COM S
Academic Research Materials
A CRITICAL STUDY OF THE IMPACT OF STRATEGIC MARKETING
IN NIGERIAN BANKING INDUSTRY
A THESIS FORMAT
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ABSTRACT
BLANK
CHAPTER ONE
INTRODUCTION
1.1 Background of the Study
To survive in these time of rapidly changing business eliminate
aggravated by deregulation and technological break through innovation
coupled with the very high awareness of the customer and stiff competition
among banks, the adoption of an effective strategy marketing will come in
handy and help in the marketing of its services to attract patronage from the
customers. Marketing is the business function used to identify unfulfilled
needs and wants and then defines and measure the magnitude at which to
save these markets and cell upon everyone in the organisation to think and
serve the customers. It basically includes getting good and services to the
final customer satisfactorily. Marketing in banking services is quite recently
because it used to be ignore and only seen with a little level of importance.
Traditionally, marketing was seen or regarded as not requiring adequate
attention or planning and so was neglected. Due to few numbers of banks, the
competition or rivalry was not stiff and so, banks did not utilise aggressive
marketing. But all has changed because of the growing level of competition
brought about by deregulation and the level of technological innovation.
Banks are no acquiring skills for aggressive and dynamic marketing or even
resorting to employing or constructing external consultants. Strategic
planning and marketing in these banking services is now very indispensable
in this era of competitive banking. The banking services are rapidly changing
worldwide and gone is the era of ironchair banking. The level of intensity of
competition in this industry couple with the financial sophistication of
company has necessitated the development and adoption of the best
marketing strategic which should include all levels of employees in the
organisation. If the bank must meet all the various challenges now and in the
twenty –one century, it must evolve a very sound, effective and efficient
marketing strategy with the customer as the major focus.
To appreciate bank marketing better it scope and definition should be
considered. According to Kotler (2005), marketing is a social and managerial
process by which individuals and group obtain what they need and want
through creating and exchanging product and value with other. Banking
marketing can therefore be defined as the creation and delivery of services to
satisfy the customers need at a profit to the bank. From the above definition it
is obvious that the customer is and should be at the forefront in terms of the
banks planning and corporate thinking. The customer is the life of a business
as an organisation can not be talking of profit without considering the
people’s patronage that yields that profit. If the marketer is focus is not on the
customer the application of the marketing technique could result in only
temporary and limited effect. The strategies or corporate planner, therefore
has to take cognizance that the survival of the business rests solely an or
importance of marketing to the banking services cannot be overestimated.
1.2 Statement of the Problem
Customers confidence and trust in banks has been eroded with the
pervading problems of distress in the Nigerian banking sector. The stiff
competition among banks call for the need to apply or embrace strategic
marketing with a view to attract new customers and retain old customers.
Bank strategic marketing is indispensable to economic stability and the day
today running of business organisations. A strategic approach is thus seen
as crucial and essential to the survival and growth of any organisation.
1.3 Aim and Objectives of the Study
The aim of this study is to examine the impact of strategic marketing in
Nigerian banking industry. The objectives of this study are as follows:
1. To explain what is meant by marketing and strategic marketing
2. To ascertain the extent to which Nigerian banks apply strategic
marketing in their operations.
3. To describe the processes of strategic marketing in banking operations.
4. To highlight the benefits of strategic marketing in banking operations.
5. To identify and explain the problems encountered by banks in the
application of strategic marketing.
6. To make recommendations as to how strategic marketing can continue
to make meaningful contributions to bank’s performance and the overall
growth and development of Nigerian economy.
1.4 Significance of the Study
This study is significant not only to corporate planner’s bank marketers,
researcher and students but also stimulate interest among policy makers.
i. It will promote and enhance corporate image, customer satisfaction and
confidence in banking industry.
ii. Promote organisational performance (productivity profitability and social
responsibility.
iii. It will serve as a reference to other researchers carrying out research on
communication role, problems and resolution of conflict in business
development.
a. Research Questions
In order to carry out this study, the following questions are raised:
i) What is marketing and strategic marketing?
ii) What are the processes of strategic marketing?
iii) What is bank marketing?
iv) What are the benefits of the application of strategic marketing to
banking operations?
v) What are the problems of strategic marketing in banking operations?
1.6 Scope of the Study
The scope of this study is to examine the impact of strategic marketing
on Nigerian banking Industry using Intercontinental Bank Plc as a case study
(2002 – 2006). The study also covers
1.7 Limitations of the Study
The limitations of this study will include:
1. Fear of espionage: This informs the lukewarm attitude on the part of
bank workers in this era of recapitalisation, distress, mergers and
acquisitions and consolidation. The fear of not divulging strategic
information to competitors, as they do not know the true picture or
identity of the researcher so as not to play to the hands of an industrial
spy.
2. Hectic nature of bank work makes it tedious sometime to even attend to
personal matters not to even talk of attending to researcher’s oral
interview or getting a questionnaire filled. Because of the nature of work
of bank workers and the hectic life of Lagos, the researcher’s have to pay
several visits to the respondents of the bank in their various branches.
3. Failure to return some of the questionnaires despite several calls.
4. Improper filling of some questionnaires, which invariably render their
usage for the study useless.
5. Finance and time are also another constraints to this study because of
increased transportation costs as a result of hike in fuel price.
6. Some respondents even complained of the need to get permission from
their superior before they can interact with any researcher as their
organisation considers all information as “top secret”.
Despite these limitations, through good human relations and friends
sufficient data was obtained in carrying out a meaningful research.
1.8 Study Plan
This project is divided into five chapters. Chapter one is the
introduction, which is made up of background, research problem, aim and
objectives, significance, research questions, scope, limitations and study plan.
Chapter two is the literature review which consists definitions of marketing
and strategic marketing, importance of strategic marketing, processes of
strategic marketing, effect of strategic marketing on employees, bank’s top
level managers, decision makers and the economy, problems of strategic
marketing.
Chapter three is research methodology, which comprised of historical
background of Intercontinental Bank Plc, research hypothesis, method of data
collection, population and sample size, sampling technique, and method of
data analysis. Chapter four is data presentation and analysis while chapter
five is summary, conclusion and recommendations.
CHAPTER TWO
LITERATURE REVIEW
2.1 Definition of Marketing And Strategy Marketing
Marketing is the business function that identifies unfulfilled needs and
wants, defines and measures their magnitude product, services and
programmes to serves these market and customers. Marketing therefore
means different things to different peoples, while many people believe that
marketing is entirely selling, other believe it includes advertising, another
group sees marketing as distribution while others believes marketing
comprises of the activities going on the market. However, each view might not
be entirely wrong, it only connotes a wider and deeper explanation than
theories expressed. In fact, marketing encompasses more activities than most
people realise. Based on the view of many authors and distinct scholar on the
field of marketing different definition was given, but all the definition focus on
the main core concept which is the consumers. According to Pride and Ferrel
(1993) defined marketing as the consists of individual and organisational
activities that facilitate and expedite satisfying exchange relationship in
dynamic environment through the creation distribution, promotion and
pricing of goods and services and ideas. Another definition of marketing by
Mccarthy (1996) brought in the objectives of marketing activities, that is,
marketing is the performance of business activities which direct the flow of
good from the producer to the consumer or user in order to satisfy customers
and accomplish the company’s objective.
The concept of bank marketing has been defined by various bank
marketers as that part of management that seeks to direct the flow of banking
services profitably to selected customers. Banking marketing is an activities of
relatively recent origin and this is not surprising since marketing itself is, as
oppose to sales concept, also relatively news, Nwanko defined marketing as
the set of activities that facilitates exchange transaction for the ultimate
purpose of satisfying human needs. From the definition above, a universal
and widely acclaimed definition has been built to serve the purpose of this
study. This all embracing definition was given by Deryk Weyer of Barclay’s
bank, one of the first senior bankers in England to recognise the importance
of marketing. He defines bank marketing in his earnest Eykes memorial
lecture of (1969) as:
a) Identifying the most profitable market now and in the future
b) Assessing present and future needs of the customers
c) Setting business development goals and marketing plans to meet
them
d) Managing the various services and promoting them to achieve the
plans
In other words, marketing approach to banking services refers basically to
four steps
a. Research to determine customer’s financial requirement
b. Design new services or innovate old ones according to the finding
c. Marketer services to the customers for whom they were researched and
designed (this include, pricing promotion, distribution at a profit)
d. In doing so, satisfy the customers financial needs.
Thus, all these decision must be evaluated continually if the total
marketing programme is to succeed.
Strategic Marketing can be defined as the introduction of strategy and
its imperatives in the application of marketing principles. Strategy is essential
ingredient in attainment of marketing objectives.
2.2 Marketing as Component of Bank Management its Functions and
Objective.
Marketing is the one of the functions needed to be considered by the top
management. The bank majority function is one of the five subsets of
management controllable variable in the commercial banks. Bank
management system is composed of fair major variables they are: (1) Bank
objectives (ii) Bank environment (non controllable variables (iii) The
controllable management variables and (iv) Bank organisation and control
variables. The controllable variables are decision which is under the
jurisdiction of the management, that is, it is an internal variable, while the
reverse is the case when it becomes uncontrollable ands this is external
variable to bank, example, the environment however for the purpose of this
study only the controllable (within the management influence) facet of the
management will be discussed:
Marketing objective from two perspectives i) fixed and (ii) flexible
objectives, according to Arthur maiden:
i) Fixed objectives or Long run include the following: profitability, increased
marketing share, minimise risk, increase range of services to stabilise
revenue, developing bank image, spread customer types to minimize risk and
business frustration.
ii) Flexible or Short run objectives are:
increase /decreasing loans of certain types of customers
increase/ decreasing deposits of certain kinds of customers
return on investment
direct customers to certain types of services/ products
The needs to maintain good business and public relations has made the
general banking services objectives as profit sufficiently high to protect
depositors and shareholders. The return on investment require by the chief
executive will influence the operational managements targets as will planned
growth and size. The latter is more competitive advantage than economic
lastly, he increased market share not only rings competitive advantages but
also a large selected customers of the total market.
