Running Head SPANISH BANKING1SPANISH BANKING 2Sen.docx

Running Head: SPANISH BANKING
1
SPANISH BANKING
2
Senior Seminar I Chapter 1: History of the Spanish Banking
Student ID: 000055930
Richmond International University
Professor: Sarah Chetin
The History, Revolution and Present Situation of the Spanish
banking
Ancient Era
Based on the 1962 Parent Act, that governed the Credit and
Banking Institutions within the dictatorial post-Civil War, an
industrialization approach sought to replace imports through the
initiation of an economic planning process to last early 70’s. By
1965, there were five principal private banks that controlled
more than 50% of the capital in Spain. They influenced both the
private and independent institutions like state railroads and INI.
With time, many equity holdings in the banks were sold to the
public through the stock exchange, yet they played a critical
role in offering new funds for the industry. According to
FESSUD (2012). Resource allocation targeted production
activities that the government saw as strategic within the
Interventionist regulatory model. Private and saving banks had
to be regulated through the establishment of minimum
investment rations and limitation policies to bar entry of foreign
banks. Privileged financing circuits made up 35 % of the overall
resources within the credit system. Later, the act’s legislation

fostered business promotion and long-term financing activities
through separation of banks from commercial and payment –
based activities. Alongside that change, was the revitalization
of the monetary policy through the introduction of liquidity,
cash, and guaranteeing rations through the supervisory
structure. The Banco de España became the supervisory body
that monitored both banks and credit institutions by 1988.
Industrial Time
Between the 1977 and 1985, Industrial crises and sequential
banking crisis occurred as oil prices rose Spanish financial
system is regulated under the banking sector. In the mid-70s,
the Spanish banking system became to experience liberalization
in which extensive economic restructuring occurred. As such, a
banking crisis emerged as economies advanced with business
banks, private banks, and industrial banks being reduced as
healthy banks took over and enlarged as well as
internationalized the remaining and biggest banks
simultaneously. Since then a financialization process started in
Spain. When restrictive policies came handy after 1977,
financing costs increased while the aggregate demand was
regulated such that the industrial sector could not any more
manage to finance and meet the demands of their business. The
Bank of Spain assisted in setting up the Deposit Guarantee Fund
that protected deposits in the troubled banking institutions. The
Fund bought the institution in question as a symbolic price and
restructured the programme within the new sheets before selling
it. To reform the inherited dictatorial model, the bank sector
was uncoupled from industry through a regulatory
transformation that aimed at liberalizing the financial system. It
was approved in 1974 hence enhances de-specialization of
saving banks and enabled them to conduct operations as other
banks (FESSUD, 2012). In 1981, deposit rates were liberalized
and in 1978 foreign banks were allowed to enter the market.
Then in 1988, a Law governing the Securities Market came into

place as accounting standards and doubtful credits were
eliminated by The Banco de España. By the late 1980s, the
banking system of Spain had undergone sweeping changes a
form of a throwback to the post-Civil War Franco era in which
Spanish private banks served a leading role in financing.
Saving banks dominated in the rural areas because private banks
failed to show interest in it. Saving banks came under the
control of the bank of Spain in 1971 because previously they
had their formal governing body called the Credit Institute for
Savings Banks for they have a quarter of the overall lending in
the private sector. Since then, the saving banks have restrictions
which later relaxed in the mid-1980’s with La Caixa and La
Caja de Madrid. Although savings banks were considered as
non-profit institutions, they were profitable and rivals of
commercial banks by lending families and small businesses.
The Banesto crisis
In the Banesto case, which is the second, the bank sector was
reorganized as mergers mushroomed reducing saving banks
from 76-51. According to Walker et al. (1896) , the Royal
Decree 1582/1989, enactment ordered the unrestricted territorial
expansion of the financial institutions such as Banco Bilbao
with Banco Vizcaya, merged into BBV, the current BBVA
between 1989-1999 as well as Banco Central and Banco
Hispano Americano into BCH in 1991 and Banco de Santander
with BCH to form Banco Santander. In 1993, an economic
decline Banco de España restructured Banesto, which was taken
over by Banco Santander in 1994.With crisis came market-based
banking to enhance higher financial pool (Hardie, 2013). Still,
the mechanism proved to be the worst for Spain because of the
financial devastations and the financial troubles it built.
International trade Finance Involvement
ICO as an Oversea Trade Bank fond in 1924 to promote exports
but the capital was in the private hands. It participated in
foreign trade. The freeing of funds tied to government-based

investments could do away with the ‘privileged circuits’
through which funds at low-interest rates were often channeled
into such investments. In mid-1988 legislation was organized to
restructure the role of publicly owned banks through conversion
of credit institutions into ICO. Spain then joined the European
Union and so the already existing tendency to treat every
financial institution equally was reinforced. A banking passport
became necessary as foreign banks increased in Spain
(FESSUD, 2012). The result was a reduced market share by
2009.There came intense internationalization and dynamic
provisions in deposit-taking institutions. As the credit rates
were lowered so did the credit demands increase diverting
money towards the property market. Family assets were major
on the map but there were limits on securitization of credits as a
collateral process in the financial mechanism. Another crisis
stepped in which high solvency rates, dynamic provisions or
particular profit levels and decent seclusion of particular
reserves. In 2012 the default rate for mortgages was 3.2 % a
thing that started since the economic recession of 2008 (Martin-
Aceña, 2013). As such credits that were to be paid in 15 years
had to be redistributed to 25.5 years. As a regulator, Banco de
España send messages of warning to commercial and savings
banks (Committee on the Global Financial System ). Besides the
banking system risk and resilience evaluation began to emerge
as the governance versus management of the banks
revolutionized.
Stock Market.
Another financial system is in Spain has been the stock market
that started since the 1981 evolution. By 1981, its turnover was
16.3 percent and it grew exponentially up to 159 % in 2007. The
overtaken banks were purchased by the Spanish banks to keen
the Spanish financial system under the Spanish credit
institutions and moderation was underway up to the 90’s. Since
there is funding of Spanish non-financial institutions and more
mortgages to the household sector from the credit institutions,

