essay about service industry

Innovation in the Service Industry Essay

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Introduction

Service innovation, reference list.

For a long time, services innovation has been ignored as compared to manufactured product innovation (Rubalcada, 2010). The services sector contributes to a large percentage of the Gross Domestic Products (GDP) of many countries across the world. Innovation is largely embraced in the manufacturing and technology sectors with little or no emphasis on service innovation (Rubalcaba, 2010).

Traditionally, lack of service innovation is based on the perception that services have no tangible value; therefore, it is assumed that services have little or no innovation is necessary for the services.

However, with the continued integration of goods and services in the modern economies, services innovation is essential for businesses in creating customer focussed approach in the realization of superior value of their products. Service innovation is vital in the improvement of customer experience with the business products (Rubalcada, 2010).

There are fundamental differences between innovations done by manufacturing firms and innovation done by service by service firms. Technology is extremely beneficial in innovation of products by manufacturing firms. To produce superior products, manufacturing firms need to carry out intensive research about the changes to be made in the products that are essential in generation of higher revenues.

At the same time, the firms should have sound technology in order to create a superior product (De-Jong, Bruins, Dolfsma & Meijaard 2003). The product innovation process requires a large capital investment to develop a new product that has unique features that are hard to imitate. Product innovation has to deal with product characteristics during the innovation process.

Innovation has accelerated the differentiation of various products in the global markets. Many companies have developed differentiated products by applying innovative strategies. Therefore, innovation is very important in differencing products, and improving the level of customer satisfaction (De-Jong, Bruins, Dolfsma & Meijaard 2003).

Service innovation differs significantly from product innovation in that it does not require much research and development to be carried out. Services innovation is non-technological and therefore requires less money to undertake the process.

Additionally, service innovation involves minimal changes in the procedure of service delivery as compared to product innovation that require substantial changes in product characteristics (De-Jong, Bruins, Dolfsma & Meijaard 2003). Innovation in services there is little distinction between the product itself and the process whereas in manufacturing takes two forms that is goods and the process itself.

According to Bitner, Ostrom and Morgan (2008), customers are involved in firms’ service innovation and delivery. During the design of service innovation, firms should understand the outcome of the service to the customer and the long run effect on the customer behaviour towards the service. Services innovation changes should involve development of marketing, operation, and delivery of channels that are valued by the customer (Bitner, Ostrom & Morgan, 2008).

According to their analysis, Bitner, Ostrom and Morgan (2008) found out that customer involvement in service innovation and service delivery is crucial in the retention of the customers. Firm internal customer service is critical in achieving the core service delivery to the customer.

They recognize the importance human resources in services innovation more than product innovation because the intangible attributes of services. They are of the opinion that service innovation is more varied and complex hence requires the input customers for it to be successful (Bitner, Ostrom & Morgan, 2008).

The above arguments by Bitner, Ostrom and Morgan about the importance involving customer in service innovation and delivery seemed to support earlier argument by Debackere and Van Looy that customers are more involved service innovation and service delivery than product innovation.

The two argued that customers are more involved in service innovation since services changes more radically as compared to products. They claimed that product innovation is not as heterogeneous as the service sectors because customers are just external variable that need to be considered in product development but the real innovation is internally made.

The claims by the Bitner, Ostrom, Morgan, Debackere, and Van Looy (2008) that the customer is more involved in service innovation and service delivery are agreed upon. The customers need to be involved more in service innovations since service innovation is less costly than product innovation.

The services are going to be directly felt by the customer hence justifying their involvement. Services are also offered directly to customers therefore customer involvement is necessary. The intangible and distinctive natures of services necessitate the involvement of customers more than product innovation.

The blueprint techniques offered by Bitner, Ostrom and Morgan allow organizations innovate successfully. The blueprint technique offers guidelines on how organizations can go about innovating services and services delivery. It gives an organization a common point on which to discuss services innovation by focusing on customer, managers, and employees. The blueprint provides an innovation platform on which organizations can codify potential innovation roadmap for future innovations.

Furthermore, the blueprint enables organizations to realize the roles and interdependences that different components in the innovation process have to play for the success of the entire process. Bitner, Ostrom and Morgan offer organization strategies of how they can identify and rectify gaps in the innovation process and the general understanding of innovation experiences.

