Zugl.: Göttingen, Universiẗat, Diss., 1995.

Univ., Diss, 2005--Kassel

M.Com. (Marketing Management) / Despite the extensive research undertaken in the subject area of services marketing, not much research has been conducted in the internal marketing area, specifically in the South African context. This study attempted to address this subject and focused on seven internal marketing mix elements (internal product, internal price, internal promotion, internal distribution, internal people, internal process and internal physical evidence) and their influence on the satisfaction of graduate development employees within retail banks in South Africa. Further to this, the link between employee satisfaction and affective commitment was explored due to its impact on employee productivity. The growth of the service sector worldwide has led to services being considered as one of the most important sectors in the world. The contribution of the South African service sector to GDP was 68.1% in 2012, where the financial services sector in South Africa has already overtaken the manufacturing sector as the largest contributor to GDP. The financial service sector contributed 22% in 2008. Given the homogeneity within the retail banking industry, there is very little differentiating the banks, and imitation of any innovation is inevitable. For this reason a market-driven strategy that enables retail banks to deliver superior quality is essential as service quality is the only real differentiator and key to building a competitive advantage. Given its employees who create the service experience, the employee as the internal customer becomes the organisation’s most valuable asset. For this reason, retail banks in South Africa have been placing an increased focus on recruiting at the graduate level leading to the establishment of Graduate Development Programmes (GDPs). These banking GDPs are specifically designed to help graduates succeed in complex environments and to build the talent pipeline by providing an in-depth training programme. However one of the biggest challenges faced by banks is the satisfaction and retention of their GDP employees. Banks generally experience high attrition rates amongst this group of employees mainly due to job dissatisfaction which impacts service quality provided to external customers, and which increases the organisation’s costs. An internal marketing programme aimed at employees could enhance employee satisfaction which in turn could enhance employee levels of affective commitment resulting in higher retention rates. Satisfied employees will go the extra mile to serve external customers and in this manner service quality can be improved. In order to investigate the influence of the internal marketing mix on employee satisfaction and test the relationship between employee satisfaction and affective commitment, an empirical investigation was conducted. The primary research objective of the study was to investigate the influence of the internal marketing mix on employee satisfaction from GDP employees’ perspective in order to enhance their satisfaction at retail banks with graduate development programmes in South Africa. In addition to this, the relationship between satisfaction and affective commitment was explored. A census approach was applied to the study using a person administered and an electronic survey method. All retail banks with graduate development programmes were invited to participate in the study of which three agreed to participate. Of the 360 graduates, 64 employees agreed to participate in the study. Regression analysis was used to test the relationships proposed in the study. The internal promotion and internal physical evidence scales were discarded due to poor construct validity, internal distribution emerged as a two-factor solution and was split into collaborative culture and organisational structure, and the internal price element was not regarded as statistically significant. From the study, the internal marketing mix elements that influenced employee satisfaction to come to fore included internal product, collaborative culture, organisational structure, internal people and internal process. The outcome of the regression analysis showed that employee satisfaction is influenced by internal product, collaborative culture, organisational structure, internal people and internal process. In addition to this, it was concluded that employee satisfaction influences affective commitment. Based on these outcomes, recommendations were made to retail banks for the implementation of a formal internal marketing mix through for example the implementation of the internal people element. Retail banks would be able to ensure that supervisors are easily accessible and providing constant ongoing feedback, a benefit which was identified as the most important contributor to GDP job satisfaction.

