Pranjana

Vol 14, No 1, Jan-Jun, 2011

THE IMPLEMENTATION OF MOBILE BANK USAGE FROM MARKETING POINT OF VIEW IN JORDAN
Ahmad Mahmoud Zamil
1

Abstract
The study aims at determine the effect of the implementation of Mobile Bank usage from marketing point of view in Jordan Data have been processed and analyzed through the use of SPSS program in order to obtain means, standard deviations, and percentages for the demographic characteristics of the sample. Moreover, analysis of variance (ANOVA) is conducted to test if there are any statistical evidences of the existence of difference between participants to the independent variables . The study revealed that there are strong statistical evidences that differences exist between the Implementation of Mobile Bank Usage from marketing point of view of bank managers in Jordan. These differences are due to the following factors: The male feel more than the female in all variables except variable 14 so, the male bank managers feel that the implementation of Mobile Bank Usage as bank managers increase the Levels of trust of payment via E-techniques. Bank managers who works in banks with age of bank 20 and above feel more than the one who works in banks of age 10 less than 15 Years and those works in banks age of 15 less than 20 Years feel more than 20 and above of the implementation of Mobile Bank Usage as bank managers increase the Efficiency of time management and Personality Contact. Keywords: Jordan, Mobile Bank, Marketing.

Introduction
Since the early seventies of the last century, the subject of work stress, its causes, effects and outcomes have attracted researchers in the fields of psychology and organizational behavior. Many studies were conducted in the Western countries, but studies on Arab countries were limited. Such studies were adopted under variety of names; fatigue, tension, organizational stress, anxiety, work stress, and managerial or job stressors (Sharon, 1999). These studies were conducted under two assumptions; there is no job or occupation without stress; and work stress has negative effects on the individual body and psychological health, causes the heart attacks, high blood pressure, and frustration. The resulting direct costs of work stress are: being late for work, absenteeism, ceasing work, using extra employees, low production and quality, charges of work injuries and accidents, machines faults and material loss during work, further to indirect costs resembling in the going down of spirit morals, taking unsound decisions, and bad work relations (Schaubroeck and Derly, 1997). Otaibi (2000) mentioned that studies published during the period 1990 to 1992 have increased eight times more than the ones published during the 1970's. He also emphasized that more than 300 scientific journals discussed the problem of work stress in its different publications during the last decade of the twentieth century. In spite of that, the subject has not got the sufficient concern in the Arabic publications in the field of management.
1

1.

Riyadh Community College, Faculty of Administrative Science, King Saud University, Riyadh, KSA.

Ahmad Mahmoud Zamil

Problem of the Study

The idea of setting out this study emerges to find answers for some important questions such as; Is there a relationship between implementation of Mobile Bank Usage from marketing point of view of bank managers and personal variables: (Gender of bank managers, Age of bank managers, Qualification of bank managers, Bank Branch Location, Bank Age, and Years of experience in bank)? Is there any contribution of the banks managers to the effects of this implementation?

Related Literature Review

Sylvie (2005) investigates the market status for online/mobile banking in China. With the recent and forecasted high growth of Chinese electronic banking, it has the potential to develop into a world-scale internet economy and requires examination. Tommi Laukkanen (2007), compare customer perceived value and value creation between internet and mobile bill paying service. The findings of the qualitative study, being more depth than wide in nature, deserve to be quantitatively measured in future studies in order to provide more generalisable results. Ali Yakhlef (2001) explores the major Swedish banks adoption of the Internet with a view to highlighting the ensuing changes in the way banks conduct their business and deliver their services. Mark (2003), reports on an international research study which explored the perceptions of senior bankers in the UK, Sweden and the USA with regard to the use of the Internet as a relationship marketing tool. There was unanimous agreement that the Internet had a key role to play in relationship management but there was far less agreement about the rates of customer adoption and the extent to which this could or should be influenced by bank strategies. Steve (2002), provides a case study of a small commercial bank attempting to develop and execute a successful strategy by targeting small businesses and emphasizing customer service and innovative technology. Philip (2004), seeks to identify the types of incidents which cause consumers to switch between banks, the weighting of each incident on the switching decision, whether single or multiple incidents influence switching decisions, and the extent to which switchers explain the problems they have faced prior to exiting. Caalin (2002), investigates and analyses the present situation of online banking in Romania, and the appropriate strategies for the successful implementation and development of online banking services in the Romanian context. Bouchaib (2004), shows that there is a need for systematic studies on wireless risk assessment and management. The implications of these findings for both researchers and practitioners are discussed.

