A strategic review of operations and marketing functions in retail banks

Abstract

Purpose – Aims to examine the performance affects of strategic integration in retail banking services.Design/methodology/approach – Using a survey of retail banking executives, it is examined as to how the role of operations and marketing areas can assist retail banks to shape their competitive strategies.Findings – It is found that proactiveness and competitive strategy substantially affect a retail bank's performance based on the strength of integration of operations and marketing areas.Research limitations/implications – Research is limited to retail banking services.Originality/value – The research broadens the scope of the strategic fit concept towards the analysis of performance effects due to functional integration in retail banks.