A CONCEPTUAL MODEL FOR ATM LOCATION AND USAGE IN EGYPT

Ian Beeson
School of Information Systems
Faculty of Computing, Engineering & Mathematical Sciences
University of West of England
UK
Ian.Beeson@uwe.ac.uk

Rasha Abd El Aziz

E-Commerce Department
College of Management and Technology
Arab Academy for Science & Technology
Egypt
rasha_a@aast.edu

ABSTRACT interviews to explore decisions and opinions within

A conceptual modelling method from Soft Systems
Methodology is applied to the conduct of a research
investigation into ATM location and usage in Egypt.
ATMs are seen as sociotechnical systems, and
conceptual models are produced for three
stakeholders, then consolidated into a single model.
Consideration of some of the collected data suggests
that these models contain some mistakes or
misconceptions, and a provisional revised model is
suggested. The interplay of conceptualisation and
data collection appears methodologically rewarding
in this case.
KEYWORDS
Automated Teller Machines, ATMs, Egypt,
stakeholders, conceptual model, Soft Systems
Methodology, sociotechnical systems.
1. INTRODUCTION
The conceptual modelling reported here is part of a
research study concerned with the phenomenon of
the spread of Automated Teller Machines (ATMs) in
Egypt. We are interested in social and cultural, as
well as technical, perspectives on this topic. We are
inquiring into how decisions are made on the siting
and setup of ATMs, but also into how decisions are
made by customers on whether, where and how to
use them, who is involved in the provision of ATMs,
and what the impacts of their introduction are on
banks, customers, bank staff, and other stakeholders.
We have used a questionnaire to survey customer
views on various aspects of ATMs, and are using
the banks and with other interested parties. To
decide what to put into the questionnaire and
interview schedules, and how to conduct the
investigation, we wanted to produce a conceptual
model of the phenomenon of interest broad enough to
pursue these several lines of enquiry. We chose the
kind of conceptual model incorporated in Soft
Systems Methodology (SSM) as a suitable vehicle.
Although SSM was developed primarily as a
methodology for problem formulation in
organisational settings, we felt it could also be useful
for exploring the broader contexts of use produced by
the spread on to the streets of such technology-based
systems as ATMs.
2. ATMs IN THE EGYPTIAN CONTEXT
Since their introduction in 1967, ATMs have altered
consumer banking all over the world. Customers like
ATMs because they can access their account from
anywhere at any time (American Legislative
Exchange Council, 2004).
ATMs have been popular for their convenience and
accessibility. From the bank’s perspective, ATMs
play a pivotal role in improving the firm’s
competitive position. They are also believed to save
cost and generate revenue. ATMs have been rapidly
increasing in number. The first ATM was installed in
June 1967. By the end of the 1960s there were 750
ATMs, but now there are 1.6 million ATMs around
the world (Moran, J., 2007). Goode et al. (1996) refer
to the direct relation between the level of the bank’s
customer satisfaction and the location and
accessibility of ATMs. Joseph and Stone (2003) note
that although customers are by now familiar with
ATMs, they require them to be user friendly and
conveniently located.
Egypt has great potential for retail banking
investment. The number of bank branches is very
low, compared to the high population and increasing
individual income (Kamel and Hassan, 2003). In
regard to ATMs, there is limited market penetration
in Egypt, especially limited geographical penetration,
limited product variety, a small customer population,
and poor service quality.
In relation to its population, Egypt has an
undeveloped ATM network, and is considered ripe
for expansion in financial services and channel
access (Connect Online, 2004). Egyptian banks are
already engaged in expanding their networks, so as to
provide a variety of delivery channels, including
ATMs, call centres, Internet banking, and mobile
banking (Kamel and Hassan, 2003). This is clearly
represented by a growth rate of 224% in the number
of cards in use between 1998 and 2002. In the same
period, the number of ATMs in Egypt has increased
by more than 600 machines (El Shenawi and