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Vol 14, No 1, Jan-Jun, 2011

Marcos (2006) shows how each of the leading mobile telecommunications groups in Brazil employed a different strategy, both for entering into the fragmented market and for participating in its subsequent consolidation. Attention is also drawn to the role of government in determining market structure, not least in terms of its rationale for initially fragmenting the market in order to encourage foreign investment. Tommi Laukkanen (2007) ,provides new insights for decision makers in the electronic retail sector and especially in banking. The results contribute information for banks' marketing actions and provide indications to device producers of the need for a more diversified supply of devices for diverse consumer groups. Zakaria (2006), discuss the design and development of a mobile application using two technologies known as software agent (SA) and mobile web services. Rich (2000), We will be reached: the use of mobile telephony among Norwegian youth, Information Technology & People, Vol 13, Issue 2, PP102 - 120. The article examines the use of mobile telephones by teenagers in Norway. The data for this study are based on two sources; first they draw on qualitative interviews with a sample of 12 families with teenagers in the greater Oslo area. In addition, they use a quantitative study of a national sample of 1,000 randomly selected teenagers. Florin (2006), review the ways in which the regulation of the telecommunications sector has contributed to the economic development of the Romanian economy (as an example of a transition economy). Morna (2003), examined both innovative attributes and customers perceived risk in order to understand customers behaviour and motivation toward this innovation. It has advanced the theoretical frameworks of innovation and customers risk perception as new attributes and risk dimensions were identified. The findings provide banking executives with a better understanding of what are the perceived advantages and disadvantages of 3G mobile banking services, helping them to plan marketing strategies and promotion approaches for 3G mobile banking services in the future. V. Gruhn (2007), shows practitioners how to conduct a systematic analysis of business processes regarding their optimization potential through mobile technologies. The analysis was conducted with the aim of organizing business processes more efficiently in order to realize cost savings. Therefore, a method introduced in this paper was used.

The Importance of the Study

The subject of this study was selected for its theoretical and practical importance in the field of marketing in general and mobile bank in particular. This importance arises from the mobile bank great effects on banking systems. From the practical point of view, this study attempts to draw the attention of the implementation of Mobile Bank Usage from marketing point of view in Jordan. The study also contributes a bit in the structure of the Arabian Library in this vital field.
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Ahmad Mahmoud Zamil

Objectives of the Study

The study aims at determine the effect of the implementation of Mobile Bank Usage from marketing point of view in Jordan on the different dimensions of the study (Gender of bank managers, Age of bank managers, Qualification of bank managers, Bank Branch Location, Bank Age and Years of experience in bank)

Hypotheses of the Study

H1: there are statistical differences between factors affecting the bank managers in the implementation of Mobile Bank Usage from marketing point of view and the gender of bank managers at <0.05 H3: there are statistical differences between factors affecting the bank managers in the implementation of Mobile Bank Usage from marketing point of view and the Qualification of bank managers at < 0.05 H4: there are statistical differences between factors affecting the bank managers in the implementation of Mobile Bank Usage from marketing point of view and the Bank Branch Location < 0.05 H5: there are statistical differences between factors affecting the bank managers in the implementation of Mobile Bank Usage from marketing point of view and the Age of bank at < 0.05 H6: there are statistical differences between factors affecting the bank managers in the implementation of Mobile Bank Usage from marketing point of view and the Years of experience in bank < 0.05

Limitations of the Study

As it is expected to contribute to theoretical and practical areas, this study is limited to the following: 1. It is based only on a questionnaire that was especially developed to fulfill the objectives of the study. 2. It has been conducted within a short period of time which may not reflect an accurate and valid profile

Population and Sample

The population of the study is all commercial banks managers in Jordan. A stratified proportional-random sample is selected in order to answer the questions posed in the questionnaire. Total of (88) useable questionnaires were obtained.

Data Collection
The study adopts two sources of data: secondary and primary data. Secondary data are obtained from literature published in this subject including previous studies. The primary data are collected from field study conducted through a questionnaire that was developed
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for such purpose. The questionnaire consists of two parts: The first part included general data of personal variables: Gender of bank managers, Age of bank managers, Qualification of bank managers, Bank Branch Location, Bank Age, and Years of experience in bank. The second part included (16) items representing causing factors of banks work stressors.

