Efficient Marketing Strategies in the Financial-Banking Field in Crisis Conditions

Author:Paula Cornelia Mitran, Mihaela Bebeselea
Position:Spiru Haret University of Constanta, Department of Economics - Spiru Haret University of Constanta, Department of Economics
Pages:537-541
SUMMARY

Financial-banking marketing will have to radically reform. The specialists in this field will need to give up the classic and aggressive tactics totally not transparent. They will sit in front of the clients with non sophisticated products dressed up in strident colours. The change of the marketing tactics inside a visionary, unitary strategy will be the key to launch again the loaning on a... (see full summary)

 
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Efficient Marketing Strategies in the
Financial-Banking Field in Crisis Conditions
Mitran Paula Cornelia1, Bebeşelea Mihaela2
1Spiru Haret University of Constanta, Department of Economics, mitran_paula_cornelia@yahoo.com
2Spiru Haret University of Constanta, Department of Economics, mihaelabebeselea@yahoo.com
Abstract. Financial-banking marketing will have to radically reform. The specialists in this field will need
to give up the classic and aggressive tactics totally not transparent. They will sit in front of the clients with
non sophisticated products dressed up in strident colours. The change of the marketing tactics inside a
visionary, unitary strategy will be the key to launch again the loaning on a healthy market. The banking
system will have t o keep up with Europe, not only for the services offered to clients, but also for the
marketing and promotion strategies afferent to the banking segment found in a continuous change during the
last decade. The social marketing will have to leave for al ways the theor y sphere and all the adopted
strategies must go through social responsibility: precise developing objectives with tangible results over time.
Keywords: relationship marketing, client focus, customer loyalty, customer satisfaction, social responsibility
The current economic and financial crisis has created a propitious ground true revolution in economic sciences
and represent s a tre mendous opportunity to reassess the global economy and to find strategies for all or even
most of them. Enrolling in such a context we can appreciate t hat the marketing and financial - banking will have
to reform radically. Specialists in this field will have to give up the classical and total non-transparent aggressive
tactics, to sit in front of customers with products drawn, un sophisticated and dressed in loud colors.
Changing tactics in the marketing strategies of a viewing unit will be the key to boost the loaning on a healthy
market.
Marketing strategy i n the financial - banking d omain is a target, a direction, a call. Strategy can be expressed in
most cases in a few words or phrases; words reach their purpose only if they express the system value essence, if
it impulses the desire of making (Nora & Oryan, 200 7).
The strategy essence of financial - banking service represents its quality. Decisive role of service quality is
represented by its essential elements: fairness in service, promptness, politeness and kindness to the consumer.
Service strategy should contribute to increasing the system value of financial-ba nking institutions and the
company on long term, in general.
A real strategy helps each employee to d evelop his knowledge and skills and to raise aspirat ions. An excellent
strategy requires creativity and taking risks not only at management level, but at t he institution level a nd
involves maximum effort. It must push the organization to perform above the mediocrity limits.
Marketing is a certain way of t hinking at organization level. He follows in the planning, organizing and con trol
of all internal and external activities of the organization, which aim to achieve marketing objec tives by directing
the activity results in t he customer's use, with the mea ning of consistent orientation towards customer (Bruhn,
2001).
A marketing strateg y of financial-banking services oriented towards t he client should define the general
parameters of the services providers’ r ole. Services standards are those that classify specific tasks, resulting from
services p arameters and provide the specific elements through which employees can assess their own
performance, and company m anagers can evaluate performance of the compa ny in gene ral. Too many service
standards can reduce the possi bility of assessing priorities and company emergencies, but too general, don’t give
a clear direction to employees and a minimum start-up to measure performance.
The more difficult to differentiate the co mpany value system from the marketing strategy, the more is better. In
fact, for successful companies, the strategy and system are o ne and the same.
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