there had been a rise in the number of assets grew (FESSUD,
2012). Nonetheless, non-financial private agents and financial
institutions have faces indebtedness even from external sources
as the dependence on international monetary and financial
markets grow. As such the deposits by the external world are
hiring in the Spanish banking system and the difference has
been growing up until the late 90’s. Tortella, (2013) opines that
even though the financial systems of Spain changes, their
financialization remains traditional with predominant loan
weight in the balance sheets of credit institutions that
rose.Credit institutions fell under the control of the Directorate
General for State Assets monitored by the Official Credit
Institute that got funds from the state which were then lent to
the credit institutions. The Industrial Credit Bank was the
largest in industrial loan provision. On the other hand, The
Mortgage Bank of Spain offered mortgage loans for urban and
rural for agriculture and associated sectors. There were local
Credit banks served provincial and municipal administrative
bodies.
Particular Banks and Operation
Among the ancient banks in Spain, is Caixabank that started in
1904 and was established by Francesc Moragas targeting new
economic and social savings as a unique management model.
Martin-Aceña (2013) opines that by 1955 the bank was
developing social housing, then commercializing credit cards in
1975. Between 1980.1990 in launched a plan on infrastructure
and services generating returns before it integrated Caja de
Ahorros y Monte de Piedad de Barcelona (Ciaxabank, 2014). In
1918, the organizational structure changed and IT systems
emerged in 1963. By 1979 ATMs came up, thus 2011 the bank
has begun stock marketing just after the restricting and
investment changes in 2008 and 2007 respectively.
Herzog & de Meuron in BBVA (2015) started in 1981 under
Francisco Javier Sáenz de Oiza. It is within Madrid, Paseo de la
Castellan. With the focus on sustainability and efficiency,

BBVA had embraced digital transformation to meet the needs of
the 21st C customers and rethink of how to do to banking and
go beyond the conventional ways.
Current Banking System
There is a volatile global financial market as a result of the EU
that encourages UK citizens to exit the union in 2015 with an
aim of correcting the prices of assets in Spain. Intensive
regulation on leans and loss-absorbing liabilities has been
reinforced. By 2012 cumulative asset grew by 2.5 % while
nonperforming loans fell by over 37 billion Spanish pounds
(Linde, 2016). The consolidated income went down by €14
billion and banking activities are a bit low. On the cooperative
sector, the financial weight was as equal to what commercial
banks suffered. Its overall assets were €131 billion by Dec 2015
with Cajamar dominating in it. The individual statistics show
that the cooperative sector had about 18,000 staffs in 4300
offices. In their extensive assets, the private sector deposits are
about 70% of total assets (Linde, 2016). 7% of their credit serve
the non-financial and households and their net income read as
more than €450 million in 2015 with a return on equity of 4.8%.
Therefore, there are great changes and focus on improvement in
the Spanish banking system in the present generation.
The trend in the Digital Banking in the World and Spain
Kirakosyan, K. (2014) purports that social media is trending in
the global world, hence making the social aspect inevitable in
work. Prodanova et al. (2015) opine that with the emergence of
new technologies, there has been continuous development and
e-commerce, among which m-commerce stands out. Banks
utilize smartphones, internet, automated teller machines, and
telephone. The social media illustrates, advances, and
transforms that interaction, collective co-existence, engages
people who have collective objectives, for they manage to share
ideas, cooperate, collaborate in innovating, participation,
dialogues, and networking (Kirakosyan, 2014).
Conversely, Cafral (n.d.) opines that proliferation of technology

gadgets has intensified communication among people (P. 5).
Social media has also inspired direct engagement with clients.
In the social trend, at least fifty-four users do read online
reviews prior to making purchases, enhance purchase decision,
posts that influence purchases, and enhance following of
brands. There is needs to assess their opportunities, target
audience, current environment, the impact of brand, gauge
client’s sentiments, interests, demographics, and competitors.
Also, listening to the clients enhances improvement of the
brand, learning and understanding the competitors better
through complaints, emotional sentiments, customer’s
perspectives, and planned campaigns.
In Spain, about twenty-two percent of the online buyers buy
more than sixty percent of their products online, thirty-three
percent of mobile users do bank through mobiles (Pradonova, et
al., 2014). Due to the popular utilization of mobiles, the banks
are increasingly adopting multi-channel active to satisfy clients,
increase profits, and have channel mix. Moreover, the adaption
enhances usage of a variety of media, open marketing, choices
of buying of goods from diverse channels that fulfills the
customer needs (Pradonova, et al., 2015). It has helped m-
banking which is time and money saving, easy to use,
convenient, and compatible with several channels. Still, online
channels localize, offer location free access, the immediacy of
reaction, instant connectivity, the continuous interaction of a
bank and the clients, as well as ubiquity.
With m-banking banks have a chance to keep innovating the
way they serve customers and manage financial transactions.
The real data bank database of the customers could show their
dislikes, perceptions, motivations, hence affording personalized
services for the customers (Prodanova et al., 2015). The
technologies emerging day after day brings about change in
interaction as they create virtual communities and networks who
compute mediated social actions through social media
(Kirokasyan, 2014). People share pictures, videos, content,

collaborative projects, virtual games, that are both personal and
business-based.
Most utilized information on Facebook.
The managerial view on social media utilization in the banks in
Romania is that Facebook and LinkedIn are the highly used.
Additionally, banks restrain from using it because of lacking
strategic know-how of application, senior management
understanding, techniques and competencies within banks, and
the dedication of the social media manager (Miklaszewska,
2017,p.7). However, customer care, customer demand and
behavior recognition, advanced crowdsourcing, innovativeness
in marketing tasks, and latent customer attainability encourage
usage.
Social media helps people converse with the audience, build
relation with prevalent and potential clients, reaching banking
visibility, and transparency. In Romanian banks. Besides, they
monitor public awareness, enhance distribution of information
as well as create customer retention through retention programs
(Torres-Toukoumidis, 2017, n.p.). Other purposes include;
brand strengthening, creating customer relationships and
managing it, cross-selling, reduction of the promotion of
expense as well as the HR purposes.
Miranda et al (2013) note that social media has become popular
in major international banks. Facebook serves clients who
examine commercial possibilities while the banks identify
principal competitors and the social network positioning. The
network disseminates information and audience love it because
they have a room of offering an opinion. The fact that Facebook
has a great popularity among audiences and greater interactivity
makes it attractive for users. That interaction offers brand
awareness, recommendation testimonials, complaints
management, viral marketing, outbound communication,
positive feedback publications, business development, and fan
club connection.