Data Analysis Methods

Statistical Package for Social Sciences (SPSS) is used. The following statistical methods for analysis are adopted: Descriptive statistics, to describe the characteristics of the sample depending on frequencies, percentages, means, and standard deviation, t-test and Tukey test for prior comparisons, ANOVA to measure the effects of the independent variables on the dependent variable.

Validity and Reliability

Validity Academic staff from the Jordanian universities as well as specialists in finance and mobile bank has evaluated the questionnaire. For further validity test, the responses of (19) individuals of the sample were tested and evaluated.

Reliability
Reliability with composite measures is evaluated for the internal consistency through the Cronbachs Alpha measure. The higher the Cronbachs Alpha value, the greater is the internal consistency of the items, making up a composite measure. The Alphas for the items are not below (0.77). Therefore, it can be concluded that the reliability of the questionnaire is high.

Characteristics of the Sample

Table (1) shows the sample distribution according to the demographic and job-related variables. Figures show that the majority (59.1%) of the sample is males and only (40.9%) are females. Moreover, most observations (37.5%) are from 30 years - less than 40 years. As far as the qualification of bank managers, the table shows that (49) observations of the sample (55.7%) have Bachelor degree.

Ahmad Mahmoud Zamil

Table 1: Sample Distribution in Commercial Banks Variable Gender of bank managers: Male Female Age of bank managers: Less than 30 years. From 30- less than 40 years. From 40 less than 50 years. From 50 & above. Qualification of bank managers: Diploma Batchelor Graduate study Bank Branch Location: Amman Irbid Zarqa Bank Age: 5 less than 10 Years. 10 less than 15 Years. 15 less than 20 Years. 20 & above. Years of experience in bank: 1 - less than 3 years. 3 less than 5 years. 5 less than 7 years. 7 years & above. Frequency 52 36 13 33 21 21 18 49 21 43 22 23 12 18 31 27 19 20 19 30 % 59.1 % 40.9% 14.8% 37.5% 23.9% 23.9% 20.5% 55.7% 23.9% 48.9% 25% 26.1% 13.6% 20.5% 35.2% 30.7% 21.6% 22.7% 21.6% 34.1%

The Tool
The three- point Likert scale was used for each item in the questionnaire: agree given (3) points, Neutral given (2) points, disagree given (1) points.

Statistical Results
What are the major factors affecting the bank managers in the implementation of Mobile Bank Usage from marketing point of view? It was found that there are positive attitudes toward questions mentioned in table (2) because their means are above mean of the
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scale (2), also a quick review of the result in table 2 reveals clearly that variable (7) has the highest mean value (2.7841) and this means that the respondents feel very strongly of the Receiving SMS massages informing customers with any new develops. Variable (1) has the least mean value (2.4659). Table 2: Descriptive Statistics N Minimum Maximum Mean Std. Deviation q1 88 1.00 3.00 2.4659 .74199 q2 88 1.00 3.00 2.6364 .60991 q3 88 1.00 3.00 2.7045 .52870 q4 88 1.00 3.00 2.7045 .52870 q5 88 1.00 3.00 2.7045 .55001 q6 88 1.00 3.00 2.7273 .54091 q7 88 1.00 3.00 2.7841 .46606 q8 88 1.00 3.00 2.6136 .63303 q9 88 1.00 3.00 2.7386 .53593 q10 88 1.00 3.00 2.7159 .52411 q11 88 1.00 3.00 2.6932 .55415 q12 88 1.00 3.00 2.7614 .52510 q13 88 1.00 3.00 2.6591 .60432 q14 88 1.00 3.00 2.6932 .55415 q15 88 1.00 3.00 2.6932 .55415 q16 88 1.00 3.00 2.6705 .58175 Valid N (list wise)

Hypothesis-1
H1: There are statistical differences between factors affecting the bank managers in the implementation of Mobile Bank Usage from marketing point of view and the gender of bank managers at < 0.05 The independent sample t. test analysis was applied to test the hypothesis (summarized in Table 3). The male feel more than the female in all variables except variable 14 so the female bank managers feel the variables number 14 more than males in Levels of trust of payment via E-techniques.

