Marketing of consumer credit services in a developing country: a status report

Abstract

Describes the status of consumer credit services marketing in Turkey. First, presents an overview of developments in the Turkish banking sector with a focus on consumer credit services. Discusses the findings of a survey conducted by the authors among officers of banks offering consumer credit services. Concludes with recommendations further to entrench consumer credit services in Turkey.

The impact of internal marketing on the perception of service quality in retail banking: A Ghanaian case

“…12 As one of the only seven emerging sub-Saharan African economies with a liberalised economy, 17 the marketing knowhow and its impact on the success of bankbased savings mobilisation programmes, 18 the effects of normative social belief systems and customer satisfaction on rural savings programmes, 19 patronage behaviour, 20 selection criteria 21 of Ghanaian bank customers have been studied. With the growing number of banks, coupled with today ' s maturing and competent bank customers with expectations for high service quality, 22 Ghanaian banks have no choice but to pay attention to service quality. Yavas et al 23 also noted that in their efforts to deliver high-quality services to their external publics (that is, clients), banks should not ignore the specifi c needs of their internal publics (their customer-contact employees).…”

Strategic positioning and quality determinants in banking service

“…During the 1980s, however, with the growth of the Turkish economy and full convertibility of the Turkish lira, a surge in Turkey's international trade took off with the privatization of state-owned economic enterprises and it brought bank marketing to the fore (Yavas et al, 1997). The period was characterized by introduction of ATMs, telephonic banking, proliferation of credit cards, installation of on-line systems, and ultimately replacement of manual book keeping by electronic data processing to better serve the customers (Bilgin and Yavas, 1995). One additional noticeable result of these changes was that the number of foreign banks in Turkey increased from four to 23 giving all banks a significant presence in Turkish market (Kibritcioglu, 2005).…”

“…As of May 23, 2008, there were three state owned banks, 11 private domestic banks and 11 foreign banks (The Banks Association of Turkey, 2008). These foreign banks imported service quality know-how into the Turkish banking industry (Akan, 1995;Bilgin and Yavas, 1995), which started threatening the domestic banks and increased competition in the Turkish banking sector.…”

Using Mystery Shopping to Compare the Service Quality of Banks in Turkey

“…As of May 23, 2008, there were 3 government owned banks, 11 private banks and 11 foreign banks (The Banks Association of Turkey, 2008). These foreign banks brought with them sophisticated service quality know-how that were unheard of in the Turkish banking sector (Akan, 1995;Bilgin & Yavas, 1995), which started threatening the domestic banks. In response, the domestic banks sought to emulate western management tools and techniques such as TQM and other initiatives to increase service quality.…”

“…Before the economic liberalization of banking in 1908, the banks in Turkey enjoyed a protected market with virtually no foreign competition, and most banks, generally state-owned, provided identical undifferentiated services, with customers having little or no choice. However, as a result of the economic liberalization and globalization policies implemented by the government, the post-1980s era of the Turkish banking industry is characterized as freeing of interest rates, full convertibility of the Turkish Lira, institutional reforms, licensing of foreign and domestic banks, introducing foreign investment and international standards for capital adequacy (Bilgin & Yavas, 1995). One of the noticeable results of these changes is that the number of foreign banks in Turkey increased from 4 to 23, giving them a significant presence in Turkey (Kibritcioglu, 2005).…”