The bank market function bases its attention on the following activities:
i) Branch management, location and distribution
ii) Customer’s behaviour, attitudes and segmentation
iii) Services product development and introduction
iv) Advertising , communication and publicity
v) Defining marketing strategy administering and controlling the marketing
programme and lastly.
vi) Marketing research that attempts to collect, investigate analysis and
interpreting market development
In each of the following six areas mentioned above so as to contribute
maximally to the attainment of bank objectives in the light of existent non
controllable factors and in the respect to the four other major functions of
bank management enumerated previously. The above summarises the
marketing activities in a bank management system and how interrelated it is
together with other facet of management controllable to achieve the banks
objective.
2.3 Bank Marketing Versus Good Marketing
What is bank? Over the years, it has been difficult task to find an
acceptable definition of bank. Thus the banking Act of 1969) defined banking
as the business of receiving monies from outside sources as deposit
irrespective of the payment if interest and the granting of money loans and
acceptance of credits or purchase of bill and cheque or the purchase and
sales securities for the account of loans prior top their maturity or the
assumption of guarantees and other transactions as the commissioner may
on the recommendation of the central bank, by order published in the Federal
Gazette designated as banking service.
The distinct or difference between bank marketing and good marketing
start from the views of point on the highlighted definition of bank or banker,
the basic difference lies in two sided nature of banking. A banker has to
attract customers so as to sell deposits to the customers and needs to attract
on influence the behaviour of the customers to buy loans and advance from
them. But unlike other firms, the banks not only have to develop marketing
strategies to all its services, it also have to develop these with which to buy. In
goods marketing the producer have only to consider the need of customer to
buy the product, by looking at the main focus of banking marketing and good
marketing strategies applicable to goods marketing could be applied to the
bank, with the little or slight modification in some cases whether attracting
deposit or granting a loan the bank is satisfying a need of the customers, just
as the producer of goods is satisfying the needs of his buyer, looking at the
difference between bank marketing and goods marketing, some questions can
be raised to expatiate an bank marketing. Does banking need to be sold? Do
people not seek out a bank they require its services? These are the questions
raised by Reckes two decades ago. No casual observer of the Nigeria economy
will fail to conclude that Nigeria today is a seller’s market. Therefore
aggressive marketing is imperative to enable the bank attract customer to
whom they can sell loans and advances.
2.4 Marketing For Customer: Industrial and Consumer
Basically, there are five types of bank customers they are private,
commercial, industrial government and international customers. In satisfying
the categories of customers through marketing, tow methods can only by
used. These are industrial and consumer marketing. That’s any method of
marketing depending on the degree of their operation.
2.4.1Industrial Marketing
However, the objectives of a bank is to make profit, thus the main factor
here is that the bank seek to direct its flow of services profitabilities but
better informed customers. The element of personal selling as opposed to
selling through advertising or other communication media, based on small
circle of the customers their is more opportunity and more need for an
understanding of the way in which customers use product /services of the
contribution, it makes to the profitability of his own business. Acquiring and
satisfying a corporate customer require ranges of skills which differ in degree
if not in kind. From those employed in attracting an satisfying personal
customers. The skills range from the ability to assemble analyse and interpret
data from various source about a given market and the operation of a given
company within the market, tendency to organise and apply variety of
specialist resources to satisfy the customer’s requirement at an acceptable
rate of return better evaluation of financial repair in comparism of present
with the past to project in the future.
2.4.2Consumer Marketing
According to Colins and Nylon, early days of banking in the U.K, much
emphasis was placed on attracting and serving personal customers. The
logical reason behind this is the categories of personal customers is the most
conspicuous due to its extensive reliance in medium advertisement so as to
taps the grass root customer and also this is the categories in which
marketing techniques are made progressive.
However, emphasis on personal customer also assists in building up a
good image for the corporate sectors. Since each bank customers constitute
the corporate sectors. These banks offer their customers interm of their
personal experience that will determine their decision on the choice of a bank
for the corporate body. Furthermore, looking at the contribution of industrial
and consumer marketing profitably, the formal contribution are more profits
to the bank hence within small scope, but the largest proportion of bank staff
are concerned with customer. Because many techniques developed towards
consumer can also be applied to industrial marketing. It includes marketing
and attitude research techniques, method of new services product
development, packing and presentation, marketing segmentation and mass
market communication.
2.5 Reasons for Bank Marketing
Looking at the economy trend in Nigeria some will conclude that Nigeria
today is a seller’s market. It is a place where problem is not selling but
producing because anything and everything sell. Banking is not an exception
one would therefore question the need for bank marketing since banking, like
marketing or other business in the country is in a sellers market. As earlier
mentioned that the banker attract customers from whom he can buy “deposit”
and customers to whom he sell loan and advances within the excess liquidity
it can therefore be said that the banks have failed in effective marketing, there
is need for effective marketing to attract customers to whom they can sell loan
and advance thus, mop up excess liquidity, competition is appearing with the
emergence of other and new financial institutions, the bank industrial in
developing countries include Nigeria is characterised by the sales orientation
this has been effective in enabling banks to make profit because they have
operated in the context of a seller’s market in which the consumers have no
choice.
Moreover, as the economy expands and develops, new horizons will
unfold, and new opportunities and challenges will open up that environment
will have no room for the stagnant banker that is armchair banker,
hamstrung with age old traditions. The day will favour the progressive and
dynamics banker who is improving his skills, all the time, which is constantly
scanning the environment and identifying customers and competing
priorities. All these cannot be achieved without effective marketing. Assessing
the development in banking sector, in the world, the advanced countries such
as U.K and the United State of America, there is a mark of awareness among
both customers and non customers about the services provided by the banks.
If this is so in the developing countries like Nigeria can be better imagined
than described.
Finally, marketing is essential not only because if the existence of
competitors but also because of the existence of great quantity of funds
outside the banking system. To illustrate the very high percentage of currency
outside the banks in relation to the total money supply. In Nigeria this is over
80 percent compared with some 10 percent in some developed countries such
as the united kingdom and United states. Besides it is far fetched to assume
that out of about eightyeight million (88million) Nigerians at least ten
millions have N10,000 in their pocket at any point in time. If banks were to
market their services effectively, such that these people are persuaded to
deposit N10,000 each with the banks about N150million would be generated
immediately, given a credit multiplier to create credit to the time of N150
million it must yield profit. This is high contribution to economy hence it will
fight inflation.
In conclusion, the emergency of the fiancé and mortgage houses
compete highly with the commercial banks even to the extent that most of the
services rendered by commercial banks are also being performed by these
financial institutions and this shows that bank should embark on effective
marketing of their services or products.
2.6 Strategy for Effective Bank Marketing
The modern day banking marketing is getting more dynamic and
sophisticated in terms of its competitiveness and general economic recession,
that it has become a question of not only the fittest can survive. According,
effective marketing must have its foundation in knowledge, in order to meet
the prevailing problem. For effective marketing strategy, the bank must have
the knowledge about where their problems or what to develop on, without
understanding whether he has the natural aptitude or gift in that line of
endeavour. For example, the success of A in an activity does not guarantee the
success of B in the same activity. This is because people are differently
talented or gifted and not because people are differently talented or gifted and
not because anyone is created to fail. People succeed very well if they can be
able to study themselves to identify and act according to their natural talents
or gifts.
Marketing, as a part of central course in management cannot be effect
unless it derives from the corporate plan. Since corporate planning normally
start with a position audit which identifies and appreciates the strength and
weakness of the corporation, it follows that a strategy for effective marketing
has to emate from the position audit or psycho analysis of the business. The
undermentioned figures can be used to expatiate on strategy for effective
marketing. These figure are summarized in 1&2 respectively. The resource
Bank Data as figure 1 clearly shows can be summarised in the word BEP.
This is bank resources environment and psychology of finance “Bank
Resource” is further explained and subdivided into CDAMi capital, Deposits,
Assets and management. These constitute the psychoanalysis of the bank and
summarises its strength and weakness. And all this implies is that effective
marketing required a through knowledge of the legal requirement and of the
significance and structure of bank capital. It also requires an analysis of the
structure liquid and profitability of the bank or branch has to be praised in
terms of motivation, orientation and development. This is important because
banking in Nigeria as in many developing countries is facing two fundamental
and related problems. One is resistance to change on the part of many
within the industry, and the other is a lack of people trained in the skills
required in the new situation. This there is no alternative to change and they
has to be adaptation to changing requirement.
Environment can be analysed as political Economic and Financial
environment PEF. Since politics is for power and power is require to acquire
material resources, it means that the banker to be effective has to study and
understand the political structure, the government structure, the political
philosophy and the major critical political issues. The analysis of the political
environment will throw up such question as, is the government structure
unitary on a federation? What are the powers and limits of the subsectors? Is
the political philosophy dynamic, progressive, conservation sovialist or
capitalist? In which sectors does the political arrangement permit or
encourage investment? Is there any policy of even development? What are the
burring or critical political issues? What are the implication? These are
related issues can only be ignored by any banker, indeed by corporate planner
activists to his utter detriment. After, analysis political environment, the
economic implication is also imperative. This include the analysis and the
implications of the topography of the economy. Its resources and the location
as well as their economic significance, the main economic indicators and
sectors and the critical economic issues. Indeed as a service industry,
banking cannot operate in vacuum. The economy is the theatre and to
effective marketing is possible without this environmental appreciation.