Items Valued by Clients
Among the content items on Facebook are video bank
information, photo product information, career contact form,
downloads’ e-mail data as well as gamification and contests on
phone. Other items are an S-commerce application in external
links, website polls, coupon or specific offers in location,
charity events in events, and finally claims and suggestions in
the marketing messages.
According to Miklaszewska (2017) Spanish la Caixa bank
scored 74 out of 82 while Spanish BBVA is 63 out of 82 in the
online banking (p.271). The basic IT system implementation is a
recent concept that is coming with the new generations who
value e-banking. Banks did not struggle with old versus new
systems at all especially because of the full-range
accompanying solutions.
The digital Banking in BBVA Spanish Bank
Digitalization has emerged in BBVA now. According to Álvarez
et al.(2016), although regulation is affecting globalization in
banks, cross-border lending is still possible through digital
processes. BBVA (2015) mentions that the bank is
architecturally developed, hence their working environment is
more innovative with collective intelligence. The company has
pioneered the bank efforts, in the radical change of its
platforms, which serve the needs of the clients. Consider the
data in diagram 1 in the Appendix.
In Spain, 14.4 million people use online, 75 percent on who
view telecommuters are productive, 89 % consider it because it
allows them to stay at work, while 85 % consider it less
stressful as it does not have any unnecessary traveling. The
bank cooperates culture has evolved by having a collaborative
working environment that offers cloud-based co-editing of
office processes (BBVA, 2015). The company now hires
individuals that are innovative, technologically advanced to

enhance the reality of social media in the cloud, analytics,
social, and mobile technologies. BBVA believes in the
knowledge and skills of the team that builds a broad, complete
vision (BBVA, 2016). Therefore, the bank ran pilot tests on new
spaces,
The bank has changed its business operation and now has an
Internet of Things with support voice and data communications,
improved service, collaborative spaces, remote co-editing,
digital signage Interior location-based services, a cloud-bound
desktop for technical functionality (BBVA, 2015). The need for
portability and mobility has been assured through Bring Your
Own Device trend and personal gadgets like tablets and
smartphones. Furthermore, cloud computing, smart devices, Big
Data, and artificial intelligence offers personalized services,
diversification, and predictive models that distribute y the
emotional needs of the clients. With Apúntate, an internal job
posting app, the company has managed to hire people of talent,
train people with varied courses (BBVA, 2015, p.324).
Therefore, the bank has utilized technology in the highest ways
that are both innovative and focusing more on internal
development before the external consideration in a manner that
is similar to Santander and Caixa but with a unique touch and
prioritization.
The digital banking in Santander Bank of Spain
Santander applies social media through utilization of google
plus, twitter, SlideShare, website, as well as Pinterest that
permit customers to see their products, policies, new ideas,
service provision as well as like, follow and make comments.
The platforms too show rival companies, photos and videos of
organizational operation, statistics about their performance
(Santander Bank, n.d.). Furthermore, the bank has blogs that
allow the management deliver content to the workers, clients, as
well as the followers and familiarise with the organization as
well as their operations. The presentations, videos, and
documents on their site sell Santander’s image and products.
Due to these platforms, the bank accesses a lot of clients some

of whom are banking with them.
The digital banking in Caixa bank of Spain
Miklaszewska mentions that (2017) Spanish la Caixa bank
scored 74 out of 82 (p.271). Caixabank, which is the first bank
in Spain is known for installing the digital focus through
electronic transactions, and about 55 percent internet and
mobile channels. The bank offers crowdsourcing platforms
through which they receive client ideas, online banking since
2009 with an active mobile and online base (CaixaBank,
2014,p.32). At the moment banks like Caixabank initiated
digital platforms like Blackberry’s Apple World, Android
Market, and AppleStore for financial service distribution in
transfers (CIAXABANK, 2017 p. 10). Other services are:
management of accounts, checking of balance sheets, customer
service, and agency location in 2009. Ciaxabank (2016) has a
sixteen percent yearly growth of m-banking clients a broad
network in Spain due to its 5,027 branches and 9, 479 ATMs.
CIAXABANK (2017) notes that it’s the most innovative bank
based on EFMA rating and the best private bank in digital
communication because of the imaginBank technology of 2016,
and Omnichannel approach of banking usage (p.4). It leads to
the national and global online banking market penetration with
5.3 million clients. With the internet and digital usage, they
have managed to increase loan and advances, reduction of risky
loans, as well as profits. The platforms have maintained clients
and given a high rating reputation to the bank.
Conclusion
Overall, the Spanish banking system started from dictatorial and
quite restrictive processes. There have been several crises
including depression, industrial era, The Banesto, and the low –
interests following entrance to the EU. Apparently, the
transformation has been essential, from dictatorial, to regulated,
to open banking business, internationalization, and back to
regional followed by digitization. All in all, the current trends

show a lot of hope despite the decline in profits, indebtedness,
and failure to pay mortgages while relying on external capital.
References
Álvarez, J.M., García, J.P., & Gouveia, O. (2016). The
globalization of banking: How is regulation affecting global
banks? 1-18. Retrieved from https://www.bbvaresearch.com/wp-
content/uploads/2016/08/The-globalisation-of-banking.pdf
BBVA. (2015). Reinventing the company for a digital age. 1-
468. Retrieved from https://www.bbvaopenmind.com/wp-
content/uploads/2015/02/BBVA-OpenMind-book-Reinventing-
the-Company-in-the-Digital-Age-business-innovation1.pdf
BBVA. (2016). Banking outlook. 1-25. Retrieved from
https://www.bbvaresearch.com/wp-
content/uploads/2016/03/Banking-Outlook-Q116.pdf
Cafral. (2014). Uses of social media by banks. 1-9. Retrieved
from
http://www.cafral.org.in/sfControl/content/LearningTakeaWays/
1216201531637PM-CAFRAL-LT-Uses-of-Social-Media-by-
Banks.pdf
Ciaxabank. (2014). Integrated Corporate report. 1-223.
Retrieved from
https://www.caixabank.com/deployedfiles/caixabank/Estaticos/P
DFs/Informacion_accionistas_inversores/Informacion_Economi
ca_Financiera/CaixaBank_Memoria13_en.pdf
CAIXA BANK. (2017). Business activity and results. 1-51.
Retrieved from
https://www.caixabank.com/StaticFiles/pdfs/170202_HR_IPP4T
16v_%20ENG.pdf
Committee on the Global Financial System. (n.d.). Structural
changes in banking after the crisis. Retrieved from

https://www.bis.org/publ/cgfs60.pdf
FESSUD. (2012). FINANCIALISATION, ECONOMY,
SOCIETY AND SUSTAINABLE: Report on the Spanish
Financial system. Retrieved from http://fessud.eu/wp-
content/uploads/2012/08/the-Spain-financial-system..pdf
Hardie, I. & Howarth, D. (Ed.). (2013). Market-based banking
and the international financial crisis. Oxford: UK: Oxford
University Press.
Kirakosyan, K. (2014). The managerial view of social media
usage in banking industry: case study for Romanian Banking
System. Proceedings of the 8th International Management
Conference, (pp. 225-232). Romania. Retrieved from
http://conferinta.management.ase.ro/archives/2014/pdf/21.pdf
Linde, L. (2016). The Spanish banking system: situation and
challenges. 1-8. Retrieved from
https://www.bde.es/f/webbde/GAP/Secciones/SalaPrensa/Interve
ncionesPublicas/Gobernador/Arc/Fic/Linde180716en.pdf
Martin-Aceña, B. (2013). The savings banks crisis in Spain:
When and how? 1-15. Retrieved from https://www.wsbi-
esbg.org/SiteCollectionDocuments/Martin-AcenaWeb.pdf
Miklaszewska, E. (2017). Institutional Diversity in Banking:
Small Country, Small Bank Perspectives. Cracow, Polland:
Palgrave Macmillan.
Miranda, F. (2013). Evaluation of social networks sites in the
banking sector: An analysis of top 200 International Banks.
Journal of Internet Banking and Commerce, 18(2), 1-17.
Retrieved from
https://pdfs.semanticscholar.org/73bf/cf007ce0ca90ea792e93f8b
f002e4dcfd6f3.pdf

