banking channels in a recent survey conducted by McKinsey Consumer Insight ( 2016 ). The matter of fact is that the company cannot always allow its customers to follow their preferences as this leads to an increase in the cost (Myers et al. 2004 ). This scenario brings light to focus on directing the customers to adopt the right channel mix for products and services. The first thing that banks can start with is transforming or modernising the bank branches to satisfy the needs of customers (Cognizant 20–20 Insights 2016 ). More specifically in India where the acceptance rate is already so low and digital banking is in its nascent stage.

TAM and digital banking adoption

In order to analyse the impact of in-branch efforts on the adoption of digital banking in India, the study draws upon the technology acceptance model (TAM) (Davis 1989 ). This is the highly accepted model to study the users’ attitude to technology by analysing perceived usefulness (PU) and perceived ease of use (PEOU), the two main determinants of users’ behaviour towards technology. Here, perceived usefulness (PU) is the degree to which the potential customer believes the new technology to improve his/her performance and perceived ease of use (PEOU) is concerned with prospective customers’ perception that new technology will reduce the efforts required (Davis 1989 ). TAM has been very well accepted and validated in a number of studies worldwide in the context of technology adoption (Taylor and Todd 1995 ; Wang et al. 2003 ; Pikkarainen et al. 2004 ; King and He 2006 ). Therefore, TAM provides a valid approach for our study to understand the adoption of digital banking in the Indian context. Also, the analysis is guided by additional antecedents’ variables identified by extended TAM proposed by various researchers and scholars in the context of adopting self-service banking technology.

Our review of related studies from developing countries mainly demonstrates the extension of technology acceptance model (TAM) (Davis 1989 ) based on cultural attributes and individual characteristics of consumers, as it has been believed by various researchers that basic TAM ignores the impact of external influences such as cultural and infrastructure availability on adoption pattern. For instance, evidence from the Middle East as provided by Sukkar and Hassan ( 2005 ) highlights the need to include cultural factors from the consumer side and technical quality from bank side to the existing TAM in order to make it more relevant in the context of developing countries. In the same line, Tobbin ( 2012 ) identified two additional variables such as economic factor and trust apart from TAM variables that matter to unbanked customers in Ghana while adopting mobile banking services.

Evidence from India brings light on the impact of computer self-efficacy, i.e. the ability to use computers, quality of Internet connection, Internet banking awareness and social influence apart from basic TAM variables on customers’ adoption of Internet banking (Sharma and Govindaluri 2014 ). In another study conducted by Nath et al. ( 2013 ) from the perspective of bank employees, three additional factors, namely computer self-efficacy, social influence, technological facility in terms of infrastructure, were reported as an extension to TAM variables in the Indian context. Banu et al. ( 2019 ) identified ease of use and self-efficacy as major drivers of technology adoption in India. Researchers reported a direct link between trust, offline service quality and adoption of technology (Patricio et al. 2003 ; Lee et al. 2007 ; Bashir and Madhavaiah 2015 ). Lack of required infrastructure and connectivity and trust has been reported as the major inhibitor for technology adoption in India (Nath et al. 2013 ; Sinha and Mukherjee 2016 ). In previous studies, traditional service quality in the bank has been viewed as an enabler to build customers’ trust in e-banking services which in turn influences customers’ adoption of e-banking. For example, Yap et al. ( 2010 ) were the pioneer researchers who explored the impact of offline service quality provided in the branch on the adoption of digital banking channels. Later on, Chiou and Shen ( 2012 ) highlighted the significance of offline environment on Internet banking acceptance.

Following the same thought, we proposed research framework for our study to analyse the bank executive’s perceptions of how in-branch efforts of banks in India can influence the adoption of digital banking based on some key identified factors from the literature to make it more relevant in the Indian context. Table  1 provides an overview of the predictors of technology adoption. In order to shift customers towards digital banking channels, we identify some most significant factors for the adoption of technology by customers in India. These factors were further used for coding the interview responses and identifying relevant themes for analysis purpose.

Data methodology

The current study attempts to qualitatively analyse the perceptions of the bank executives from public and private sector banks in India, working at branch level and well-versed with the bank’s operational and marketing strategies. Face-to-face interviews were conducted to collect the responses from the respondents between October 2017 and February 2018. The purpose is to get deeper insights into what bank executives perceive, experience and believe regarding the effectiveness of in-branch efforts on consumers’ attitude to adopt technology-enabled banking channels.

There are two reasons for selecting the qualitative approach: the dearth of empirical research (Hirschman 1986 ) in India on exploring the potential of in-branch efforts to promote digital banking channels and the flexibility which qualitative approach extends to deeply investigate complex relationships (Healy and Perry 2000 ).

Sample selection

Bank executives were selected from the public sector (State Bank of India, Punjab National Bank) as well as the private sector (Axis and HDFC). Bank executives have been selected as respondents as they possess a better understanding of ground reality due to extensive experience of the banking industry. Geographically, the study concentrates on two states from the Northern part of India where information technology (IT) hubs of north India are situated. As in most of the qualitative studies, purposive sampling technique was used to select the respondents from various banks. In total, 35 bank executives representing senior management from public and private banks were approached, but 13 bankers refused to participate in the study. Sample organisations (Banks) selected for the study represent the top banks in India in terms of market share and IT investment.

Data collection and analysis

In total 22 face-to-face interviews were conducted, out of which 12 were with public sector managers and 10 with private sector bank managers. The high response rate (62%) indicates the willingness of bankers to share their experiences and perceptions on the topic. One interviewee from public sector bank had previous work experience with a private sector bank. This helped to attain the unique set of perspectives regarding differences among in-branch practices of public and private sector banks in India. Most of the interviews lasted for an average of 25–30 min. Interviews were conducted in the English language. Most of the bank managers were not comfortable with the tape recording of the interview, so detailed notes were prepared to record the responses of the managers. During the fieldwork, it was observed that most of the bank branches were quite busy and the staff was fully occupied specifically in case of the public sector banks. Due to heavy rush and long queues in most of the bank branches, it was hard to take the time of bank managers for interview. However, with repeated visits and strong potential of the subject matter for improving banking experience, we managed to get insights of bank managers on the topic.

During interview sessions with bank executives basically, three areas were covered

Their perception regarding technological interventions in the banking industry and how technology has changed working experience in the bank;

In-branch efforts undertaken by the bank for persuading customers to use innovative digital banking channels if any;

Can these efforts bring a positive change in customers’ attitude and perception towards technology-enabled banking channels and how?

The interviews were semi-structured in nature, and various other related questions were asked loosely to allow flexibility and get maximum insights. Appendix Table  3 gives an outline of the semi-structured interview.

Qualitative content analysis technique (Mayring 2000 ) was used for the analysis of interview data. Extensive notes were prepared during interview sessions. Varieties of responses received during interviews were clubbed into four main themes using NVIVO 9 software, based on data reduction, display and conclusion-drawing processes (Miles and Huberman 1984 ).

For the analysis purpose, both inductive and deductive technique was used for identifying themes. Firstly, using the deductive technique the TAM aspects were explored based on the research question and theoretical concepts (Davis 1989 ; Lee et al. 2007 ; Yap et al. 2010 ) and then the codes were identified. Following the coding process, the second, third and fourth author refined the codes based on their suggestions but did not identify new codes. An inductive approach was used to connect the codes and identify themes relating to in-branch communication, branch staff roles, customer-centric initiatives and digitally driven branches with the human touch. Table  2 provides an overview of the coding criteria and theme identification process of the study.

In-branch communication with customers

Communication at the branch to educate customers about online banking channels with either self-service technology like Internet kiosks or specialised bank staff was the dominant factor reported by interviewees. Majority of interviewees believe that effective communication at branch level to guide customers for using technology to fulfil their banking needs can bring a positive change in customers’ perception, specifically in rural and semi-urban areas where customers rarely have hands-on experience in computers and Internet.

