In what specific business should the financial services firm be, in terms of mix of services/products offered and customers served?
What course of action should the organisation pursue, in terms of emphasis, timing, priorities?
How should resources be acquired and how should these resources be deployed for more efficient marketing operations?
What major market opportunities are most compatible with the top management’s definition of marketing goals, objectives, missions and so on?
- 1.P. Kotler, Marketing Management: Analysis, Planning, Implementation and Control. 7th edn (Englewood-Cliffs, NJ: Prentice-Hall, 1992), p. 281.Google Scholar
- 4.K. N. Thomas, ‘A Branch? Where? What kind? The branch office decision becomes more scientific’, Savings and Loan News. vol. 99, no. 7 (1977), pp. 53–58.Google Scholar
- 5.G. Wasem, ‘How to select a marketing strategy’, Bankers’ Monthly (USA), vol. 87 (1970), pp. 27–9.Google Scholar
- 6.M. E. Porter, Competitive Strategy: Generic Competitive Strategies Techniques for Analysing Industries and Competitors (New York: The Free Press, 1980), pp. 34–40.Google Scholar
- 7.N. A. L. Brooks, ‘Strategic issues for financial services marketing’, International Journal of Bank Marketing. vol. 5, no. 2 (1987), pp. 5–19.Google Scholar
- 8.A. Meidan, ‘Marketing strategies for financial services’, Unit 20 of A. Meidan, Marketing of Financial Services. Distance Learning Manual, University of Strathclyde, 1988, pp. 10–12.Google Scholar
- 10.Hitachi Research Institute, Banking Strategies in the 21st Century (London: FIA Financial Publishing, 1992).Google Scholar