Prodanova J., San-Martín S. & Jiménez, N. (2015). The present
and the future of m-banking according to Spanish bank
customers. Business Review, 1-24.Tortella, G., Ruiz, J. G.,
García R., & José L. (2013). Spanish Money and Banking. UK:
Palgrave Macmillan. Retrieved from
https://www.palgrave.com/br/book/9780230347656
Santander Bank. (n.d.). Sustainability. Retrieved from
https://www.santander.com/csgs/Satellite?appID=santander.wc.
CFWCSancomQP01&c=GSAgrupAsset&canal=CSCORP&cid=1
278689260115&empr=CFWCSancomQP01&leng=en_GB&pagen
ame=CFWCSancomQP01/GSAgrupAsset/CFQP01_GSAgrupAss
etInformacion_PT10
Wamba, S. F., Akter, S., Kang, H., Bhattacharya, M., & Upal,
M. 2016. The primer of social media analytics. Journal of
Organizational and End User Computing, 28(2), 1-12.
doi:10.4018/JOEUC.2016040101
Walker, B.E., Raffalovich, A., Essers, P. (1896). Editor of the
Journal of Commerce and Commercial Bulletin, A History of
Banking in all the Leading Nations, vol. 3 (France, Italy, Spain,
Portugal, Canada) [1896]. Journal of Commerce and
Commercial Bulletin. Retrieved from
http://oll.libertyfund.org/titles/bulletin-a-history-of-banking-in-
all-the-leading-nations-vol-3
Appendix
Source: Prodanova J., San-Martín S. & Jiménez, N. (2015). The
present and the future of m-banking according to Spanish bank
customers. p. 104
Picture 1:p. Frequent Users 102

Unit 5 GP Comprehensive Project
Assignment Description
ToolsCorp Corporation is a fictitious company that does
not exist anywhere. For the purpose of this course, it is located
in Tennessee. As members of the senior management team of
ToolsCorp Corporation, your group has been asked to prepare a
neat and organized report for the Strategic Officers Steering
Committee (SOS-C) of ToolsCorp Corporation. The purpose of
this paper is to obtain permission from them to go forward with
the next step (developing a full-blown business plan) for
ToolsCorp's strategic initiative to break into the global
marketplace.
Your group's paper should discuss the following (at a
minimum):
· A complete strengths, weaknesses, opportunities, and threats
(SWOT) analysis (including at least 5 factors from each
category and full explanations of why each factor is important
and why it was placed in the category) of the environment that
exists within ToolsCorp and the environment that ToolsCorp is
proposing
· An outline of the business plan to be developed for
ToolsCorp's strategic initiative
· A full mission statement containing the nine components and
presented in a well written paragraph
· Key operating principles as you will apply them
· A preliminary market analysis of the market(s) into which
ToolsCorp expands
· The one-year, five-year, and ten-year strategic objectives of
the strategic initiatives presented as one strategic proposal for
each time frame (3 strategic proposals in all), complete with
implementation plans, potential ramifications, and feedback
mechanisms
· The additional material that your group considers necessary to
support the case for going forward with ToolsCorp's global
strategic initiative (This is not optional, you must input

additional material.)
Background Information
ToolsCorp Corporation is a fictitious company that does not
exist anywhere. For the purpose of this course, it is located it in
Tennessee. It builds power tools, lawn mowers, lawn furniture,
microwaves, and ranges. All products are manufactured locally
and sold through large retailers that place sales papers inserted
in every Wednesday and Sunday paper. Although they have a
thriving business in the United States and Canada, ToolsCorp is
trying to break into the global marketplace.
Deliverable Length
The deliverable length is at least 15 pages (cover page and
reference page not included). As graduate business students,
you are required to provide a well-researched and analyzed
comprehensive response to every assignment question. Brief,
vague, generic, or nondefinitive responses will not earn good
grades.
This group project requires a minimum of 15 scholarly sources,
a minimum of 1 per page. You are welcome and encouraged to
use the David textbook and the course materials for this course,
but other viable research sources are required.
For references, use the APA guide that is available as shown in
the Virtual Campus under "Interactive Learning."
Remember that any paper longer than 10 pages requires the
submission of an Executive Summary.
Submit your group's Word document to your instructor via the
Small Group Submitted Assignment area in APA format.
Objective
The Objective of the Unit 5 Group Project Assignment will
involve the following the course outcomes and grading criteria
with their respective percentages for the grading rubric:
· Identify examples of good and bad business practices in the
use of strategy design components (30%).
· Research and discuss some of the changes occurring in the
way that organizations structure themselves and their work
(30%).

· Develop plans to improve business operations (20%).
· Use effective communication techniques (20%).
LITERATURE REVIEW BRIEF
Senior seminar I
Sara Chetin
000055930
The History Spanish banking
Trend in the Digital Banking in the World and Spain
Kirakosyan, K. (2014) purports that social media is trending in
the global world, hence making the social aspect inevitable in
work. Prodanova et al. (2015) opine that with the emergence of
new technologies, there has been continuous development and
e-commerce, among which m-commerce stands out. Banks
utilize smartphones, internet, automated teller machines, and
telephone. The social media illustrates, advances, and
transforms that interaction, collective co-existence, engages
people who have collective objectives, for they manage to share
ideas, cooperate, collaborate in innovating, participation,
dialogues, and networking (Kirakosyan, 2014).
Conversely, Cafral thinks that proliferation of technology
gadgets has intensified communication among people cafral (P.
5). Social media has also inspired direct engagement with
clients. In the social trend, at least fifty-four users do read
online reviews prior to making purchases, enhance purchase
decision, posts that influence purchases, and enhance following
of brands. There is needs to assess their opportunities, target
audience, current environment, the impact of brand, gauge
client’s sentiments, interests, demographics, and competitors.
Also, listening to the clients enhances improvement of the
brand, learning and understanding the competitors better
through complaints, emotional sentiments, customer’s
perspectives, and planned campaigns.

