THE STRATEGIC POSITIONING OF SADERAT BANK BRAND FROM THE VIEWPOINT OF LEGAL CUSTOMERS – MANUFACTURING UNITS OF SOUTHERN KHORASAN PROVINCE

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MAHMOUDI L.; DAVOODI S.A.R.; SADEGHI T.; KAFASHPOOR A.; YOUSEFZADEH F.

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Journal: JOURNAL OF MARKETING MANAGEMENT Year:2013 | Volume:8 | Issue:19 Page(s): 67-91

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Title

THE STRATEGIC POSITIONING OF SADERAT BANK BRAND FROM THE VIEWPOINT OF LEGAL CUSTOMERS – MANUFACTURING UNITS OF SOUTHERN KHORASAN PROVINCE

Author(s)

Keywords

POSITIONINGQ2

DETERMINING FEATURESQ2

PERCEPTUAL MAPQ2

FOCUS GROUPQ1

ANALYTIC HIERARCHY PROCESSQ2

THE PROCESS OF PROVIDING LOANS THE PRODUCTION UNIT AND ISSUING LETTERS OF GUARANTEE AND LCQ2

LOANS FOR PRODUCTION UNITSQ2

ISSUING BANK LETTERS OF GUARANTEE AND LCQ2

CONSULTATION AND NEGOTIATIONQ2

COMMUNICATION AMONG HIGH-RANKING MANAGERSQ2

Abstract

This study aims to study the position of Saderat Bank Brand, Sepah, Mellat, Melli, Parsian, Eghtesad Novin, and Tejarat banks in attracting legal customers - manufacturing units. The study used a mixed/combined methodology. The POSITIONING process and the PERCEPTUAL MAP technique were applied. The population included senior managers and financial executives of manufacturing units in Sothern Khorasan Province, for which the data was gathered through surveying their opinions due to their limited number (fewer than 40). The FOCUS GROUP technique and the questionnaires were used at two times to collect the data. Analyses were done by ANALYTIC HIERARCHY PROCESS technique and non-parametrical statistics, clomograph and Kruskal-Wallis, and Mann-Whitney tests.The results indicate that Saderat Bank and Mellat Bank have the best position in terms of processes for the provision of manufacturing units with finance, the ease of processes for providing letter of guarantee and LC, and the provision of letter of guarantee and LC. Besides, Saderat Bank enjoyed the second rank - after Mellat Bank - on the minds of customers in this section of the market with regard to the negotiation and consultation services, and interaction between bank's managers and the senior managers of manufacturing units.

Cites

EVALUATING IMPROVEMENT IN BANK SERVICES MANAGEMENT BY CUSTOMER KNOWLEDGE MANAGEMENT AND MOBILE BANKING (CASE STUDY: MELLAT BANK)

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APA: Copy

MAHMOUDI, L., DAVOODI, S.A.R., SADEGHI, T., KAFASHPOOR, A., & YOUSEFZADEH, F.. (2013). THE STRATEGIC POSITIONING OF SADERAT BANK BRAND FROM THE VIEWPOINT OF LEGAL CUSTOMERS – MANUFACTURING UNITS OF SOUTHERN KHORASAN PROVINCE. JOURNAL OF MARKETING MANAGEMENT, 8(19), 67-91. SID. https://sid.ir/paper/218904/en

Vancouver: Copy

MAHMOUDI L., DAVOODI S.A.R., SADEGHI T., KAFASHPOOR A., YOUSEFZADEH F.. THE STRATEGIC POSITIONING OF SADERAT BANK BRAND FROM THE VIEWPOINT OF LEGAL CUSTOMERS – MANUFACTURING UNITS OF SOUTHERN KHORASAN PROVINCE. JOURNAL OF MARKETING MANAGEMENT[Internet]. 2013;8(19):67-91. Available from: https://sid.ir/paper/218904/en

IEEE: Copy

L. MAHMOUDI, S.A.R. DAVOODI, T. SADEGHI, A. KAFASHPOOR, and F. YOUSEFZADEH, “THE STRATEGIC POSITIONING OF SADERAT BANK BRAND FROM THE VIEWPOINT OF LEGAL CUSTOMERS – MANUFACTURING UNITS OF SOUTHERN KHORASAN PROVINCE,” JOURNAL OF MARKETING MANAGEMENT, vol. 8, no. 19, pp. 67–91, 2013, [Online]. Available: https://sid.ir/paper/218904/en

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