The Impact Of Promotional Activities On The Marketing Of Goldenmorn Products In Enugu Metropolis

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The Impact Of Promotional Activities On The Marketing Of Goldenmorn Products In Enugu Metropolis


Abstract


Banks are established to make profits. Are these profits made at me expense of the customers or is it as a result of the seminar provided by these banks.

This study attempts to highlight those key factors that different banks managements will consider in their choice of branch locations and customers preferences for their choice of banks to serve them. This will enable banks to focus on the critical factor that affect market preferences.

The study was done using survey research design with questionnaire as due key instrument for collecting primary data. A total of 1000 and 200 bank customer and officials questionnaire respectively were duly completed and analyzed. Based on the analysis of the generated formulated hypothesis were tested at 95% level of significance using 2 test of proportion.

The underlisted constitute some of the major findings of the study, management of Banks have special preference for large markets like Lagos and Aba for their branch locations. Marketing activities of banks in these large markets are directed at protecting and expanding their stream of revenues in these areas. Banks in both markets describe the nature of their banking business in terms of the product/services they offer and their I.T power.

In the light of these findings, the study recommends that, Banks should posses profitable and complete range of product, continuous product service innovations and improvements. Banks should always invest heavily in information technology to remain relevant and profitable. As banks must to open branches in these markets, it is appropriate for banks to make their customer dependent on them and gain their trust and confidence.


Chapter One


Introduction

1.1 Background Of The Study

The deregulation of the Nigerian economy came into being in 1986. By that time, the banking industry was one of the most vibrant and most sought after by investor in Nigeria. According to Nwankwo (1991:2), the number of commercial and merchant banks rose from 33 (thirty three) commercial banks and 15 merchant banks in 1987 to 65 (sixty five) and 47 (forty seven) respectively in 1991.

The bank industry entered this decade with less caution but aware of global economic changes. According to Clausen (1990:12) the industry entered the new decade well aware that the world was about to change but in retrospect not fully realizing the far- reaching extent of that change nor its velocity and impact. In the ensuring six years the industry was unable to respond rapidly enough to the wrenching dislocation brought by deregulation, fierce new competition and unstable world economy. Crisis erupted within the first quarter of this decade and the condition deteriorated in the following area:

  1. The industry was losing money, with not losses in billions since mid nineties.
  2. Some of the banks suspended payment of dividends on their common stocks:
  3. Some of the banks were facing hostile takeover attempts by the regulatory bodies (NDIC and CBN)
  4. Regulatory bodies had directed several banks boards of Directors to redress the worsening capital base and
  5. Questions were raised about some of the banks ability to survive independently.

Marketing in the banking industry in Nigeria as we know today, owes much to the survival strategies of some new generation commercial and merchant banks after the banking distress of 1992 through 1996. This development attends the tastes and demands of the society stimulated competition and created selling opportunities and rewards. The banking habits now spread throughout the social classes.

New services have been introduced as the bank met competition, fill gaps in their services range, or try to steal a march on the competition by endeavouring to discover and satisfy the needs of new niche markets. Business customers have also witnessed the wind of change as the banks gained a greater appreciation in its highly profitable corporate markets. Thus, the banks own marketing expertise has been pushed along by competition and a desire to gain market share. It has also been pulled along it’s customers demanding more flexible advantageously priced and comprehensive facilities.

The needs of customers, and prospective ones, cannot be ignored by any bank especially in larger markets like Lagos and Aba environment. Relying merely on selling only those services which are already available is, at best, a short-term expedient, as market attitudes preference, technology and environmental factors are constantly changing.

To survive profit must be earned by banks and part of this process involves containment of cost when seeking the most profitable markets to exploit. Therefore, banks resources must be channeled towards the potentially more profitable “Banking markets” which in turn, necessitates making a choice among larger markets like Lagos, Aba, Kano, Onitsha, Kaduna etc. It is the identification of the right balance of resources that calls for the marketing skills of research, planning and assessment.


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