It is worth mentioning that no direct question regarding communication was asked to respondents during the interview. However, 13 out of 22 bankers agreed that communication with customers at the branch is a key effort to bring positive change in current trends. A typical comment from Banker 1 was:

There is no better approach than interacting with customers about modern technology-based banking channels; it is as much important as handling their (customers) queries atthe branch. As banks have already invested hugely in technology…. its acceptance is pertinent to banks.

Most of the bankers in rural and semi-urban areas were highlighting the need for live demonstration at bank branches and communicating the benefits of online banking channels to customers. But surprisingly, when asked about live demonstration practices at their institutions, there were only a few bankers who agreed to have interactive screens in the bank to educate customers about using digital banking. A colleague from the same bank argued that:

There is need to make strategical changes, with shrinking staff level and heavy branch footfall it is next to impossible for us (Bankers) to initiate personalise interactive sessions with customers regarding how to use technology-enabled banking channels. Dedicated digital tech experts in every branch especially in rural branches can help customers to make maximum use of online banking channels (Banker 6).

Customer satisfaction was observed by respondents as an important factor while demonstrating the use of online banking channels at the bank branch. Enduring relationship of the bank with its customers is the result of regular communication (Howcroft et al. 2002 ; Waite and Harrison 2002 ). Previous studies have already established the significance of possessing communication skills along with technical knowledge about the product by the sales force to provide maximum satisfaction to the customer (Goff et al. 1997 ). Our research findings also highlight that the introduction of new banking channels requires bankers to gain expertise not only in banking technology but also in communication skills to educate customers to use innovative banking channels, as customers’ trust in online banking is the positively related to effective communication among bank and its customers (Mukherjee and Nath 2003 ). One of the interviewees commented:

That first experience of customers with online channels defines their future chances of using it and effective interactive sessions at bank branch have great chances to make this first experience positive…. But again, it requires dedicated expert staff which most of our bank branches lack (Banker 19).

Another concerning issue which bank executives brought up during the study is using different communication approaches for different segments of customers. Various segments of bank customers exist based on their attitude and expected benefits (Machauer and Morgner 2001 ). The interview data suggest that with limited trained experts it is not feasible for banks to target all branch visiting customers for migrating to online banking channels. One bank executive from a private sector bank suggests that branch managers can segment customers based on customers’ frequency of branch visit. High-cost customers who visit branch more frequently can be targeted on the priority basis with high-touch and demonstrative communication approach to reduce the workload significantly. Thus, the challenge for banks is to identify the most appropriate mode of communication to interact with different segments of customers to convince them to adopt digital banking channels.

Redefining the role of branch staff

Many of the branch managers (16/22) reported that technology has redefined the role of branch staff in the digital era. Bankers perceive that by equipping branch staff with right soft skills and competencies in technology to solve the issues of customers and improve their banking experience, banks can expedite the online banking adoption in a more effective manner. Bank executives shared their perception about pressing need for changing the role of bank staff due to technological interventions in the banking sector. Banker 15 presented his views regarding internal challenges:

I believe ourworkforce performs multiple jobs at a time like advice customers on high-value products, handles daily transactions but still I am not sure our efforts are enough to equip our staff with right skills to optimally utilize technology and branch space to develop a close relationship with customers and improve branch productivity.

However, during interviews, it was observed that the scenarios are quite different between public and private sector banks in India. When asked “If there is any special front desk for a relationship manager to provide advisory services in the branch”, 85% respondents from public sector banks responded negatively. Branch staff role in public sector banks was still found to be confined to handling queries of customers with no specific front counter for the relationship manager to extend personal advisory services to customers at the branch. On the flip side, private sector bank branches demonstrate financial advisory services provided by trained personal advisor designated as the Relationship manager.

One interviewee who had previous experience with a private sector bank explained:

Technology has changed the way banking is done within the branches, but when it comes to encouraging people to adopt technology in an engaging way…public sector banks have a long way to go (Banker 5).

Interestingly, public banks in India are very available in remote and rural areas, unlike private banks. They handle much of total bank accounts in the country. We find that front desk staff in public banks lack adequate customer bonding. Since branch service quality influences the customers’ adoption of online banking services (Yap et al. 2010 ), there is need for these banks to focus on training their staff with interpersonal skills to become more productive and effective. This finding is also supported by Kaur et al. ( 2012 ) in a previous study in which they highlighted the significance of training the bank employees as per bank’s future strategies and plans to improve their job commitment. In this regard one interviewee from major public sector bank confesses:

In the era of technology, we need to establish a closer link between employees and customers if we want to see positive results. The workforce at the branch needs to be trained digitally to educate customers about new banking products and channels (Banker 6).

A colleague from the same bank argues that most of the branch visiting customers of public sector banks belong to a low-income group and lack even basic knowledge about banking activities and these customers generally engage staff with regular activities which can easily be done online. It was observed that lack of resources (time and staff) and long queues at branches make the situation more critical for public sector banks. However, proper training for branch staff to develop a positive attitude towards technology (Lymperopoulos and Chaniotakis 2004 ) and educating customers to use digital banking channels can help to serve the purpose for both parties.

Customer-centric initiatives to strengthen the relationship

Another important observation during interviews with bank executives was concerned with understanding individual customers’ preferences and needs at the branch. Bank executives described it as permanent pressure for improving customer services to survive in the present volatile and competitive market. Prior studies have also observed that offline fulfilment for customer satisfaction is as significant as online service quality (Semeijin et al. 2005 ). Twelve bank managers asserted that understanding the needs of customers and delivering tailored products to build customers’ trust in the bank, strengthens the bank-customer relationship. When asked about how would customers’ trust in the bank helps to sell digital banking products to customers, majority of bank executives responded that trust on digital banking is a function of customers’ perceived trustworthiness of bank. If customers trust the bank and its services, then they would intend to use its other digital mediums as well.

At the same time, bank executives from public sector banks expressed concern over the attitude of branch employees and organisational culture issues because they perceived that due to lack of motivation and heavy workload branch employees find it hard to provide individual attention to customers which in turn negatively affects the bank-customer relationship. Such a comment came from Banker 10:

We don’t have an active action plan to ensure the positive frontline employee involvement with customers at the branch which is imperative to improve the overall performance of organisation and bank-customer relationship in digital era.

Interestingly, Banker 17 presented a completely different perspective on this issue and recognised that much more is needed to be done in India to make digital banking an indispensable part of people’s life. When asked about the challenges in the way of establishing trust and the strong bank-customer relationship he responded:

With limited resources at branches, it’s not feasible to handle a large pool of branch customers at once to convince them to adopt digital banking channel especially when majority of your customers lacks trust and competency to use technology for banking transactions.

The interviewee findings reveal that on the part of banks, efforts are required in the direction of segmenting the customers at the branch on the basis of their investments with the bank, banking needs, demographic profile, frequency of branch visits and then targeting the high-cost customers on a priority basis by offering them right channel mix. For instance, even previous studies conducted in the USA have documented that 58% of transactions at bank branch are generated by 18% of customers (Toit and Burns 2016 ). Bankers perceive that customer relationship management (CRM) at branch provides an opportunity to deepen the relationship with customers which in turn helps to convince the customers to adopt digital banking channels. Strong customer relationship with the customer-centric approach is suggested to create better chances for banks to reduce operational costs and improve their market share. Most of the bank executives emphasised that better customer relationship can make it possible for banks to create customer segments and target high-touch clients in bank branch to increase return on investment.

Digitally driven branches with human touch

In the digital era, banks are not only embracing technology-based banking channels to conduct transactions online but also focusing on modernising the bank branches. Various previous studies have already established that bank branches cannot be replaced in the present digital world (Baxter and Rigby 2014 ; Charniauski and Freeborn 2015 ; Brunier et al. 2015 ). During the current study, 15 bank executives reported that the banks can think of modernising branches with in-branch digital capabilities so that they can educate customers about modern technologies using the same platform which in turn helps to reduce the workload of branch staff. Previous studies have also demonstrated the importance of in-branch self-service technology to persuade non-adopter to adopt online banking channels (Berger 2009 ). It is evident that RBI’s guidelines ( 2017 ) (May 2017) regarding digital banking outlets (e.g. SBI InTouch) have shifted the banking landscape in India. Banks in India are more inclined towards transforming existing branches than opening new ones.