Rwegasira, 2005).
2.1. Research Approach
The development of Egyptian banking services, and
the growing importance of ATMs in Egypt, provide
interesting questions and opportunities for research.
Possible research areas include what ATMs are used
for, how useful they are felt to be, where they are
located, and how decisions are made about location
and service provision.
Opinions and decisions about what constitutes a good
location or a good range of services for an ATM
might well differ between banks and their customers.
It might be possible to identify a range of
stakeholders, with different priorities or interests in
regard to ATMs, including perhaps sections of the
user population or of the bank staffs.
The spread of ATM technology is accompanied by
changes in service provision, changes in customer
behaviour, and changing relations between banks and
their customers. New patterns of activity emerge
from the technologically-mediated interactions
between the various parties involved. Our research
therefore is concerned with sociotechnical rather than
simply technical systems, and to engage with the
social aspects of such systems requires us to consider
the perspectives of a range of stakeholders.
The primary methods of investigation in this research
include a questionnaire to survey customers,
stakeholder, and interviews to explore decisions and
opinions within banks and with other interested
parties.
To help formulate the questionnaire and prepare the
interview questions, we used SSM conceptual
modelling to open up our lines of enquiry.
2.2. Soft systems methodology
SSM (Smyth and Checkland, 1976; Checkland, 1981;
Checkland and Scholes, 1990; Flood and Jackson,
1991) is an approach to tackling complex problems
in organisations. Unlike most other systems
methodologies, it puts its primary emphasis on
problem formulation rather than problem solution. In
its classic formulation, SSM consists of seven stages:
1. Explore the problem situation within the real-
world frame of thinking.
2. Express the problem situation.
3. Root definitions of relevant systems in the
problem situation.
4. Construction of one or more conceptual models.
5. Comparing the conceptual model(s) with the real
world problem situation.
6. Determining desirable and feasible changes.
7. Making changes to improve the situation.
An SSM project starts with a period of immersion in
a real-world problem situation (stage 1), which is
then expressed in a summary (textually or
graphically), in stage 2. The analyst withdraws from
the real-world situation in stages 3 and 4, to try to
formulate a model which captures the basic nature of
the problem or issue. This involves boiling the
problem down into one or more ‘root definitions’
(stage 3) which try to express in a few words what
the organisation being studied is essentially trying to
accomplish. Each root definition is then elaborated,
using systems thinking, into a conceptual model,
which shows the kinds of activities which logically
should be included in any system designed to carry
out the root definition.
In stage 5, the analyst brings the model(s) for
discussion with members of the organisation. The
aim here is to look for differences between the
model(s) and the actual organisational structures and
processes, to stimulate debate about possible changes
which might be made. The model is not presented as
a superior version of the real situation, but as the
basis for a disciplined discussion about alternative
ways of organising. Organisational members take
responsibility for making changes at stage 6, and
implement them in stage 7.
Root definitions are key to the SSM process, but it is
not easy to formulate root definitions which will be
productive. SSM practitioners have evolved an
approach to the formulation of root definitions,
which recommends attention to six important
features, and which is summarised in the acronym
CATWOE.
CATWOE stands for:
Customers: beneficiaries (or victims) of the system.
Actors: those who carry out the activities in the
system.
Transformation: the primary conversion of input to
output that the system is designed to achieve.
Weltanschauung or world view: the set of values that
makes the transformation meaningful or desirable.
Owner(s): anyone who has the power to start up and
shut down the system.
