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

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

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

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Publisher
Emerald Publishing
Copyright
Copyright © 1997 MCB UP Ltd. All rights reserved.
ISSN
0265-2323
DOI
10.1108/02652329710166019
Publisher site
See Article on Publisher Site

Abstract

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

Journal

International Journal of Bank Marketing – Emerald Publishing

Published: Jun 1, 1997

Keywords: Autonomy; Banking; Canada; Marketing; Spain; Strategic choice

References

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