The same thing also applies in the case of the financial system. Effective
marketing requires a through analysis of the money and capital market, the
banking system and central banking arrangement. The reason for this are
obvious, Such analysis throw up the instrument of effective marketing or the
existence or otherwise of money and capital money assets, competitive or rivet
institutions in the existence of other banks, and other instruments, and the
prospects and limits on marketing in term of central bank directives,
guidelines, supervision and controls.
Another very important information input in effective marketing is the
psychology of finance, its significance derives from the fact that the resources
may be there and the environment may be favourable but unless the
psychology is agreeable or permissive, not much can be done. This psychology
can be BCE, business of banking; customer profile and environment inputs.
Banking business requires a through knowledge of the objectives of the bank
and conflicts in banking. Banking is a business and like any other business it
has the interest of the shareholders. But it stick in trade and deposits which
it has collected on the promise that they are repayable on demand or as agree
after very short notice. Therefore, the banker must have maximum liquidity in
the interest of its depositors, but there is the third objective the development
of the economy or of the country as a whole. The conflicts in these three
objectives are obvious, project that guarantee maximum liquidity cash are
barren of income and profit –loans and advances which are the most
profitable to bank assets are usually the most liquid. Similarly the most
profitable and apparently very liquid investment in trading and commerce, for
instance, this may contribute to the development of the economy while the
projects which have the most development potential, such as investment in
agriculture and medium and long term industrial financing may appear
unfavourable to established banking Cannons and traditions. Alternatively, if
the bank has attempted and successfully reconciled the three objectives, the
marketing manager must equally understand and take into account how the
conflicts have been resolved. This, of course, has a bearing on Head office
directives indeed, the strategist planner or marketing manger can never be
effective i he constantly flouts head office directive, likewise will the three C’S
in banking, costs, convenience and confidence. The marketing manager
cannot go on promising everything mindless of the cost and implications on
his or the bank ability to deliver the goods. In finance, “my word is my bond”
this means that the banker must live up to his promise and undertakings.
Finally, the customer profile and the environmental inputs need to
consider when analysis the psychology of finance, that’s the attitudes and
outlooks, their turnover, idiosyncrasies and their gossip and on the part of
the environmental inputs which is an understanding of the leading political
and economic issues at any point in time and government thinking and
approach on ways and means of dealing with the issues.
In summary, therefore, effective marketing requires an effective resource
management bank data. This is provided by the formular BEP CDAM+ PEF +
BCE= total information inputs.
2.7 Bank Strategic Management and The Marketing Mix
On detecting that advertising is not synonymous with or a replacement
for marketing bank all over the world are now adopting the full marketing
concept, and also continuously bringing into focus, the need for application of
the complete marketing mix of package, price, place and promotion.
Bank’s objective of promoting effective banking habit through effective
marketing of their services can be meaningfully achieved, if the “4ps
marketing strategy” is vigorously adopted. This implies that banks will have to
come up with appropriate product strategy, pricing strategy, place strategy,
promotion strategy (which are the components of the marketing strategy) and
also implement such strategies very extensively.
Product strategy: this lists the various services that a bank can provide
and also spells out how the service would be performed in such a way that
the customer would derived maximum satisfaction in the course of his”
Consumption” of such services. An appropriate product strategy therefore will
provide deposit and lending facilities in the most efficient way as perceived by
customers. Furthermore, the strategy should make it easy for customers to:
i. Withdraw money smoothly and quickly
ii. Pay in money within to make his monetary transaction by using
cheques rather than cash.
iii. Be more willing to make his monetary transaction by using cheques
rather than cash.
iv. Know his regularly and correctly too.
However, it should be noted that information and innovation should be
given serious consideration by banks ion the implementation of an
appropriate product strategy. Example of such automation and innovation
include derives like, the magnetic ink character recognition (MCR); the card;
fully automated, Branches; Automated teller machines (ATMs) intelligent
terminal etc.
An example of appropriate pricing strategy may involve a reduction in
the mark up’ for each service rendered. Such a reduction is makeup and
could lead to a greater compensatory increase in the demand for such
services with the end result that the net profit on cash services or on the mix
of services will increase. As a result of the foregoing, the overall marketing
strategies will then need to be designed utilising pricing policy as essential
ingredient to meet the needs of specific customer segments. Place strategy:
the choice of place for the individual bank has become a critical strategic
issue. Bank delivery systems can be classified according to size, type and the
range of services they provide. The most important variants are the fully
services branch, fully automated branch, thin branch, automated teller
machine, financial supermarket, department store and financial superstore.
In determine the place strategy, the bank must first evaluate its overall
product market strategy and determine the most appropriate geographical
coverage and outlet type to meet the service needs of its serviced market
customer base. Care must also be taken to evaluate the future trends in those
served market customer needs in various delivery system cost structure. The
determination of specific outlet site should be done in a national manner, by
evaluating various services modes and estimating the economics of such
alternatives.
In particular, care must be taken not to treat the existing branch
network as an inflexible system which must be preserved at all costs. This
might have and to agile competitors potentially gaining and using important
cost advantages to achieve competitive edge. Promotion strategy: The
promotion strategy can be otherwise referred to as communication strategy
which will include personal selling, advertising, public relation and
promotion. The personal selling element would involve greater use of account
managers’ relationship mangers.
CHAPTER THREE
RESEARCH METHODOLOGY
3.1 Historical Profile of Intercontinental Bank Plc
Intercontinental Bank Limited, formerly Intercontinental Merchant Bank
Limited, commenced operations in 1989. The bank is made up of a group of
professionals who came together to offer excellent and innovative banking
service to its numerous clients. Following the approval granted merchant
banks wishing to convert to retail banking, intercontinental stunned market
watches when in July 1999, it converted to a commercial bank. The decision
was epochmaking, as already intercontinental has become one of the most
diversified financial supermarkets in the country. Intercontinental has
continued to grow in size and strength. It has controlling shares in Equity
Bank Limited. Intercontinental Securities Limited (intersect) and Associated
Discount House Limited (ADHC). The bank boasts of the best information
technology infrastructure in the banking sector till date. Enabling it provide
real time online services in all intercontinental locations nation wide. It is on
record that Intercontinental Diamond Fund, (IDF) which debuted in 1992, has
a total portfolio in excess of N1.3billion. Other products provide by the bank
include intercontinental valuable yield (IVY) account, corporate IDF and the
banking onsite services (Boss) concept. Intercontinental Bank Limited report
for the period ended 31st December 2000, shows asset soaring to N23.5billion
from N16.3billon, while shareholders fund attained a record high ofN2.8billon
from N2.2billon previously. Gross earning improved by over N1billion mark,
from N4.2billion to N5.2billion currently. Profit after tax exceeded the
N1billion mark, from N600million in 1999. It is appropriating the sum of
N404.6million in dividend payment.
3.2 Research Hypothesis
H0: Strategic marketing does not have impact on bank’s performance.
Hi: Strategic marketing have impact on bank’s performance.
3.3 Method of Data Collection
The basic source of data collection for the purpose of this research work
were primary data and secondary data. Primary data was obtained through
other interview and in questionnaire. The questionnaire consists of 20
questions which are divided into two sections namely demographic and
strategic marketing. Secondray data made the use of principal textbooks on
marketing and strategic marketing, journals, bulletins, magazines, annual
report and statement of accounts of Intercontinental Bank Plc. etc.
3.4 Population and Sample Size
The population of this study is made up of all the workers and
customers of Intercontinental Bank Plc while the sample size is 200.
3.5 Sampling Technique
Simple random sampling technique was used to select the respondents
among staff and customers of the bank without favour or bias as every
member of the population has equal chance of being selected as respondent.
3.6 Method of Data Analysis
Simple percentages and student ‘t’ test are used in analysing the data
obtained from this study. The ‘t’ test was used to test the hypothesis
formulated.
‘t’ – test formula
T = P – U
U(1U)
N – 1
Where P = No of Affirmative response (Yes)
U = Population Proportion
N = Sample Size.
CHAPTER FOUR
DATA PRESENTATION AND ANALYSIS
4.1 Demographic Analysis
TABLE 4.1 SEX
SEX NUMBER OF RESPONDENTS %
Male 122 61
Female 78 39
Total 200 100
Sources: Researcher Field Survey (2007)
Table 4.1 shows that males are 122(61%) while females are 78 (39%).
TABLE 4.2 AGE
AGE NUMBER OF %
RESPONDENTS
Below 25
25 – 35 Years 46 23%
36 – 45 Years 104 52%
46 – 55 Years 50 25%
56 Above
Total 200 100
Sources: Researcher Field Survey (2007)
Table 4.2 reveals that 2535years of age were 46 (23%), 3645years were
104 (52%), 4655years were 50 (25%). The implication of this is that most of
the workers falls within the productive ages of 2545years.
TABLE 4.3: EDUCATIONAL QUALIFICATIONS
EDUCATIONAL NUMBER OF %
QUALIFICATIONS RESPONDENTS
WASC/ SSCE/GCE
ND/HSC/NCE 30 15%
B.SC/HND 96 48%
M.SC, M.A, PhD 56 28%
Professionals (ICAN, ACIB, CIS, 18 9%
MBA)
TOTAL 200 100
Sources: Researcher Field Survey (2007)
Table 4.3 shows that 30 (15%) were holders of ND/HSC/NCE, 96(48%)
of the respondents are B.Sc/HND holders, 56(28%) have postgraduate
qualifications and 18(9%) have professional qualifications such as ACA, ACIB,
MBA, CIS etc.
TABLE 4.4: POSITION/LEVEL OF OCCUPATION
LEVEL NUMBER OF %
RESPONDENTS
Management Staff 30 15%
Intermediate Staff 100 50%
Junior Staff 70 35%
Total 200 100
Sources: Researcher Field Survey (2007)
Table 4.4 shows that 30(15%) of the total respondents are management
staff, 100(50%) intermediate staff while the remaining 70(35%) are junior
staff.