When asked about the target customer segment, the majority of respondents were of the view that as a digital push initiative bank branch transformation intends to target predominantly the branch visitors who still prefer branch banking than digital channels. Few interviewees believed that even in the case of tech-savvy customers, the human touch is significant for customer satisfaction and behavioural intentions (Makarem et al. 2009 ). A participant from private sector bank gave the example of security and performance-based risk issues and how educating and informing customers about the security measures and benefits of digital banking channels through live demonstrations at the branch can build the trust of customers in digital banking (Martins et al. 2014 ).

Interestingly, while most of the bank managers recognised the significance of transforming the bank branches they also raised the concern over the cost of modernising and equipping all or most of the branches with self-service technology. One senior bank executive from a major public sector bank commented:

No doubt, all our branches need to be modernised and equipped with self-service kiosks and touch screens, but timing is not right due to high capital expenses involved. The best approach at this time can be to link digital banking channels to bank branches” (Banker 21).

Discussion of findings

Davis ( 1989 ) argues that perceived usefulness (PU) and perceived ease of use (PEOU) are the most significant determinants of technology adoption. TAM has established a strong and positive relationship between PU and technology adoption. Customers’ behaviour intention has found to be influenced by perceived usefulness in a study conducted by Alalwan et al. ( 2017 ). Various other researchers have also highlighted the significant impact of perceived usefulness on customers’ attitude and intention to use technology-enabled banking services (Wang et al. 2003 ; Juwaheer et al. 2012 ; Wentzel et al. 2013 ; Loureiro et al. 2014 ). Our research findings indicate that effective in-branch communication between branch staff and customers may significantly influence customers’ attitude and intentions to use digital banking channels. The study reveals that once customers are communicated and informed personally about the usefulness, convenience and ease of using digital banking channels, they may perform all their future banking transactions online (Sathye 1999 ; Pikkarainen et al. 2004 ).

The proposed technological interventions and methods need to be simpler to understand; otherwise, customers would resist the change and continue with the traditional banking practices. Perceived ease of use has been identified as an important factor positively influencing the attitude of customers regarding technology-enabled banking services (Marakarkandy et al. 2017 ). More specifically individual’s ability to use computer and technology positively influences the adoption of technology (Nath et al. 2013 ). The research findings depict that live demonstration in the digitally enabled branches with self-service kiosks can educate customers about how to use digital banking mediums which in turn will result in customers’ acceptance. This finding is in line with the previous study conducted by Roy et al. ( 2017 ) where lack of self-efficacy (competence to use Internet and banking applications) was seen to negatively affect customers’ perceived ease of use which consecutively was found to have the negative impact on customers’ adoption of Internet banking in India.

The extended TAM supports the notion that branch service quality influences the customers’ adoption of online banking services (Yap et al. 2010 ). There is a need for banks to focus on training their staff with interpersonal skills to become more productive and effective. The findings of the study show that effective customer financial advisory service at branch helps in attaining customers’ trust. The quality of services delivered by branch staff influences the customers’ adoption of online banking services. Previous studies have (Patricio et al. 2003 ; Yap et al. 2010 ) similarly highlighted that traditional service quality at branch leads to customers’ satisfaction and trust in Internet banking services. Further, offline fulfilment for customer satisfaction is as significant as online service quality (Semeijin et al. 2005 ). Our research findings reveal that customer-centric efforts at bank branch can improve the customers’ overall satisfaction and trust by developing and strengthening the personal relationship with customers. In other words, understanding the needs of customers and delivering tailored products to customers builds customers’ trust in the bank and strengthens the bank-customer relationship. Trust on digital banking was reported as a function of customers’ perceived trustworthiness of a bank (Fig. 2 ).

Theoretical implications of the study

The most prominent outcome of the present study pertains to the significance given to the in-branch customers’ experience and changing role of bank branches to encourage customers to adopt digital channel for conducting future banking transactions. This study proposed a model that highlights the impact of in-branch customer engagement on their intention to adopt digital banking channels in India. The present study contributes to the literature by studying how personalisation and in-branch initiatives can facilitate to build customers’ initial trust towards digital banking channels. In prior literature, some studies have been conducted on customers’ behavioural factors (Malhotra and Singh 2010 ; Singh and Kaur 2011 ; Sinha and Mukherjee 2016 ) with regard to technology acceptance in the Indian banking industry. However, our study is first to explore and understand the significance of in-branch efforts of banks to migrate customers to adopt digital banking channels. Impact of in-branch communication with the customers about technology-driven efforts has hardly received any scholarly attention.

Various studies have reported a strong, positive relationship between perceived usefulness, ease of use and customers’ attitude to adopt the technology (Wang et al. 2003 ; Juwaheer et al. 2012 ; Wentzel et al. 2013 ; Loureiro et al. 2014 ). Our research indicates that effective in-branch communication between branch staff and customers (Sathye 1999 ; Pikkarainen et al. 2004 ) and computer self-efficacy (Roy et al. 2017 ) developed through live demonstration in the digitally enabled branches may significantly influence the customers’ attitude and intention to use digital banking channels.

The study reveals that branch service quality influences the customers’ adoption of online banking services (Yap et al. 2010 ) by developing the trust of customers in e-banking services. Indian banks mainly public sector banks need to focus on training their staff with interpersonal skills to become more productive and effective. This finding is also supported by Kaur et al. ( 2012 ) in a previous study in which they highlighted the significance of training the bank employees as per bank’s future strategies and plans to improve their job commitment.

Our study supports the view that offline fulfilment for customer satisfaction is as significant as online service quality (Semeijin et al. 2005 ). Further, we add to the literature by establishing a direct relationship between customers’ trust in the bank and its e-banking services. The study emphasised the significance of customer relationship management (CRM) to identify the customer segments and target high-touch clients in a bank branch to increase return on investment.

Managerial implications

In emerging countries, the challenge for the banking industry is to meet the needs of highly distinctive segments of customers in urban, semi-urban and rural areas. Against all the sunny reports released by banking industry regarding digital banking adoption in India, our research findings suggest that banks need to take serious in-branch initiatives to educate and make a majority of customers comfortable with digital channels for banking payments and transactions. The present study elucidates the need to transform future bank branches by identifying cost-effective strategies. Trust on digital banking has been identified as a function of customers’ perceived trustworthiness of the bank. If customers trust the bank and its services, then they would intend to use the other digital mediums as well. Understanding and segmenting the branch visiting customers on the basis of how tech-savvy they are, their investments with the bank, banking needs, frequency of branch visits and then targeting the high-cost customers on a priority basis by offering them right channel mix (customer-centric approach) can make it possible for banks to increase return on investment and develop strong bank-customer relationship. Hence, banking regulators and industry should focus their attention to develop strong customer relationship management (CRM) practices in the branches to deepen the relationship with customers which in turn helps to build their trust in digital banking channels. One of the major hurdle in adopting the innovative digital banking channel is the lack of customers’ trust. Hence banks need to build the trust of customers through providing them personalised banking services by identifying the different segments of customers and offering them the right channel mix.

The study also identifies various integrated cultural and organisational obstacles particularly in public sector banks which hinder the customers’ adoption of digital banking. The banks need to focus the marketing strategy on enabling branches with digital capabilities, deploying more digitally trained employees in the branches to develop technological self-efficacy among customers to use innovative digital banking channels which in turn can help to reduce the digital divide in India.

This study draws the attention of the bank managers towards the need to design appropriate in-branch communication strategy by identifying various segments of branch visiting customers and make special efforts for the training of frontline branch staff (Cooper et al. 1994 ) to instil expertise not only in banking technology but also in communication skills. Further, our interview data suggest that banks in India are concerned about the high cost involved in branch digitisation. Banks need to understand that return on investment in technology would occur in the long run only if the large chunk of its customers migrates to digital channels and that is possible with the transformation of existing branch service model (Tang 2016 ). Migration of customers to digital banking channels in India calls for developing branch transformation strategy with the focus on a customer-centric approach. However, the branch transformation is seen to face various challenges, especially in the context of public sector banks in India. These issues raise the urgent need for focusing on improving in-branch practices of banks to convince customers to migrate to digital banking channels.

