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PurposeThe purpose of this paper is to examine empirically the effects of investments by US banks in advertising and promotion on their performance in the areas of profits and market share.Design/methodology/approachThe model presented in the paper is motivated by the theory of the profit function. We estimate a base model with a fixed‐effects panel including an AR(1) disturbance over the period 2002‐2006. To test for selection bias, we also estimate a Heckman model.FindingsIt is found that bank profits and market share increase significantly with increased spending on advertising and promotion. Also, significant evidence is found of increasing returns to scale in this type of marketing expenditure. It is also found that increased expenditures on branching result in higher profits and increased market share, but without scale effects. The results are robust, the inclusion of variables is not suggested by profit function theory and corrected for prospective selection bias.Originality/valueThe extant literature does not include research on the effectiveness of bank marketing from the viewpoint of its impact on profit performance. The findings should be of interest to academics in finance and marketing and to banking practitioners.

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Purpose
The purpose of this paper is to explore the banking experiences and awareness of marketing efforts of banks among youth in mainland China.


Design/methodology/approach
Four focus-group interviews were conducted. A convenience sample of 26 participants aged 17 to 20 years was recruited in Laiwu, Shandong, a medium-sized city in China. They were asked to report experiences that could illustrate good and bad banking services. They were also asked to recall bank marketing promotions.


Findings
Participants' perceived service quality of banks was determined by staff attitude, service delivery, physical environment and comparison of user experience. The marketing communication activities they recalled most frequently included product placements, advertising slogans, entertaining commercials and co-branding with online games.


Research limitations/implications
The findings were based on a non-probability sample. The study also did not differentiate between personal experience and indirect experience with family and friends. Similar studies can be conducted in large cities or in rural China to compare banking experiences in different social economic settings. Further studies can be designed using quantitative methodology to measure the importance of various factors in influencing perceptions of service quality. Online banking experience can also be studied in the future.


Practical implications
Banks in China can enhance their competitiveness and brand reputation through raising the professionalism of their front-line staff, improving efficiency and transparency and streamlining the service process. Banks can make contacts with youth through offline and online promotional activities, such as co-branding with popular online games.


Originality/value
This is the first study on banking services among youth conducted in a medium-sized city in China.

by Chan Kam Hung, Chan Wai Loi. ; Thesis (M.B.A.)--Chinese University of Hong Kong, 1998. ; Includes bibliographical references (leaf 146). ; ABSTRACT --- p.iii ; TABLE OF CONTENTS --- p.v ; LIST OF TABLES --- p.viii ; LIST OF CHARTS --- p.ix ; Chapter ; Chapter I --- INTRODUCTION --- p.1 ; Chapter II --- METHODOLOGY --- p.3 ; Chapter III --- COMPETITIVE PROFILE REPORT --- p.5 ; HANG SENG BANK --- p.5 ; Products and services offered by HSB --- p.7 ; STANDARD CHARTERED BANK --- p.12 ; Products and services offered by SCB --- p.13 ; CHEKIANG FIRST BANK --- p.18 ; CONCLUSION --- p.20 ; Chapter IV --- MARKET PROFILE REPORT --- p.21 ; BANKING INDUSTRY IN HONG KONG --- p.21 ; MARKET STRUCTURE --- p.22 ; PRODUCT CLASSES IN BANKING INDUSTRY --- p.22 ; TECHNOLOGY TREND --- p.23 ; ECONOMIC GROWTH AND TREND --- p.25 ; MARKET SIZE --- p.29 ; FACTORS AFFECTING DEMAND --- p.31 ; POLITICAL FACTORS --- p.31 ; CONCLUSION --- p.32 ; Chapter V --- CUSTOMER PROFILE REPORT --- p.34 ; RESULTS OF THE SURVEY --- p.35 ; CONCLUSION --- p.41 ; Chapter VI --- PRODUCT PROFILE REPORT --- p.42 ; CONCLUSION --- p.47 ; Chapter VII --- COMPANY PROFILE REPORT --- p.48 ; STRENGTHS --- p.49 ; WEAKNESSES --- p.50 ; CONCLUSION --- p.51 ; Chapter VIII --- MARKET SEGMENTATION AND TARGET SEGMENTS --- p.53 ; MARKET SEGMENTATION --- p.53 ; TARGET SEGMENTS --- p.55 ; Chapter IX --- MARKET OBJECTIVES --- p.64 ; EXPAND THE CUSTOMER BASE AND INCREASE REVENUE --- p.64 ; ESTABLISH A GOOD COMPANY IMAGE --- p.65 ; "PRODUCT OBJECTIVES & STRATEGY," --- p.66 ; Product objectives --- p.66 ; Product strategy --- p.68 ; SERVICES OBJECTIVES & STRATEGY --- p.72 ; Services objectives --- p.72 ; Services strategy --- p.74 ; PRICE OBJECTIVES & STRATEGY --- p.77 ; Price objectives --- p.77 ; Price strategy --- p.77 ; COMMUNICATIONS OBJECTIVES & STRATEGY --- p.78 ; Communications objectives --- p.78 ; Communications strategy --- p.80 ; SALES FORCE OBJECTIVES & STRATEGY --- p.83 ; Sales force objectives --- p.83 ; Sales force strategy --- p.84 ...