The blueprint gives an illustration of how different companies have dealt with service innovation and service delivery. These examples are appropriate for the Company to use as benchmarks in the process of service innovation.

The blueprint technique is seen more appropriate to derivative innovation than to the breakthrough innovation projects. The technique is ideal for any organization that is pursuing innovation since it outlines the various steps that the organization can take as innovates. The technique is adaptable and offers practical applications that can be adopted by different firms undertaking innovation.

The services sector has over the year positively contributed to economic development of many economies across the world. The sector rapid growth as compared to manufacturing industry serves as a wake-up call for more innovation in the sector. However, innovation in the service industry has been ignored.

This indicates that there is need to embrace innovation in the service sector to promote its growth. As presented by Bitner, Ostrom and Morgan, organizations that embrace services innovation are bound to reap enormous benefits in both short term and long term. It is dues to increased service innovation in the services sector that the modern economies are witnessing the growth and development.

Well structured innovation in all field, especially in the services sector is bound to accelerate economic growth and development of many countries in the world today. This is achieved through increased customer satisfaction, customer loyalty and variety of services for customers to select. Innovation should be encouraged in the service sector to improve the performance of other sectors of the economy.

Bitner, M, J, Ostrom, A, L & Morgan, F, N 2008, ‘Service Blueprinting: A Practical Technique for Service Innovation’, California Management Review , vol. 50, no. 3, pp. 66-94.

De-Jong, J J P, Bruins, A, Dolfsma, W, & Meijaard J 2003, Innovation in service firms explored: what, how and why ? Web.

Debackere, K & Van Looy, B 2003, ‘Managing innovation in a service environment’, in Van Looy, B, Gemmel, P & Van Dierdonck, R (eds.), Services management: An integrated approach , 2nd ed., Financial Times Prentice Hall, Harlow, England, pp. 404-426.

Rubalcaba, L 2010, “On the differences between goods and services innovation” Journal of Innovation Economics Vol. 1 no. 5, pp. 17-40

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Essay Samples on Service

The importance of service: unlocking the essence of servqual model.

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The Sociological Imagination in Human Service Work

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1. The Importance of Service: Unlocking the Essence of SERVQUAL Model

2. History of Food Service Industry: the Integration of Automation

3. The Importance of Humility and Service to Others

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A Bibliometric Analysis: The Influence of Service Profit Chain (SPC) on the Hospitality Industry

19 Pages Posted: 26 Aug 2024

Khayrul Alam

University of Brahmanbaria

Date Written: August 06, 2024

In the hospitality industry, the service-profit chain establishes relationships between profitability, customer loyalty, employee satisfaction, loyalty, and productivity. It shows that focusing on employee engagement and customer satisfaction might boost a company's financial performance. This relates to how well the company supports and assists its employees. Several studies have empirically investigated the relationship between practices in the service profit chain and their impact on the tourism and hospitality industries. The service profit chain is based on the premise that market leadership requires an emphasis on managing value drivers that are the most important determinants of success: employee retention, employee satisfaction, and employee productivity, which have the greatest impact on success and provide the most benefit to customers. Bibliometric studies that organize production in this field, however, are still scarce. The study's goal is to analyze the influence of service profit chain practices in hospitality industry using VOSviewer software that is

Keywords: Customer satisfaction, service profit chain, customer loyalty, service quality, employee performance, customer emotion, job performance and hospitality

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The service announced the pilot in May after lessons learned from Russia’s invasion of Ukraine told the Army that the status of electronic warfare is rapidly changing.

A US Army Paratrooper assigned to 1st Brigade Combat Team, 82nd Airborne Division talks into a radio microphone during rotation 21-05 at the Joint Readiness Training Center on Fort Polk, La., March 7, 2021. (US Army photo by Sgt. Justin Stafford)

TECHNET AUGUSTA 2024 — The Army’s radio frequency pilot, which officially began in July, is off to a good sta rt, and the service is aiming to bring industry more into the fold in the coming weeks, according to Steven Rehn, Army Cyber Command chief technology officer and director of the program.