TABLE 4.5: LENGTH OF SERVICE
LENGTH OF NUMBER OF % OF RESPONDENTS
SERVICE RESPONDENTS
Below 5 Years 40 20%
5 – 10 Years 82 41%
10 – 15 Years 54 27%
15 & Above 24 12%
Total 200 100
Sources: Researcher Field Survey (2004)
Table 4.5 shows that 40(20%) of the member of staff have spent below 5
years, 82(41%) have spent between 5 – 10 years, while 54(27%) have spent 10
15 years and 24(12%) have spent more than 15 years.
4.2 Strategic Marketing and Bank Performance Analysis
Q 6: Are you satisfied with the strategic marketing process of the bank?
TABLE 4.6 WORKERS SATISFACTION AND STRATEGIC MARKETING PROCESS
Option Responses %
YES 172 86
NO 28 14
TOTAL 200 100
Sources: Researcher Field Survey (2004)
Table 4.6 reveals that 172 (86%) of the respondents were satisfied with the
banks’ strategic marketing process while 28(14%) says No. The implication of
this was that the improved performance of the bank was as a result of good
strategic marketing process.
Q 7: Does strategic marketing helps in achieving management functions
(planning, organizing, staffing, directing controlling and coordinating).
TABLE 4.7 STRATEGIC MARKETING AND MANAGEMENT FUNCTIONS
Option Responses %
Strongly Agree (SA) 136 68
Agree (A) 46 23
Indifference (ID) 10 5
Disagree (D) 6 3
Strongly Disagree (SD) 2 1
Total 200 100
Sources: Researcher Field Survey (2004)
Table 4.7 shows that 136 (68%) strongly agree 46 (23%) agree 10 (5%)
undecided 6 (3%) disagree and 2 (1%) strongly disagree respectively with the
fact that strategic marketing helps in achieving management functions
(planning, organising, staffing, directing, controlling and coordinating.
Q 8: Does strategic marketing that exist in the bank enables you to take part
in the decision making process?
TABLE 4.8 STRATEGIC MARKETING AND DECISION MAKING
Option Responses %
SA 130 65
A 52 26
ID 8 4
D 6 3
SD 2 1
Total 200 100
Sources: Researcher Field Survey (2007)
Table 4.8 indicates that strategic marketing that exist in the bank paves
way for open door policy and ability to participate in decisionmaking. This is
supported by their responses as 130(65%) strongly agree 52 (26%) agreed
8(4%) indifferent 6(3%) disagree and 2(1%) strongly disagree.
Q 9: Does effective strategic marketing that exist in the bank leads to
managerial efficiency?
TABLE 4.9 STRATEGIC MARKETING AND MANAGERIAL EFFICIENCY
Option Responses %
SA 136 68
A 48 24
IN 8 4
D 6 3
SD 2 1
Total 200 100
Sources: Researcher Field Survey (2007)
Table 4.9 reveals that 136 (68%) strongly agree with the fact that effective
strategic marketing that exist in the bank leads to managerial efficiency. 48
(24%) agree, 8(4%) indifferent, 6(3%) disagree and 2(1%) strongly disagree.
The implication of this responses is reflected the performance indicators of
the bank which shows growth throughout in relation to gross earnings, loans
and advances, investment dividend, profit before tax profit after tax, share
price appreciation etc
Q 10: Does strategic marketing helps in solving work problems encountered
in the course of performing your duties.
TABLE 4.10 STRATEGIC MARKETING AND HARMONIOUS RELATIONSHIP
Option Responses %
SA 103 56
A 74 38
IN
D 12 6
SD
Total 200 100
Sources: Researcher Field Survey (2007)
Table 4.10 shows that 103 (56%) strongly agree that strategic marketing
helps in solving workplace problems and promotion of harmonious
relationship among the work force, 74 (38%) agree and 12(6%) disagree.
Q 11: Does strategic marketing helps in creating mutual understanding and
rapport between the members of staff management and customers?
TABLE 4.11 STRATEGIC MARKETING AND MUTUAL UNDERSTANDING
Option Responses %
SA 128 64
A 56 28
IN 6 3
D 10 5
SD
Total 200 100
Sources: Researcher Field Survey (2007)
Table 4.11 indicates that 128(64%) strongly agree that strategic marketing
helps in creating mutual understanding and rapport between the members of
staff management and customers, 56 (28%) agree, 6(3%) indifferent and
10(5%) disagree.
Q 12: Do you always understand the content of what is strategic marketing
entails?
TABLE 4.12 CONTENTS OF STRATEGIC MARKETING
Option Responses %
SA 140 70
A 50 25
IN 10 5
D
SD
Total 200 100
Sources: Researcher Field Survey (2007)
Table 4.12 shows that 140(70%) claimed that they have thorough
understanding of what strategic marketing is all about that is why they are
meeting their target, 50(25%) agree while 10(5%) are indifferent.
Q 13: Do you have foreknowledge on the application of strategic marketing in
banking operation?
TABLE 4.13 FOREKNOWLEDGE OF STRATEGIC MARKETING
Option Responses %
SA 124 66
A 46 23
IN 8 4
D 10 5
SD 4 2
Total 200 100
Sources: Researcher Field Survey (2007)
Table 4.13 indicates that 124 (66%) strongly agree, 46(23%) agree, 8(4%)
indifferent, 10(5%) disagree and 4 (2%) strongly disagree with the facts that
they always have foreknowledge or briefed about happenings in the
organisation.
Q 14: Does strategic marketing lead to the achievement of bank’s objectives?
TABLE 4.14 STRATEGIC MARKETING AND BANK’S OBJECTIVES
Option Responses %
SA 122 61
A 58 29
IN 10 5
D 10 5
SD
Total 200 100
Sources: Researcher Field Survey (2007)
Table 4.14 indicates that 122 (61%) strongly agree that strategic marketing
always lead to the achievement of the bank’s objectives, 58 (29%) agree, 10
(5%) indifferent and 10(5%) disagree.
Q 15: Do your superiors encourage feedback?
TABLE 4.15 STRATEGIC MARKETING AND FEEDBACK
Option Responses %
SA 92 46
A 60 30
IN 16 8
D 26 13
SD 6 3
Total 200 100
Sources: Researcher Field Survey (2007)
Table 4.15 reveals that 92(46%) and 60(30%) respectively strongly agree
and agree with the fact that superior encourages feedback, 16(8%) were
indifferent, and 26(13%) and 6(3%) respectively disagree and strongly disagree
that superior wedge their authority by not encouraging feedback when
strategic marketing is applied in banking operations.
Q16: Does effective strategic marketing led to increase in the company’s
profit?
TABLE 4.16 EFFECTIVE STRATEGIC MARKETING AND PROFIT
Option Responses %
SA 120 60
A 58 29
IN 12 6
D 10 5
SD
Total 200 100
Sources: Researcher Field Survey (2007)
Table 4.16 relates the importance of effective strategic marketing on profit
120(60%) and 58(29%) strongly agree and agree respectively that effective
strategic marketing lead to increase profit, 12(6%) were indifferent and 10(5%)
disagree with the option that effective strategic marketing can led to increased
profit.
Q17: Does Strategic marketing has impact on bank’s performance
TABLE 4.17 IMPACT OF STRATEGIC MARKETING ON BANK’S
PERFORMANCE
Option Responses %
Yes 190 95
No 10 5
Total 200 100
Sources: Researcher Field Survey (2007)
Table 4.17 reveals that strategic marketing has impact on the bank’s
performance as this accounted for the yearly increase in bank’s profit, total
asset, dividend, gross earnings and shareholder’s funds.
4.3 Performance Indicators Analysis
INTERCONTINENTAL BANK PLC
Fiscal year ending 2006 % 2005 % 2003 % 2002
February 28 12mont change 12mont change 12months change 12mont
h hs hs
Income Statement
Net Interest Income 17,420 47.3 11,826 75.7 6,730 19.6 5.6
Loan Loss provision 823 59.7 2,044 37.1 1,491 50.0 1.0
Net Funds 16,597 69.7 9,782 86.7 5,239 15.5 4.5
Total noninterest inco 15,272 24.1 12,308 55.5 7,917 84.0 4.3
Total noninterest 22,083 55.0 14,244 58.0 9,016 51.6 2.6
Pre Tax profit (loss) 10,263 25.9 8,150 87.6 4,345 65.6 2.6
After tax profit (loss) 7,561 23.5 6,121 83.4 3,338 65.0 2.0
Gross Earnings 41,039 26.3 32,491 53.2 21,204 46.0 14.7
BALANCE SHEET
Assets
cash and balances with 107,115 35.9 78,838 91.5 41,174 214.0 13.1
other banks
ShortTerm Investment 43,134 14.4 37,704 207.0 12,282 12.7 14.1
Loans and advances net 161,357 135.9 68,396 207.0 12,282 88.8 17.0
Total Earning Assets 357,838 80.6 198,111 113.2 32,076 55.9 59.2
Permanent Assets 11,395 105.8 5,536 24.0 4,464 12.5 4.0
Total Assets 369,233 81.3 203,647 110.4 96,786 50.9 64.1
Liabilities and Capital
Total deposit liabilities 252,281 87.7 134,383 102.4 66,387 41.9 46.8
Total liabilities 313,898 87.4 167,459 95.9 85,478 56.0 54.8
Equity Stock 54,467 57.1 34,678 243.0 10,110 9.0 9.3
liabilities and equity 369,233 81.3 203647 110.4 96,786 50.9 64.1
stock
PERFORMANCE RATIOS
Fiscal Year Ending Feb. 28 2006 2005 2003 2002
(%) (%) (%) (%)
Asset quality
Gross loans and advance Nm 172,662 73,828 35,533 21
classified loan (Nm) 9,738 7,912 4,944 5
% of classified loans 5.6 10.7 13.9 24.0
loan loss res./classified 96.5 52.3 52.6 75.5
loans
classified loans/equity stock 17.9 22.8 48.9 60.7
Capital Adequacy
Equity /Total assets 14.8 17.0 10.4 13.5
Equity/Loan and advances 33.8 50.7 31.5 50.0
Permanent Assets/Equity 20.9 16.0 44.2 46.8
Liquidity Ratios
Loans & Advances/Toal 43.7 33.6 33.1 27.0
Assets
Cash & Bank Bal./Total 34.1 47.1 48.2 24.4
Liab.
