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\title{An Assessment of Branding Factors and their Relationship with Branding Benefits: Evidence from NRBC Bank of Bangladesh}
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\begin{document}

             \author[1]{Zakaria  Arifin}

             \affil[1]{  NRBC Bank}

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\date{\small \em Received: 11 December 2017 Accepted: 31 December 2017 Published: 15 January 2018}

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\begin{abstract}
        


In the context of Banking industry of Bangladesh, NRBC Bank emerged itself on the ground of stiff competition but at the same time with scope of expansion to serve the major unbanked population of the country. However, within 4th year of its operation, the Bank experienced a setback in its Brand image caused by widespread news of unregulated lending. This research aims at investigating customers? average perception of Branding factors at NRBC Bank and the relationship between Brand factors and Branding Benefits. The primary data were collected from the Bank?s existing customers on judgmental basis. Based on the services branding literature branding factors of financial service industry were identified. The problem statement was generated and hypotheses were empirically tested. The respondents? responses were obtained through a structured questionnaire. The study revealed that the Branding factors of NRBC Bank, based on average perception, are distinctive banking product, corporate culture, and cross functional teams. These factors exerted the strongest effects on the overall, financial and non-financial brand benefits. The multiple regression analysis findings indicate that there is a significant and positive relationship between the Branding factors and the overall brand benefits. Moreover, the study indicated that the effect of the Branding factors on the financial benefits is stronger than their effect on the Non-financial brand benefits. These findings depict that although there are clear Nonfinancial benefits of branding such as good brand image, atmospherics, and service delivery process but the essence of successful branding of NRBC Bank is tangible especially on financial benefits.

\end{abstract}


\keywords{NRBC bank, branding factors, overall brand benefits, brand financial benefits, and brand non financial benefits.}