Due to COVID-19 maintaining physical distancing and providing in-branch services to customers is another challenge for banks in India with high number of branch visiting customers. In this strange time, banks can put a restriction on number of customers entering the branch at a time with flexible working hours to spread customer footfall and rotating staff. Additionally, visit by appointment only could be another alternative for banks to ensure the safety of customers and staff. The banks can also develop integrated services for customers in rural areas where business correspondents and India Post channel can provide banking services using digital tools at the door step of the customers with the purpose of reducing the number of customers visiting the branch.

Limitations of the study and future research

The study significantly contributes to the literature but with few limitations which can be addressed in future research. The present study concentrates on bank managers perceptions about in-branch efforts. For future research, it would be fruitful to trace out the perceptions of customers regarding the impact of in-branch efforts on their adoption of digital banking channels. Further, insights from this study could be used to frame a model for the impact of in-branch initiatives on customers’ adoption of digital banking that can be empirically tested. Future research can examine the impact of COVID-19 on digital banking and mobile payments acceptance in India as the current pandemic situation has encouraged customers to access remote banking services. Another avenue for future research is exploring the potential of modern agent network-based payment models in reaching out financially excluded section and examining whether these new models are opportunity or threat to the established digital channels.

Accola, J. 1996. Bank pays customers to use ATM, Denver Rocky Mountain News, 25 April, pp. 3b.

Alalwan, A.A., Y.K. Dwivedi, and N.P. Rana. 2017. Factors influencing adoption of mobile banking by Jordanian bank customers: Extending UTAUT2 with trust. International Journal of Information Management 37 (3): 99–110.

Article   Google Scholar  

Alalwan, A.A., Y.K. Dwivedi, N.P. Rana, and M.D. Williams. 2016. Consumer adoption of mobile banking in Jordan: examining the role of usefulness, ease of use, perceived risk and self-efficacy. Journal of Enterprise Information Management 29 (1): 118–139.

AVAYA, 2017. “The Avaya-commissioned Customer Experience in Banking 2017 Report”, available at: https://www.avaya.com/en/about-avaya/newsroom/news-releases/2017/pr-aus-170810/(accessed 10 January 2018).

Bakshi, I. 2016. Cash deals cost 1.7% of GDP: Visa, available at: https://www.business-standard.com/article/economy-policy/cash-deals-cost-1-7-of-gdp-visa-116100500617_1.html(accessed 20 November 2017).

Banu, A.M., N.S. Mohamed, and S. Parayitam. 2019. Online banking and customer satisfaction: Evidence from India. Asia-Pacific Journal of Management Research and Innovation 15 (1–2): 68–80.

Bashir, I., and C. Madhavaiah. 2015. Trust, Social Influence, Self-Efficacy, Perceived Risk and Internet Banking Acceptance: An Extension of Technology Acceptance Model in Indian Context. Metamorphosis 14 (1): 25–38.

Baxter, M. and D. Rigby. 2014. Rethinking the Bank Branch in a Digital World, available at: https://hbr.org/2014/09/rethinking-the-bank-branch-in-a-digital-world(accessed 12 December 2017).

Berger, S.C. 2009. Self-service technology for sales purposes in branch banking: The impact of personality and relationship on customer adoption. International Journal of Bank Marketing 27 (7): 488–505.

Brunier, F., D. Patsch, and F. Stradtmann. 2015. Transforming the Banking Branch”, available at: https://www.accenture.com/t20160321T020410Z__w __/in- en/_acnmedia/Accenture/Conversion-Assets/DotCom/Documents/Global/PDF/Strategy_7/Accenture-Strategy-Transforming-Banking-Branch.pdf (accessed 15 January 2018).

Charniauski, A. and L. Freeborn. 2015. Branch Transformation in a Digital World, available at: https://www.idc.com/getdoc.jsp?containerId=FIBA01X(accessed 15 January 2018).

Chiou, J.S., and C.C. Shen. 2012. The antecedents of online financial service adoption: the impact of physical banking services on Internet banking acceptance. Behaviour & Information Technology 31 (9): 859–871.

Cognizant 20-20 Insights. 2016. Transforming the Branch: What Banks Need to Do, available at: https://www.cognizant.com/whitepapers/transforming-the-branch-what-banks-need-to-do-codex2217.pdf (accessed 10 February 2018).

Cooper, W.W. 1994. Data envelopment analysis: Survey and interpretation, Operations Research:Communication of the Operations Research Society of Japan .

Dallerup, K., S. Jayantilal, G. Konov, H. Stockmeier, and A. Legradi. 2018. The bank branch for the digital age, available at: https://www.mckinsey.com/industries/financial-services/our-insights/a-bank-branch-for-the-digital-age (accessed 13 September 2018).

Davis, F.D. 1989. Perceived usefulness, perceived ease of use, and user acceptance of information technology, MIS quarterly , 319–340.

Devi Juwaheer, T., S. Pudaruth, and P. Ramdin. 2012. Factors influencing the adoption of internet banking: a case study of commercial banks in Mauritius. World Journal of Science, Technology and Sustainable Development 9 (3): 204–234.

DeYoung, R., W.W. Lang, and D.L. Nolle. 2007. How the Internet affects output and performance at community banks. Journal of Banking & Finance 31 (4): 1033–1060.

Durkin, M.G., and B. Howcroft. 2003. Relationship marketing in the banking sector: the impact of new technologies. Marketing Intelligence & Planning 21 (1): 61–71.

Eriksson, K., K. Kerem, and D. Nilsson. 2005. Customer acceptance of internet banking in Estonia. International Journal of bank marketing 23 (2): 200–216.

Featherman, M.S., and P.A. Pavlou. 2003. Predicting e-services adoption: a perceived risk facets perspective. International Journal of Human-Computer Studies 59 (4): 451–474.

Gartner 2019. Gartner Predicts Indian Banking and Securities IT Spending to Grow 9% in 2020, available at: https://www.gartner.com/en/newsroom/press-releases/2019-06-18-gartner-predicts-indian-banking-and-securities-it-spe (accessed 21 March 2020).

Goff, B.G., J.S. Boles, D.N. Bellenger, and C. Stojack. 1997. The influence of salesperson selling behaviors on customer satisfaction with products. Journal of Retailing 73 (2): 171–183.

Harden, G. 2002. E-banking comes to town: Exploring how traditional UK high street banks are meeting the challenge of technology and virtual relationships. Journal of Financial Services Marketing 6 (4): 323–332.

He, D., K. You, W. Li, and J. Wu. 2019. Determinants of Technology Adoption: Evidence from the Chinese Banking Industry, Emerging Markets Finance and Trade , 1–23.

Healy, M., and C. Perry. 2000. Comprehensive criteria to judge validity and reliability of qualitative research within the realism paradigm. Qualitative Market Research: An International Journal 3 (3): 118–126.

Hirschman, E. C. 1986. Humanistic inquiry in marketing research: philosophy, method, and criteria, Journal of Marketing Research , 237–249.

Howcroft, B., R. Hamilton, and P. Hewer. 2002. Consumer attitude and the usage and adoption of home-based banking in the United Kingdom. International Journal of Bank Marketing 20 (3): 111–121.

Ibrahim, E.E., M. Joseph, and K.I. Ibeh. 2006. Customers’ perception of electronic service delivery in the UK retail banking sector”, International Journal of Bank Marketing, 24(7), 475–493. In Qualitative data analysis: a sourcebook of new methods . Sage publications.

Joyce, L. 2017. Digital Bank Transformation: The Evolution of Branch Banking, available at: https://thefinancialbrand.com/67893/banking-branch-network-strategy-design/(accessed 23 January 2018).