Loans & Advances/Total 64.0 50.9 48.3 36.2
Deposits
Profitability Ratios
Pretax profit margin 25.0 25.1 20.5 17.9
return on total asset 2.1 3.0 3.5 3.1
return on equity 13.9 17.7 33.0 21.9
net interest margin 67.6 58.6 50.7 53.5
interest income / loans & 11.7 21.9 26.1 61.4
advance
interest paid/total deposits 3.3 6.2 9.9 10.3
operating expenses/total 53.8 43.8 42.5 42.0
revenue
NonInteresting 37.2 37.9 37.3 28.9
Income/Total Rev
PreTax Prof. Per Employee 3.03 6.25 3.9 1.24
(Nm)
Staff Cost Per Employee (Nm) 2.59 3.21 2.5 1.10
Staff Costs/Gross Revenue 21.5 12.9 12.9 15.8
Intercontinental Bank Plc braced the challenges of its recapitalisation and
subsequent acquisition of three other banks to sustain its upwardly growth
trend. The successor bank risk management and profitability and sustain the
unbroken record of returns to shareholders, three key challenges that
bedeviled the postconsolidation banking industry. Audited results of the post
consolidation Intercontinental Bank Plc for the year ended February 28, 2006
showed appreciable growths on the topline and the bottomline while
reducing risks associated with its expanding core banking operations.
Capital Adequacy
Following the new issues and consolidations during the period, group's
paid up capital tripled to N5.36billion in 2006 as against N1.790billion in
2005. Outstanding paid up shares had risen from 3.59bilion shares by 2005
yearend to 10.72billion share in 2006, largely due to public offer and new
share issued to acquired bank shareholders' fund followed with an increase of
57percent to N54.47billion in 2006 as against N34.68billion in 2005. Group
balance sheet size expanded by 81percent to N369.23billion compared with
N203.65bilion in 2005 while deposit base rose by 88percent from
N134.38billion to N252.28billion in 2006. as total asset growth rate outpaced
equity funds, the proportion of equity to assets dropped from 17percent in
2005 to 15percent. Branch expansion drive also saw the proportion of equity
funds tied down as fixed assets to 21percents in 2006 compared with
16percent in 2005. With an increase of 136percent in loans and advances,
equity finance in risk assets dropped from 51percent in 2005 to 34percent in
2006.
Asset Quality
Intercontinental Bank sustained its good asset quality profile during the
year as proportion of bad loans to overall loan portfolio dropped to a low in
spite of strong growth in loan assets. Gross loans and advances jumped by
134percent to N172.7billion in 2006 as against N73.8billion in 2005 while
classified loan lagged behind with 23percent growth from N7.9billion in 2005
to N9.74billion in 2006. The proportion of classified loans to total loans has
continuously dropped from 13.9percent in 2003 to 10.7percent in 2005 and
closed 2005 at a low of 5.6percent. this, with growth in capital based, reduced
the threat of nonperforming loans to shareholders' fund from 49percent in
2003 to 23percent in 2005 and lower at 18percent in 2006.
Profitability
Group gross earning rose by 26percent to N41.04billion in 2006 compared
with N32.49billion in 2005. this followed appreciable growths in core banking
operations and other operations. Interest income had grown by 28percent
from N20.18billion in 2005 to N25.77billion in 2006 while noninterest
earnings rose by 24perecnt from N12.31billion to N15.27billion. Consolidation
costs kept operating expenses on the high side with an increase of 58percent
in 2005 to N14.24bilion. the bank was however able to moderate operating
costs by sourcing cheaper funds as interest expense dropped from
N8.35billion in 2006. this nudged the bottomline as pretax profit rose by
26percent from N8.15billion in 2005 to N10.26billion. net profit grew by
24percent to N7.6billion in 2006 as against N6.12billion in 2005.
Key profitability ratios supported the growth outlook as net interest margin
sustained its build up to close 2006 at 67.6percent compared with
58.6percent and 50.7percent in 2005 and 2003 respectively. Pretax profit
margin also defended its momentum in spite of high operating expenses at
25percent, the same rate in 2005, 4.5percentage points above 20.5percent
recorded in 2003. average cost of funds halved to 3.3percent in 2006 as
against 6.2percent in 2006, although average lending rate followed the trend
at 16percent in 2006 compared with 29.5percent and 26percent in 2005 and
2003 respectively.
Liquidity
The liquidity position of the bank remained within acceptable range,
although slightly lower as cash retention failed to meet with rapid expansion
in liabilities. Cash and bank balances as a proportion of total liabilities
dropped to 34percent in 2006 as against 47percent in 2005. Risk assets
however constituted 44perent of total assets in 2006 as against 34percent and
33percent in 2005 and 2003 respectively. Loans and advances/total deposits
ratio rose from 51percent in 2005 to 64percent in 2006
The performance of the bank is commendable and set good outlook for the
new bank. Synergies from the business combination are expected to really
impact on performance in the ongoing year, a situation that should see the
bank with better performance this year.
4.4 Testing of Hypotheses
H0: Strategic marketing does not have impact on bank’s performance.
Hi:Strategic marketing have impact on bank’s performance.
The hypothesis was test using the responses obtained from the
respondents student “T” teste formula of hypothesis was used a 95%
confidential interval. Out of 220 administered questionnnaires; 200 was
received and found useful for the study. Therefore, the sample size used waas
200.
The null hypothesis (H0) was subjected to test. Alternative hypothesis
(H1) is accepted when H0 is rejected.
T = P – U P = 190
U(1 – U) 200 0.95
N – 1 U = 0.05
= 0.95 – 0.05
200 1
= 0.90
0.05(0.95)
200 – 1
= 0.90
0.0475
199 = 3370.5
T = 3770.5
Since the calculated ‘T” is greater than the tabulated T i.e. 1.96, then,
we reject H0 and accept H1 that strategic marketing have impact on bank’s
perfformance.
CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATIONS
5.1 Summary
The main focus of this study has been to examine the strategic marketing
of banking services by pointing out reason. Why the marketing strategy
should adopt its services. The main aim for the choice of this project topic as
enunciated above is a sincere desire to have in debts insight into what type of
marketing strategy adopt in banking sector.
The summary of findings are as follows:
That strategic marketing has impact on bank’s performance as reveal
from result of “T” – test of 3770.5
That strategic marketing existence in th bank paves way for open door
policy foster friendship and good interpersonal relationship and sense of
bleonging.
That strategic marketing at Intercontinental Bank Plc leads to
managerial efficiency.
That majority of the work foce has a thorough understanding of strategic
marketing which in variably leads to credible perforamnce in terms of
growth in profit, gross earning, dividends, social responsibility (donation)
and taxes to the government.
That aggressive strategic marketing enables the bank to accomplishing
their set out objectives.
5.2 Conclusion
The objective of effective bank marketing can be summarised up as a new
way of responding to new demand in the present day diverse market. And to
contend with these diversities, bank manager must be dynamic and scientific
by drastically after how they design, motivate, market and sell their services
to the various type of their customers.
Marketing in this stage of diversity means, more options for bank mangers
in term of services and choices. For instance, less perceived differentiation
among similar product intensified competition with promotional efforts
sounding more and more like approaching “masquerades” in the market
place, newly minted meaning forward, and phrases as bank marketers try to
invest differentiation, disposal information as to customer try to cope with
information deluge from points to television, computer terminal, telephone
etc.
Customisation by users of flexible inche service offerings every bit as
economic as the total services available changing leverage criteria as
economic of scale give way to economic of knowledge –knowledge of customers
business, of current and likely future technology trends and of competitive
environment that allows the rapid development of new services changing
company structure as large banks continue to downsize to compete with
smaller inches players like Wema bank Plc that nibbles at their markets.
Finally, smaller banks needs fewer chances, for gigantism banks, bank like
UBA wins in mass market, but more opportunities for healthy profit in
smaller market for smaller banks and that is why the rate at which smaller
banks in the country are making profit faster than the larger banks year in
year out.
5.3 Recommendations
After a consideration of bank marketing from the corporate planner view
points and also establishing the necessity for such an approach, the following
are crucial points to observe in effecting a sound effective strategies marketing
in banking services.
Banks need to make their corporate planning division effectively function,
so as better still, equip them by exposing the current staff of the division to
the principles and practise of strategic marketing. Such training could be
provided by local experts (private consultant, academician from university
etc.) who will organise workshops of about week duration for such staff.
Banks marketing plan should include proper identification of what really,
motivates the customers. And the attribute that future conspicuously
includes banks reputation, location availability of credit friendness, service
changes, full service offering, special services, and pearking space.
There should be proper organisational; marketing structure in the bank
that will cater property for planning, direction and controlling of marketing
activities in the bank.
A look at the trend of increase in financial institutions and competition
from the finance houses on the services rendered by commercial banks:
Wema bank should make conscious and vigorous marketing research. For
objective of their search, certain questions were asked such as who are the
customers? What does the market buy? Why does the customer buy and how
does the market buy? If these question are given answer to and proper
research are carried out and analysed, this would give an insight on how to
facilitate design services, relationship and bank recommendations.
