Growth strategies in retail banking Study - Roland Berger
Growth strategies in retail banking Study - Roland Berger
Growth strategies in retail banking Study - Roland Berger
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MARKETING AND SALES EFFECTIVENESS<br />
Lessons learned from Spanish banks: Market<strong>in</strong>g<br />
expenditure is l<strong>in</strong>ked to sales success<br />
Share of advertis<strong>in</strong>g and communication costs to<br />
all non-personnel costs [<strong>in</strong> %] 1)<br />
Average CIR<br />
<strong>retail</strong> segment<br />
Premises costs<br />
100 100<br />
17-23<br />
IT costs 16-26<br />
Advertis<strong>in</strong>g/<br />
Communication<br />
45% 76% 78% >80%<br />
...<br />
18-21<br />
Spanish<br />
banks<br />
20-31<br />
19-29<br />
6-10<br />
German<br />
banks<br />
Notes: 1) Sample of selected Spanish and German big banks, 2004<br />
...<br />
100<br />
25-33<br />
10-15<br />
...<br />
Polish<br />
banks<br />
100<br />
15-20<br />
8-12<br />
...<br />
1-4 10-15<br />
Croatian<br />
banks<br />
Comments<br />
Spanish banks have a high<br />
share of market<strong>in</strong>g and<br />
communication costs<br />
Effective <strong>in</strong>crease <strong>in</strong> brand<br />
recognition and sales<br />
(Product campaigns, special<br />
offers for target groups, etc.)<br />
Increase <strong>in</strong> market<strong>in</strong>g and<br />
advertis<strong>in</strong>g costs <strong>in</strong> the last<br />
few years (e.g. Santander<br />
+8% s<strong>in</strong>ce 2002) at the<br />
same time decrease <strong>in</strong><br />
other non-personnel cost<br />
(e.g. Santander -9% s<strong>in</strong>ce<br />
2002)<br />
VIE-1789-90000-017-415<br />
29
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