Managerial issues are becoming critical in the US banking industry. Thecapability of those in leadership positions is continually identified asthe most important single factor…
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Managerial issues are becoming critical in the US banking industry. The capability of those in leadership positions is continually identified as the most important single factor that will separate high‐ and low‐performing banks. Discusses the impact of increased competitive intensity on the skill set and skill mix of bank managers and recommends ten skills to reframe the mind of the banker.
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Since the first Volume of this Bibliography there has been an explosion of literature in all the main areas of business. The researcher and librarian have to be able to uncover…
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Since the first Volume of this Bibliography there has been an explosion of literature in all the main areas of business. The researcher and librarian have to be able to uncover specific articles devoted to certain topics. This Bibliography is designed to help. Volume III, in addition to the annotated list of articles as the two previous volumes, contains further features to help the reader. Each entry within has been indexed according to the Fifth Edition of the SCIMP/SCAMP Thesaurus and thus provides a full subject index to facilitate rapid information retrieval. Each article has its own unique number and this is used in both the subject and author index. The first Volume of the Bibliography covered seven journals published by MCB University Press. This Volume now indexes 25 journals, indicating the greater depth, coverage and expansion of the subject areas concerned.
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E. Laird Landon and James H. Donnelly
The authors examine marketing's traditional relationship to banking in the US banks and discuss why this role will change in the future. In particular, they outline a new role for…
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The authors examine marketing's traditional relationship to banking in the US banks and discuss why this role will change in the future. In particular, they outline a new role for marketing in banking and identify five changes which they believe will occur in relation to the marketing function, organisation structures, selling skills, pricing analysis and channels of distribution.
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Isolates the importance of economic level and cultural level and cultural perceptions in influencing agency selection overseas by major US companies. Recounts that many study…
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Isolates the importance of economic level and cultural level and cultural perceptions in influencing agency selection overseas by major US companies. Recounts that many study findings, relating particularly to the use of local or US‐based advertising agencies, are examined. Particular concern is to whether or not such factors as the advertiser's attitudes towards cultural factor importance and market area economic development, are considerations in the placing of preparing and placing non‐domestic advertising. Looks at the role of culture and statements to prove advantages and disadvantages in these. Concludes that if a firm uses either US‐based agencies for overseas representation or foreign‐based agencies, its management is displaying some concern for the cultural and other differences forced between markets.
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Michael R. Bowers, Charles L. Martin and Alan Luker
Offers a fresh outlook for managing the delicate interactionbetween the customer and the contact employee in the serviceenvironment. Emphasizes that the quality of the…
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Offers a fresh outlook for managing the delicate interaction between the customer and the contact employee in the service environment. Emphasizes that the quality of the customer‐employee interfacehas a great effect on customers′ perceptions of the quality and value of the service, as well as on their satisfaction. Suggests a model of how companies can improve this interface by treating employees ascustomers and customers as employees, thus developing lower cost and higher quality services and also higher levels of satisfaction on the part of both customers and employees. Recommends various steps for management to take.
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James C. Baker and John K. Ryans
Much attention has been focused recently on the increased overseas business of United States corporations, the growth of the multinational firm and similar international…
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Much attention has been focused recently on the increased overseas business of United States corporations, the growth of the multinational firm and similar international developments. Understandably, this has attracted marketers' interest in management policies and practices relating to overseas advertising, distribution channels, and product planning.
Eberhard E. Scheuing and Eugene M. Johnson
Comments that few service firms are sufficiently prepared to meetthe challenge of service innovation. Reviews existing models of newservice development. Proposes a systematic…
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Comments that few service firms are sufficiently prepared to meet the challenge of service innovation. Reviews existing models of new service development. Proposes a systematic model based not on the small amount of new service development literature but on theories of new product management, which reflects the conditions unique to service industries. Concludes with ten propositions for service management.
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L.W. Turley and Douglas L. Fugate
Notes how service encounters have tended to be viewed as aninteraction between service providers and service customers. Examinessituations where the main encounter is the…
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Notes how service encounters have tended to be viewed as an interaction between service providers and service customers. Examines situations where the main encounter is the interaction between the facility and the customer. Considers different perspectives for planning service facilities – operational, locational, atmospheric/image, consumer use, contact personnel. Argues that congruent facilities are those that can succeed in integrating these competing perspectives.
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Patriya Tansuhaj, Donna Randall and Jim McCullough
In services marketing, the employee plays a central role in attracting, building and maintaining relationships with customers. The recognition of the central role of employees in…
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In services marketing, the employee plays a central role in attracting, building and maintaining relationships with customers. The recognition of the central role of employees in service marketing has given rise to “internal marketing” programs strongly oriented to employee development. This paper explores the linkage between internal marketing activities (directed at employee recruitment, training, motivation, communication, and retention) and the more traditional external marketing activities (e.g., pricing, advertising, and personal selling). An examination of the relationship between the key elements of the services marketing management model (internal and external marketing, employee attitudes and behavior, and customer attitudes and behavior) demonstrates how service managers can enhance customer loyalty, satisfaction and perception of quality.
Troy A. Festervand, Stephen J. Grove and R. Eric Reidenbach
In recent years the importance of market‐related information obtained by the sales force and used in marketing decision making has been recognized, but seldom studied. Where…
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In recent years the importance of market‐related information obtained by the sales force and used in marketing decision making has been recognized, but seldom studied. Where investigations have explored the sales force intelligence‐gathering function, researchers have focused on selected aspects of this activity and generally ignored the overall system in which information collection and transfer take place. This article attempts to satisfy the need for such a system by presenting a model of the sales force intelligence‐gathering function.