Different forms of sales promotion and publicity should be carried out in
the rural area in order to enhance the effectiveness and efficiency of their
rural branches. These will attract more customers and improve the banking
habit of the rural populace, since the majority of them engage in farming
some agricultural enlightment programme should be sponsored on how to
improved their method on farming thus increasing their lowest and
subsequent income. Based on the directive of the C.B.N that certain
percentage of loadable fund of the bank should go agriculture most especially
to the rural area. The profitability and rural area. The profitability and invest
must be ensured not only in term of repayment and interest but mobilisation
of the surplus from the rural dwellers to the bank for investment.
It should be noted that bank marketing is not limited only to the marketing
manger. All the bank staff, from the board directors to the counter clerk and
cleaners has the responsibility for selling the bank staff.
Finally, bank should meaningfully, design and implement a balance
marketing mix, which should be in perfect harmony to promote effective
banking habit in the country. And more so, it dealt to develop the marketing
strategy within a strategic management framework.
BIBLIOGRAPHY
Intercontinental Bank Plc Annual Report and Statement of Accounts (2006)
Meidan A. Banking Marketing Management London: Macmillan
Nwankwo G.O (1985), The Nigeria Financial System, London: Macmillan
Oliver .G (1990) Marketing Today, India, Prentice Hall.
Reckie W.G Marketing in Banking, the Banks Magazine.
Kotler .P. (1984) Marketing Management, Analysis Planning and Control India:
Prentice Hall
Melver C. Naylor G.T. (1986) Marketing of Financial Services International of
Banker
Hume D. (1980) Competition and Marketing Business Week.
Herberb et al (1987): Managment Policies for Commercial Bank
Oyi. O(1987) Regional Banking and Economic Development in Nigeria
Cannot D. (1986) Bank Strategic Management and Marketing: USA: John
Wiley and Sum.
QUESTIONNAIRE
Faculty of Business and Social
Sciences,
Department of Business
Administration,
University of Ilorin,
PMB 1515,
Ilorin, Kwara State
Dear Sir/ Madam,
QUESTIONNAIRE OF RESEARCH ON STRATEGIC MARKETING OF
BANKING SERVICE IN NIGERIA
I am Adedeji Joseph Adeyemi a student of the above named institution
writing on the project entitled: The Impact of Strategic Marketing on
Nigerian Banking Industry A Case Study of Intercontinental Bank Plc
(2002 – 2006). The research work is in partial fulfilment of the requirements
for the award of Postgraduate Diploma in Strategic Marketing. Be assured that
the information supplied shall be treated with utmost confidentiality and shall
be used for the purpose of this research alone.
Thanks for your cooperation.
Yours Faithfully,
ADEDEJI JOSEPH ADEYEMI
SECTION A
Introduction: Please tick appropriate answer among alternatives provided.
Please answer the following questions by ticking (X) in the appropriate box.
1. SEX: MALE ( ) FEMALE ( )
2. AGE: BELOW 25 YEARS ( ) 25 35 YEARS ( )
3545 YEARS ( ) 4555 YEARS ( ) ABOVE 55 YEARS ()
3. EDUCATIONAL QUALIFICATIONS: WASC/GCE( ) ND/HSC/NCE( )
B.SC/HND ( ) M.SC, M.A Ph. D ( ) Professional ACA, ACIB, CIS,
MBA, MPA, MBF ( )
4. LEVEL OF OCCUPATIONS: MANAGEMENT STAFF ( )
INTERMEDIATE STAFF ( ) JUNIOR STAFF ( )
5. LENGTH OF SERVICE: BELOW 5 YEARS ( ) 510 YEARS ( )1115
YEARS ( ) 15 YEARS & ABOVE ( )
SECTION B
Please read the following questions carefully and rate them according to
how they apply to you. Tick (X) in the space below.
6. Are you satisfied with strategic marketing process of the bank? Yes( ) No(
)
7. Does strategic marketing helps in achieve management functions
(planning, organizing, staffing, directing, controlling and coordination)?
Strongly agree () Agree ( ) Indifferent ( ) Disagree ( ) Strongly
disagree ( )
8. Does the strategic marketing that exists in bank enable you to take part
in decision making process? Strongly agree( ) Agree( )Indifferent ( )
Disagree () Strongly disagree ( )
9. Does effective strategic marketing that exist in the bank leads to
managerial efficiency? Strongly agree ( ) Agree ( ) Indifferent ( )
Disagree( ) Strongly disagree ( )
10. Does strategic marketing helps in solving work problems? Strongly agree
() Agree ( ) Indifferent ( )Disagree ( ) Strongly disagree ( )
11. Does strategic marketing helps in creating mutual understanding and
rapport between members of staff, management and customers? Strongly
agree ( ) Agree ( ) Indifferent ( ) Disagree ( ) Strongly disagree ( )
12. Do you understand the contents of strategic marketing?
Strongly agree ( )Agree( ) Indifferent( )Disagree( )Strongly
Disagree ( )
13. Do you have foreknowledge about the application of strategic marketing
in banking operations? Strongly agree( )Agree( )Indifferent( )Disagree
() Strongly Disagree ( )
14. Does strategic marketing lead to the achievement of bank’s objectives?
Strongly agree( )Agree ( )Indifferent( )Disagree( )Strongly disagree
( )
15. Do your superiors encourage feedback? Strongly agree( ) Agree( )
Indifferent
( ) Disagree( ) Strongly disagree( )
16. Does strategic marketing led to increase in the company’s profit?
Strongly agree
( )Agree( )Indifferent( )Disagree( ) Strongly disagree( )
17. Does strategic marketing has impact on bank’s performance? Yes (
) No ()
CHAPTER ONE
INTRODUCTION
1.1 Background of the Study
To survive in these time of rapidly changing business eliminate aggravated by
deregulation and technological break through innovation coupled with the very high
awareness of the customer and stiff competition among banks, the adoption of an
effective strategy marketing will come in handy and help in the marketing of its services
to attract patronage from the customers. Marketing is the business function used to
identify unfulfilled needs and wants and then defines and measure the magnitude at
which to save these markets and cell upon everyone in the organisation to think and serve
the customers. It basically includes getting good and services to the final customer
satisfactorily. Marketing in banking services is quite recently because it used to be ignore
and only seen with a little level of importance. Traditionally, marketing was seen or
regarded as not requiring adequate attention or planning and so was neglected. Due to
few numbers of banks, the competition or rivalry was not stiff and so, banks did not
utilise aggressive marketing. But all has changed because of the growing level of
competition brought about by deregulation and the level of technological innovation.
Banks are no acquiring skills for aggressive and dynamic marketing or even resorting to
employing or constructing external consultants. Strategic planning and marketing in these
banking services is now very indispensable in this era of competitive banking. The
banking services are rapidly changing worldwide and gone is the era of iron-chair
banking. The level of intensity of competition in this industry couple with the financial
sophistication of company has necessitated the development and adoption of the best marketing
strategic which should include all levels of employees in the organisation. If the bank must
meet all the various challenges now and in the twenty –one century, it must evolve a very
sound, effective and efficient marketing strategy with the customer as the major focus.
To appreciate bank marketing better it scope and definition should be considered.
According to Kotler (2005), marketing is a social and managerial process by which individuals
and group obtain what they need and want through creating and exchanging product and value
with other. Banking marketing can therefore be defined as the creation and delivery of services
to satisfy the customers need at a profit to the bank. From the above definition it is obvious that
the customer is and should be at the forefront in terms of the banks planning and corporate
thinking. The customer is the life of a business as an organisation can not be talking of profit
without considering the people’s patronage that yields that profit. If the marketer is focus is not
on the customer the application of the marketing technique could result in only temporary and
limited effect. The strategies or corporate planner, therefore has to take cognizance that the
survival of the business rests solely an or importance of marketing to the banking services
cannot be overestimated.
1.3 Statement of the Problem
Customers confidence and trust in banks has been eroded with the pervading problems
of distress in the Nigerian banking sector. The stiff competition among banks call for the need
to apply or embrace strategic marketing with a view to attract new customers and retain old
customers. Bank strategic marketing is indispensable to economic stability and the day-to-day
running of business organisations. A strategic approach is thus seen as crucial and essential to
the survival and growth of any organisation.
1.3 Aim and Objectives of the Study
The aim of this study is to examine the impact of strategic marketing in Nigerian
banking industry. The objectives of this study are as follows:
1. To explain what is meant by marketing and strategic marketing
2. To ascertain the extent to which Nigerian banks apply strategic marketing in their
operations.
3. To describe the processes of strategic marketing in banking operations.
4. To highlight the benefits of strategic marketing in banking operations.
5. To identify and explain the problems encountered by banks in the application of
strategic marketing.
6. To make recommendations as to how strategic marketing can continue to make
meaningful contributions to bank’s performance and the overall growth and
development of Nigerian economy.
1.4 Significance of the Study
This study is significant not only to corporate planner’s bank marketers, researcher and
students but also stimulate interest among policy makers.
i. It will promote and enhance corporate image, customer satisfaction and confidence in
banking industry.
ii. Promote organisational performance (productivity profitability and social
responsibility.
iii. It will serve as a reference to other researchers carrying out research on
communication role, problems and resolution of conflict in business development.
b. Research Questions
In order to carry out this study, the following questions are raised:
vi) What is marketing and strategic marketing?
vii) What are the processes of strategic marketing?
viii) What is bank marketing?
ix) What are the benefits of the application of strategic marketing to banking operations?
x) What are the problems of strategic marketing in banking operations?
1.6 Scope of the Study
The scope of this study is to examine the impact of strategic marketing on Nigerian
banking Industry using Intercontinental Bank Plc as a case study (2002 – 2006). The study also
covers
1.7 Limitations of the Study
The limitations of this study will include:
1. Fear of espionage: This informs the lukewarm attitude on the part of bank workers in
this era of re-capitalisation, distress, mergers and acquisitions and consolidation. The
fear of not divulging strategic information to competitors, as they do not know the true
picture or identity of the researcher so as not to play to the hands of an industrial spy.
