Academic literature on the topic 'Lender Advertisements'

This study aims to determine the effect of smartphone advertisements on consumer switching brand behavior in Bayung Lencir Subdistrict, Musi Banyuasin Regency. This research is a study of causality. The population of this study is consumers in the District of Bayung Lencir, especially those who use smartphones. The total sample of 100 people was determined using the Malhotra formula. The sample was selected using a purposive sampling technique. Data were collected using the questionnaire method and analyzed using simple linear regression analysis and correlation analysis. The results showed that (1) the correlation coefficient value of 0.844 showed that there was a very strong relationship or correlation between smartphone advertisements and consumer switching brand behavior in Bayung Lencir Subdistrict, Musi Banyuasin Regency, while the Adjusted R Square value of 0.709 indicated that smartphone advertising affected behavior consumer brand switching is 70.9%, (2) the results of the t hypothesis test show that smartphone advertising significantly influences the brand switching behavior of consumers in the Bayung Lencir District of Musi Banyuasin Regency with a tcount> ttable (15,576> 1,984).

PurposeMortgage lenders often combine a variety of framing strategies when developing mortgage advertisements. To date, these frames have mostly been studied separately. This paper, however, studies the combined framing effects of message valence, specificity, and temporality on consumers' mortgage decision-making.Design/methodology/approachA mixed methods design was used. First, 13 unique print ads collected from a Canadian newspaper were analyzed for content. Second, a 2 × 2 × 2 scenario-based experiment with 400 undergraduate participants examined the framing effects of valence, specificity and temporality on attitudes toward the mortgage advertising message, the product advertised, and the brand, as well as on consumers' behavioral intentions toward the advertised mortgage product.FindingsThe content analysis suggests that combined framing does exist in print ads. A positive message with a fixed term and a specific interest rate were the most commonly used frames. The experiment revealed that, for behavioral intentions, the main effect of the message temporality was significant. The effects of advertising a long-term mortgage on behavioral intentions were more favorable than those of advertising a short-term mortgage.Practical implicationsThis research provides a combined framing model for designing advertising strategies for the financial services industry to market complex financial products, such as mortgage loans to consumers. This is relevant to lenders when designing a persuasive package or ads for potential customers.Originality/valueThis study is the first of its kind to investigate the effects of combinations of message frames on consumers' mortgage decision-making, while also advancing the understanding of message framing theory for the financial services industry.

