Argues the need for banks to re‐create the “relationship banker”. Over the last 20 years development has been in making acquisitions, centralization and specialization in order to obtain the full benefits of automation. Increasing competition has produced a glut of “lifestyle”...

The behaviour and attitudes of staff are a key input to a service organization’s identity. However, the quality and effectiveness of service delivery personnel in the retail banking sector varies significantly from branch to branch. The norms, values and behaviour that make up the corporate...

It is the purpose of this article to explore the relevance of the concept of internal marketing to the financial service arena and the extent to which it may be possible to utilise internal marketing as a means of reducing the service gaps postulated by Parasuraman et al. The study is based on...

This paper examines internal processes associated with delivering customer satisfaction focusing particularly on the relationship between the nature and extent of internal marketing and its outcome in terms of the level of organisational commitment on the part of employees. The concepts of...

Ninety‐four per cent of the bankers who responded to a recent survey think that establishing a sales culture is very important to their institution’s success, yet less than half had actually instituted even the most rudimentary reforms. This article outlines the reasons which make the...

Looks at the link between learning and organisational culture. Notes that it is people within organisations who learn, not the organisation itself. Describes the process of learning and links motivation, learning and change. Concludes with the need for an organisation to develop a learning...

Discusses the process of change in an organisation via learning. Comments on developing and checking out the vision needed which leads to a strategic plan and the sorting out of a sequence of events to achieve it. Looks at the learning culture combined with the approach taken to management...

Reports on a training and development programme tailored especially for newly merged consumer bankers. Describes a two‐week programme called Consumer Sales Academy to teach the necessary skills and develop confidence and enthusiasm. Discusses feedback, follow‐up and evaluation of the Academy...

Describes the two‐core management development programmes. Featuring internationally known business school faculty and consultants the first core stressed global strategic thinking: achieving world class excellence. Describes the integration of the International Division corporate strategy....

The European Commission′s Executive Training Programme in Japan is introduced, explaining its contents and objectives, including the 12‐month language module and six‐month “total immersion” language and Japanese business culture exposure as a trainee working in a number of prominent...