The pilot, previously called the electronic warfare data pilot, is going “so far so good,” in its initial testing phase, otherwise known as Phase 1, Rehn told Breaking Defense after a Thursday spe ech at the TechNet conference in Augusta.  . 

The service’s radio frequency pilot was created with the goal to allow the Army to operate in the electromagnetic spectrum  (EMS) with “agility to maneuver and deliver effects at the operational pace,” according to an  Armed Forces Communications & Electronics Association handout .

The service announced the pilot in May after learning how Russia’s invasion of Ukraine has changed the status of electronic warfare. This is due to a number of factors, Rehn said, including rapid technological growth, an increase in threat actors with a lower barrier of entry and the increased ability to be seen in the EMS. 

“That ability to be seen in the EMS is lethal. Lethal from a standpoint [of], if I can see it, I can kill it,” Rehn said. “[Do] the capabilities we have today allow a unit to understand their EMS posture, not just right now in the moment, but over time, to be able to also do trend analysis?”

RELATED: Inside Ukraine, startups try to edge Russia in the electronic warfare race

Rehn also explained the importance of being able to maneuver quickly within the EMS, especially being able to change a soldier’s signature, which he called on industry to help fix. 

“So as I’m moving out on a movement to contact , if I were to take a snapshot of it, every time I did a movement to contact, do I look the same? Is it a signature thing? Are there signatures inside of there that, if somebody was just watching EMS spectrum, and they knew that when I do certain signatures in there, I’m doing certain events?” Rehn asked. 

“How do we change? How do we inform the commanders to understand that? So then they can potentially do different [movement to contact] procedures to understand how to how to get better survivability.” 

Rehn said that the pilot will enter into Phase 2 by September or October, at which point he will call on industry partners to help develop technologies for the pilot. Right now, during Phase 1, the service is gathering data to determine what it needs to quickly reprogram systems while on the battlefield.

“That’s the ask for the vendors is, as we go forward in about the September, October time frame through our research lab — the Army Cyber Technology and Innovation Center — we’ll put a call out and say, ‘Hey, [these are] the challenges. What are the things we should be thinking about that we’re not thinking about?” Rehn asked. 

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“If we set the right standards and the data, and understand the data that needs to be associated with it, we can get there now talking with industry partners,” Rehn said. “So for those in the industry, I would argue that we need your help.” 

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CRTC takes action to improve cellphone service along eight major roads

From: Canadian Radio-television and Telecommunications Commission

News release

Today, the CRTC is taking action to improve cellphone service along nearly one hundred kilometres of major roads in Newfoundland and Labrador, Quebec, and Ontario. Better coverage will help make it safer for Canadians to travel along these roads.

August 28, 2024 – Ottawa-Gatineau – Canadian Radio-television and Telecommunications Commission (CRTC)

In 2019, the CRTC launched the  Broadband Fund  to help connect rural, remote, and Indigenous communities across Canada. To date, the fund has improved high-speed Internet and cellphone service in over 250 communities, connecting essential institutions such as schools, and health care and community centres.

Through its Broadband Fund, the CRTC is committing over $17 million to Bell Canada, TBayTel, TELUS Communications Inc., and Sogetel Mobilité Inc. to build new cell towers and improve cellphone service along eight major roads.

These projects received support from impacted communities and many organizations. Letters of support emphasized the positive impact the projects will have on daily life in these regions, including improving public safety.

The CRTC is continuing to assess Broadband Fund applications and will make more funding announcements in the coming months.

“High-quality communications services are essential to every aspect of our daily lives. Through its Broadband Fund, the CRTC is continuing to help connect Canadians in rural, remote, and Indigenous communities to high-speed Internet and cellphone service. The projects announced today will help make it safer for Canadians to travel along eight major roads by improving connectivity.”

- Vicky Eatrides, Chairperson and Chief Executive Officer, CRTC

Quick facts

• The CRTC is an independent quasi-judicial tribunal that regulates the Canadian communications sector in the public interest. The CRTC holds public consultations on telecommunications and broadcasting matters and makes decisions based on the public record.
• To date, the CRTC’s Broadband Fund has supported projects that will connect nearly 46,000 households, improve cellphone service along over 630 kilometres of major roads, and build over 4,600 kilometres of fibre to communities.
• In March 2023, the CRTC launched a public consultation to improve the Broadband Fund. The CRTC will launch a co-development process to create an Indigenous stream of the Broadband Fund.