Environmental constraints: external resources and
rules that the system takes as given.
The transformation (T) is at the heart of any root
definition. In the production of conceptual models in
SSM, monitoring of the transformation is often
represented in developed diagrams in the form of two
control loops, one for the efficiency of the
transformation (how well the system’s resources are
utilised), and the other for the effectiveness of the
transformation (how well the system’s real purposes
are being met).
2.3. Adaptation to this study
In the present study, the application of SSM is novel
in the sense that the problem situation addressed
stretches beyond any organisational boundary.
Although this does not have much effect on the
central stages of the methodology (root definition
and conceptual model), it does affect the stages either
side. ‘Immersion’ in a problem situation which is not
organisationally bounded, but which is in effect
national, or even global, is not feasible, so that
SSM’s hope that the analyst can apprehend the
problem from the inside, as it were, cannot be met.
The post-modelling stages (comparison to
implementation) suffer from a similar lack of closure,
in that there is no organisation to report back to, or to
take action.
In this study, the normal ‘project’ or consultative
focus of SSM, in which the methodology is used to
surface and structure an organisational problem as a
prelude to moving towards action to tackle it, is
replaced by a more diffuse investigative focus, in
which the immersion and reporting phases are
displaced away from a specific case organisation and
towards a more general research community. The
analyst now starts with findings in the research
literature as the point of departure, and reports back
into that literature. The movement towards action
becomes a more diffuse and protracted process
beyond the analyst’s original inquiry.
Whether such a use of SSM is legitimate or strays too
far from its core purposes is a matter for debate, but
we would suggest there may be analytical and
methodological benefits to be obtained in using
SSM’s central modelling method in a research
investigation of the kind reported here. It may also
be thought appropriate that, as information systems
themselves become increasingly trans-organisational
and globalised, SSM, as means of studying them, can
be generalised in the same direction.
3. CONCEPTUAL MODELS FOR ATM
USAGE IN EGYPT
3.1. Three perspectives
Two primary perspectives from which to view ‘the
ATM system’ as a transformation in the SSM sense
straightforwardly present themselves: the bank’s and
the customer’s. We thought also that it might be
worthwhile to differentiate the bank’s view (as a
management position) from the view of the bank
employees (as a staff position). Accordingly, we
developed three root definitions to approach the
ATM system from three different angles.
3.1.1. Customer Perspective
Our initial understanding of the customer viewpoint
was that customers regard ATMs as a way of
accessing routine bank services from any place and at
any time; customers no longer have to wait in queues
to be served, or waste their time by physically going
to the bank’s premises.
An initial customer root definition might be: ‘ATMs
are banking terminals that make it easier for
customers to manage their accounts, by providing a Analyse Analyse
more convenient and satisfactory banking service’. customers’ customers’
service preferred
CATWOE for Customer requirements ATM
C: customers. characteristics
A: customers, staff.
T: Identify Select
less satisfied more satisfied customers’ appropriate
customers customers preferred ATMs with
ATM convenient
customers without customers with locations features
cash cash
customers who do not customers who
From to
know their balance know their balance
Install sufficient Deliver
customers who want customers able to
to deposit cash deposit cash ATMs in places customer
where services to the
customers who want customers able to customers need ATMs
to transfer funds transfer funds them
W: Customers want and will benefit from more
flexible and accessible account services.
O: banks, managers. Determine Review
number of customer
E: ATM technology, literacy, banking system. ATMs to be satisfaction
A customer conceptual model derived from this root installed
definition is shown in Figure 1.