In Spain, about twenty-two percent of the online buyers buy
more than sixty percent of their products online, thirty-three
percent of mobile users do bank through mobiles (Pradonova, et
al., 2014). Due to the popular utilization of mobiles, the banks
are increasingly adopting multi-channel active to satisfy clients,
increase profits, and have channel mix. Moreover, the adaption
enhances usage of a variety of media, open marketing, choices
of buying of goods from diverse channels that fulfills the
customer needs (Pradonova, et al., 2015). It has helped m-
banking which is time and money saving, easy to use,
convenient, and compatible with several channels. Still, online
channels localize, offer location free access, the immediacy of
reaction, instant connectivity, the continuous interaction of a
bank and the clients, as well as ubiquity.
With mobile-banking banks have a chance to keep innovating
the way they serve customers and manage financial transactions.
The real data bank database of the customers could show their
dislikes, perceptions, motivations, hence affording personalized
services for the customers (Prodanova et al., 2015). The
technologies emerging day after day brings about change in
interaction as they create virtual communities and networks who
compute mediated social actions through social media
(Kirokasyan, 2014). People share pictures, videos, content,
collaborative projects, virtual games, that are both personal and
business-based.
Recommendable Sites and Significance
According to Kirakosyan, the platforms explored are Facebook,
YouTube, Google plus, Hi5, Pinterest, Instagram, Twitter,
Netlog, trilulilu, and LinkedIn (p.226). These platforms
recommend products, guide purchasing decisions, offer
promotions, discounts, and incentives. Kirakosyan (2014) says
that Wikipedia is internal and the workers can have updates on
project status, and trade ideas as long as they embrace and use it

maximally (p. 227).
Furthermore, blogs allow recording of views, information by the
user. In the banking management, they enhance updating
workers, customers and target clients on the advancement
within the bank. Likewise, they help the bank receive protests
and improve their services (Kirakosyan, 2014). Besides, content
texts are shared among people globally.
Additionally, virtual worlds platforms, a self-presentation
approach to the real-life situation, therefore banks can use it in
reaching out players in areas of operation. According to
Kirakosyan (2014) e-communication, social networking
Worldwide, about two billion, four hundred and eighty-four
million, nine hundred and fifteen thousand and one hundred and
fifty-two people were internet users by 2014 (p.230). In the
Romania context, out of about ten million nine hundred and
twenty-four thousand four hundred and seventy-eight use the
internet with about thirty to hundred and twenty minutes.
Moreover, the fee interchange makes the area quite profitable
while en vogue innovations enhanced competitive pressure
among banks. The charismatic gifted leaders were happy that
they had fulfilled personal mission while Mastercard and VISA
viewed Poland as a testing ground for innovative solutions
(Miklaszewska, 2017, p. 275). Technology and innovations are
essential factors that manifest the development of banks. Some
of the innovative solutions are e-banking, payment cards,
mobile banking, and contactless technologies.
Most utilized information on Facebook.
Romania was similar mobile-banking component, the
managerial view on social media utilization in the banks in
Romania is that Facebook and LinkedIn are the highly used.
Additionally, banks restrain from using it because of lacking
strategic know-how of application, senior management
understanding, techniques and competencies within banks, and

the dedication of the social media manager (Miklaszewska,
2017,p.7). However, customer care, customer demand and
behavior recognition, advanced crowdsourcing, innovativeness
in marketing tasks, and latent customer attainability encourage
usage, similar to Spain.
Social media helps people converse with the audience, build
relation with prevalent and potential clients, reaching banking
visibility, and transparency. In Romanian banks, like in Spain
they monitor public awareness, enhance distribution of
information as well as create customer retention through
retention programs (Torres-Toukoumidis, 2017, n.p.). Other
purposes include; brand strengthening, creating customer
relationships and managing it, cross-selling, reduction of the
promotion of expense as well as the HR purposes.
Miranda et al (2013) note that social media has become popular
in major international banks. Facebook serves clients who
examine commercial possibilities while the banks identify
principal competitors and the social network positioning. The
network disseminates information and audience love it because
they have a room of offering an opinion. The fact that Facebook
has a great popularity among audiences and greater interactivity
makes it attractive for users. That interaction offers brand
awareness, recommendation testimonials, complaints
management, viral marketing, outbound communication,
positive feedback publications, business development, and fan
club connection.
Items Valued by Clients
Among the content items on Facebook are video bank
information, photo product information, career contact form,
downloads’ e-mail data as well as gamification and contests on
phone. Other items are an S-commerce application in external
links, website polls, coupon or specific offers in location,
charity events in events, and finally claims and suggestions in
the marketing messages.

According to Miklaszewska (2017) Spanish la Caixa bank
scored 74 out of 82 while Spanish BBVA is 63 out of 82 in the
online banking (p.271). The basic IT system implementation is a
recent concept that is coming with the new generations who
value e-banking. Banks did not struggle with old versus new
systems at all especially because of the full-range
accompanying solutions.
The digital Banking in BBVA Spanish Bank
BBVA (2015) mentions that the bank is architecturally
developed, hence their working environment is more innovative
with collective intelligence. The company has pioneered the
bank efforts, in the radical change of its platforms, which serve
the needs of the clients.
Consider the data in diagram 1 in the Appendix
In Spain, 14.4 million people use online, 75 percent on who
view telecommuters are productive, 89 % consider it because it
allows them to stay at work, while 85 % consider it less
stressful as it does not have any unnecessary traveling. The
bank cooperates culture has evolved by having a collaborative
working environment that offers cloud-based co-editing of
office processes (BBVA, 2015). The company now hires
individuals that are innovative, technologically advanced to
enhance the reality of social media in the cloud, analytics,
social, and mobile technologies. BBVA believes in the
knowledge and skills of the team that builds a broad, complete
vision. Therefore, the bank ran pilot tests on new spaces,
The bank has changed its business operation and now has an
Internet of Things with support voice and data communications,
improved service, collaborative spaces, remote co-editing,
digital signage Interior location-based services, a cloud-bound
desktop for technical functionality (BBVA, 2015). The need for
portability and mobility has been assured through Bring Your
Own Device trend and personal gadgets like tablets and
smartphones. Furthermore, cloud computing, smart devices, Big