by Veronica Wong Mun Yee. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1991. / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iii / ACKNOWLEDGEMENT --- p.v / Chapter / Chapter I. --- INTRODUCTION --- p.1 / What is Service Quality? --- p.1 / Origin & Purpose of this Study --- p.3 / Focus & Scope of this Study --- p.4 / Plan of the Report --- p.6 / Chapter II. --- METHODOLOGY --- p.7 / Limitation of the Study --- p.8 / Literature Review --- p.9 / Focus Group Interviews with Customers --- p.10 / In-depth Interviews with Bank Personnel --- p.13 / Chapter III. --- SIGNIFICANCE OF SERVICE QUALITY IN THE 1990s : A LITERATURE REVIEW --- p.16 / Definition and Models of Service Quality --- p.16 / Emerging Significance of Service Quality in the Changing Environment --- p.23 / Costs and Benefits of Service Quality --- p.25 / Bibliography --- p.28 / Chapter IV. --- FINDINGS FROM THE FOCUS GROUPS WITH CONSUMERS --- p.32 / Attitudes Towards Retail Banking Services --- p.32 / Bank Usage Behaviour --- p.33 / How Do They Choose Banks --- p.34 / Likelihood of Changing/Switching Banks --- p.35 / Key Determinants for Evaluating Service Quality --- p.36 / Implications --- p.39 / Chapter V. --- FINDINGS FROM THE IN-DEPTH INTERVIEWS WITH BANK PERSONNEL --- p.42 / Chapter VI. --- IMPLEMENTATION OF SERVICE QUALITY STRATEGIES --- p.47 / Change of Organisational Culture --- p.47 / Full Commitment From Both Management & Staff --- p.50 / Internal Customer Philosophy --- p.52 / Reinforcement and Evaluation --- p.54 / Chapter VII. --- CONCLUSIONS --- p.56 / APPENDIX

by Mak Ho-Cheung Joseph. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1997. / Includes bibliographical references (leaves 81-83). / ABSTRACTS --- p.i / TABLE OF CONTENTS --- p.ii / LIST OF TABLES --- p.iv / LIST OF ILLUSTRATIONS --- p.vi / CHAPTER / Chapter I. --- INTRODUCTION / Background --- p.1 / Commercial Banking Industry --- p.3 / Marketing in Commercial Banking --- p.4 / Competitive Environment --- p.6 / Other Problems of Commercial Banks --- p.9 / Relationship Marketing : A Solution --- p.10 / Chapter II. --- LITERATURE REVIEWS / Concepts of Relationship Marketing --- p.11 / Relationship Marketing Banking : Emphasizing on Bank-Client Relationships --- p.16 / Role of Relationship Managers --- p.21 / Chapter III. --- OBJECTIVES AND METHODOLOGY / Objectives of Study --- p.26 / Description of Methodology --- p.27 / Hypothesis --- p.31 / Preliminary Model --- p.35 / Chapter IV. --- ANALYSIS AND DISCUSSIONS / Description of Relationship activities --- p.37 / Test for Hypothesis One --- p.43 / Test for Hypothesis Two --- p.44 / Test for Hypothesis Three --- p.47 / Test for Hypothesis Four --- p.55 / Adjustments to Proposed Model --- p.63 / Chapter V. --- RECOMMENDATIONS --- p.65 / Chapter VI. --- LIMITATIONS AND FURTHER RESEARCH --- p.76 / Chapter VII. --- CONCLUSION --- p.80 / BIBLIOGRAPHY --- p.81 / APPENDIX / Chapter Appendix A : --- Chronological table of terminology usedin quoted articles --- p.84 / Chapter Appendix B : --- Summary of in-depth interview --- p.85 / Chapter Appendix C : --- Descriptive statistics of questionnaire respondents --- p.88 / Chapter Appendix D : --- Sample Questionnaire --- p.90