Figure 1 Conceptual Model for Customer

3.1.2. Bank Perspective

Banks are financial institutions that use ATMs in
order to reach more customers and satisfy current
customers by making bank services available out of
bank working hours. This in turn will increase the
number of transactions and the number of clients
leading to an increase both in profits and market
share.
An initial bank root definition might be: ‘ATMs are a
profitable information technology banking service
that increases banks’ market share and daily
transactions’.
CATWOE for Bank
C: customers, shareholders, bank staff.
A: managers, staff, customers. 3.1.3. Staff Perspective
T: The introduction of ATMs brings changes the role of
banks with lower banks with higher bank staff. Some tasks once discharged by staff over
number of number of the counter are now routed through the machines.
transactions transactions From a more positive point of view, ATMs can
From banks with lower To banks with higher liberate staff from routine duties and enable to
market share market share engage in tasks requiring a wider range of skills,
banks with lower banks with including.
profits higher profits An initial staff root definition might be: ‘ATMs are a
W: Banks can increase the number of their way of freeing bank employees from routine tasks
transactions, their profits and market share by and enabling them offer services that need decision
investing in customer-oriented technology. making and judgment’.

O: Head Office, shareholders, government. CATWOE for Staff

E: technology, infrastructure, location of ATMs, C: staff, customers.
legal issues and policies, transaction volumes.
A: staff, managers, customers.
A bank conceptual model derived from this root
definition is shown in Figure 2. T:
Staff busy Staff doing more
From doing To responsible tasks that
Determine
Survey the
most frequent
routine tasks need human judgment
latest ATM
technology bank
transactions W: Staff should have interesting work; organisations
will work better if staff is given more responsibility.
Determine main Determine which O: managers, shareholders, professional bodies.
transactions that transactions are
increase market more profitable E: technical support; staff knowledge, skills and
share training; customer attitudes; management attitude.

Select appropriate A staff conceptual model derived from this root

ATM definition is shown in Figure 3.

Determine fixed
and variable cost
of ATM Install ATMs
installation

Deliver services
via ATMs
Determine
surcharge for
non-clients
Explore more
profitable services
that could be
provided

Figure 2 Conceptual Model for Bank

 problem situations considered ‘pluralist’, different
viewpoints are negotiable.
An initial consolidated root definition for ATM
location and usage might thus be as follows: ‘ATMs
Analyse Analyse are banking terminals that make it easier for
current staff customer customers to manage their accounts, by providing a
tasks service more convenient and satisfactory banking service.
requirements For the banks, they are a profitable information
technology banking service that increases banks’
Determine Train staff to market share and daily transactions. They are also a
staff tasks offer new way of freeing bank employees from routine tasks
that could be services and enabling them to offer services that need
automated decision making and judgment’.
CATWOE elements for this definition would be an
Select Deliver amalgamation of those listed previously for the three
appropriate services via separate root definitions. Figure 4 represents, in
ATM staff outline, a consolidated conceptual model drawn from
this definition. Controls for efficiency and
effectiveness have been included.
Install ATM Deliver
services via
ATM