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• Telecom Decision CRTC 2024-190 – Broadband Fund – Project funding approval for Bell Canada’s mobile wireless project in Newfoundland and Labrador (Gander Bay South)
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• Telecom Decision CRTC 2024-192 – Broadband Fund – Project funding approval for TELUS Communications Inc.’s mobile wireless project in Quebec (including routes 204, 232, 234, and 277)
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Oracle Helps Telcos Automate the Design, Delivery, and Monetization of New Customer Experiences

Oracle Communications Digital Business Experience delivers concept-to-cash-to-care, unlocking new revenue opportunities and taking advantage of AI-powered applications

Oracle today announced the general availability of Oracle Communications Digital Business Experience . Designed to help meet the unique needs of Communications Service Providers (CSPs), the pre-integrated business support system (BSS) provides a comprehensive solution to help manage customer experiences and drive revenue at every stage of the customer journey. This all-in-one solution supports any line of business, enabling CSPs to simplify deployment complexity and reduce costs.

Oracle Digital Business Experience will help CSPs seize new industry opportunities like API monetization and expansion into new industry verticals, as well as leveraging cloud-based technologies such as AI. With this release, Oracle is unlocking access to advanced cloud services and delivering a strong technology foundation on which CSPs can further grow and innovate into new services rapidly.

“Telcos are digitalizing their business and investing in capabilities to help them better serve and forge deeper relationships with their B2C and B2B customer base,” said John Abraham, principal analyst, Appledore Research. “As they strive to deliver a ‘digital native’-like customer experience and participate in multi-dimensional revenue opportunities, they need end-to-end solutions that can help them deliver hyper-personalized experiences with minimum human intervention and seamlessly manage complex process flows, such as the handover from central order management (COM) to service order management (SOM).”

All-in-One Customer Experience Management

Oracle Digital Business Experience provides a commercial and billing product catalog, configure-price-quote (CPQ) and order capture, customer relationship management (CRM) powered by the Siebel engine, central order management, and monetization capabilities. The integration of these best-of-breed capabilities can help CSPs grow revenue, deliver hyper-personalized customer experiences, and remain operationally agile and efficient as they explore new market opportunities.

“Oracle Digital Business Experience makes it easier than ever for telcos to automate the delivery of new offers and experiences for their customers, whether that means traditional network services or becoming vertical industry service providers,” said Andrew Morawski, executive vice president and general manager, Oracle Communications. “Regardless of the path they take, Oracle’s new offering, powered by best-of-breed industry CRM capabilities gives providers the advantage of AI-powered applications and services to support a broad range of use cases for concept-to-cash-to-care.”

The solution enables service providers to:

• Grow revenue. Rapidly launch multi-dimensional offers using an intuitive, GUI-based enterprise product catalog with a 1-click publish to downstream applications, including CRM, billing, and order fulfillment. This helps ensure accurate and efficient order delivery across channels with central order management and enables providers to monetize any network, service, experience, or business model with a powerful billing and monetization engine.
• Drive loyalty. Deliver more meaningful customer experiences with master customer data management. This feature helps eradicate data fragmentation and enables the delivery of data-driven, deeply personalized customer experiences across lifecycle stages. The solution leverages Oracle AI on Oracle Cloud Infrastructure (OCI) to provide proactive customer care, redirect calls from the contact center, improve customer service agent efficiency, and increase first call resolution rates.
• Improve business agility. Capitalize on out-of-the-box capabilities that support all lines of business to reduce telco IT complexity. The highly configurable solution is aligned with key industry standards including 3GPP, Cloud Native Compute Foundation (CNCF), TM Forum Open APIs, and Open Digital Architecture, ensuring service providers can improve and maintain business agility.
• Increase operational efficiency. Deploy the fully containerized, cloud native solution on their private, public, or hybrid infrastructure of choice with immediate support for open source tooling to help further optimize performance in the cloud. Since the offering was developed with a solution-driven design, CSPs can enable business flow and process automation across concept-to-cash-to-care and eliminate process proliferation while streamlining operations.