Ahmad Mahmoud Zamil

Table 3: t-test for the Gender Variable Group Statistics q1 q2 q3 q4 q5 q6 q7 q8 q9 q10 q11 q12 q13 q14 q15 q16 Gender 1.00 2.00 1.00 2.00 1.00 2.00 1.00 2.00 1.00 2.00 1.00 2.00 1.00 2.00 1.00 2.00 1.00 2.00 1.00 2.00 1.00 2.00 1.00 2.00 1.00 2.00 1.00 2.00 1.00 2.00 1.00 2.00 N 52 36 52 36 52 36 52 36 52 36 52 36 52 36 52 36 52 36 52 36 52 36 52 36 52 36 52 36 52 36 52 36 Mean 2.6346 2.2222 2.7308 2.5000 2.8077 2.5556 2.8077 2.5556 2.8077 2.5556 2.7885 2.6389 2.7500 2.8333 2.6346 2.5833 2.7885 2.6667 2.7692 2.6389 2.7308 2.6389 2.7308 2.8056 2.7115 2.5833 2.6731 2.7222 2.7115 2.6667 2.6731 2.6667 Std. Deviation .62713 .83190 .52824 .69693 .39796 .65222 .39796 .65222 .44451 .65222 .41238 .68255 .47999 .44721 .68682 .55420 .41238 .67612 .42544 .63932 .48971 .63932 .59788 .40139 .53638 .69179 .55026 .56625 .57177 .53452 .55026 .63246 Std. Error Mean .08697 .13865 .07325 .11616 .05519 .10870 .05519 .10870 .06164 .10870 .05719 .11376 .06656 .07454 .09524 .09237 .05719 .11269 .05900 .10655 .06791 .10655 .08291 .06690 .07438 .11530 .07631 .09437 .07929 .08909 .07631 .10541

Hypothesis (2)
H2: There are statistical differences between factors affecting the bank managers in the implementation of Mobile Bank Usage from marketing point of view and the Age of bank managers at < 0.05
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One Way Analysis Of Variance (ANOVA) were used to test the hypothesis, table (4) and the results show that variables 3,4,6,7,8 and 16 are significant. Furthermore Tukey posttest, used to find which level of Age of bank managers has higher result of the Tukey Test test showed that those bank managers who are less than 30 years feel the strength of Personality Contact Efficiency of administrative costs Monitoring & following reports related to work. more than from 50 & above years, and those whose ages are from 40 less than 50 years. feel Receiving SMS massages informing customers with any new develops E-payment efficiency Cost creation, maintenance & hire web site for processing E-Banking services more than less than 30 years. (shown in Table 5). Table 4: ANOVA For the "Age of Bank Manager" Variable ANOVA
Sum of Squares q1 Between Groups within Groups Total Between Groups within Groups Total Between Groups within Groups Total Between Groups within Groups Total Between Groups within Groups Total Between Groups within Groups Total Between Groups within Groups Total Between Groups within Groups Total Between Groups within Groups Total 4.012 43.886 47.898 1.130 31.234 32.364 5.184 19.134 24.318 3.015 21.303 24.318 3.172 23.146 26.318 3.974 21.481 25.455 4.240 14.658 18.898 6.854 28.010 34.864 2.460 22.528 24.989 df 3 84 87 3 84 87 3 84 87 3 84 87 3 84 87 3 84 87 3 84 87 3 84 87 3 84 87 Mean Square 1.337 .522 .377 .372 1.728 .228 1.005 .254 1.057 .276 1.325 .256 1.413 .175 2.285 .333 .820 .268 F Sig.

2.559 .060

q2

1.013 .391

q3

7.586 .000

q4

3.964 .011

q5

3.837 .013

q6

5.180 .002

q7

8.099 .000

q8

6.851 .000

q9

3.058 .033

cont......
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Ahmad Mahmoud Zamil

q10 Between Groups within Groups Total q11 Between Groups within Groups Total q12 Between Groups within Groups Total q13 Between Groups within Groups Total q14 Between Groups within Groups Total q15 Between Groups within Groups Total q16 Between Groups within Groups Total

2.696 21.202 23.898 1.648 25.068 26.716 1.554 22.434 23.989 3.434 28.339 31.773 1.734 24.982 26.716 1.719 24.997 26.716 5.367 24.077 29.443

3 84 87 3 84 87 3 84 87 3 84 87 3 84 87 3 84 87 3 84 87

.889 .252 .549 .298 .518 .267 1.145 .337 .578 .297 .573 .298 1.789 .297

3.560

.018

1.840

.146

1.940

.129

3.393

.022

1.943

.129

1.925

.132

6.241

.001

Significant at (0.05) level Table 5: Tukey Test For the " Age of Bank Manager " Variable
less than 30 years Personality Contact Efficiency of administrative costs Monitoring & following reports related to work. less than 30 years from 30- less than 40 years. from 40 less than 50 years. from 50 & above Receiving SMS massages informing customers with any new develops E-payment efficiency Cost creation, maintenance & hire web site for processing EBanking services. less than 30 years from 30- less than 40 years. from 40 less than 50 years. from 50 & above from 30- less than 40 years. from 40 less from 50 & than 50 years. above *