Karjaluoto, H., A.A. Shaikh, H. Saarijärvi, and S. Saraniemi. 2018. How perceptual value drives the use of mobile financial services apps? International Journal of Information Management 47: 252–261.

Karjaluoto, H., A.A. Shaikh, M. Leppäniemi, and R. Luomala. 2019. Examining consumers’ usage intention of contactless payment systems. International Journal of Bank Marketing 38 (2): 332–351.

Kaur, G., R.D. Sharma, and N. Mahajan. 2012. Exploring customer switching intentions through relationship marketing paradigm. International Journal of Bank Marketing 30 (4): 280–302.

King, W.R., and J. He. 2006. A meta-analysis of the technology acceptance model. Information & Management 43 (6): 740–755.

Kumar Sharma, S., and S. MadhumohanGovindaluri. 2014. Internet banking adoption in India: structural equation modeling approach. Journal of Indian Business Research 6 (2): 155–169.

Kumar, A. 2019. A Refreshed ‘Digital India’ Programme will Play Critical Role in the Pursuit of $5 Trillion Economy, available at: https://economictimes.indiatimes.com/small-biz/startups/newsbuzz/a-refreshed-digital-india-programme-will-play-critical-role-in-the-pursuit-of-5-trillion-economy/articleshow/70067053.cms?from=mdr (accessed 20 March 2020).

Lee, K.C., I. Kang, and D.H. McKnight. 2007. Transfer from offline trust to key online perceptions: an empirical study. IEEE Transactions on Engineering Management 54 (4): 729–741.

Luchetti, G. 2017. The future of banking will include brick-and-mortar branches, available at: https://www.scmp.com/business/banking-finance/article/2101363/future-banking-will-include-brick-and-mortar-branches(accessed 21 January 2018).

Luo, X., H. Li, J. Zhang, and J.P. Shim. 2010. Examining multi-dimensional trust and multi-faceted risk in initial acceptance of emerging technologies: An empirical study of mobile banking services. Decisionsupport systems 49 (2): 222–234.

Google Scholar  

Lymperopoulos, C., and I.E. Chaniotakis. 2004. Branch employees’ perceptions towards implications of e-banking in Greece. International Journal of Retail & Distribution Management 32 (6): 302–311.

Machauer, A., and S. Morgner. 2001. Segmentation of bank customers by expected benefits and attitudes. International Journal of Bank Marketing 19 (1): 6–18.

Makarem, S.C., S.M. Mudambi, and J.S. Podoshen. 2009. Satisfaction in technology-enabled service encounters. Journal of Services Marketing 23 (3): 134–144.

Malhotra, P., and B. Singh. 2010. An analysis of Internet banking offerings and its determinants in India. Internet Research 20 (1): 87–106.

Marakarkandy, B., N. Yajnik, and C. Dasgupta. 2017. Enabling internet banking adoption: An empirical examination with an augmented technology acceptance model (TAM). Journal of Enterprise Information Management 30 (2): 263–294.

Loureiro, Maria Correia, H. Rudiger Kaufmann, and S. Rabino. 2014. Intentions to use and recommend to others: an empirical study of online banking practices in Portugal and Austria. Online Information Review 38 (2): 186–208.

Marous, J. 2013. Migrating Banking Customers to Digital Channels, available at: https://thefinancialbrand.com/37287/migrating-banking-customers-to-digital/(accessed 15 January 2018).

Martins, C., T. Oliveira, and A. Popovič. 2014. Understanding the Internet banking adoption: A unified theory of acceptance and use of technology and perceived risk application. International Journal of Information Management 34 (1): 1–13.

Mayring, P. 2000. Qualitative content analysis. Qualitative Social Research Forum 1 (2):20. https://www.qualitative-research.net/index.php/fqs/article/view/1089/2385 .

McKinsey Consumer Insight 2016. Reimagining the bank branch for the digital era, available at: https://www.mckinsey.com/industries/financial-services/our-insights/reimagining-the-bank-branch-for-the-digital-era(accessed 10 December 2017).

Miles, M.B., and A.M. Huberman. 1984. Qualitative data analysis: A sourcebook of new methods . London: Sage.

Montazemi, A.R., and H. Qahri-Saremi. 2015. Factors affecting adoption of online banking: A meta-analytic structural equation modeling study. Information & Management 52 (2): 210–226.

Mukherjee, A., and P. Nath. 2003. A model of trust in online relationship banking. International Journal of Bank Marketing 21 (1): 5–15.

Myers, J.B., A.D. Pickersgill, and E.S. Van Metre. 2004. Steering customers to the right channels. McKinsey Quarterly 4 (3): 36–47.

Nath, R., K.T. Bhal, and G.T. Kapoor. 2013. Factors influencing IT adoption by bank employees: An extended TAM approach. Vikalpa 38 (4): 83–96.

Normalini, M.K., and T. Ramayah. 2017. Trust in internet banking in Malaysia and the moderating influence of perceived effectiveness of biometrics technology on perceived privacy and security. Journal of Management Sciences 4 (1): 3–26.

Osho, G.S. 2008. How technology is breaking traditional barriers in the banking industry: Evidence from financial management perspective. European Journal of Economics, Finance, and Administrative Sciences 11 (3): 15–21.

Pandey, N. 2018. Only 16% of rural users access Internet for digital payments: Report, available at: https://www.livemint.com/Politics/PhY0kTxoJqq6U9GISIpSaK/Only-16-of-rural-users-access-Internet-for-digital-payments.html(accessed 5 January 2018).

Patel, K.J., and H.J. Patel. 2018. Adoption of internet banking services in Gujarat: An extension of TAM with perceived security and social influence. International Journal of Bank Marketing 36 (1): 147–169.

Patricio, L., R.P. Fisk, and J. Falcao e Cunha. 2003. Improving satisfaction with bank service offerings: measuring the contribution of each delivery channel. Managing Service Quality: An International Journal 13 (6): 471–482.

Pikkarainen, T., K. Pikkarainen, H. Karjaluoto, and S. Pahnila. 2004. Consumer acceptance of online banking: An extension of the technology acceptance model. Internet Research 14 (3): 224–235.

Poon, W.C. 2007. Users’ adoption of e-banking services: the Malaysian perspective. Journal of Business & Industrial Marketing 23 (1): 59–69.

Rajan, R. 2015. Hindi and Other Indian Languages can act as a bridge between Banker and Customer: Dr Raghuram G. Rajan, Governor, Reserve Bank of India, June 19, 2015, available at: https://rbi.org.in/scripts/BS_PressReleaseDisplay.aspx?prid=34227 .

Rawashdeh, A. 2015. Factors affecting adoption of internet banking in Jordan: Chartered accountant’s perspective. International Journal of Bank Marketing 33 (4): 510–529.

Reserve Bank of India 2017. Reserve Bank of India Annual Report 2016–17, available at: https://www.thehindubusinessline.com/multimedia/archive/03196/RBI_Annual_Report__3196461a.PDF (accessed 6 January 2018).

Rotchanakitumnuai, S., and M. Speece. 2003. Barriers to Internet banking adoption: A qualitative study among corporate customers in Thailand. International Journal of Bank Marketing 21 (6/7): 312–323.

Roy, S.K., M.S. Balaji, A. Kesharwani, and H. Sekhon. 2017. Predicting Internet banking adoption in India: A perceived risk perspective. Journal of Strategic Marketing 25 (5–6): 418–438.

Safeena, R., A. Kammani, and H. Date. 2014. Assessment of internet banking adoption: An empirical analysis. Arabian Journal for Science and Engineering 39 (2): 837–849.

Sánchez-Torres, J.A., F.J.A. Canada, A.V. Sandoval, and J.A.S. Alzate. 2018. E-banking in Colombia: factors favouring its acceptance, online trust and government support. International Journal of Bank Marketing 36 (1): 170–183.

Sarel, D., and H. Marmorstein. 2002. Migrating customers to new distribution channels: The role of communication. Journal of Financial Services Marketing 6 (3): 254–266.

Sarel, D., and H. Marmorstein. 2003. Marketing online banking services: The voice of the customer. Journal of Financial Services Marketing 8 (2): 106–118.

