An Evaluation Of Distribution And Sales Management On Organizational Productivity In The Banking Sector

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An Evaluation Of Distribution And Sales Management On Organizational Productivity In The Banking Sector


Table of Content


  • Title Page
  • Certification
  • Dedication
  • Acknowledgement
  • Table of Content
  • List of Tables
  • Abstract

Chapter One:

Introduction

  • 1.1 Background of the Study
  • 1.2 Statement of the Problem
  • 1.3 Objective of the Study
  • 1.4 Research Questions
  • 1.5 Research Hypothesis
  • 1.6 Significance of the Study
  • 1.7 Scope of the Study
  • 1.8 Limitation of the Study
  • 1.9 Definition of Terms
  • 1.10 Organisations of the Study

Chapter Two:

Review of Literature

  • 2.1 Conceptual Framework
  • 2.2 Theoretical Framework
  • 2.3 Empirical Review

Chapter Three:

Research Methodology

  • 3.1 Research Design
  • 3.2 Population of the Study
  • 3.3 Sample Size Determination
  • 3.4 Sample Size Selection Technique and Procedure
  • 3.5 Research Instrument and Administration
  • 3.6 Method of Data Collection
  • 3.7 Method of Data Analysis
  • 3.8 Validity of the Study
  • 3.9 Reliability of the Study
  • 3.10 Ethical Consideration

Chapter Four:

Data Presentation and Analysis

  • 4.1 Data Presentation
  • 4.2 Analysis of Data
  • 4.3 Answering Research Questions
  • 4.4 Test of Hypotheses

Chapter Five:

Summary, Conclusion and Recommendation

  • 5.1 Summary
  • 5.2 Conclusion
  • 5.3 Recommendation
  • References
  • APPENDIX
  • QUESTIONNAIRE

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Frequently Asked Questions


Is the branch-centered distribution model still relevant in 2025?

The branch is increasingly an expensive, though sometimes still necessary, luxury. We expect the branch-centered distribution model to evolve by 2025 in almost every country. That does not mean that there will be no branches.

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The firm must identify the areas of operational efficiency in terms of people, processes, productivity and pace. Standards set must be related to key management tasks. The special requirement for performance of these task must be studied. It can be expresses in terms of performance indicators.

What is Strategic Evaluation and control?

Strategic evaluation and control is the process of determining the effectiveness of a given strategy in achieving the organizational objectives and taking corrective actions whenever required. Control can be exercised through formulation of contingency strategies and a crisis management team.

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Effective orchestration must be driven by automated-routing capabilities. So-called smart routing means banks should create seamless customer journeys and at the same time choose the best delivery option for each situation on the basis of customer potential, the nature of the request, and the capabilities available. 

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