Retail financial services performance

That said some industries appear to value the use of strategy tools and techniques more than others. The top performance scores for both firm and function combined were recorded in the Basic Chemicals (0.80), the Confectionery (0.78), the Computer Hardware (0.76), the Media Entertainment (0.75), IT Solutions (0.73), and Construction (0.71) industry sectors. The lowest combined performance scores were reported in the Publishing (0.43), Transport Equipment (0.56) and Aerospace (0.57) sectors. In the middle performance rank came Power Water (0.62), Retail Financial Services, Telecommunications and Tourism Leisure (all scoring 0.63), Retail Distribution (0.65), Oil Gas (0.66) and, finally. Healthcare (0.69). 

Beyond this most respondents were reasonably satisfied with the performance of their tools and techniques, reporting satisfaction scores in the 0.50 to 0.70 ranges consistently. There were, however, some industry sectors that were relatively less satisfied within this general appreciation of the benefits of implementing tools and techniques in this functional area. Thus, at the firm level Retail Financial Services only reported a performance satisfaction score of 0.35 and Power Water scored only 0.46. At the function level the Publishing sector was least satisfied with a performance score of 0.43, most of the other sectors appeared, however, to be reasonably satisfied with the performance of the tools and techniques used for performance improvement at the functional level. 

Loveman, G. W. 1998. Employee satisfaction, customer loyalty, and financial performance an empirical examination of the service profit chain in retail banking. Journal of Service Research, 2(2) 138-144. 

Retailers exist when they provide convenient product assortment, avaflabflity, price, and image within the geographic market served. The degree of customer preference (loyalty dtre to customer service and price/value performance) that a retailer enjoys in a spedfic area directly affects its abUity to negotiate supply chain relationships. The retailer s financial capahUity and size also determine its degree of influence over other supply chain members. 

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