Focus on the Retail Bank Market: Can You Trust Branch Managers' View Of It?

Abstract

If market planning and co‐ordination is done at headquarters it is essential that branch managers can supply information of a high quality as well as execute the decisions made at headquarters. Therefore branch managers need to have a good understanding of the market. This study compares how branch managers perceive certain problems against the way in which the same problems are perceived by bank customers. A previous study in this area by Turnbull is discussed and compared with the findings of this report. The results are based on 558 consumer questionnaires and 53 of 54 bank branches which were approached responded. The survey was carried out in Gothenburg. Most managers do not see it as their obligation to collect and compile information systematically on what bank customers might want, which indicates a low consumer orientation. The transition of banks from passive fund holders to active service marketers did not seem to be completely accepted by branch managers. Most bank managers thought bank marketing activities were most important for satisfying customer expectations. Branch managers seem to be aware of problems but do not collect market information properly. They are able to solve present problems quite well but are less able to predict future changes in demand for new services.

Citation

Martenson, R. (1986), "Focus on the Retail Bank Market: Can You Trust Branch Managers' View Of It?", International Journal of Bank Marketing, Vol. 4 No. 4, pp. 23-38. https://doi.org/10.1108/eb010788