By the 1930s, banks in America had transformed themselves from
passive responders to aggressive seekers of business, converting
toward a market orientation by developments in service philosophy,
segmentation of customers, and by transformation of staff. Bankers
focused on building confidence among the populace, increasing
transaction speed, and increasing security of operations. They also
developed special marketing mixes based on gender, age, and
affinity groups. They were also aware of the need to develop a
positive spirit among the bank staff to increase productivity and
to create better customer relations.
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