Figure 3 Conceptual model for Staff

3.2. Consolidating the Conceptual

Models
One can imagine a situation in which discussions
about the development and implementation of ATM
systems included all three of the perspectives
modelled above. Although in real life it may be
infeasible for three such views to be considered
evenly together, it nevertheless remains a possibility.
We therefore now bring together the three
perspectives so far modeled separately, to produce a
consolidated root definition and conceptual model
which includes aspects of the views and priorities of
the different stakeholders. At this stage, of course,
the perspectives represent the researchers’ naïve
understandings of the different viewpoints, based on
general knowledge and reading. It might be argued
against this attempt that the different viewpoints
here, and in other situations, might well not be
reconcilable. We would answer that this would be a
matter to discover in practical cases. We adopt the
generally positive position framed in SSM (for which
it has been criticised) that in the broad swathe of
 and interviews (to gather information and views from
selected staff in banks and other organisations).
Analyse customer Analyse services
requirements and and transactions 4.1. Questionnaire
preferences for volume, cost,
and profitability A questionnaire was designed to survey ATM users’
patterns of usage of ATMs, and their perceptions and
Analyse staff tasks priorities in regard to ATM features and services.
Decide which The survey was administered in three cities in Egypt
tasks to automate between December 2006 and April 2007. 277 valid
questionnaires were returned. The design of the
questionnaire and an analysis of the data collected
Survey ATM has been reported elsewhere (Abd el Aziz et al.,
technology 2007). A summary of the questionnaire is presented
in Table 1.
Select ATMs and
prepare them for As can be seen from the questionnaire, a range of
Train staff to offer service questions about features, services, and location of
new services ATMs, and about users’ characteristics were asked,
and the findings from the analysis, in general, have
enabled us to understand better the diversity of the
Install ATMs in user population. Certainly, there is no such thing as a
appropriate single ‘customer perspective’! Apart from this
Deliver services locations general outcome, which was to be expected, some
via staff surprising features emerged in the analysis which call
into question the assumptions behind our customer
Deliver services root definition.
via ATMs
There were two main points. First, we
conceptualised customer as a single person managing
their individual account. This is no doubt the usual
picture of the global ATM customer. But, from the
questionnaire, it is clear that in Egypt, at least, many
card holders freely lend and borrow their cards, and
Monitor/control for Monitor/control for
clearly behave, whatever the banks imagine, as it
efficient use of effective delivery of
resources services
their accounts are family matters.
Second, the emphasis in our root definition on
improved and more convenient customer service was
not entirely validated by the questionnaire findings.
The respondents had little interest in a wider range of
services, or ease of use, or accuracy of information,
Figure 4 Consolidated Conceptual Model for ATM or safety of use. Technology providers or Western
Location and Usage in Egypt analysts might expect these features to be central, but
they do not appear to be so in Egypt at present. The
key complaint of customers was that the terminals
went out of service too often. They were also not
altogether satisfied about the location of the ATMs
4. USING THE MODEL IN THE INQUIRY they used.
The thinking behind the conceptual models presented A revised root definition for Customer would
above influenced the design of the main data therefore need to pay some attention to the
collection instruments in the research study, which customer’s family connections, and to refocus the
were a questionnaire (to gather customer opinion), transformation away from range of services towards
availability. It might look like this: ‘ATMs are
banking terminals that make it easier for customers Alexandria. The banks selected include some in both
and their families to manage their accounts, by the public and private sectors, Islamic and non-
providing a reliable and conveniently located basic Islamic banks, and some foreign branches.
banking service.’
Findings from the interviews will be published later,
General Questions but some preliminary observations can be made at
1 Have you ever used an ATM? this point. All interviewees expected ATM growth in
2 (If No,
Do yougo to question
have an ATM 21)
card? Egypt to continue, and all banks consulted have plans
3 (If No,
Do yougo to question
have 4) one ATM card?
more than to commence or increase ATM installation. An
4 Do you use other people’s ATM cards? increasing tendency for employers to pay salaries
5 Do you let other people use your ATM card? into bank accounts will lead to an increase in ATM
6 Do you use other banks’ ATMs? usage. Interviewees doubted that online banking
ATM Usage Pattern would replace ATMs in the near future: online
7 How many ATMs do you regularly use? banking would provide a useful additional channel,
8 How frequently do you use ATMs? but Egyptian society would remain strongly cash-
9 When do you most frequently use ATMs? based.
10 Where is the ATM you most frequently use?
11 Where would you prefer ATMs to be located? Most of the banks expect the practice of accepting
ATM Characteristics other banks’ cards, but with a surcharge, to continue.
12 Main uses of ATMs The surcharge was seen as way of passing some
12a Use ATMs usually to get cash ATM installation and operations costs on to banks
12b Use ATMs usually to check my balance who did not install any or many of their own ATMs.
12c Use ATMs usually to deposit cash other banks’ cards but with a surcharge.
12d Use ATMs usually to transfer funds
ATM maintenance is an outsourced service. A
12e Use ATMs usually to do other things
number of separate companies, including IBM, NCR
13 What other services would you like an ATM to provide?
and Raya, provide and maintain the machines on the
14 Rank ATM features
basis of a formal contract with the banks.
14a Placed in good locations
14b Easy to use The decision of whether a bank needs to install a new
14c Safe to use ATM seems to be highly centralised. Only the head
14d Provides accurate information office is able to make such a decision, though this
14e Provides a good range of services may be in response to a branch request.
14f Does not go out of service often