2. Hectic nature of bank work makes it tedious sometime to even attend to personal matters
not to even talk of attending to researcher’s oral interview or getting a questionnaire
filled. Because of the nature of work of bank workers and the hectic life of Lagos, the
researcher’s have to pay several visits to the respondents of the bank in their various
branches.
3. Failure to return some of the questionnaires despite several calls.
4. Improper filling of some questionnaires, which invariably render their usage for the
study useless.
5. Finance and time are also another constraints to this study because of increased
transportation costs as a result of hike in fuel price.
6. Some respondents even complained of the need to get permission from their superior
before they can interact with any researcher as their organisation considers all
information as “top secret”.
Despite these limitations, through good human relations and friends sufficient data was
obtained in carrying out a meaningful research.
1.8 Study Plan
This project is divided into five chapters. Chapter one is the introduction, which is made
up of background, research problem, aim and objectives, significance, research questions,
scope, limitations and study plan. Chapter two is the literature review which consists
definitions of marketing and strategic marketing, importance of strategic marketing, processes
of strategic marketing, effect of strategic marketing on employees, bank’s top level managers,
decision makers and the economy, problems of strategic marketing.
Chapter three is research methodology, which comprised of historical background of
Intercontinental Bank Plc, research hypothesis, method of data collection, population and
sample size, sampling technique, and method of data analysis. Chapter four is data presentation
and analysis while chapter five is summary, conclusion and recommendations.
CHAPTER TWO
LITERATURE REVIEW
2.1 Definition of Marketing And Strategy Marketing
Marketing is the business function that identifies unfulfilled needs and wants, defines
and measures their magnitude product, services and programmes to serves these market and
customers. Marketing therefore means different things to different peoples, while many people
believe that marketing is entirely selling, other believe it includes advertising, another group
sees marketing as distribution while others believes marketing comprises of the activities going
on the market. However, each view might not be entirely wrong, it only connotes a wider and
deeper explanation than theories expressed. In fact, marketing encompasses more activities
than most people realise. Based on the view of many authors and distinct scholar on the field of
marketing different definition was given, but all the definition focus on the main core concept
which is the consumers. According to Pride and Ferrel (1993) defined marketing as the consists
of individual and organisational activities that facilitate and expedite satisfying exchange
relationship in dynamic environment through the creation distribution, promotion and pricing
of goods and services and ideas. Another definition of marketing by Mccarthy (1996) brought
in the objectives of marketing activities, that is, marketing is the performance of business
activities which direct the flow of good from the producer to the consumer or user in order to
satisfy customers and accomplish the company’s objective.
The concept of bank marketing has been defined by various bank marketers as that part
of management that seeks to direct the flow of banking services profitably to selected
customers. Banking marketing is an activities of relatively recent origin and this is not
surprising since marketing itself is, as oppose to sales concept, also relatively news, Nwanko
defined marketing as the set of activities that facilitates exchange transaction for the ultimate
purpose of satisfying human needs. From the definition above, a universal and widely
acclaimed definition has been built to serve the purpose of this study. This all embracing
definition was given by Deryk Weyer of Barclay’s bank, one of the first senior bankers in
England to recognise the importance of marketing. He defines bank marketing in his earnest
Eykes memorial lecture of (1969) as:
e) Identifying the most profitable market now and in the future
f) Assessing present and future needs of the customers
g) Setting business development goals and marketing plans to meet them
h) Managing the various services and promoting them to achieve the plans
In other words, marketing approach to banking services refers basically to four steps
e. Research to determine customer’s financial requirement
f. Design new services or innovate old ones according to the finding
g. Marketer services to the customers for whom they were researched and designed (this
include, pricing promotion, distribution at a profit)
h. In doing so, satisfy the customers financial needs.
Thus, all these decision must be evaluated continually if the total marketing programme
is to succeed.
Strategic Marketing can be defined as the introduction of strategy and its imperatives in
the application of marketing principles. Strategy is essential ingredient in attainment of
marketing objectives.
2.2 Marketing as Component of Bank Management its Functions and Objective.
Marketing is the one of the functions needed to be considered by the top management.
The bank majority function is one of the five subsets of management controllable variable in
the commercial banks. Bank management system is composed of fair major variables they are:
(1) Bank objectives (ii) Bank environment (non controllable variables (iii) The controllable
management variables and (iv) Bank organisation and control variables. The controllable
variables are decision which is under the jurisdiction of the management, that is, it is an
internal variable, while the reverse is the case when it becomes uncontrollable ands this is
external variable to bank, example, the environment however for the purpose of this study only
the controllable (within the management influence) facet of the management will be discussed:
Marketing objective from two perspectives i) fixed and (ii) flexible objectives, according
to Arthur maiden:
i) Fixed objectives or Long run include the following: profitability, increased marketing share,
minimise risk, increase range of services to stabilise revenue, developing bank image, spread
customer types to minimize risk and business frustration.
ii) Flexible or Short run objectives are:
increase /decreasing loans of certain types of customers
increase/ decreasing deposits of certain kinds of customers
return on investment
direct customers to certain types of services/ products
The needs to maintain good business and public relations has made the general banking
services objectives as profit sufficiently high to protect depositors and shareholders. The return
on investment require by the chief executive will influence the operational managements
targets as will planned growth and size. The latter is more competitive advantage than
economic lastly, he increased market share not only rings competitive advantages but also a
large selected customers of the total market.
The bank market function bases its attention on the following activities:
i) Branch management, location and distribution
ii) Customer’s behaviour, attitudes and segmentation
iii) Services product development and introduction
iv) Advertising , communication and publicity
v) Defining marketing strategy administering and controlling the marketing programme
and lastly.
vi) Marketing research that attempts to collect, investigate analysis and interpreting
market development
In each of the following six areas mentioned above so as to contribute maximally to the
attainment of bank objectives in the light of existent non controllable factors and in the respect
to the four other major functions of bank management enumerated previously. The above
summarises the marketing activities in a bank management system and how interrelated it is
together with other facet of management controllable to achieve the banks objective.
2.3 Bank Marketing Versus Good Marketing
What is bank? Over the years, it has been difficult task to find an acceptable definition
of bank. Thus the banking Act of 1969) defined banking as the business of receiving monies
from outside sources as deposit irrespective of the payment if interest and the granting of
money loans and acceptance of credits or purchase of bill and cheque or the purchase and sales
securities for the account of loans prior top their maturity or the assumption of guarantees and
other transactions as the commissioner may on the recommendation of the central bank, by
order published in the Federal Gazette designated as banking service.
The distinct or difference between bank marketing and good marketing start from the
views of point on the highlighted definition of bank or banker, the basic difference lies in two
sided nature of banking. A banker has to attract customers so as to sell deposits to the
customers and needs to attract on influence the behaviour of the customers to buy loans and
advance from them. But unlike other firms, the banks not only have to develop marketing
strategies to all its services, it also have to develop these with which to buy. In goods marketing
the producer have only to consider the need of customer to buy the product, by looking at the
main focus of banking marketing and good marketing strategies applicable to goods marketing
could be applied to the bank, with the little or slight modification in some cases whether
attracting deposit or granting a loan the bank is satisfying a need of the customers, just as the
producer of goods is satisfying the needs of his buyer, looking at the difference between bank
marketing and goods marketing, some questions can be raised to expatiate an bank marketing.
Does banking need to be sold? Do people not seek out a bank they require its services? These
are the questions raised by Reckes two decades ago. No casual observer of the Nigeria
economy will fail to conclude that Nigeria today is a seller’s market. Therefore aggressive
marketing is imperative to enable the bank attract customer to whom they can sell loans and
advances.
2.4 Marketing For Customer: Industrial and Consumer
Basically, there are five types of bank customers they are private, commercial, industrial
government and international customers. In satisfying the categories of customers through
marketing, tow methods can only by used. These are industrial and consumer marketing. That’s
any method of marketing depending on the degree of their operation.
2.4.1 Industrial Marketing
However, the objectives of a bank is to make profit, thus the main factor here is that the
bank seek to direct its flow of services profitabilities but better informed customers. The
element of personal selling as opposed to selling through advertising or other communication
media, based on small circle of the customers their is more opportunity and more need for an
understanding of the way in which customers use product /services of the contribution, it
makes to the profitability of his own business. Acquiring and satisfying a corporate customer
require ranges of skills which differ in degree if not in kind. From those employed in attracting
an satisfying personal customers. The skills range from the ability to assemble analyse and
interpret data from various source about a given market and the operation of a given company
within the market, tendency to organise and apply variety of specialist resources to satisfy the
customer’s requirement at an acceptable rate of return better evaluation of financial repair in
comparism of present with the past to project in the future.