Data, and artificial intelligence offers personalized services,
diversification, and predictive models that distribute y the
emotional needs of the clients. With Apúntate, an internal job
posting app, the company has managed to hire people of talent,
train people with varied courses (BBVA, 2015, p.324).
Therefore, the bank has utilized technology in the highest ways
that are both innovative and focusing more on internal
development before the external consideration in a manner that
is similar to Santander and Ciaxa but with a unique touch and
prioritization.
The digital banking in Santander Bank of Spain
Santander applies social media through utilization of google
plus, twitter, SlideShare, website, as well as Pinterest that
permit customers to see their products, policies, new ideas,
service provision as well as like, follow and make comments.
The platforms, similar to BBVA, show rival companies, photos
and videos of organizational operation, statistics about their
performance (Santander Bank, n.d.). Furthermore, the bank has
blogs that allow the management deliver content to the workers,
clients, as well as the followers and familiarise with the
organization as well as their operations. The presentations,
videos, and documents on their site sell Santander’s image and
products. Due to these platforms, the bank accesses a lot of
clients some of whom are banking with them.
The digital banking in Caixa bank of Spain
Miklaszewska mentions that (2017) Spanish la Caixa bank
scored 74 out of 82 (p.271). Caixabank, which is the first bank
in Spain is known for installing the digital focus through
electronic transactions, and about 55 percent internet and
mobile channels. The bank offers crowdsourcing platforms
through which they receive client ideas, online banking since
2009 with an active mobile and online base (CaixaBank,
2014,p.32). At the moment banks like Caixabank initiated
digital platforms like Blackberry’s Apple World, Android
Market, and AppleStore for financial service distribution in

transfers (CIAXABANK, 2017 p. 10). Other services are:
service, and agency location in 2009. Ciaxabank (2016) has a
sixteen percent yearly growth of m-banking clients a broad
network in Spain due to its 5,027 branches and 9, 479 ATMs.
CIAXABANK (2017) notes that it’s the most innovative bank
based on EFMA rating and the best private bank in digital
communication because of imaginBank technology of 2016, and
Omnichannel approach of banking usage (p.4). It leads to the
national and global online banking market penetration with 5.3
million clients. With the internet and digital usage, they have
managed to increase loan and advances, reduction of risky
loans, as well as profits. The platforms have maintained clients
and given a high rating reputation to the bank.
The demographics who consider Mobile-banking
Prodanova et al. (2015) indicate that in Spanish banking, men of
about 25-34 are the highest in the usage of m-banking because
they are interested in it and have the financial ability because at
least the thirty-one percent have a salary of 100 € per month. In
addition, ninety percent of m-banking users have social network
profiles hence are comfortable with networking with banks at
home and work. The typical Spanish internet banking
demographics are people of ages 35-44, with a job, high
education, high income that is beyond 1600€ (Prodanova et al.,
2015). The crosstab and Chi2 users indicate users of the internet
as frequent or infrequent users.
Therefore, the frequent users are you employed men that have
high education and use new technology. On the other hand,
infrequent users are mature people without job women with a
university education, less propensity for new technology and
have a high income. p. 102 Refer to picture 1 in the Appendix.
The clients in the m-banking channel are almost 11.8 percent
with five to ten years of banking services hence they use it at
least twice a week. M-banking allows deposits, application of
personal loans, the hiring of insurance, and consideration of

credit conditions. At least fifty percent of the m-banking are
highly satisfied. (table 1)
Recommendations for digital usage of banks
Nevertheless, the banks have to be aware of the complexities,
lack of information, skills, unsuitability of some devices used in
the technological operations, as well as perceived risks by the
customers (Prodanova et al., 2014). Only if m-baking is
convenient, practical, non-stop service type, fast, and free of
charge does clients consider using it. Consider Table 2 of the
Appendix. The suggestion is that banks should up the
applications in terms of disclosure, information levels, security,
interface improvement, and supplementary applications. The m-
banking tasks include alert systems, transfers, buying of tickets,
payment of bills, checking of balances. In future, the clients
will use it in paying taxes, and bills, top up phones, acquire
product or service information from the commercial supplier.
The other step that will follow is investment and engagement of
the agencies that the bank hires and the internal training of the
teams who understand complex issues in the banking and
technology industry (Cafral, n.d., p.6). Similarly, customers
must be trained in the way to generate content and benefit from
it. As soon as people are made participants the social media will
have been leveraging and the brand campaigns will be
successful.
Besides, there is an organization of the process of
comprehending the brand, the bank should set an objective for
the workforce with every department within the bank
participating in the social media and collaboratively plan the
brand strategies, amend brand guidelines, as well as the tonal
policies (Cafral, n.d. p. 8). Through social media brand
guidelines should be clear on the internet and traffic’s capacity,
people’s trust is important and the challenge following the
processes that enhance the personal communication. Later, there
should be experimentation where the bank has to have few

campaigns or projects that develop a comprehensive
understanding, traffic response and the volume of interest about
the social media. The fitting social media for the bank is
essential,
Following it should be the measurement of the impact of the
social media and the campaigns to establish how successful and
creative it is. The failure is determined in the process to
enhance the building of the other strategies and facilitation of
its engagement. Engagement of the adult education in
gamification applications, community-oriented initiatives,
charities, and donations.
Further provisions include the staging of live product launches
and meet, marketing of products, analysis of data and modeling
of predictive. The microblogs like Twitter and Tumblr enhance
supervision of sentiments, staging of public meetings, real-time
online solving, and regulation of brand reputation while
determining the brand loyalty. Moreover, there is customer
acquisition and interaction, pushing of real-time messages and
data, real-time international broadcasting and integration of the
traditional medium with the modern ones. Then there are visual
content communities through the Flickr, Pinterest, YouTube,
and Instagram
Gaps in literature
There is lack of cohesive, information about digital banking,
particularly on the major banks in Spain, Furthermore, a
comparative analysis of these banks is so scanty with more
focus on the types of social media they have and what they use
it for rather than the difference among organizations. Besides,
there limited peer reviews available on the Spanish digital
banking and for those that are there they lack a quantitative and
qualitative analysis of the banking systems and the history
about them.
References

Cafral. (2014). Uses of social media by banks. 1-9. Retrieved
from
Banks.pdf
Ciaxabank. (2014). Integrated corporate report. 1-223.
Retrieved from
DFs/Informacion_accionistas_inversores/Informacion_Economi
ca_Financiera/CaixaBank_Memoria13_en.pdf
CAIXA BANK. (2017). Business activity and results. 1-51.
Retrieved from
https://www.caixabank.com/StaticFiles/pdfs/170202_HR_IPP4T
16v_%20ENG.pdf
CaixaBank. (2014). CaixaBank - the leading force in Spanish
retail banking. 1-85. Retrieved from
DFs/Inversores_institucionales/20140423_Caixabank_corporate
_presentation_en.pdf
Miklaszewska, E. (2017). Institutional diversity in banking:
Small Country, Small Bank Perspectives. Cracow, Polland:
Palgrave Macmillan.