Subject area PT. Bank Central Asia, Tbk. (BCA), the largest national private bank in Indonesia, won an award for the Best Bank at the Euromoney Awards for Excellence (Asia) 2014. During the same event, in several categories, haloBCATM and BCA employees also won several awards. Previously, a number of awards were received by BCA such as: Best Indonesia Local Private Bank in 2010, Contact Center World Champion in 2012 and 2013, and Best Mega Contact Center in Asia Pacific Region in 2014. BCA is currently facing a problem of an aging population. Since the economy crisis facing the country in 1998, BCA has recruited fewer employees. The company resumed recruiting in 2010. BCA’s human resource (HR) profile in 2013 showed that nearly half of BCA’s permanent employees were aged 45 years or older, 40 per cent of whom have been working for more than 20 years. At the time of their retirement, the Bank faces the potential of losing a significant number of employees from three different generations. BCA has raised its efforts to recruit new talent. However, recruitment is not easy, as BCA wants its new employees to continue maintaining BCA’s heritage, building the Bank to become an Indonesian company that they can be proud of. How have these values, which have been a common belief, a foundation to work passionately and the glue that bonds the Bank’s employees, executives and owners, been communicated outside of the BCA and have been used to attract the future successors of BCA in Indonesia? Study level/applicability Master Degree in Human Resources Management or MBA Program. Case overview PT Bank Central Asia Tbk (BCA), which was established on February 1957, is Indonesia’s largest lender by market value and the second largest bank by assets. The bank has experienced a remarkable recovery from the Asian Financial Crisis in the late 1990s when the Indonesian banking system became almost bankrupt. It provides both commercial and personal banking services through its 1,000-plus branches across the country. As the largest national private bank, BCA is a well-known bank in Indonesia. BCA is managing more than 12 million customer accounts, processing hundreds of millions of financial transactions and fulfilling the needs of individual and corporate customers through various products and services. BCA Automatic Teller Machines (ATMs) are located virtually and BCA’s Electronic Data Capture (EDC) machines are available at many merchants both in big cities or small towns across Indonesia’s archipelago. However, for a nation with a population of more than 240 million spread out over 34 provinces, the presence of BCA is still deemed unevenly distributed. In the next 10 years, BCA has no plan yet of expanding outside of Indonesia. BCA put its attention on developing its market in Eastern Indonesia. Funding sources, which usually becomes an issue for expanding companies, are not a source of concern for BCA. BCA is currently facing a problem of an aging population. Since the economy crisis facing the country in 1998, BCA has recruited fewer new employees. The company had recently resumed recruiting in 2010. BCA’s HR profile in 2013 showed that nearly half of BCA’s permanent employees were 45 years of age or older, 40 percent of whom have been working for more than 20 years. At the time of their retirement, the Bank faces the potential of losing a significant number of employees from three different generations. Currently, BCA has raised its efforts to recruit new talent and its future leaders through various programs, such as: BCA Development Program (BDP), one of the most acknowledged management trainee programs in the Indonesian banking industry, provides intensive and rigorous training to selected new recruits to ensure development of BCA key talents and future leaders. HR business partners that actively visit campuses in the eastern region of Indonesia. Socialization programs in state and private universities. Job fairs, Web recruitment, internships and employee referrals, job opportunity advertisements posted at BCA branch offices located near universities and in the leading mass media. Utilization of recruitment consultant services, especially to find candidates with specific qualifications. Utilization of communication media printed (poster, flyer, booklet, banners) and electronically. Provision of scholarships to high school graduates with excellent academic records but facing financial difficulties. However, recruitment is not easy for BCA because – like other well-known companies in Indonesia – the Bank only recruits the best people based on the prospective employees’ hard and soft competencies. BCA’s aim to project a positive perception toward its employees as “a fun workplace with family-oriented atmosphere, and commitment about employees’ development” has yet to strongly resonate in Indonesia’s labor market. BCA wants its new employees to continue maintaining BCA’s heritage, building the Bank to become an Indonesian company that they can be proud of. How have these values, which have been a common belief, a foundation to work passionately and the glue that bonds the Bank’s employees, executives and owners, been communicated outside of BCA and have been used to attract the future successors of BCA in Indonesia? How should BCA obtain a large number of qualified talent pools through an effective Employer Branding strategy? Expected learning outcomes By the end of discussing the case, the learner will be: conceptually: able to explain what is meant by employer branding, internal and external approach and able to explain the relationship of employer branding with business strategy, talent management strategies and HR management functions as a whole; practically: able to identify and analyze BCA Recent Condition – able to explain the BCA brand image in the eyes of public/external/job seekers in Indonesia and internal/current employees of BCA – able to identify strategies that BCA does to recruit potential job seekers – and able to explain the influence of innovative products and services that BCA has currently on BCA employer branding; able to identify BCA goals/needs; able to identify the characteristics, needs and preferences of BCA target group of workers, concerning to the latest issues arise such as: Gen Y and AEC (ASEAN Economic Community); able to evaluate the effectiveness of BCA employer branding strategy and communications and to identify the problems faced by BCA related to employer branding; able to generate ideas related to the improvement of BCA employer branding strategy and programs – what message to be branded (company unique employee value propositions – tangibles and intangibles) – what program to be implemented (internal and external) – and how is the integrated marketing communication strategy (segmenting-targeting-positioning, channels). Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS:6: Human Resource Management.

Artefacts and data with which to understand the diffusion and impact of new media in the Middle East collected between 1996-2014, are explored in this chapter. Data on diffusion is provided by charts and tables; while evidence of emerging Internet cultures and their impact are documented with political cartoons, photographs, advertisements, resistance literature, ethnographic insights and conversations with Internet users. This brief history explains why states in the region may be increasingly confronted with restive publics demanding more responsive governance, and provides four distinct lenses through which to view communication and change in the region. Fear, IT4D, Resistance, and Revolution.

This chapter reconsiders the persistent problems of discrimination and exclusion in light of psychology research on prejudice and bias. It focuses on three important topics in housing and land use law. First, it examines whether disparate impact claims (i.e., discrimination claims against facially neutral housing policies that have discriminatory effects but lack evidence of discriminatory intent) have the potential to redress implicit, largely unconscious bias. Second, it describes how psychology research on the effect of perceived social norms on prejudice lends support to a controversial provision of the US Fair Housing Act, which prohibits discriminatory housing advertisements and statements. Third, the chapter discusses how psychology research can inform, and ameliorate, exclusion and discrimination in neighborhood and block associations charged with budgeting, zoning, or spending powers.

Prokofiev’s legacy in the concert hall is well established, but there has been little study of his legacy in the popular consciousness. If we examine the multitude of uses of his music in popular contexts (television programs, television advertisements, film, in the works of other musicians, etc.), what patterns emerge? Which Prokofiev pieces appear most often and to what associative ends? Can viewers even recognize the music as Prokofiev? If not, are there particular stylistic features of Prokofiev’s music that lend themselves to certain kinds of uses? What, in short, is (and has been) the use and meaning of Prokofiev’s music in the popular consciousness? This chapter sketches out answers to these questions using analytical methods from musicology, music and multimedia studies, music psychology, music sociology, and the analysis of viewer responses to the range of uses of Prokofiev’s music in everyday media.