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For successful development of marketing strategy and well done marketing mix, every enterprise need to find most suitable, stable politic of distribution. Distribution is all about getting company product / service to the right people at the right time with special consideration for profit and effectiveness. Successful marketing does not end when a business has developed a products or services and has found its appropriate target audience with a view to selling it at the 'right price'. When a product is purchased by a consumer, it may have been bought directly from the business, or it may have been through a number of intermediaries (wholesaler, retailer, etc): these are known as distribution channels. The company need to acknowledge the different types of distribution channels to utilize sales potential. Distribution channels have large influence by the type and size of the organization and so some of the channels explained may not be feasible for some particular business.
Consequently, the company may take note that these channels could be adopted in the future to accommodate for any changes and to help its business grow. Now we try to discuss banking marketing and its distribution channels. Sales of services can also benefit from expanding distribution channels. How to service more customers more quickly and more cost effectively led to the development of Automated Teller Machines. The proliferation of ATMs has changed the way the world handles its banking transactions. To continue to serve more customers more frequently, banks have opened branches in supermarkets where 24 hour service is available; and more and more customers are now handling their transactions on-line, offering the ultimate service banking in the comfort of our own home.
Forty years of banking changes have given customers more flexibility and better service while leaving most banks with an evolved - rather than crafted - set of delivery channels and supporting organizations. The most common of banking distribution channels are: full suite of banking services to any customer at any location by connecting to centralized account information via networks. capabilities of ATMs, which initially introduced as standalone devices for cash dispensing, expanded dramatically as ATM network connectivity enabled real-time access to account information. Today, approximately 65 % of all banking customers regularly bank through ATMs. - call center in 1983. The model of a single dedicated service center for all telephone requests benefited from emerging nationwide toll-free telephone services in the mid- 1980 s and quickly spread to other industries, including banking.
Internet Banking. Current studies estimate that more than 25 % of U. S. households now use the Internet for banking. Websites. Today 89 % of the banks proposed a website for their customer. (Appendix 1) Mobile phone service 22 %.
You can see volume of banks, having the abovementioned Distribution Channels operational in Appendix 2. With each new distribution channel, banks have enhanced their ability to deliver customer service. Besides traditional channels of distribution banks have reduce costs by investing in alternate channels, most customers actually responded to new banking options by increasing bank interactions - resulting in higher overall costs for banks. Additionally, customers are expecting more in terms of breadth of services, speed of execution, and consistency across all modes of interaction with their bank. As bank seek to optimize their distribution strategies, they must consider three key trends shaping retail bank fulfillment: Customer still rely on the branch for most banking interaction. Recently researches of U.
S. customers channels preferences shows that 92 % used the branch in the last months, while 50 % proffered the branch to other channels. The same situation in leading European banking markets France, Spain, Germany and Italy. Multichannel l fulfillment has not produced the anticipated level of cost saving for retail banks.
Customers expectations have increased as retail fulfillment options have expected. In fact, eight of every ten online bank customers believe they should be able to resolve their online banking problems through any channel phone, branch, e-mail or instant messaging. As for distribution strategy, it consist of three main actions, they are: assess channel opportunities and recommend alternatives to achieve required market coverage at target levels of profitability and growth. Identify opportunities and develop strategies for consumer goods companies to "go to market" through additional channels.
Define the requirements to effectively operate in desired channels and develop responsive marketing programs to maximize the channel's end-market impact and efficiency. The example of Belgium banking distribution strategy we can find in the Appendix 3. Worked Cite: 1. Bob Louden, IBM Global Services 27 Apr 2004 Optimizing retail banking channels: Building business on a solid foundation Appendix 1. Appendix 2.
Appendix 3.
Free research essays on topics related to: channels, appendix 2, appendix 3, appendix 1, distribution channels
Research essay sample on Distribution Channels Appendix 3