Sathye, M. 1999. Adoption of Internet banking by Australian consumers: an empirical investigation. International Journal of Bank Marketing 17 (7): 324–334.

Schofield, M. and S. Chew. 2013. Future of the bank branch in Asia: Redesigning footprint and format, available at: http://www.bain.com/publications/articles/future-of-the-bank-branch-in-asia-redesigning-footprint-and-format.aspx(accessed 6 January 2018).

Semeijn, J., A.C. Van Riel, M.J. Van Birgelen, and S. Streukens. 2005. E-services and offline fulfilment: how e-loyalty is created. Managing Service Quality: An International Journal 15 (2): 182–194.

Shaikh, A.A., M.D. Alharthi, and H.O. Alamoudi. 2020. Examining key drivers of consumer experience with (non-financial) digital services-An exploratory study. Journal of Retailing and Consumer Services 55: 102073.

Shaikh, A.A., and H. Karjaluoto. 2016. Some misconceptions concerning digital banking and alternative delivery channels. International Journal of E-Business Research 12 (3): 1–16.

Shetty, S. 2017. Gartner Says The Transition of The Indian Banking Sector To Cashless Society is Driving Increased Technology Investments, available at: https://www.gartner.com/newsroom/id/3827164 (accessed 10 January 2018).

Singh, J., and G. Kaur. 2011. Customer satisfaction and universal banks: an empirical study. International Journal of Commerce and Management 21 (4): 327–348.

Sinha, I., and S. Mukherjee. 2016. Acceptance of technology, related factors in use of off branch e-banking: an Indian case study. The Journal of High Technology Management Research 27 (1): 88–100.

Sukkar, A.A., and H. Hasan. 2005. Toward a model for the acceptance of internet banking in developing countries. Information Technology for Development 11 (4): 381–398.

Susanto, A., H. Lee, H. Zo, and A.P. Ciganek. 2013. User acceptance of Internet banking in Indonesia: initial trust formation. Information Development 29 (4): 309–322.

Szopiński, T.S. 2016. Factors affecting the adoption of online banking in Poland. Journal of BusinessResearch 69 (11): 4763–4768.

Takieddine, S., and J. Sun. 2015. Internet banking diffusion: A country-level analysis. Electronic Commerce Research and Applications 14 (5): 361–371.

Tang, D. 2016. Branch transformation in the digital era, available at: https://www.ibm.com/industries/banking-financial-markets/resources/branch-transformation-digital-era/ (accessed 13 March 2018).

Taylor, S., and P.A. Todd. 1995. Understanding information technology usage: A test of competing models. Information Systems Research 6 (2): 144–176.

The Economic Times 2018. Acute urban-rural divide in Internet penetration in India: Report, available at: https://economictimes.indiatimes.com/tech/internet/acute-urban-rural-divide-in-internet-penetration-in-india-report/articleshow/62997468.cms(accessed 24 December 2017).

The Economic Times. 2018. Number of Adult Indians with Bank Accounts Rises to 80%, available at: https://economictimes.indiatimes.com/industry/banking/finance/banking/number-of-adult-indians-with-bank-accounts-rises-to-80/articleshow/63838930.cms(accessed 21 March 2020).

Tiwari, R. 2019. Contribution of cyber banking towards digital India: A way forward. Khoj. An International Peer Reviewed Journal of Geography 6 (1): 46–52.

Tobbin, P. 2012. Towards a model of adoption in mobile banking by the unbanked: A qualitative study. Info 14 (5): 74–88.

Toit, G. and M. Burns. 2016. Customer Loyalty in Retail Banking: Global Edition 2016, available at: http://www.bain.com/publications/articles/customer-loyalty-in-retail-banking-2016.aspx(accessed 10 January 2018).

Vater, D., J. Engelhardt, J. Fielding, and R. Hatherall. 2019. As Banks Pursue Digital Transformation, Many Struggle to Profit from It, available at: https://www.bain.com/insights/as-banks-pursue-digital-transformation-many-struggle-to-profit-from-it/ (accessed 24 March 2020).

Waite, K., and T. Harrison. 2002. Consumer expectations of online information provided by bank websites. Journal of Financial Services Marketing 6 (4): 309–322.

Walker, R.H., and L.W. Johnson. 2006. Why consumers use and do not use technology-enabled services. Journal of Services Marketing 20 (2): 125–135.

Wang, Y.S., Y.M. Wang, H.H. Lin, and T.I. Tang. 2003. Determinants of user acceptance of Internet banking: an empirical study. International Journal of Service Industry Management 14 (5): 501–519.

Wentzel, J.P., K.S. Diatha, and V.S.S. Yadavalli. 2013. An application of the extended Technology Acceptance Model in understanding technology-enabled financial service adoption in South Africa. Development Southern Africa 30 (4–5): 659–673.

World Bank. 2017. The Global Findex Database- Measuring Financial Inclusion and the Fintech Revolution”, available at: https://globalfindex.worldbank.org/sites/globalfindex/files/2018-04/2017%20Findex%20full%20report_0.pdf(accessed 21 March 2020).

Yap, K.B., D.H. Wong, C. Loh, and R. Bak. 2010. Offline and online banking–where to draw the line when building trust in e-banking? International Journal of Bank Marketing 28 (1): 27–46.

Yiga, C., and K.J. Cha. 2014. Toward understanding the importance of trust in influencing Internet banking adoption in Uganda. Information Development 32 (3): 622–636.

Yu, D. and J. Hughes. 2016., Struggle for Banks: Migrate Customers to Digital, available at: http://news.gallup.com/businessjournal/196778/struggle-banks-migrating-customers—digital.aspx (accessed 10 November 2017).

Download references

Author information

Authors and affiliations.

School of Management Studies, Punjabi University, Patiala, Punjab, India

Simran Jit Kaur & Liaqat Ali

Department of Economics and Finance, University of New Orleans, New Orleans, LA, 70148, USA

M. Kabir Hassan

McNeese State University, Lake Charles, LA, 70609, USA

Md Al-Emran

You can also search for this author in PubMed   Google Scholar

Corresponding author

Correspondence to Liaqat Ali .

Additional information

Publisher's note.

Springer Nature remains neutral with regard to jurisdictional claims in published maps and institutional affiliations.

See Table  3 .

Rights and permissions

Reprints and permissions

About this article

Kaur, S.J., Ali, L., Hassan, M.K. et al. Adoption of digital banking channels in an emerging economy: exploring the role of in-branch efforts. J Financ Serv Mark 26 , 107–121 (2021). https://doi.org/10.1057/s41264-020-00082-w

Download citation

Received : 22 April 2019

Revised : 08 November 2020

Accepted : 19 November 2020

Published : 17 February 2021

Issue Date : June 2021

DOI : https://doi.org/10.1057/s41264-020-00082-w

Share this article

Anyone you share the following link with will be able to read this content:

Sorry, a shareable link is not currently available for this article.

Provided by the Springer Nature SharedIt content-sharing initiative

• Digital banking
• Communication
• Branch transformation
• In-branch efforts
• Branch staff
• Find a journal
• Publish with us
• Track your research

Digital Banking in India: A Literature Review

Article sidebar, main article content.

This paper's abstract explores the difficulties banks have had integrating the latest developments in digital banking in India. It also gives a summary of these trends. The research highlights the possible benefits and risks associated with the emerging notion of digital banking within the Indian banking sector by employing analytical methods and secondary data. A smooth transition to digital banking is also suggested, and the study provides insights into overcoming these obstacles. In the end, the report envisions a time when digital banking in India becomes the preferred method of performing transactions in addition to being accepted. Many stakeholders are anticipated to gain from this research, including academics, professionals in the banking and insurance industries, financial advisors, and students and researchers who are curious about how digital banking is developing in India.

Article Details

Pooja yadav.

Research Scholar, KR Mangalam University, Gurgaon

Dr. Anshika Prakash

Associate Professor, School of Management & Commerce, KR Mangalam University, Gurgaon

Dr. Shivani Kampani

Assistant Professor, School of Management & Commerce, GD Goenka University, Gurgaon

To read this content please select one of the options below:

Please note you do not have access to teaching notes, customer experience in digital banking: a review and future research directions.