Miranda, F. (2013). Evaluation of social networks sites in the
banking sector: An analysis of top 200 International Banks.
Retrieved from
f002e4dcfd6f3.pdf
customers. Business Review, 1-24.
etInformacion_PT10
M. 2016. The primer of social media analytics. Journal of
doi:10.4018/JOEUC.2016040101
Appendix
customers. p. 104
Picture 1:p. Frequent Users 102
customers. p. 104
Table 1: Tasks that are executed through the m-banking channel
p 103

Table 2 Prodanova J., San-Martín S. & Jiménez, N. (2015). The
customers. p. 104
Table 3 Prodanova J., San-Martín S. & Jiménez, N. (2015). The
customers. p. 104 p. 105
Diagram 1: BBVA (2015). Organizations Which Have Invested,
or Intend to Do So in the Next 24 Months, in Facing the
Challenge of Big Data.
.
The preferred topic is; Relevance of social networks in the
banking sector.
Research question:
How effective is social media in relation to customer services in
the banking sector?
Research Proposal
Senior Seminar I
Student Id: 000055930
professor: Sara Chetin
Social media is one of the most powerful networking platforms
in the business world today. The use of this has been constantly
increasing throughout the years as more people believe in its
potential and it has proven to serve many purposes. According

to Prodanova et al. (2015) the attributes that attract clients
towards m-banking channels such as simplicity, practicality,
rapidity of services, and modernity. Furthermore, comfort,
accessibility, security, privacy, independence, continuity of
service, full operation ability, charges are among the essential
functional aspects that clients value. Both modern and
traditional companies have indulged in the use of this platform
due to its effective process of enhancing customer service as it
enables a more personal relationship with individuals. The
banking sector, being one of the most important entities in the
current world, rely heavily on customer service due to its
necessity in offering faster support, attention, information about
the novelties and their selling product. The aim of this research
study is to determine whether banks are achieving an optimal
outcome with the use of social media.
Study Purpose
The study aims are to determine if banks are making optimal
use of networks, differences between the primary entities in the
use of their systems, details such as security, treatment, their
use of business opportunities on the part of the banking entity.
The purpose of this study is to pick up the definite idea of the
use of this social networks within the most important banking
entities in Spain and to create the ideal prototype of care using
social media networks.
It will be in the best interest to pursue the topic through
comparison between the significant banking entities and the use
they give social media, how they direct themselves towards
their customers, the treatment customers receive if there are
existing ways of getting products without having to go to the
banking branch. On the other hand, how the client feels when
he's getting the customer service through these social media
platforms and, if he or she would prefer a conversation through
the mobile phone if this generates distrust or trust, dependency
or reliance, confidence or fear, security, or insecurity, and
convenience or inconvenience.

Significance of the Study
Communication studies cover issues of human interaction with
other individuals as well as institutions around them on various
topics. This topic fits within the communications field as social
media allows banks to connect with their customers in a
completely different manner. Social media marketing
throughout Facebook, game app, Twitter, and Instagram are
becoming a convenient channel for retail customer interaction.
According to Miranda (2013) in recent times, the online user-
generated content through online social media networks has
grown intensively. Collaborative projects, content communities,
virtual game worlds, social networking sites, virtual social
worlds, as well as blogs and microblogs are part of the social
media technologies that are flourishing even in the global
financial sector.
Prodanova et al. (2015) opine that currently balance checks,
money transfer, ticket purchase, bill/tax payment, and hire
mobile alert systems are performed through m-banking, hence
the future is likely to have internet banking taking over the
banking activities. This means that studying relevance, trends,
and role of social media platforms becomes an important move
the organizations could consider if they've to remain competent
and relevant in business. Furthermore, it helps in the building of
literature in business as an academic field so that the future
scholars can explore It deeper and accrue relevant information.
Torres-Toukoumidis & Marín-Mateos (2017) mention that the
2015 National Institute of Statistics found out that 96.5 percent
of the Spanish community own mobile phones, from which 22.7
percent use the internet in activities linked to bank accounts
management. Similarly, Ditrenia’s study of 2015 indicated that
fifteen million people in Spain have embraced mobile banking
usage in control of their finances. With such findings, there is a
forecast that by 2020 eighty percent of smartphone activities
shall be on the banking market. Case studies
At the moment banks like Caixabank initiated digital platforms
like Blackberry’s Apple World, Android Market, and

AppleStore for financial service distribution in transfers,
service, and agency location in 2009. Afterwards, BBVA
pioneered mobile payment application came out and enhanced
bank management, consultation. The trend here shows that
almost all banking institutions are utilizing digital and social
media current trends in uplifting their business, innovatively
running their affairs, acquiring clients, and expanding.
Objectives
The study objectives are to:
· Determine the client's profile that utilizes social media to
contact with bank entities.
· Evaluate the effectiveness of social media in the selling of
banking services and products.
· Determine the level of satisfaction of clients who use social
media to contact their bank.
· Establish the limitations found in the use of social media.
· Compare the most known bank entities, choosing the best of
each to create the customer service for the social media use.
The attainment of the above objectives in the study project call
upon an analysis and comparison of prominent bank entities in
Spain. Such banks include BBVA, Caixa, Santander bank
through which data on social media usage, personalized use
processes, customer service and commercial talks/information
will guide the study.
Comparative analysis of Spanish Banks
Santander Bank utilizes social media platforms such as Twitter,
YouTube, Facebook, Pinterest, and Google plus banco to seek
customer satisfaction, incidents, complaints, brand experience
(Santander Bank, n.d.). The social media applications have
enabled them to serve diverse clients such as institutions,
universities, corporations, and private banking clients, as well

as individual clients. Furthermore, through the platform, they
offer financial education, show their channels and accessibility.
BBVA, on the other hand, responds to comments in their
twitter, Facebook, online forums, and blogs through a
communication system that has improved its feedback to more
positive comments and less negative feedback by 1.5 percent
(Wamba et al., 2016). The IBM analytical systems analyze
brand perception, create delighted clients, establish prospects of
making new clients and monitor their activities to retain them.
According to BBVA, Creating opportunities (2017) since the
transformation towards a digital ecosystem in 2016, BBVA has
managed to have a unique customer experience, a new quality
model that offers real-time customer feedback, rapid
identification and implementation of improvement opportunities
and increased functionalities. The company’s improvement and
enhancement of mobile banking applications in Chile and
Colombia have doubled sales, which were1.4 million products
sales and a 60% increase customers’ interaction volume in 2016.
In 2017, the increased distribution models, and physical
network efficiency emerged in its other branches too. BBVA
(2015) notes that there is a comprehensive account of how
BBVA Bank in Spain has reinvented itself into a digital age
institution and the benefits accrued. The document reviews the
new multinationals, future business models, talent and cultural
innovation and leadership. Though the BBVA (2015), it is
possible to learn how electronic technologies work and its role
in the future business.
Finally, Caixabank, which is the first bank in Spain is known
for installing the digital focus through electronic transactions,
and about 55 percent internet and mobile channels. It is the
leading Spanish bank with the international acquisition, and a
15 % market accessibility, value creation as well stock market
accessibility and at least 13.6 million clients within its business
model. The bank offers crowdsourcing platforms through which
they receive client ideas, online banking since 2009 with an
active mobile and online base (CaixaBank, 2014). The platforms