Oracle Digital Business Experience is a fully productized solution and can be implemented and managed by the CSP’s provider of choice, including more than 20 certified members of Oracle PartnerNetwork (OPN). This includes longtime Oracle partner Accenture, who is also collaborating with Oracle Communications to help CSPs leverage the new solution and take advantage of Oracle AI services.

“CSPs are eager to take advantage of the value of cloud and Al services to modernize their businesses in a way that delights customers and employees while enabling them to reduce their operating expenses and improve their margins," said Andrea Cesarini, lead of the Accenture Oracle Business Group in EMEA. “Drawing on our industry knowledge and functional expertise, Accenture can help CSPs leverage Oracle Digital Business Experience to create a strong digital core from which they can create new business opportunities and leverage tech for growth, reinvent business processes to get services to market faster, and to see returns on these investments rapidly.”

To learn more about Oracle Digital Business Experience, join us at Oracle CloudWorld or register here for our launch webcast on September 4 with Appledore. To learn more about Oracle Communications industry solutions, visit: Oracle Communications LinkedIn .

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Your own personalized ‘SportsCenter’? ESPN working on that for upcoming streaming service

FILE - The ESPN logo is seen, Sept. 16, 2013, prior to an NFL football game between the Cincinnati Bengals and the Pittsburgh Steelers in Cincinnati. (AP Photo/David Kohl, File)

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BRISTOL, Conn. (AP) — ESPN is looking at using artificial intelligence to create personalized “SportsCenter” shows for subscribers to its Flagship streaming service that is expected to launch in fall 2025, the network’s chief executive said Wednesday.

The idea is one of several in the works that were discussed at a news conference by ESPN Chairman Jimmy Pitaro, including a “Where to Watch” guide that debuted on Wednesday on ESPN.com and the ESPN app.

The personalized “SportsCenter” would be reminiscent of a popular wrinkle that NBC Sports offered through its Peacock streaming service during the Olympics, where the voice of broadcaster Al Michaels was used to create highlights packages tailored to individual interests.

ESPN had few other details of how it is working to do something similar for its signature highlights show. The Flagship streaming service is expected to include much of the programming on ESPN’s main channel and some other offshoots, marketed to people who have abandoned cable or satellite TV subscriptions.

The “Where to Watch” feature is billed as an easy-to-use guide for sports fans to find where to watch any sports event on ESPN platforms and beyond, including broadcast, cable and regional sports networks and streaming services.

“Simplifying discovery of sporting events and where a fan can watch has become increasingly important as sports viewing has become fragmented across networks and platforms,” said Brian Marshall, vice president for sports product and technology for Disney Entertainment and ESPN.

ESPN said it is designed for fans to customize searches to prioritize their favorite teams and sports. Fans will be able to use the service to click to events, if they are pay television or ESPN+ subscribers. Some partner networks, including NESN and Monumental Sports, will also be included.

Pitaro said that ESPN has talked to various leagues and commissioners about how ESPN streaming can be a potential solution for troubled regional sports networks in getting a specific team’s games to its fans.

“We want to be at least part of the solution here,” Pitaro said.

Venu Sports, ESPN’s streaming partnership with Fox and Warner Bros. Discovery that was set to begin offering live sports events this fall has been put on hold after a federal judge earlier this month granted a preliminary injunction after a challenge by FuboTV. Venu Sports operators have been accused of violating antitrust laws.

“We respectfully disagree with the court decision,” Pitaro said, adding ESPN believes it is giving another option to consumers.

ESPN also announced Wednesday that it has extended a rights agreement with the U.S. Tennis Association that would keep U.S. Open coverage on the network, on ABC and streaming services through 2037.

AP sports: https://apnews.com/sports

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• Impact of Technology,

Service Industry

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Impact of technology in service industry

Evaluate the impact of technology in increasing Malaysia’s quality of the service industry. 1.0Introduction

Nowadays, with the continuous growth of competition in the market place, understanding customer satisfaction has become very important in service industry (Chun Wang, 2006). The role of technology in service industry has helped a lot of organizations to reduce unnecessary expenses and uncertainties. It has been used to standardize services by reducing the customer interface (Quinn, 1996). On the other hand, most of consumers nowadays are also prefer to choose a technology-based service delivery and it has also rising some significant concern about the impact that technology on service quality and how it affects customer satisfaction levels.

