A STRATEGIC MODEL IN USING MOBILE BANKING IN IRAN

With the improvement of mobile technologies and devices, banking users are able to conduct bankingservices at anyplace and at anytime and even in mobile. The increased need/wish for mobility amongstvarious sections of the society, particularly amongst professionally active groups, is confronting creditinstitutions, banks and other enterprises offering financial services, with challenges to adjust theirservice portfolio in a way to best suit the needs of their customers. On the other hand it also opens up anew arena of opportunities by making it possible to offer innovative, value-added services by activelyinducing demand for new, mobility-centric service. Banks are eager to take advantage of these newopportunities, and they have the resources for it and it is necessary to take on mobile bankingdeployment to maintain a competitive edge. This paper examines strategic implications of changes incompetitive m-banking Market as perceived by the banks.It proposes a model for bank Managers inuse of strategic opportunities in mobile banking by using Porter's competitive forces and some otherstrategic management models. We conclude that in order to achive a competitive edge in today's worldof advanced technologies, it is crucial that financial institutions position themseles in deploying theseapplications.Without having themselves to mobile technologies, they will easily exclude from themarket.

Keywords:

M-commerce , M-banking , Strategic Management , Porter's Five Competitive Forces , PEST Analysis