have maintained clients and given a high rating reputation to the
bank. All the three banks have had a successful creation of
digital databases, a lot of people now stock through their
platforms, the implementation took off making them digital
transformation leaders (Quesada, 2016). The use of digital has
attracted a lot of talent and great entrepreneurs culture.
Theoretical framework
Given that the study is focusing on the social media platform,
its usage among the clients, and related issues, the suitable
prism to apply is social media theory. According to Kaplan &
Heinlein (2010), the social media theory, social factor evaluates
the level of presence of a media through the aspects of physical,
acoustic, or visual contact. Intimacy and immediacy influence it
making it highly or lowly present. Similarly, there are the tenets
of media richness that assumes that communication can resolve
ambiguity and reduce uncertainty due to the differing degree of
richness they contain at a given time. It will be possible to
answer how social media impact the brand value a company in
this day and age.
Methodology
Research Design
The study methodology will be both qualitative and
quantitative; that is a mixed approach to determine the
relevance of social media platforms in the banking sector. The
usage of social media platforms will be considered as a focal
component that will enhance the examination of forms, the
relevance of social media, and its usage in the current banking
and overall business world.
Research Instrument
The study instrument will be a questionnaire that contains about
ten validated questions, which focus on diverse ages of clients
and from three Spanish different banks namely; Caixabank,

BBVA, and Santander. The questions on the variables and
research questions will have a Likert Scale measuring 1-5 with
Always 5 Often 4 Not aware 3 Sometimes 2 Never 1. Its
evaluation will enhance efficient and quick coding and analysis
on the computer excel and other functional programs. The
questionnaire will have items that will inquire about whether
the customers utilize social media, the time they contact social
media in the banking services and products, and satisfaction
level. It also assesses if they would use social media again for
this use, their attitude towards wait time and the process to be
followed in the usage of the platform, and reasons behind
clients entry into the social media. Then there is the most used
social media platform applied in the banking services and
products, the thought about social media and its continuity.
These are the type of questions that the study will be asking the
questionnaire. Consider the attached survey in Appendix 1.
Validity and Reliability of Data
To test validity and reliability, there will be interviews with the
Public relations personnel or managers of the three selected
Spanish banks that will serve it ascertaining the truth,
reliability, and dependability of the information gathered from
customers. Similarly, it will be significant to evaluate the ads
and brochures of the selected three Spanish banks for it will
expose the marketing and client response on their websites and
company at large. A comparative analysis of the three Spanish
banks will show the reliability of data as well as present diverse
views of the nature of social media, its role and operation in the
banking sector in relation to the clients.
Research Analysis
After collecting the data, the analysis will be enhanced through
classification of data based on the study objectives, coding
under specific titles based on the variables and the research
questions, and offering both narration and organization of the
items.

Overall, now the social media platform is a business strategy
that indeed provokes the interest of people, allows self-
assessment, persuasion, and the pursuit of potential client’s
investment, engagement, organization, and experiment. The
commonest social media platforms that companies use are;
Google plus, Facebook, and LinkedIn. In the evaluation of the
importance of social media and application in banks, it is clear
that the clients use to search for products, comment on services
offered by companies, order for goods, transact business, and
follow up on organizational processes. Besides, social media is
often used in improving customer retention, client acquisition,
and marketing through images, analysis of client attitude, and
promotions. The Spanish companies have proved the
significance of social media through the innovative and
expansion achievement they have attained while dispensing
bank services and selling products. The idea has been adopted
by a number of new multinationals for future business models,
talent and cultural innovation and leadership. Therefore, an
exploration of social media and usage in banks in critical in
acquiring more relevant facts about its clients, usage and safety.
References
Cafral. (2014). Uses of Social Media by Banks. 1-9. Retrieved
from
Banks.pdf
CaixaBank. (2014). CaixaBank - the leading force in Spanish
retail banking. 1-85. Retrieved from

DFs/Inversores_institucionales/20140423_Caixabank_corporate
_presentation_en.pdf
Kaplan A.M., & Haenlein M (2010). Users of the world, unite!
The challenges and opportunities of Social Media. Business
Horizons, 53, 59–68.
Miranda, F. (2013). Evaluation of Social Networks Sites in the
Banking Sector: An Analysis of Top 200 International Banks.
Retrieved from
f002e4dcfd6f3.pdf
customers. Business Review, 1-24.
Quesada, V. (2016). Digital banking transformation: BBVA vs.
Banco Santander. Retrieved from
https://www.finextra.com/blogposting/12805/digital-banking-
transformation-bbva-vs-banco-santander
etInformacion_PT10

Torres-Toukoumidis, A. & Marín-Mateos, D.P. (2017).
Gamification in mobile applications for banking services in
Spain. Vii(13). doi:orcid.org/0000-0002-7727-3985
M. (2016). The Primer of Social Media Analytics. Journal of
doi:10.4018/JOEUC.2016040101
Appendix
1.Questionnaire
1. Do you offer social media elements or platforms to the
clients while serving or selling them products? Always 5 Often
4 Not aware3 Sometimes 2 Never 1
2. Tick the platforms you use? Twitter, Facebook, Gamepads,
Mobile services, ATM, if others name them.
3. Do you meet the customer service through social media
platform(s)? Always 5 Often 4 Not aware3 Sometimes 2 Never 1
4. Do your customers like the wait they must follow through
using this platform (s)? Always 5 Often 4 Not aware3
Sometimes 2 Never 1
5. Do clients follow your platform(s) for promotions? Always 5
Often 4 Not aware3 Sometimes 2 Never 1
6. Do the clients utilize the platforms for customer service?
Always 5 Often 4 Not aware3 Sometimes 2 Never 1
7. Do the customers use the platforms for publicity purposes?
Always 5 Often 4 Not aware3 Sometimes 2 Never 1
8. Which of your social media platform (s) is most used in
banking products or services? Twitter, Facebook, Mobile
Service, gamepads, other (Name it)
9. Which social media platform they would use to contact their
bank? Twitter, Facebook, Gamepads, Mobile services, ATM, if
others name them.
10. Do your clients think the social media platform is the right
way to go? Always 5 Often 4 Not aware3 Sometimes 2 Never 1

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