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The growth technology has proved remarkable growth in service sector especially in Malaysia banking industry. It has proved that technology has a massive result in banking sector by providing more flexible payment system and more user-friendly banking services to their customers. These banks have understood the impact on technology and they are willing to invest more in new technology in order to help them to enhance the company effectiveness and efficiency.

Through such improvement and advancement, most of the banks have started to serve their customers better and faster. Technology has also increase cost efficiency of banks by providing chances to cut down labor by replace computer technology. This can be seen from the invention of ATM machine and online banking which is clearly replace human manpower as people do not need to wait and queue and they can get some services faster and easier through the advancement of technology. From all above point, we can see some of the importance of technology and how it impact customer satisfaction in banking industry.

2.0 Technological Advancement Change Banking Industry in Malaysia There are a lot of examples that show how technological advancement has changes Malaysia banking industry. First, is through internet banking. Internet banking is also named as online banking, which is one of the banking services, for example paying of bills, funds transfer and viewingaccount statement through a computer system or similar devices that can connect to the banking site via the internet. Internet banking can be classified by two categories which is transactional and non transactional activities.

The examples of transactional activities are included electronic funds transfer, bill payment and wire transfer, loan application and repayments and also buying investment product. On the other hand, non transactional activities are included account balance viewing, viewing of previous bank transactions, bank statement downloading, check book ordering, E banking application downloading and also the provision of account or bank statement.

According to statistic from Bank Negara Malaysia, the number of internet banking and mobile internet subscriber in Malaysia has increased since year 1995. Table 1 : Internet Banking and Mobile Banking Subscriber in Malaysia

Source: Bank Negara Malaysia, 2013 One of the reasons that Malaysian like to use online banking because it is very convenient. By using the online banking system, we are able to do the business transaction anywhere as long as we have a device which can connect to the internet. All of the banks that provide this service allow their customer to do the transaction 24 hours a day and 365 days round the year anywhere and anytime as long as internet connected. Users do not need to worry about the bank working hours as everything can be done in one click, no need to travel to bank and waiting to be helped in order to get banking done.

Maybank is the first bank in Malaysia that recommend Internet Banking services in Maybank2u.com and captures around 54% of the online banking market share in Malaysia (Sin Chew Daily, 2010). It was once become the leader among other banks and become most visited local site with more than 1 million visitors. The services provided previously include balance inquiry, payment, funds transfer, registration for new account, personal profile update, insurance renewal and others. On the other hand, CIMB Bank Berhad and Public Bank also recommend similar services in the own portal CIMBClicks.com and PBeBank.com. CIMBClicks.com was then become second popular Internet Banking site next to Maybank2u.com with hit around 475,000 active users recorded. The third most visited Internet Banking site is PBeBank.com, with 325,000 unique visitors using the website.

But among these banks, CIMB bank was the first bank that has been rewarded as the “Best Internet Bank in Malaysia” at Global Finance’s The World’s Best Internet Bank Awards ceremony in year 2010. According to Global Finance magazine publisher Joseph D. Giarraputo, the company has put a lot of hard work by making sure that they provide their customers the most excellent service with the highest level of security is laudable. Besides that, the head of retail and financial services of CIMB bank, Peter England also said that this honor recognizes all its hard work to offer a secure online platform to its customers (The Sun Daily, 2010).

Mobile banking is also one of the internet banking. It has been very popular nowadays among Malaysian due to dramatic increase of smart phone users. It allows user to make payments to selected merchants by using mobile phones. Payments and purchase of goods and services can be done without cash transactions. It is easy as ABC because user only have to register and open an account with mobile payment service providers. A recent research has been done by CK Wong (2013) in Table 2 stated that, Malaysians has become one of the most active users with an average of 6.4 hours spent in a week on data usage (Ecommerce milo, 2013). A lots of phones apps has been invented and make banking easier for those with a Smartphone users like the Apple iPhone or iTouch, Samsung Android, Blackberry and also HTC.