Significant at (0.05) level

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Vol 14, No 1, Jan-Jun, 2011

Hypothesis (3) H3: there are statistical differences between factors affecting the bank managers in the implementation of Mobile Bank Usage from marketing point of view and the Qualification of bank managers at < 0.05 One Way Analysis Of Variance (ANOVA) were used to test the hypothesis, table (6) and the results show that variables 1, 2, 3, 4, 5, 6, 7, 8, and 14 are significant. Furthermore Tukey posttest, used to find which level of Qualification of bank managers has higher result of the Tukey Test test showed that those bank managers who have Graduate study feel the Efficiency of time management, Capital expenditure via information technologies Personality Contact, Efficiency of administrative costs and Efficiency more than managers with Batchelor degree. And those bank managers who have Graduate study feel the Monitoring & following reports related to work, Receiving SMS massages informing customers with any new develops, E-payment efficiency and Levels of trust of payment via E-techniques more than managers with Diploma degree. (Shown in Table 7).

Table 6: ANOVA For the "Qualification of Bank Managers" Variable ANOVA

Sum of Squares q1 Between Groups within Groups Total Between Groups within Groups Total Between Groups within Groups Total Between Groups within Groups Total Between Groups within Groups Total Between Groups within Groups Total Between Groups within Groups Total 4.831 43.067 47.898 6.953 25.410 32.364 2.408 21.910 24.318 2.481 21.837 24.318 2.707 23.611 26.318 3.010 22.444 25.455 3.106 15.791 18.898 df 2 85 87 2 85 87 2 85 87 2 85 87 2 85 87 2 85 87 2 85 87 Mean Square 2.415 .507 3.477 .299 1.204 .258 1.241 .257 1.354 .278 1.505 .264 1.553 .186 F 4.767 Sig. .011

q2

11.630

.000

q3

4.670

.012

q4

4.830

.010

q5

4.873

.010

q6

5.700

.005

q7

8.360

.000

cont....
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Ahmad Mahmoud Zamil

q8

Between Groups within Groups Total Between Groups within Groups Total

4.119 30.745 34.864 1.887 23.102 24.989 .337 23.561 23.898 .665 26.051 26.716 1.299 22.689 23.989 .688 31.085 31.773 2.639 24.077 26.716 1.141 25.575 26.716 1.557 27.887 29.443

2 85 87 2 85 87 2 85 87 2 85 87 2 85 87 2 85 87 2 85 87 2 85 87 2 85 87

2.059 .362 .943 .272 .168 .277 .332 .306 .650 .267 .344 .366 1.319 .283 .571 .301 .778 .328

5.694

.005

q9

3.471

.036

q10 Between Groups within Groups Total q11 Between Groups within Groups Total q12 Between Groups within Groups Total q13 Between Groups within Groups Total q14 Between Groups within Groups Total q15 Between Groups within Groups Total q16 Between Groups within Groups Total

.607

.547

1.085

.343

2.434

.094

.940

.395

4.658

.012

1.896

.156

2.372

.099

Table 7: Tukey Test for the "Qualification of Bank Manager" Variable

Diploma Efficiency of time management Capital expenditure via information technologies Personality Contact Efficiency of-administrative costs Efficiency of database at any time Monitoring & following reports related to work Receiving SMS massages informing customers with any new develops E-payment efficiency Levels of trust of payment via E-technique Diploma Bachelor Graduate study * Batchelor Graduate study

Diploma Bachelor Graduate study *

Significant at (0.05) level

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Hypothesis (4) H4: there are statistical differences between factors affecting the bank managers in the implementation of Mobile Bank Usage from marketing point of view and the Bank Branch Location < 0.05 One Way Analysis Of Variance (ANOVA) were used to test the hypothesis, table (8) and the results show that variables 2, 3, 6, 7, 9, and 14 are significant. Furthermore Tukey posttest, used to find which level of Bank Branch Location has higher result of the Tukey Test test showed that those bank managers whose bank location in Amman City feel the Capital expenditure via information technologies. Personality Contact, Monitoring & following reports related to work more than Zarqa City, And those bank managers who Zarqa City feel the Receiving SMS massages informing customers with any new develops, Efficiency of procedures transaction and Levels of trust of payment via E-techniques more than Irbid City . (Shown in Table 9).

