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The future role of bank branches and their managers: comparing managerial perceptions in Canada and Spain

Luiz Moutinho (University of Glasgow Business School, Scotland, UK)
Fiona Davies (Cardiff Business School, University of Wales, UK)
Shengliang Deng (University of Saskatchewan, Canada)
Salvador Miguel Peris (University of Valencia, Spain)
J. Enrique Bigne Alcaniz (University Juame I, Spain)

International Journal of Bank Marketing

ISSN: 0265-2323

Article publication date: 1 June 1997

1639

Abstract

Although it was predicted that bank branches would quickly become obsolete in a computerized society, the reality is that many full‐service branches are not closing but rather evolving to meet changing needs. The role of the branch manager is crucial, and is also changing. In particular, managers are expected to take a lead in marketing activities. A questionnaire study was carried out to examine managers’ changing roles, using two samples of branch managers, one from Canada and one from Spain. Managers were asked to rate 21 function variables on their importance in bank management and in facing new market trends. Differences were found between the two samples, as were similarities: both identified managerial ability, strategic autonomy of the branch and business development through increased marketing ability, as important building blocks for the future role of branches and their managers.

Keywords

Citation

Moutinho, L., Davies, F., Deng, S., Miguel Peris, S. and Enrique Bigne Alcaniz, J. (1997), "The future role of bank branches and their managers: comparing managerial perceptions in Canada and Spain", International Journal of Bank Marketing, Vol. 15 No. 3, pp. 99-105. https://doi.org/10.1108/02652329710166019

Publisher

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MCB UP Ltd

Copyright © 1997, MCB UP Limited

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