As the roles and functions of financial services continue to grow in most countries, pressures are building up for more efficient distribution systems. Historically, financial services have essentially been retail outlets. Although in the last twenty years or so the roles of the branches have changed, financial services customers still regard convenience of delivery as being decisive when choosing a financial organisation. Moreover, location decisions involve longterm commitment of resources and as such have implications on the long-term profitability of the bank, building society or insurance company.
Unable to display preview. Download preview PDF.
- 1.P. Carroll, ‘Rationalising branch location’, Journal of Retail Banking, vol. 14, no. 2 (1992), pp. 15–19.Google Scholar
- 4.A. Meidan (ed.), Marketing of Financial Services, Long Distance Course Manual, Unit 10, University of Strathclyde (1989), p. 9. 5. A. Meidan, Building Societies Marketing and Development (Chartered Building Societies Institute, 1986), pp. 92–6.Google Scholar
- 6.M. Everett, ‘See the bankers selling’, Sales Management, July 1973, pp. 16–20.Google Scholar
- 7.A. Losch, The Economics of Location (New Haven, Conn.: Yale University Press, 1954), pp. 18–19.Google Scholar
- 8.W. Isard, Location and Space Economy (Cambridge, Mass.: MIT Press, 1956).Google Scholar
- 10.L. L. Lundsten, Market Share Forecasting for Banking Offices (New York: UMI Research Press, 1978).Google Scholar
- 11.M. Soenen, ‘Locating bank branches’, Journal of Marketing, vol. 40, no. 1 (1976), pp. 35–8.Google Scholar
- 12.J. F. Devaney, ‘A new way to choose bank locations’, Bank Marketing, February 1973, pp. 44–7.Google Scholar
- 13.See Lundsten, Market Share Forecasting for Banking Offices, op.cit., pp. 47–8.Google Scholar
- 14.Ibid.Google Scholar
- 15.D. L. Bickelhaupt, ‘Trends and innovations in the marketing of insurance’, Business Management, April 1976, pp. 16–23.Google Scholar