Conclusions and Recommendations

Anna Omarini ()

Chapter 7 in Retail Banking, 2015, pp 214-226 from Palgrave Macmillan

Abstract: Abstract History tells us that, at the beginning, retail banking was predominantly supply led and was able to set its own course, but that at a certain point it became customer driven with varying degrees of customer-orientation. In the past 15 years or so, retail banking essentially lost its way, developing a range of miscellaneous strategies with various objectives, tools, and channels to pursue in an attempt to cope with it all. As a consequence, the industry as a whole lost its grip on any strategy that might meet the real needs of retail bank customers. At the same time, among the many issues it faces, the industry also pursued its conviction that it needed to become multinational and, for some, even global.

Keywords: Credit Union; Competitive Strategy; Bank Management; Retail Bank; Bank Organization (search for similar items in EconPapers)
Date: 2015
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Persistent link: https://EconPapers.repec.org/RePEc:pal:pmschp:978-1-137-39255-8_7

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DOI: 10.1057/9781137392558_7

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