پديد آورندگان :
بحري نژاد، ريحانه پرديس بين المللي كيش، كيش , خانلري، امير دانشگاه تهران - دانشكده مديريت - گروه مديريت بازرگاني، تهران , حسنقلي پور ياسوري، طهمورث دانشگاه تهران - دانشكده مديريت - گروه مديريت بازرگاني، تهران , حسيني، محمود دانشگاه شهيد بهشتي - دانشكده مديريت و حسابداري - گروه مديريت بازرگاني، تهران
چكيده فارسي :
هدف: اغلب مديران بازاريابي فعال در حوزه بانكداري و مالي، درك كاملي از فرايند هاي تأثيرگذار بازاريابي ندارند و اين مفهوم را فقط براي جذب منابع يا توزيع مصارف بانكي به كار مي برند. در واقع آنها ديد جامع و مؤثري ندارند و شناخت آنها فقط به حوزه خاصي از بازاريابي محدود مي شود و پيامد اين محدود انديشي به شكست تلاش هاي دپارتمان بازاريابي مي انجامد. بنابراين، شناسايي فرايند هاي كليدي بازاريابي در اين صنعت مي تواند ديد مناسبي براي برنامه ريزي در اين حوزه در اختيار تصميم گيرندگان قرار دهد. پژوهش حاضر به دنبال اين است كه از طريق مطالعات و نظرسنجي از خبرگان دانشگاهي و صنعت بانكداري، مهمترين فرايند هاي بازاريابي بانكي در صنعت بانكداري ايران را شناسايي و رتبه بندي كند. روش: در اين پژوهش براي شناسايي فرايند هاي بازاريابي، از 27 خبره صنعت بانكداري و دانشگاه درباره ميزان اهميت هر يك از فرايند هاي شناسايي شده از طريق پرسش نامه نظرسنجي به عمل آمد. اين خبرگان به روش نمونه گيري غير تصادفي و بر اساس ويژگي هاي فردي و تخصصي انتخاب شدند. نظرهاي جمع آوري شده با استفاده از روش آنتروپي شانون رتبه بندي شدند. يافته ها: بر اساس تحليل هاي صورت گرفته، مديريت سبد محصولات بانكي، مديريت ارتباط با مشتري، تبليغات و ارتباطات يكپارچه بازاريابي بانكي، قيمت گذاري و فروش محصولات و خدمات بانكي، مديريت كانال هاي توزيع خدمات بانكي، تحليل بازار بانك و تحقيقات بازاريابي بانكي، مهمترين فرايند هاي بازاريابي بانكي شناسايي شدند. نتيجه گيري: با توجه به نتايج اين پژوهش و مشخص شدن مهمترين فرايند هاي بازاريابي در صنعت بانكي بر اساس نظر خبرگان بانكي، تصميم گيرندگان اين حوزه مي توانند در سنجش، ارزيابي و هدف گذاري فعاليت هاي بازاريابي، به اين فرايندها بر اساس اهميت و اولويت آنها توجه كنند.
چكيده لاتين :
Objectives: The recent shift, from merely traditional approach providing only financial services to the new trend implying banks can be considered as business partners meeting their whole financial needs and creating a win-win relationship, in customers’ opinion towards banks has made banks try to apply banking marketing strategies to help attract more customers and respond to their needs. Hence, it is necessary for executive directors in banking industry and more specifically marketing managers to provide a comprehensive and practical definition of all the aspects of the banking and monetary marketing. They should also be able to act in line with marketing maturity level – the most optimum scenario helping banks seek their objectives and be accounted as pioneers in this field -. Therefore, this study aims at identifying Iran banking marketing processes and evaluating their importance in Iran financial industry in order to identify and prioritize the activities based on each maturity level.
Methodology: This descriptive study is practical in nature and cross-sectional exploratory in terms of data collection. A questionnaire was used to collect data from 27 experts and academicians in banking industry. The sample was selected based on non-random purposeful sampling. Shannon entropy approach was applied to classify and rank the processes. Findings:
The results of Shannon algorithm showed that banking services management (0.1433), customer service management, advertisement and banking marketing integrated communications (0.1224), pricing and providing banking products and services (0.1042), banking services distribution channels (0.0953), Banking marketing analysis and studies (0.0899) are among the most important banking marketing processes which approves the mixed nature of banking marketing. Conclusions: Banks can classify and constantly evaluate their products based on their profit margin (spread). They can also apply regular and explicit strategies to remove some products or introduce new products and monitor their products based on their life cycle. Banks are also asked to put their maximum effort on prolonging their products maturity period. In so doing, there is a clear relationship between the products/services policies and organizational strategies and services beyond the customers’ expectations and their competitors’ performance, covering their objectives and marketing strategies. Aiming at managing relationships with the customer, banks can plan to identify marketing processes and develop a list of their key customers as an important process in marketing. In addition, banks can promote their technical knowledge of the products and use advertisement to increase their products sale and provide services to the customers through better sale management in line with bank strategies regarding customer classification. Pertinent to pricing of the products and services, banks should always consider the possibility of discounts for their elite customers such as golden and key customers. To do so, the banks should evaluate the pricing system of their competitors in order to present a clear list of their expenses and prices and finally to reflect on pricing and profitability as the basis to ensure their financial profitability objectives and their instance worldwide. Considering the size, objectives, structure and values of the existing sale channels can help banks manage their banking services sales. Banks can also work on appropriate estimations; specifying selling methods based on their customers and identifying the customers’ decision-making strategies in order to affect their purchasing behaviors; modeling the pioneers in banking industry, constant investigation of the customers’ purchasing behaviors and the sale team. They can also highlight increasing their employees’ knowledge and capabilities to promote their share of the market and profitability. It is recommended that banks determine the key features of the distributing channels, size, structure, and values as well as to determine some specific distributing products for special customers, model strategies in the distributing channels based on their opponents.