PERFORMANCE RATIOS
Fiscal Year Ending Feb. 28 2006 (%) 2005 (%) 2003 (%) 2002 (%)
Asset quality
Gross loans and advance Nm 172,662 73,828 35,533 21
classified loan (Nm) 9,738 7,912 4,944 5
% of classified loans 5.6 10.7 13.9 24.0
loan loss res./classified loans 96.5 52.3 52.6 75.5
classified loans/equity stock 17.9 22.8 48.9 60.7
Capital Adequacy
Equity /Total assets 14.8 17.0 10.4 13.5
Equity/Loan and advances 33.8 50.7 31.5 50.0
Permanent Assets/Equity 20.9 16.0 44.2 46.8
Liquidity Ratios
Loans & Advances/Toal Assets 43.7 33.6 33.1 27.0
Cash & Bank Bal./Total Liab. 34.1 47.1 48.2 24.4
Loans & Advances/Total Deposits 64.0 50.9 48.3 36.2
Profitability Ratios
Pre-tax profit margin 25.0 25.1 20.5 17.9
return on total asset 2.1 3.0 3.5 3.1
return on equity 13.9 17.7 33.0 21.9
net interest margin 67.6 58.6 50.7 53.5
interest income / loans & advance 11.7 21.9 26.1 61.4
interest paid/total deposits 3.3 6.2 9.9 10.3
operating expenses/total revenue 53.8 43.8 42.5 42.0
Non-Interesting Income/Total Rev 37.2 37.9 37.3 28.9
Pre-Tax Prof. Per Employee (Nm) 3.03 6.25 3.9 1.24
Staff Cost Per Employee (Nm) 2.59 3.21 2.5 1.10
Staff Costs/Gross Revenue 21.5 12.9 12.9 15.8
Intercontinental Bank Plc braced the challenges of its recapitalisation and subsequent
acquisition of three other banks to sustain its upwardly growth trend. The successor bank risk
management and profitability and sustain the unbroken record of returns to shareholders, three
key challenges that bedeviled the post-consolidation banking industry. Audited results of the
post consolidation Intercontinental Bank Plc for the year ended February 28, 2006 showed
appreciable growths on the top-line and the bottom-line while reducing risks associated with its
expanding core banking operations.
Capital Adequacy
Following the new issues and consolidations during the period, group's paid up capital
tripled to N5.36billion in 2006 as against N1.790billion in 2005. Outstanding paid up shares
had risen from 3.59bilion shares by 2005 year-end to 10.72billion share in 2006, largely due to
public offer and new share issued to acquired bank shareholders' fund followed with an
increase of 57percent to N54.47billion in 2006 as against N34.68billion in 2005. Group balance
sheet size expanded by 81percent to N369.23billion compared with N203.65bilion in 2005
while deposit base rose by 88percent from N134.38billion to N252.28billion in 2006. as total
asset growth rate outpaced equity funds, the proportion of equity to assets dropped from
17percent in 2005 to 15percent. Branch expansion drive also saw the proportion of equity
funds tied down as fixed assets to 21percents in 2006 compared with 16percent in 2005. With
an increase of 136percent in loans and advances, equity finance in risk assets dropped from
51percent in 2005 to 34percent in 2006.
Asset Quality
Intercontinental Bank sustained its good asset quality profile during the year as proportion
of bad loans to overall loan portfolio dropped to a low in spite of strong growth in loan assets.
Gross loans and advances jumped by 134percent to N172.7billion in 2006 as against
N73.8billion in 2005 while classified loan lagged behind with 23percent growth from
N7.9billion in 2005 to N9.74billion in 2006. The proportion of classified loans to total loans
has continuously dropped from 13.9percent in 2003 to 10.7percent in 2005 and closed 2005 at a
low of 5.6percent. this, with growth in capital based, reduced the threat of non-performing
loans to shareholders' fund from 49percent in 2003 to 23percent in 2005 and lower at 18percent
in 2006.
Profitability
Group gross earning rose by 26percent to N41.04billion in 2006 compared with
N32.49billion in 2005. this followed appreciable growths in core banking operations and other
operations. Interest income had grown by 28percent from N20.18billion in 2005 to
N25.77billion in 2006 while non-interest earnings rose by 24perecnt from N12.31billion to
N15.27billion. Consolidation costs kept operating expenses on the high side with an increase of
58percent in 2005 to N14.24bilion. the bank was however able to moderate operating costs by
sourcing cheaper funds as interest expense dropped from N8.35billion in 2006. this nudged the
bottom-line as pre-tax profit rose by 26percent from N8.15billion in 2005 to N10.26billion. net
profit grew by 24percent to N7.6billion in 2006 as against N6.12billion in 2005.
Key profitability ratios supported the growth outlook as net interest margin sustained its
build up to close 2006 at 67.6percent compared with 58.6percent and 50.7percent in 2005 and
2003 respectively. Pre-tax profit margin also defended its momentum in spite of high operating
expenses at 25percent, the same rate in 2005, 4.5percentage points above 20.5percent recorded
in 2003. average cost of funds halved to 3.3percent in 2006 as against 6.2percent in 2006,
although average lending rate followed the trend at 16percent in 2006 compared with
29.5percent and 26percent in 2005 and 2003 respectively.
Liquidity
The liquidity position of the bank remained within acceptable range, although slightly lower
as cash retention failed to meet with rapid expansion in liabilities. Cash and bank balances as a
proportion of total liabilities dropped to 34percent in 2006 as against 47percent in 2005. Risk
assets however constituted 44perent of total assets in 2006 as against 34percent and 33percent
in 2005 and 2003 respectively. Loans and advances/total deposits ratio rose from 51percent in
2005 to 64percent in 2006
The performance of the bank is commendable and set good outlook for the new bank.
Synergies from the business combination are expected to really impact on performance in the
on-going year, a situation that should see the bank with better performance this year.
4.4 Testing of Hypotheses
H0:Strategic marketing does not have impact on bank’s performance.
Hi: Strategic marketing have impact on bank’s performance.
The hypothesis was test using the responses obtained from the respondents student “T” teste
formula of hypothesis was used a 95% confidential interval. Out of 220 administered
questionnnaires; 200 was received and found useful for the study. Therefore, the sample size
used waas 200.
The null hypothesis (H0) was subjected to test. Alternative hypothesis (H1) is accepted
when H0 is rejected.
T= P–U P= 190
U(1 – U) 200 0.95
N–1 U= 0.05
= 0.95 – 0.05
200 - 1
= 0.90
0.05(0.95)
200 – 1
= 0.90
0.0475
199 = 3370.5
T = 3770.5
Since the calculated ‘T” is greater than the tabulated T i.e. 1.96, then, we reject H 0 and
accept H1 that strategic marketing have impact on bank’s perfformance.
CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATIONS
5.1 Summary
The main focus of this study has been to examine the strategic marketing of banking
services by pointing out reason. Why the marketing strategy should adopt its services. The
main aim for the choice of this project topic as enunciated above is a sincere desire to have in
debts insight into what type of marketing strategy adopt in banking sector.
The summary of findings are as follows:
- That strategic marketing has impact on bank’s performance as reveal from result of “T”
– test of 3770.5
- That strategic marketing existence in th bank paves way for open door policy foster
friendship and good interpersonal relationship and sense of bleonging.
- That strategic marketing at Intercontinental Bank Plc leads to managerial efficiency.
- That majority of the work foce has a thorough understanding of strategic marketing
which in variably leads to credible perforamnce in terms of growth in profit, gross earning,
dividends, social responsibility (donation) and taxes to the government.
- That aggressive strategic marketing enables the bank to accomplishing their set out
objectives.
5.2 Conclusion
The objective of effective bank marketing can be summarised up as a new way of
responding to new demand in the present day diverse market. And to contend with these
diversities, bank manager must be dynamic and scientific by drastically after how they design,
motivate, market and sell their services to the various type of their customers.
Marketing in this stage of diversity means, more options for bank mangers in term of
services and choices. For instance, less perceived differentiation among similar product
intensified competition with promotional efforts sounding more and more like approaching
“masquerades” in the market place, newly minted meaning forward, and phrases as bank
marketers try to invest differentiation, disposal information as to customer try to cope with
information deluge from points to television, computer terminal, telephone etc.
Customisation by users of flexible inche service offerings every bit as economic as the total
services available changing leverage criteria as economic of scale give way to economic of
knowledge –knowledge of customers business, of current and likely future technology trends
and of competitive environment that allows the rapid development of new services changing
company structure as large banks continue to downsize to compete with smaller inches players
like Wema bank Plc that nibbles at their markets. Finally, smaller banks needs fewer chances,
for gigantism banks, bank like UBA wins in mass market, but more opportunities for healthy
profit in smaller market for smaller banks and that is why the rate at which smaller banks in the
country are making profit faster than the larger banks year in year out.
5.3 Recommendations
After a consideration of bank marketing from the corporate planner view points and also
establishing the necessity for such an approach, the following are crucial points to observe in
effecting a sound effective strategies marketing in banking services.
Banks need to make their corporate planning division effectively function, so as better still,
equip them by exposing the current staff of the division to the principles and practise of
strategic marketing. Such training could be provided by local experts (private consultant,
academician from university etc.) who will organise workshops of about week duration for
such staff.
Banks marketing plan should include proper identification of what really, motivates the
customers. And the attribute that future conspicuously includes banks reputation, location
availability of credit friendness, service changes, full service offering, special services, and
pearking space.
There should be proper organisational; marketing structure in the bank that will cater
property for planning, direction and controlling of marketing activities in the bank.
A look at the trend of increase in financial institutions and competition from the finance
houses on the services rendered by commercial banks: Wema bank should make conscious and
vigorous marketing research. For objective of their search, certain questions were asked such as
who are the customers? What does the market buy? Why does the customer buy and how does
the market buy? If these question are given answer to and proper research are carried out and
analysed, this would give an insight on how to facilitate design services, relationship and bank
recommendations.
Different forms of sales promotion and publicity should be carried out in the rural area in
order to enhance the effectiveness and efficiency of their rural branches. These will attract
more customers and improve the banking habit of the rural populace, since the majority of
them engage in farming some agricultural enlightment programme should be sponsored on
how to improved their method on farming thus increasing their lowest and subsequent income.
Based on the directive of the C.B.N that certain percentage of loadable fund of the bank should
go agriculture most especially to the rural area. The profitability and rural area. The
profitability and invest must be ensured not only in term of repayment and interest but
mobilisation of the surplus from the rural dwellers to the bank for investment.
It should be noted that bank marketing is not limited only to the marketing manger. All the
bank staff, from the board directors to the counter clerk and cleaners has the responsibility for
selling the bank staff.
Finally, bank should meaningfully, design and implement a balance marketing mix, which
should be in perfect harmony to promote effective banking habit in the country. And more so, it
dealt to develop the marketing strategy within a strategic management framework.
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