by Chan Kam Hung, Chan Wai Loi. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1998. / Includes bibliographical references (leaf 146). / ABSTRACT --- p.iii / TABLE OF CONTENTS --- p.v / LIST OF TABLES --- p.viii / LIST OF CHARTS --- p.ix / Chapter / Chapter I --- INTRODUCTION --- p.1 / Chapter II --- METHODOLOGY --- p.3 / Chapter III --- COMPETITIVE PROFILE REPORT --- p.5 / HANG SENG BANK --- p.5 / Products and services offered by HSB --- p.7 / STANDARD CHARTERED BANK --- p.12 / Products and services offered by SCB --- p.13 / CHEKIANG FIRST BANK --- p.18 / CONCLUSION --- p.20 / Chapter IV --- MARKET PROFILE REPORT --- p.21 / BANKING INDUSTRY IN HONG KONG --- p.21 / MARKET STRUCTURE --- p.22 / PRODUCT CLASSES IN BANKING INDUSTRY --- p.22 / TECHNOLOGY TREND --- p.23 / ECONOMIC GROWTH AND TREND --- p.25 / MARKET SIZE --- p.29 / FACTORS AFFECTING DEMAND --- p.31 / POLITICAL FACTORS --- p.31 / CONCLUSION --- p.32 / Chapter V --- CUSTOMER PROFILE REPORT --- p.34 / RESULTS OF THE SURVEY --- p.35 / CONCLUSION --- p.41 / Chapter VI --- PRODUCT PROFILE REPORT --- p.42 / CONCLUSION --- p.47 / Chapter VII --- COMPANY PROFILE REPORT --- p.48 / STRENGTHS --- p.49 / WEAKNESSES --- p.50 / CONCLUSION --- p.51 / Chapter VIII --- MARKET SEGMENTATION AND TARGET SEGMENTS --- p.53 / MARKET SEGMENTATION --- p.53 / TARGET SEGMENTS --- p.55 / Chapter IX --- MARKET OBJECTIVES --- p.64 / EXPAND THE CUSTOMER BASE AND INCREASE REVENUE --- p.64 / ESTABLISH A GOOD COMPANY IMAGE --- p.65 / "PRODUCT OBJECTIVES & STRATEGY," --- p.66 / Product objectives --- p.66 / Product strategy --- p.68 / SERVICES OBJECTIVES & STRATEGY --- p.72 / Services objectives --- p.72 / Services strategy --- p.74 / PRICE OBJECTIVES & STRATEGY --- p.77 / Price objectives --- p.77 / Price strategy --- p.77 / COMMUNICATIONS OBJECTIVES & STRATEGY --- p.78 / Communications objectives --- p.78 / Communications strategy --- p.80 / SALES FORCE OBJECTIVES & STRATEGY --- p.83 / Sales force objectives --- p.83 / Sales force strategy --- p.84 / DISTRIBUTION OBJECTIVES & STRATEGY --- p.84 / Distribution objectives --- p.84 / Distribution strategy --- p.85 / Chapter X --- TACTICAL ACTION PLAN --- p.87 / Chapter XI --- CONTROL/MONITORING MEASURING EFFECTS --- p.89 / Chapter XII --- BUDGET --- p.103 / Chapter XIII --- CONCLUSION --- p.116 / APPENDIX I DR. C. F. STEILEN'S MARKETING MODEL --- p.118 / APPENDIX II QUESTIONNAIRE AND SUMMARY ON THE RESPONSES …… --- p.120 / APPENDIX III ANALYSIS OF RESPONSES BY SEGMENTATION OF PROFESSIONAL AND NON-PROFESSIONAL --- p.132 / APPENDIX IV PRELIMINARY FEEDBACK FROM CSSB --- p.142 / BIBLIOGRAPHY --- p.146

Thesis (M.B.A.)--University of Hong Kong, 1998. / Includes bibliographical references (leaf 104-105).

published_or_final_version / Business Administration / Master / Master of Business Administration

Nowadays machine learning is becoming more popular in prediction andclassification tasks for many fields. In banks, telemarketing area is usingthis approach by gathering information from phone calls made to clientsover the past campaigns. The true fact is that sometimes phone calls areannoying and time consuming for both parts, the marketing department andthe client. This is why this project is intended to prove that feature selectioncould improve machine learning models.  A Portuguese bank gathered data regarding phone calls and clientsstatistics information like their actual jobs, salaries and employment statusto determine the probabilities if a person would buy the offered productand/or service. C4.5 decision tree (J48) and multilayer perceptron (MLP)are the machine learning models to be used for the experiments. For featureselection correlation-based feature selection (Cfs), Chi-squared attributeselection and RELIEF attribute selection algorithms will be used. WEKAframework will provide the tools to test and implement the experimentscarried out in this research.  The results were very close over the two data mining models with aslight improvement by C4.5 over the correct classifications and MLP onROC curve rate. With these results it was confirmed that feature selectionimproves classification and/or prediction results.

Thesis (M.A.)--The University of North Carolina at Greensboro, 2009. / Directed by Rick L. Bunch; submitted to the Dept. of Geography. Title from PDF t.p. (viewed May 17, 2010). Includes bibliographical references (p. 66-68).