Respondent’s Main Bank ATM location is decided on the basis of a set of
15 Your main bank’s ATMs are placed in convenient locations criteria which have different weights in different
16 Your main bank’s ATMs are easy to use. banks. The main criterion is that should be a great
17 Your main bank’s ATMs are safe to use. number of people with a high or moderate standard
18 Your main bank’s ATMs provide accurate information. of living residing in the area – though the National
19 Your main bank’s ATMs provide a good range of services Bank of Egypt also has a programme to spread ATM
20 Your main bank’s ATMs do not go out of service often. usage through rural installations. Security of
Personal Details location is another important criterion. Banks will
21 Gender install an ATM in or near the premises of a large
22 Marital status company if the company agrees to pay its employees’
23 Age salaries into the bank. ATM installations inside big
24 Annual income stores is also attractive to the banks, though some
25 Level of education banks are cautious about this option because of the
26 Occupation high costs and strong competition associated with in-
store location.
Table 1 Questionnaire summary
In relation to changing staff roles, some interviewees
4.2. Interviews did agree that the emergence of ATMs freed bank
employees, especially tellers, to provide non-routine
At the time of writing of this paper, a start had been
better quality services. Others said that the shift from
made with a schedule of semi-structured interviews
human to machine tellers was still in progress: many
with decision makers in banks both in Cairo and
customers still prefer dealing with human tellers, and
some banks are now charging for this service.
When asked about whether they consult clients about Survey ATM Analyse services
their service requirements and desirable ATM technology and transactions
characteristics, almost all banks responded that if for volume, cost,
they did this, all clients would state that they want ed and profitability
ATMs to be installed close to their homes and with
all possible services. The banks prefer instead to
gauge customer opinion from complaints, occasional Decide which
customer comment, and daily ATM transaction tasks to automate
reports.
Contract with
Consideration of the interview data so far leads us to supplier to provide
the following reflections on the conceptual model. ATMs
First, inside the banks, there is little serious
consideration of either the Staff or the Customer Decide where to
perspective. A conceptual model based on the install ATMs
interviews alone would put the Bank perspective Supplier prepares (Head Office)
firmly in the centre; the considerations of customer ATMs for service
preferences and staff potential in our suggested and installs them
consolidated model would not feature strongly.
Deliver services
Attention to customer opinion would become a via ATMs
reactive, rather than a proactive, operation.
Supplier maintains
Second, a case could be made to recognise a new ATMs
stakeholder, namely the ATM supplier. From the
interviews, the suppliers clearly play a central role in Respond to
the operation and development of the ATM system. customer feedback
We should therefore formulate a Supplier
perspective. An initial root definition might be: ‘An
ATM system is a system for selling ATMs to banks,
installing them, and maintaining them in good
working order’. A conceptual model could be built
for this root definition as was done for the original Monitor/control for Monitor/control for
three views. efficient use of effective delivery of
resources services
4.3. Revising the consolidated
conceptual model
We can at this point provisionally re-draw the Figure 5 Revised Conceptual Model for ATM Location
consolidated conceptual model. This is shown as and Usage in Egypt
Figure 5. In comparison with the first version of the
consolidated model (Figure 4), and in response to the
interview findings so far, the revised model removes
the stream of staff retraining for new services, Since the investigation is still underway, this cannot
introduces the contractual relationship with the be the final version of the conceptual model. In any
supplier, and moves the bank’s relationship with the case, it is only an outline. We are also aware that at
customer from a pre-installation to a post-installation the present stage of the investigation, when most of
position. the discussions are with people in managerial
positions in banks or supplier companies, technical
and company interests are bound to predominate.
The interests or stakes of individual participants in
the ATM system, whether customers or employees,
are inevitably de-emphasised for the present. So far
as the data allows, we hope to be able to re-introduce
them at a later stage in the research.
5. CONCLUSION
We have in this paper applied the central conceptual
modelling method of Soft Systems Methodology to a
research investigation whose scope is outside an
organisational boundary – ATM location and usage
in Egypt. We have used a conceptual model to guide
us in designing the data collection methods for our
inquiry into this topic. We originally identified and
modeled three distinct views of the ATM system:
Customer, Bank, and Staff. We suggested a way
these three views could be combined in a
consolidated conceptual model. Analysis of the data
collected led us to consider revising our initial
conceptual model so that it conforms more closely to
the findings. The revision downgrades two of the
views (Staff and Customer) and introduces a fourth
(Supplier), though there may be further changes to
come.
We have taken the position that SSM conceptual
modelling remains a useful tool even though the prior
and subsequent SSM stages (immersion, comparison
with reality and agreeing actions) have to be
modified in the absence of an organisational
boundary. We are using SSM to help understand a
broad process of sociotechnical change rather than to
carry through a particular change process. We first
produced a conceptual model to guide the data
collection, and then revised the conceptual model to
take on board some of the findings. The process of
interpretation and reconceptualisation could continue
through several iterations. It seems to us that this
approach provides a methodologically interesting and
rewarding interplay of concept formation and data
gathering.
We hope by this approach, and by setting technical
and organisational issues in their sociocultural
context, to be able to provide a clearer and a broader
picture of ATM location and usage in Egypt, in
which the perspectives and interests of all the main
parties are included.
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