International Journal of Quality and Service Sciences

ISSN : 1756-669X

Article publication date: 4 February 2022

Issue publication date: 3 May 2022

This study aims to demonstrate digital banking’s influence on customers’ evaluation of service experience and develop a framework identifying the most significant variables of digital banking that influence the financial performance of banks.

Design/methodology/approach

This structured review of literature, guided with the preferred reporting items for systematic reviews and meta-analyses framework, takes a digital banking perspective to identify 88 articles published between 2001 and 2021, examining distinct aspects of digital banking and their impact on financial performance.

Customer experience (CE) is determined by functional clues (functional quality, trust and convenience), mechanic clues (website attributes, website design, perceived usability) and humanic clues (customer complaint handling). The study is furthered to combine CE with the service profit chain model. This study also fills the gap to understand the use of “gamification” in technology-driven banking services to enhance CE. Finally, an integrative framework is proposed to link technology-related factors (digital banking clues and gamification), customer-related factors (CE, customer satisfaction and customer loyalty) and performance-related factors (financial performance).

Practical implications

The study conceptualises a “total” CE framework that banks can use to enhance their online presence. Banking service providers could also analyse their financial results based on digital banking’s impact on customers. Besides, banks can use this framework to strategically place “game-like features” in their digital platforms.

Originality/value

This study attempts to significantly contribute to the digital marketing literature related to CE with banks. It is one of the first studies to determine gamification explicitly in banking literature.

• Customer experience
• Digital banking
• Customer satisfaction
• Customer loyalty
• Financial performance
• Gamification
• Internet banking

Acknowledgements

Funding: Authors have not received any funding support to complete this work.

Conflict of interest statement: The authors declare that they have no conflict of interest.

Chauhan, S. , Akhtar, A. and Gupta, A. (2022), "Customer experience in digital banking: a review and future research directions", International Journal of Quality and Service Sciences , Vol. 14 No. 2, pp. 311-348. https://doi.org/10.1108/IJQSS-02-2021-0027

Emerald Publishing Limited

Copyright © 2022, Emerald Publishing Limited

Related articles

We’re listening — tell us what you think, something didn’t work….

Report bugs here

All feedback is valuable

Please share your general feedback

Join us on our journey

Platform update page.

Visit emeraldpublishing.com/platformupdate to discover the latest news and updates

Questions & More Information

Answers to the most commonly asked questions here

Impact of Retail CBDC on Digital Payments, and Bank Deposits: Evidence from India

Interest in central bank digital currencies (CBDCs) has been burgeoning with 134 countries now exploring its implementation. In December 2022, India started its CBDC pilot program to continue its transition towards a digitized payments economy. This paper presents the first empirical analysis utilizing detailed transaction data to explore the dynamics between CBDCs and existing digital payment methods, as well as the implications of increased CBDC usage on traditional bank deposits. Our findings reveal that policies which increase transaction costs for current digital payment methods catalyze a substitution effect, bolstering CBDC adoption. Furthermore, an uptick in CBDC usage is associated with a notable decline in bank, cash, and savings deposits, suggesting potential paths to bank disintermediation. This study contributes critical insights into the evolving competition between digital currencies and established financial infrastructures, highlighting the transformative potential of CBDCs on the broader economy.

The views expressed herein are those of the authors and do not necessarily reflect the views of the National Bureau of Economic Research.

MARC RIS BibTeΧ

Download Citation Data

Working Groups

More from nber.

In addition to working papers , the NBER disseminates affiliates’ latest findings through a range of free periodicals — the NBER Reporter , the NBER Digest , the Bulletin on Retirement and Disability , the Bulletin on Health , and the Bulletin on Entrepreneurship  — as well as online conference reports , video lectures , and interviews .

Academia.edu no longer supports Internet Explorer.

To browse Academia.edu and the wider internet faster and more securely, please take a few seconds to  upgrade your browser .

Enter the email address you signed up with and we'll email you a reset link.

• We're Hiring!
• Help Center

A Study on Evolving Digital Transformation in Indian Banking System

2021, International Journal of Case Studies in Business, IT and Education (IJCSBE)

Purpose: Industry analysis gives a broad idea of industry in terms of its objectives, resources as inputs and functions, products &services as output. In this paper, we have studied various electronic payment systems practiced by the banking industry like card payments NEFT, RTGS, IMPS, and UPI. Analysis has been done on the value &volume, growth of these digital payments over the last 5years. A comprehensive analysis of the evolving digital payments using the ABCD model is performed. Design/methodology /Approach: This industry analysis is the conceptual research case study. Analysis of digital payment is done using ABCD analysis. Data and information have been collected from various online open access sources using Google scholar, ResearchGate, RBI, GOI reports & journals. Finding/ Result: Based on ABCD analysis the advantages and benefits of the digital payment mechanism are more prominent than constraints and disadvantages. It is found that digital E-payments are very useful in the current scenario. Originality value: This paper analyses and interprets the digital payment system of the banking industry in terms of its current status and future opportunities. Based on findings, recommendations are presented. Paper type: A Research case study paper on Evolving digital payment systems of the banking industry.

Related Papers

The International journal of analytical and experimental modal analysis Volume XI, Issue IX, September/2019 ISSN NO: 0886-9367

SM NARAYANAN

Digital Payments are growing at a higher rate. Having card has become the need of every person. Almost all the products are offered through online. This paved the way for the use of digital payment by the users of online services. The point of investigation that is explored in this research is digital payment system in general and electronic banking in India in particular. Digital payment as it has demonstrated the velocity of its growth is incredibly fast and efficient. It has allowed individuals including companies to perform their banking businesses from their homes or offices in a very cost-effective way.This study focused on the opportunities, attitude, perception and challenges that evaluate the positive and negative implications of using Epayment system.

Interal Res journa Managt Sci Tech

Digital transformation is changing every industry and unsurprisingly banking is at the forefront of this trend. Banks need to improve the customer experience, increase operational efficiency and respond faster to changing business environments. Digital technology is dramatically changing how banks interact with their customers. In just a few years, the financial services industry has evolved from traditional brick-and-mortar operations to online bill payment and deposits to the emerging world of mobile banking. Two trends enabled by digital technology are at the heart of this transformation. One is the growing incursion of new, non-bank players into the industry. The second trend is the emergence of customer experience as a central consideration for banks as they create and execute their competitive strategies. They want digital banking to be as easy and seamless as ordering an item online or booking a flight with a mobile app. There has already seen major disruptive trends in the banking sector and these trends are set to accelerate. Banking customers' preferences and expectations are fragile in nature. There is a great amount of interest from banks how they can use block chain technology. It is not only seem to present huge opportunities and provide potential to improve processes to enable customers to transact more efficiently but also to combat fraud and money laundering. In this context the researcher intended to study the pulse and prospectus of digital banking and also the suspecting factors in the minds of the customers.

Phalanx: A Quarterly Review for Continuing Debate

DR. Devendra Puntambekar

We are as of now living in a computerized age. India is very nearly a critical computerized insurgency. The expanded connectedness that the Web offers in the present society has changed how monetary exchanges are led. An administration try, India's computerized program's significant goal is to make the country an information economy and an advanced society. As a component of the undertaking to support credit only exchanges and make India a country with less money, an assortment of computerized instalment arrangements are open. The country's financial scene had been adjusted by demonetization. In the advanced world, contactless cards, cell phone applications, and other electronic strategies will be utilized completely for instalments; notes and coins will at this point not be acknowledged. A computerized instalment framework is one that utilizes computerized channels and an electronic organization to deal with instalments. In computerized instalments, each exchange is done on the web. It is a fast and commonsense strategy for instalment. This exposition really tries to appreciate what clients mean when they discuss their joy with computerized instalment techniques. To acquire the outcomes that are being analyzed, the accompanying techniques were applied to the information: rate, normal, standard deviation, range, F-test, cross-organization, Chi-square test, Relapse investigation, and Element examination. As per the review's discoveries, the advanced instalment framework must be superior to expand the security and wellbeing of purchaser monetary exchanges. It additionally should be smoothed out and made more easy to use.

