The Bank Manager: Marketer, Salesman or Administrator?

Discusses the changing role of the branch bank manager in relation to the bank services marketing, and describes results of research carried out into the bank manager's role, and its re‐evaluation. Says that there is a need for a more positive approach to the challenges of marketing at the branch level. Recognises that personal communications between managers and customers is of major importance. Posits that the bank manger has basically a similar role to a salesman (one‐to‐one situations) although still some way apart. Maintains that in order to accomplish all the tasks discussed there are three basic requirements to be fulfilled: time, ability, and motivation. Attempts to establish a view of the role of the bank manager in personal communication processes. Concludes that the manager must possess the resources in order to perform effectively in the marketing role, although, sometimes, financial ability is lacking and the absence of total motivation towards marketing has already been discussed.