Table 8: ANOVA for the "Bank Branch Location" Variable ANOVA

Sum of Squares q1 Between Groups within Groups Total Between Groups within Groups Total Between Groups within Groups Total Between Groups within Groups Total Between Groups within Groups Total Between Groups within Groups Total Between Groups within Groups Total 1.658 46.240 47.898 3.569 28.794 32.364 1.946 22.372 24.318 .616 23.702 24.318 .086 26.232 26.318 3.541 21.914 25.455 2.149 16.749 18.898 df 2 85 87 2 85 87 2 85 87 2 85 87 2 85 87 2 85 87 2 85 87 Mean Square .829 .544 1.785 .339 .973 .263 .308 .279 .043 .309 1.770 .258 1.075 .197 F 1.524 Sig. .224

q2

5.268

.007

q3

3.696

.029

q4

1.105

.336

q5

.139

.870

q6

6.867

.002

q7

5.453

.006

cont....
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Ahmad Mahmoud Zamil

q8

Between Groups within Groups Total Between Groups within Groups Total

.642 34.222 34.864 2.901 22.088 24.989 1.551 22.347 23.898 2.137 24.579 26.716 1.022 22.967 23.989 1.615 30.158 31.773 2.849 23.867 26.716 .067 26.649 26.716 .431 29.012 29.443

2 85 87 2 85 87 2 85 87 2 85 87 2 85 87 2 85 87 2 85 87 2 85 87 2 85 87

.321 .403 1.450 .260 .776 .263 1.068 .289 .511 .270 .807 .355 1.424 .281 .033 .314 .215 .341

.797

.454

q9

5.582

.005

q10 Between Groups within Groups Total q11 Between Groups within Groups Total q12 Between Groups within Groups Total q13 Between Groups within Groups Total q14 Between Groups within Groups Total q15 Between Groups within Groups Total q16 Between Groups within Groups Total

2.950

.058

3.695

.029

1.890

.157

2.275

.109

5.073

.008

.106

.899

.631

.534

Significant at (0.05) level Table 9: Tukey Test for the" Bank Branch Location" Variable
Amman City Irbid City Capital expenditure via information technologies. Amman City Personality Contact. Monitoring & following reports related to work. Receiving SMS massages informing customers with any new develops. Efficiency of procedures transaction Levels of trust of payment via E-techniques. Irbid City Zarqa City Amman City Irbid City Zarqa City * Zarqa City *

Significant at (0.05) level

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Hypothesis (5) H5: there are statistical differences between factors affecting the bank managers in the implementation of Mobile Bank Usage from marketing point of view and the Age of bank at < 0.05. One Way Analysis Of Variance (ANOVA) were used to test the hypothesis, table (10) and the results show that variables 1, 3, 8, 9, and 11 are significant. Furthermore Tukey posttest, used to find which level of Age of bank has higher result of the Tukey Test test showed that those bank managers whose works in banks the Age of bank 20 & above feel more than 10 less than 15 Years and those works in banks age of 15 less than 20 Years feel more than 20 & above of the Efficiency of time management and Personality Contact. And those bank managers works in banks the Age of bank 15 less than 20 Years feel more than 10 less than 15 Years and those of 10 less than 15 Years feel more than 20 & above and 5 less than 10 Years feel More than 15 less than 20 Years of the Epayment efficiency, Efficiency of procedures transaction and Comfort ability. Table 10: ANOVA for Bank Age Variable ANOVA
Sum of Squares q1 Between Groups within Groups Total Between Groups within Groups Total Between Groups within Groups Total Between Groups within Groups Total Between Groups within Groups Total Between Groups within Groups Total Between Groups within Groups Total 5.802 42.096 47.898 2.228 30.135 32.364 2.725 21.593 24.318 2.297 22.021 24.318 1.603 24.716 26.318 2.264 23.191 25.455 .583 18.315 18.898 df 3 84 87 3 84 87 3 84 87 3 84 87 3 84 87 3 84 87 3 84 87 Mean Square 1.934 .501 .743 .359 .908 .257 .766 .262 .534 .294 .755 .276 .194 .218 F 3.859 Sig. .012

q2

2.070

.110

q3

3.534

.018

q4

2.921

.039

q5

1.815

.151

q6

2.734

.049

q7

.891

.449

cont....
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Ahmad Mahmoud Zamil

q8

Between Groups within Groups Total Between Groups within Groups Total

4.590 30.274 34.864 3.986 21.003 24.989 1.701 22.197 23.898 3.942 22.774 26.716 .868 23.121 23.989 2.110 29.663 31.773 .877 25.839 26.716 .766 25.950 26.716 .950 28.493 29.443

