Using the analytic hierarchy process for bank management: Analysis of consumer bank selection decisions

Javalgi, Rajshekhar G.; Armacost, Robert L.; Hosseini, Jamshid C.

doi:10.1016/0148-2963(89)90039-8

Cited by 83 publications

(70 citation statements)

References 16 publications

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“…This finding is contrary to other studies findings (e.g. Mason et al, 1974;Tan et al, 1986;Javalgi et al, 1989;Erol et al, 1990;Khazeh et al, 1993;Yue et al, 1995;Almossawi, 2001;Hinson et al, 2009) which emphasize on reputation and word of mouth advertising as important factors.…”

Section: Findings (Analysis and Results)contrasting

confidence: 56%

Bank Selection Criteria in the Iranian Retail Banking Industry

Hedayatnia¹,

Eshghi²

2011

IJBM

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Iranian retail banks need to identify criteria which bank customers consider when they select a bank in order to plan their marketing strategies and survive in an intense competition that exist in this industry. This study designed to examine the bank selection criteria being employed by bank customers in Iran. A total of 798 customers (55.7 percent male and 44.3 percent female) served as a sample for the study. 38 selection factors extracted from relevant literature and interviews with five bank officials. Factors analysis is used to extract important selection criteria and Friedman analysis ranks the factors according to their importance. Findings show that the important factors determining customers' selection are: quality of services and new banking methods, innovation and responsiveness of bank, friendliness of staff and confidence in manager, price and cost, staff attitudes and convenience of bank location and services.

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Section: Findings (Analysis and Results)contrasting

confidence: 56%

Bank Selection Criteria in the Iranian Retail Banking Industry

Hedayatnia¹,

Eshghi²

2011

IJBM

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“…This study was conducted in USA by Javalgi, et al (1989) and investigated that bank selection decision were influenced by monetry factors. The findings showed that financial factors like "interest on savings accounts", "safty of funds" and "availability of loans" were having high scores.…”

Section: Criteria Of Bank Selection In North and South Americamentioning

confidence: 99%

Criteria of Selecting Bank in Pakistani Banking Sector: Study of Banking Customers in Sahiwal, Pakistan

Zulfiqar¹,

Arshad²,

Fareed³

et al. 2014

IJMVSC

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“…One method is simple averaging across the assessments (of the values of priorities and of the performance level of each alternative in each indicator) produced independently by the evaluating judges, and another method is an agreement-building approach whereby evaluating judges reach some consensus about the value of priorities and of performance levels. While some researchers employ the averaging approach (e.g., Chou et al, 2004;Javalgi et al, 1989), others prefer the agreement-building approach (e.g., Fletcher & Smith, 2004;Shahin & Mahbod, 2007;Kumar & Bhagwat, 2007), who employ the opinions of the majority of the interviewees. This study uses simple averaging across the assessments.…”

Section: Fig 2 Hierarchical Structure Of Criteriamentioning

confidence: 99%

Key indicators for organizational performance measurement

Haddadi¹,

Yaghoobi²

2014

10.5267/j.msl

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Each organization for assessing the amount of utility and desirability of their activities, especially in complex and dynamic environments, requires determining and ranking the vital performance indicators. Indicators provide essential links among strategy, execution and ultimate value creation. The aim of this paper is to develop a framework, which identifies and prioritizes Key Performance Indicators (KPIs) that a company should focus on them to define and measure progress towards organizational objectives. For this purpose, an applied research was conducted in 2013 in an Iranian telecommunication company. We first determined the objectives of the company with respect to four perspectives of BSC (Balanced Scorecard) framework. Next, performance indicators were listed and paired wise comparisons were accomplished by company's high-ranked employees through standard Analytic Hierarchy Process (AHP) questionnaires. This helped us establish the weight of each indicator and to rank them, accordingly.

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Using the analytic hierarchy process for bank management: Analysis of consumer bank selection decisions

Cited by 83 publications

References 16 publications

Bank Selection Criteria in the Iranian Retail Banking Industry

Bank Selection Criteria in the Iranian Retail Banking Industry

Criteria of Selecting Bank in Pakistani Banking Sector: Study of Banking Customers in Sahiwal, Pakistan

Key indicators for organizational performance measurement

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