Designing a Positioning Model for State Banks' Services and its Validation from the Perspective of External Customers

Subject Areas : Business Strategy

Zohreh Kian Mehr ¹ , Hossein Hakimpour ² , Mahdi Mahmoodzadeh Vashan ³ , Mohammad Mohammadi ⁴

1 - PhD Student in Business Management, Birjand Branch, Islamic Azad University, Birjand, Iran
2 - Assistant Professor, Department of Management, Birjand Branch, Islamic Azad University, Birjand, Iran
3 - Assistant Professor, Department of Management, Birjand Branch, Islamic Azad University, Birjand, Iran
4 - Assistant Professor, Department of Management, Birjand Branch, Islamic Azad University, Birjand, Iran

Received: 2021-10-02 Accepted : 2021-12-12 Published : 2021-12-21

Keywords: Positioning, State-Owned Banks, services, External Clients,

Abstract :

State banks must find a way to adopt a different strategy from other banks in providing customer service. An important and key way to create a competitive position is to differentiate services from other competitors that create a good image of the bank and its services in the minds of customers. A topic that has been addressed in the present study is the necessity for state banks, like other companies and businesses, to follow a suitable model in order to achieve a suitable position in the banking industry. In this regard, the purpose of this study is to design a model for positioning the services of state-owned banks and its validation. The data for qualitative stage were obtained from Keshavarzi, Melli, and Maskan branches' managers of Khorasan Razavi province and university professors in the field of management. The quantitative sample were also the customers of aforementioned banks, that due to their large number, 384 people from each bank were selected as a sample size by simple random method and Cochran's formula. In order to collect data in the qualitative part, Deleted part, the interview was used and in the quantitative part, a researcher-made questionnaire was used, which obtained validity with expert opinions and reliability with Cronbach's alpha of 0.77. In order to analyze the data in the qualitative part, grounded theory and the method of Strauss and Corbin and Maxquda software were used, and in the quantitative part, the structural equation technique and PLS2 software were used. The results showed that the model presented in 6 dimensions of causal factors,contextual, intervening, pivotal, strategies an consequences has a good fit.

References:

Ariff, M. (2014), “Brand orientation: a mindset for building brands into strategic resources”, Journal of Marketing Management, Vol. 15 Nos 1-3, pp. 117-33.

Bahadori, H. Lari Semnani, B. Moin, M. (2018). Positioning the brand name of Iran Avandfar Cosmetics Company in relation to the competitor from the customers' point of view (Case study: Dr. Jila brand), 2nd International Conference on Management, Entrepreneurship and Economic Development, Qom.

Chen, M. (2018), “Brand orientation: a strategy for survival”, Journal of Consumer Marketing, Vol. 11 No. 3, pp. 18-32.

Cutler, Ph. Armstrong, G. (2004) Principles of Marketing, translated by Ali Parsian, third edition Tehran, Adibestan Publications.

Darling, G. J. (2017), “An experiment on the salience of countryof-origin in the era of global brands”. Journal of International Marketing,1(1), 57–76.

Elliss, B. Mosher, K. (2018), “A brand orientation typology for SMEs: a case research approach”. Journal of Product & Brand Management, Vol. 14 No. 3, pp. 155-62.

Favder, H. (2018). The Relationship between Market Orientation and Performance of Iranian Commercial Banks. Journal of Economic Research. 83, 17-40

Jakob, J, C. (2018), “The effect of a market orientation on business profitability”. Journal of Marketing, 54(4). 20−35.

Lee, C. (2014). Non-interest income, profitability, and risk in banking industry: A cross-country analysis, North American. Journal of Economics and Finance, 27: 48–67.

Mandez, A. (2017). A Model for Determining the Impact of Market-Orientedness on the Business Performance Based on Marketing Capabilities in the Chemical Industry. Quarterly journal of humanities, 10, (In Persian).

Manoz, A. (2019). The Effect of Market-Oriented Culture on the Commercial Performance of Mashhad Automobile Component Companies. Quarterly Journal of Commerce Research. 52-83,

Miang, M. (2019). Investigating the Relationship between Strategic Orientation and Brand Management in Organization. Master’s Thesis, Tabriz: Tabriz University

Moon, L. (2019), “Brand orientation and market orientation – From alternatives to synergy”. Journal of business research, p, 8.

Ogana, S. Kevin, F. Lane,T. (2011),” designing and implementing strategies”, The Journal of Brand Management ,Vol.6 NO.5,pp 251-258.

Sakpere, W. E. & Adeyeye, M. (2015). Can near field communication solve the limitations in mobile indoor navigation? In I. Lee (Ed.), RFID technology integration for business performance improvement (Chap. 3, pp. 52–79). Hershey: IGI Global.

Sandez, S. P. (2019), "Configural advantage in global markets". Journal of International Marketing, 8(1), 6 – 25.

Yahia,J, Nantel,L. (2004), “Building strong brands through the management of integrated marketing communications”, International Journal of Wine Marketing, Vol. 14 No. 3, pp. 37-52.

Zeinedin, K. (2001), “Market orientation versus innovative culture: two routes to superior brand performance”. European Journal of Marketing, Vol 41. No. 7/8. 868-887.

Zhang, J. & He, Y. (2014). Key dimensions of brand value co-creation and its impacts upon customer perception and brand performance. Nankai Business Review International. 5 (1), pp 43-69.

Zimtel,M, Bisster J. (2018), “Determinants of SME brand adaptation in global marketing”. International Journal of Entrepreneurship and Small Business, Vol. 3 Nos ¾, pp. 477-97.