3 84 87 3 84 87 3 84 87 3 84 87 3 84 87 3 84 87 3 84 87 3 84 87 3 84 87

1.530 .360 1.329 .250 .567 .264 1.314 .271 .289 .275 .703 .353 .292 .308 .255 .309 .317 .339

4.245

.008

q9

5.314

.002

q10 Between Groups within Groups Total q11 Between Groups within Groups Total q12 Between Groups within Groups Total q13 Between Groups within Groups Total q14 Between Groups within Groups Total q15 Between Groups within Groups Total q16 Between Groups within Groups Total

2.145

.101

4.847

.004

1.051

.374

1.992

.121

.951

.420

.827

.483

.933

.428

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Table 11: Tukey Test for the" Bank Age" Variable

less than 30 years Efficiency of time management Personality Contact. 5 less than 10 years 10 less than 15 years. 15 less than 20 years. 20 & above E-payment efficiency 5 less than 10 years 10 less than 15 years. Efficiency of procedures transaction Comfort ability 15 less than 20 Years 20 & above * * * * * from 30- less than 40 years. from 40 less from 50 & than 50 years. above

Significant at (0.05) level

Hypothesis (6) H6: there are statistical differences between factors affecting the bank managers in the implementation of Mobile Bank Usage from marketing point of view and the Years of experience in bank < 0.05.

One Way Analysis Of Variance (ANOVA) were used to test the hypothesis, table (10) and the results show that variables 1, 2, 7, and 12 are significant. Furthermore Tukey posttest, used to find which level of Years of experience in bank has higher result of the Tukey Test test showed that those bank managers whose works in banks the Years of experience in bank 5 less than 7 years more than 1 - less than 3 years and those of 7 years & above more than 5 less than 7 years feel of Efficiency of time management and Capital expenditure via information technologies, And those bank managers works in banks the Years of experience in bank 5 less than 7 years more than 1 - less than 3 years and those of 7 years & above more than 5 less than 7 years. Feel of Receiving SMS massages informing customers with any new developed and confidentially of the Accounts.

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Ahmad Mahmoud Zamil

Table 12: ANOVA for Years of Experience in Bank Variable ANOVA

Sum of Squares q1 Between Groups within Groups Total Between Groups within Groups Total Between Groups within Groups Total Between Groups within Groups Total Between Groups within Groups Total Between Groups within Groups Total Between Groups within Groups Total Between Groups within Groups Total Between Groups within Groups Total Between Groups within Groups Total Between Groups within Groups Total Between Groups within Groups Total Between Groups within Groups Total Between Groups within Groups Total Between Groups within Groups Total Between Groups within Groups Total 10.297 37.601 47.898 4.529 27.834 32.364 .991 23.327 24.318 .233 24.085 24.318 1.207 25.111 26.318 2.133 23.322 25.455 3.681 15.217 18.898 .456 34.408 34.864 2.680 22.309 24.989 .534 23.364 23.898 .602 26.114 26.716 2.785 21.204 23.989 .151 31.622 31.773 .905 25.811 26.716 .991 25.725 26.716 .605 28.838 29.443 df 3 84 87 3 84 87 3 84 87 3 84 87 3 84 87 3 84 87 3 84 87 3 84 87 3 84 87 3 84 87 3 84 87 2 84 87 3 84 87 3 84 87 3 84 87 3 84 87 Mean Square 3.432 .448 1.510 .331 .330 .278 .078 .287 .402 .299 .711 .278 1.227 .181 .152 .410 .893 .266 .178 .278 .201 .311 .928 .252 .050 .376 .302 .307 .330 .306 .202 .343 F 7.668 Sig. .000

q2

4.556

.005

q3

1.189

.319

q4

.271

.846

q5

1.346

.265

q6

2.560

.060

q7

6.773

.000

q8

.371

.774

q9

3.364

.022

q10

.640

.592

q11

.645

.588

q12

3.678

.015

q13

.134

.940

q14

.981

.406

q15

1.079

.363

q16

.588

.625

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Table 13: Tukey Test for the "Years of Experience in Bank Manager" Variable
1-less than 3 years Efficiency of time management Capital expenditure via information technologies 1-less than 3 years 3-less than 5 years. 5- less than 7 years. 7 years & above Receiving SMS massages informing customers with any new develops Confidentially of the Accounts. 1-less than 3 years 3- less than 5 years. 5- less than 7 years. 7 years & above * 3-less than 5 years. 5-less than 7 years. 7 years & above *