Table 2 : Smartphone Usage

Hong Leong banks have seen this as a trend when smart phone users become active. The company has work together with Golden Screen Cinema and they come out with GSC Hong Leong credit card-the ultimate movie card on 7 February 2013. Those cardholders who purchase the ticket thru epayment are eligible to enjoy buy one free one movie ticket offer. They can also purchase their ticket faster and hassle free at the outlet Priority Ticketing Lane too. (Hong Leong Bank, 2013)

Although most of Malaysian has started to use online banking and mobile banking as their daily routine, there is some of the population do not preferring this service. Some of them worried about security uncertainties problem and concerned with the security of their identity, funds and electronic banking transactions. For example, some may worry that their personal information been used by others when their device been stolen or using by other people or funds that they transfer may not reach the intended receiver.

Next, Bank Negara Malaysia had introduced the National Electronic Cheque Information Clearing System which is also known as eSPICK to replace the previous Sistem Penjelasan Imej Cek Kebangsaan (SPICK) cheque clearing system in year 2008. The purpose of implementing eSPICK is to improve the efficiency of the payment system. Through eSPICK, both of the customer and business will benefit because it provide faster service in order to help the customers to receive funds from the cheque deposited during business hours on the next business day and serve their customer better. (Bank Negara Malaysia, 2010)

Another recent change in Malaysia banking industry is Easy; it is introduced by RHB bank. It is a latest idea which providing easy and express service by using the latest technology and banking system to serve its customers. The services provide included easy loan, easy debit, easy insurance, easy saving and easy contest where all this service will be approved and done in 10 minutes.

Other than that, another technological change in Malaysia banking industry is the innovation of Malaysian Electronic Payment System which is also known as MEPS. It is an interbank network service provider that implements smart cards for ATM machine cards from magnetic stipe card to chip based card. MEPS allow bank customers easily proceed cash withdrawal and also balance inquiry by sharing ATM network among bank, transferring fund among bank, allow recipient to receive the fund instantly, provide convenience for mobile phone user to reload their credit through ATM, allow oversea cash withdrawal in several countries and lastly allow customer to make credit card and loan repayment.

As a conclusion, from all the point above, we can see the importance on how technology affects banking industry. Obviously, they have keep improving from time to time by investing in new technology to improve their service quality. We can see that technology improvement has help traditional banking method to online banking and mobile banking. Technology improvements have created more flexible payment method and provide more user friendly services. The efficiency and effectiveness of bank in serving their customer better is mostly depend on the use of new technology. We also mentioned how it helps bank to reduce unnecessary cost by cutting down manpower and replace it by the new technology. The only key factors that some of Malaysian still not prefer to use internet banking is due to security problem has also been mentioned clearly previously. Thus, bank should guarantee that user data and fund transfer is 100% be protected and safe so that that customer able to use their services with no worries.

Bibliography Acevedo L., (2013) The Importance of E-banking in Business, [online]. Available from: http://smallbusiness.chron.com/importance-ebanking-business-26188.html [Accessed, 2nd October 2013] Agarwal A., (2013) Internet Banking – Advantages & Disadvantages, [online]. Available from: http://anujagarwal.hubpages.com/hub/Advantages-and-Disadvantages-of-Internet-Banking [Accessed, 2nd October 2013] Asref A., (2013) The Effect of IT Investment on Banking Performance in Malaysia, [online]. Available from: http://www.academia.edu/1539620/THE_EFFECT_OF_IT_INVESTMENT_ON_BANKING_PERFORMANCE_IN_MALAYSIA_FRONT_PAGES [Accessed, 2nd October 2013] Bank Negara Malaysia (2013) Payment Statistic [online]. Available from: http://www.bnm.gov.my/index.php?ch=ps&pg=ps_stats [Accessed, 2nd October 2013] Bank Negara Malaysia (2013) Payment System in Malaysia [online]. Available from: http://www.bnm.gov.my/index.php?ch=ps_mps&pg=ps_mps_type&lang=en&z=1#payment [Accessed, 2nd October 2013] Dulawat S., (2010) Advantaged and disadvantages

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