... areas likely have different corporate cultures, which may well mean that thinking about relationship marketing would vary. Seal (1998), for example, suggests this in citing other work showing that Japanese and Western non‐bank firms may implement relationships differently. In Chinese cultures...

... relationship Corporate culture Banking Relationship marketing France Business‐to‐business relationships are valuable resources which, although they do not appear on the balance sheet, can provide the service firm with long‐term returns on investment (Håkansson and Snehota, 1995). The relationship...

... with a proactive approach to relationship‐based selling (Leach, 1995). © MCB UP Limited 1998 Banking Corporate culture Employee involvement Sales training Service quality Services marketing A flurry of recent articles in banking and financial services publications, many of them case...

... MCB UP Limited 1998 Banking Commitment Corporate culture Employee relations Internal marketing Services marketing In general, the marketing of physical products has focused on external customers. Often the implementation of marketing has been achieved by adopting a form...

..., 1989) . Competitive advantage Corporate culture Employee relations Financial services Internal marketing Marketing strategy © MCB UP Limited 1998 1. 1To characterise internal marketing activity currently undertaken within the institutions studied. 2. 2To identify...

... the corporate culture of the service team may explain the differences. Examines the nature of the relationship between corporate culture and service delivery, based on a programme of empirical research undertaken with 268 staff in 48 branches of a major UK bank. Finds that distinct subcultures exist within...

...” advertising to segment customer bases, but these may be widely regarded as only cosmetic changes. Recommends the need to create a corporate culture based on satisfying or exceeding customer expectations. A centralized structure may still operate as a transmission‐and transaction‐processing “factory...

... on the customer orientation of employees. In addition,tellers were found to be less satisfied and motivated than other customer contact personnel. Managerial implications based on these findings are also discussed. Financial services Corporate culture Customer orientation Banking Marketing USA CUSTOMER...

..., and the development,implementation and evaluation of customer care/service programmes, as well as associated staff and management training activities. © MCB UP Limited 1989 Corporate culture Customers Financial institutions Quality control Training Customer care Financial services CUSTOMER CARE...