*
*

Significant at (0.05) level The Implementation of Mobile Bank Usage from marketing point of view of bank managers in Jordan. Conclusions and Recommendations

Conclusions
The main results and conclusions of this study are summarized as follows: There are significant statistical evidences those differences between The Implementation of Mobile Bank Usage from marketing point of view of bank managers in Jordan. These differences are due to the following factors: Gender of bank managers: The male feel more than the female in all variables except variable 14 so the male bank managers feel that the implementation of Mobile Bank Usage as bank managers increase the Levels of trust of payment via E-techniques Age of bank managers: bank managers who works in banks with Age of bank 20 & above feel more than the one who works in banks of age 10 less than 15 Years and those works in banks age of 15 less than 20 Years feel more than 20 & above of the implementation of Mobile Bank Usage as bank managers increase the Efficiency of time management and Personality Contact. And those bank managers works in banks the Age of bank 15 less than 20 Years feel more than 10 less than 15 Years and those of 10 less than 15 Years feel more than 20 & above and 5 less than 10 Years feel More than 15 less than 20 Years feel that the implementation of Mobile Bank Usage as bank managers increase of the E-payment efficiency, Efficiency of procedures transaction and Comfort ability.
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Ahmad Mahmoud Zamil

Qualification of bank managers : bank managers who have Graduate study feel that the implementation of Mobile Bank Usage as bank managers increase Efficiency of time management, Capital expenditure via information technologies Personality Contact, Efficiency of administrative costs and Efficiency more than managers with Batchelor degree. And those bank managers who have Graduate study feel that the implementation of Mobile Bank Usage as bank managers increase Monitoring & following reports related to work, Receiving SMS massages informing customers with any new develops, E-payment efficiency and Levels of trust of payment via E-techniques more than managers with Diploma degree Bank Branch Location: bank managers whose bank location in Amman City feel that the implementation of Mobile Bank Usage as bank managers increase Capital expenditure via information technologies and Personality Contact, Monitoring & following reports related to work more than Zarqa City . And those bank managers who Zarqa City feel that the implementation of Mobile Bank Usage as bank managers increase Receiving SMS massages informing customers with any new develops, Efficiency of procedures transaction and Levels of trust of payment via E-techniques more than Irbid City. The result showed that those bank managers whose works in banks the Years of experience in bank 5 less than 7 years more than 1 - less than 3 years and those of 7 years & above more than 5 less than 7 years feel that that the implementation of Mobile Bank Usage as bank managers increases Efficiency of time management and Capital expenditure via information technologies, and those bank managers' works in banks the Years of experience in bank 5 less than 7 years more than 1 - less than 3 years and those of 7 years & above more than 5 less than 7 years. Feel that that the implementation of Mobile Bank Usage as bank managers increase Receiving SMS massages informing customers with any new develops and Confidentially of the Accounts.

Recommendations
In order to lighten The Implementation of Mobile Bank Usage from marketing point of view of bank managers in Jordan the study recommends the following: 1. Developing recruitment and employment methods to place the appropriate person for the appropriate job. 2. Conducting training courses based on identification of training needs, to provide employees with the required information, and to develop their abilities, skills, and attitudes of The Implementation of Mobile Bank Usage from Marketing point of view

Future Studies
Conclusions of the previous studies, as well as the conclusions of this study, are worth investigation and revision by researchers; hence the researchers recommend conducting the following studies: 1. Effects of Mobile Bank Usage 2. lighten The Implementation of Mobile Bank Usage from Marketing point of view
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Refrences
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Ahmad Mahmoud Zamil

The Implementation of Mobile Banking from Marketing Point of View of Bank Managers in Jordan Questionnaire First Section: Mark the appropriate answer with (X): 1. Gender of bank manager Male

Female

2.

Age of bank manager Less than 30 years. From 30- less than 40 years. From 40 less than 50 years. 50 years & above. Qualification of bank manager Diploma Bachelor Higher degree Bank Branch Location: Amman Irbid Zarqa Bank years established: 5 less than 10 Years. 10 less than 15 Years. 15 less than 20 Years. 20 & above. Years of experience in the bank: 1 - less than 3 years. 3 less than 5 years. 5 less than 7 years. 7 years & above.

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