Srinivas Publication

The Indian payments sector is undergoing far reaching changes, with digital payments capturing a sizable slice of the cake in recent years. The changes began from a fully cash economy to a less-paper-currency system. The Reserve Bank of India and its nodal agencies are working hard to make the digital India goal, a reality. Nearly one billion cards and more than two billion Prepaid Payment Instruments (PPI) such as online wallets, mobile applications, e-wallets, and digital payment modalities have pushed India into one of the world's fastest growing and largest digital payment ecosystem. In fact, an exponential increase in internet infrastructure boosted e-commerce. Unified Payment Interface, popularly known as UPI, is regarded as a revolutionary payment solution in the market for facilitating retail digital payments. The main objective of this paper is to identify innovations in India's digital payment landscape in a phased manner. While doing so, it also analyses the payment facilitating industry by applying PESTEL model to identify political, economic, technological, environmental and legal factors. Design/Methodology/Approach: This study examines India's digital payment landscape in terms of its gradual progress. Using the PESTEL model, it also analyses external factors that contribute to a less cash economy. Secondary sources were used to gather data for the study, which included reports, circulars, rules, and statements made by the Reserve Bank of India and other relevant organisations. Findings/Results: According to the study, India's digital payment segment has seen tremendous success since the implementation of UPI by the National Payment Corporation of India (NPCI) in 2016. The government's Direct Benefit Transfer (DBT) programme enabled the country to achieve financial inclusion of all citizens having access to banking services. Government legislation, regulator intent, social behaviour, increased smartphone usage, lower internet costs, and others significantly impacted the growth of the digital payment industry by ensuring secure, faster, cost-effective, and secure payment solutions. Originality/Value: This study examines the digital payment industry in India using the PESTEL methodology, which allows us to see the industry from all sides.

Research Paper

Digital revolution in India has brought paradigm shift in the banking system and financial transactions due to online payment. Payment gateways, e-commerce applications and other benefits boost smartphone users towards digital transactions. This study focuses on identifying factors important for customers to use payment banks for transaction. The identified dimensions for the usage of payment banks are; user friendly, convenience, cost effectiveness, security and easy cash management. People look for the aforesaid factors while they transact through payment banks. To validate the factors and check the model fit, a confirmatory factor analysis was run using AMOS. The analysis confirms constructs convergent validity and reliability, and model fit.

International Journal of Case Studies in Business, IT and Education (IJCSBE)

Srinivas Publication , Mahesh Ae

Purpose: The Indian Banking sector is striving hard to popularise digital payments and has gained momentum after demonetization and digital India initiatives. To facilitate digital payments, “National Payment Corporation of India (NPCI)” launched the “Unified Payment Interface (UPI)”, which is an amazing, revamped, and cost-effective breakthrough for enabling digital payment services for all. Proliferation of smartphones, technological innovations, and effective internet communications has signified the usage of mobile payment facility for smartphone users, financial institutions and particularly the banks. To achieve paperless and cashless economy, Unified Payment Interface (UPI) is a potentially innovative way of transferring funds using a virtual payment address established by the National Payment Corporation of India (NPCI). Hence, it is needed to be assessed for its potential to contribute towards achievement of digital economy. Design/Methodology/Approach: This paper is focused on understanding Unified Payment System’s (UPI) growth and its progression in retail digital payment over the years. The study was carried out by exploring secondary data sources and by applying Strengths, Weaknesses, Opportunities, and Threats (SWOT) analysis format. Finding/Result: UPI has shown remarkable growth in last couple of years due to customer’s shift towards contactless payments over other methods. Study revealed that the growth of digital payments has increased significantly, especially in the retail payment sector on the UPI platform. Originality value: This study examines UPI's position in the digital payment ecosystem, with an emphasis on identifying UPI's core strengths and growth prospects, as well as areas for future research to investigate India's complete e-payment ecosystem. Paper type: A research case study on Digital Payment Service in India - A Case Study of Unified Payment Interface

Red’shine Publication Pvt. Ltd

Kumar Natarajan

Shanlax Journal of Economics

Dr.Resmi CP

journal of emerging technology&innovative research

Vidya Ghanshyam

Objective: The banking sector in India has transformed itself to match the competitive business environment. Technological transformation has brought remarkable changes in the banking sector. Digital payment applications and opportunities are thrown by the digital economy in performing seamless financial transactions& its adoption in the everyday life of the retail business segment. Though digital payment system is massively used by the payment sector there are personal and demographical factors that influence the adoption & usage pattern among customers. The objective involves a literature review on digital banking and digital payment system adoption by people around the globe. The objective is also to construct a conceptual framework for reviewing various influencing factors in the adoption of digital payments in day to day life of retail customers of the bank. Also, recommend measures for motivating customers and making digital payments more secure and safer to meet customers' expectations. Methodology: An existing literature was systematically reviewed highlighting digital payment systems practiced by the customers of a bank using the keywords digital banking-banking, internet banking, digital payment, customer adoption, perception, and conceptual framework. in four search engines: ResearchGate, SSRN, Google Scholar, and Academia. The eligible articles were screened and studied thoroughly with the conceptual preparation of the study. ABCD analysis was used to construct a search proposal and study the adoption of a digital payment system. Results&Findings: Personal factors & demographic factors have been identified in the review process which is influencing the digital payment adoption by banking customers. The study shows several research gaps in the domain of the adoption of digital payment strategy and offered several recommendations as to how to improve the quantum of digital payment adoption by customers. Originality value: A clear picture of the adoption of the digital system for banking customers has been identified through systematic research. The study also discovered a link between customers and personal and demographic factors, as well as various measures to enhance the usage habits among customers. Implementing these measures will increase the number of customers thereby achieving a target of making India digitally strong and reaching the target of Digital India.

International Journal of Scientific Research and Management (IJSRM)

Dr. SUJITH T S

Now a day's world changed to digital world. India tries to stepping towards e-payment system. Electronic payment system is a payment system through an electronic network. In other words e-payment is a method in which a person can make Online Payments for his purchase of goods and services without physical transfer of cash and cheques, irrespective of location and time. Today India is at a stage of demonetization so; in the present scenario this study is inevitable to makes electronic payments at any time through the internet directly to manage the e-business environment. This study aimed to identify the issues and challenges of electronic payment systems and offer some solutions to improve the e-payment system. E-payment system not only provides more opportunities but many threats also.

RELATED PAPERS

chandra wila

Passage Tidsskrift For Litteratur Og Kritik

Karen-Margrethe Lindskov Simonsen

Revista Eletrônica de Educação

Alan Victor Pimenta

Dr. Ir. I Nyoman Tirta Ariana, MS.

Global Journal of Health Science

Imran Hossen

Linköping Studies in Pedagogic Practices

Helen Winzell

redalyc.uaemex.mx

Fabio V M Bergamo

Pacific Geographies

lucas sarvanu

Investigação Qualitativa em Ciências Sociais: Avanços e Desafios // Investigación Cualitativa en Ciencias Sociales: Avances y Desafíos

Ana P R Carmona

Lecturas De Economia

Philippe LEGE

Alex Fernades

Tommy Lennartsson

Neuropsychologia

Matthias Otte

Science and Engineering of Composite Materials

Minh-tan Ton-that

Journal of the Chilean Chemical Society

Constanza Moraga

ewa mazierska

… desde el Caribe

Juan Garcia coria

Electronic Communications in Probability

Leandro Pinto Rodrigues Pimentel

UF Journal of Undergraduate Research

Stefano Barba

Serhat Unal

ECONOMIA PUBBLICA

Larysa Minzyuk

RELATED TOPICS

•   We're Hiring!
•   Help Center
• Find new research papers in:
• Health Sciences
• Earth Sciences
• Cognitive Science
• Mathematics
• Computer Science
• Academia ©2024