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\let\tabcellsep& 	 	 		 
\section[{Introduction}]{Introduction}\par
n recent years, with tough competition in the banking industry, Banks' managers have increasingly recognized the importance of their service brands in driving customer loyalty, price premiums, revenue growth, increasing profits, and consequently, enhanced shareholders value. As building and maintaining banks' brands can be costly, risky, and a time-consuming process, many Bank Managers are seeking new approaches that achieve strong brand position more quickly and more efficiently. However, since banks experience negative news that spread over the entire banking industry, Bank Managers often need to evaluate the perception of customer towards branding factors and the benefits these factors constitute. Further, strong perception of a financial brand by customers enables banks to develop new services and launch new businesses. On the other hand, negative perception towards a financial Brand, created either from Bank's internal inefficiency or from external sources can move away customers from the Brand in long run or threaten customer loyalty.\par
Recently, the Bank in the study experienced decline in customers' confidence in its Brand due to negative news spread across the Banking Industry for its unregulated loan disbursement to some customer and removal of Managing Directors and restructuring of the Board of the Directors in this process. Consequently, some customers move their businesses away from the Bank and the Brand benefits both financial and non financial were threatened. This study, therefore, investigates the Brand perception of the customers and the relationship of Brand benefits of NRBC Bank resulting from the Bank's Brand elements. The study proceeded by identifying problem statement and objectives as well as b y reviewing the suitable literature and setting hypotheses in the field of financial service branding. The study ended with findings and future research opportunities. 
\section[{II.}]{II.} 
\section[{The Study Objectives}]{The Study Objectives}\par
The study aims to achieve the following objectives: 1. To determine the branding factors of NRBC Bank. 2. To determine the customers' average perception to branding factors of NRBC Bank. 3. To examine the relationship between branding factors and brand benefits; financial and nonfinancial at NRBC Bank. 
\section[{III.}]{III.}\par
Review of Relevent Literature How craft and Lavis  {\ref (1986)} found that building a service brand image can be done through corporate identity (external and internal design and facilities), public relations, the design of distribution and delivery systems, and improving the customer service.  {\ref Berry etal. (1988)} argued that strong brand names can accelerate market awareness and acceptance of a high-quality service. Zeithmal et al.  {\ref (1985)} found that building a company reputation can be achieved by stimulating the word-of-mouth communication.\par
Other researchers: Shostack (1977); Berry (1980); Zeithaml etal. (1985) advocated banks branding strategy through using distinctive logo or physical facilities that consumers can immediately associate them with specific service providers. \hyperref[b13]{Dobree and Page (1990)} found that establishing and enhancing a strong service brand would be achieved through distinct service offerings and a superior service delivery process by which a company can meet its promises. \hyperref[b1]{Balmer and Wilkinson (1991)} argue that a powerful marketing weapon is having a corporate identity. BF is about incorporating the organization's philosophy, culture and personality. Every point of contact between the organization and the customer counts and is important to its BF. Having a strong corporate identity (e.g. helpful and friendly) requires using an internal marketing strategy, having a well-skilled staff, and well managed marketing mix \hyperref[b1]{(Balmer and Wilkinson, 1991)}.\par
Boydet al.  {\ref (1994)} found that the most important criterion upon which customers choose financial service company is its reputation \hyperref[b5]{(Boyd et al., 1994)}. Denby-Jones (1995) found that building a corporate image needs an organizational commitment and delivering consistent services to customers (how fast the telephone is answered).The customer focus is the central point of the business culture. He found that branding provides increased market share, greater profitability, and significant boost to a company asset value.\par
Other researchers found that using an internal marketing strategy is imperative to create cohesive and consistent organizational culture \hyperref[b3]{(Berry, 1980;} {\ref De Chernatony and Dall`OlmoRiley, 1999)}. \hyperref[b3]{Berry (2000)} found that well-presented brand name does not rescue a weak service, and all company marketing activities should be consistent to deliver the promise to customers.  {\ref McDonaldetal. (2001)} focused on an organization's culture for BF within financial service context. Further, the creation and development of service brands represents a source of sustainable competitive advantage.\par
DeChernatony and Segal-Horn (2003) examined the criteria for successful service brands. They found that the most important criteria are focused position, consistency in delivering services, and values and systems (corporate culture). A recent study, King and Grace (2005) explored the crucial role of employees in the delivery of brands. They found that a service company's employees, by practicing a strong internal marketing strategy, have the most important role on building and delivering its brand in the marketplace.  {\ref Eberland and Schwaiger (2005)} found that corporate reputation has exerted a strong effect on the organizations' financial performance. \hyperref[b6]{Cravens (2006)} argues that one of the strategic marketing global challenges is strategic brand initiatives.\par
However, a significant contribution to the brand management literature has come from the seminal work of \hyperref[b0]{Aaker (1996)}. \hyperref[b0]{Aaker (1996)} argues that strong brands provide values for customers, constituting both functional and emotional benefits. The functional values are those related to the product or service attributes that provide the functional utility to the customer. The emotional benefits can be found when a particular brand gives the customer a positive feeling. The emotional benefits add richness and depth to the experience of using the brand.\par
IV. 
\section[{Methodology of the Study a) Study Sample}]{Methodology of the Study a) Study Sample}\par
The sample of the study was existing customers of NRBC Bank. A total of 60 respondents were chosen on judgmental basis from its 15 Branches out of 61 Branches across the country. Of the surveyed branches, 9 were operating in urban cities. Of the 60 respondents, 27 were from individuals of household category, 14 were service holder, 11 were conducting proprietorship businesses and 8 were representatives of corporations having banking relationship with NRBC Bank. 
\section[{b) Data Collection Methods}]{b) Data Collection Methods}\par
The primary data were collected through a questionnaire developed for the purpose of this study. The questionnaire was highly structured that required there respondents to select from fixed-response alternatives. For each variable included in the research model, five point Like rt-scale was used (runs from "Strongly Agree" given the score of "5" to "Strongly Disagree" given the score of "1", and a mean score of "3" was given for the Choice of "Not Sure"). 
\section[{c) Conceptual Framework}]{c) Conceptual Framework}\par
Examining the service brand literature has revealed that there is a number of factors that have a critical role to play on Branding Financial Products. A careful examination on service brand literature has found that seven factors have a critical role on Branding Factors as follows: Corporate Culture (CC), Internal Marketing (IM), Service Delivery Process (SDP), Atmospherics (ATMO), Distinctive Banking Product (DBP), Marketing Communications (MC) and Cross Functional Teams (CFT). Based on the service brand literatures and the research objectives, a research model is developed to be empirically tested. Based on an examination of the branding literature review and to achieve the study objectives posed, following hypotheses were set in the null hypotheses shape: HO1: There is no relationship between branding factors (corporate culture, internal marketing, service delivery process, atmospherics, distinctive banking product, marketing communications and cross functional teams) and overall brand benefits.\par
HO2: There is no relationship between branding factors(corporate culture ,internal marketing, service delivery process, atmospherics, distinctive banking product, marketing communications and cross functional teams) and financial brand benefits i.e; increase in profitability, ROI, etc. HO3: There is no relationship between brand-building factors(corporate culture internal marketing, service delivery process, atmospherics, distinctive banking product, marketing communications and cross functional teams)and non-financial brand benefits i.e. customer loyalty, better brand image in the minds of customers, etc. 
\section[{e) Operational Definition of the Research Variables i Organizational Culture}]{e) Operational Definition of the Research Variables i Organizational Culture}\par
It is concerned with the extent to which bank has an organizational culture that enhances building brands in the marketplace. The operational definition is generated based on work of previous researchers such as Saunders and Watters (1993); Balmer (1998); De Chernatony and Dall`Olmo Riley (1999); \hyperref[b3]{Berry (2000)}.\par
ii Internal Marketing It is concerned with the extent to which bank practices internal marketing to build brands in the marketplace. The operational definition is generated based on work of previous researchers such as \hyperref[b3]{Berry (1980)}; \hyperref[b0]{Aaker (1996)} vii Cross-Functional Teams It is the extent to which banks focus on teamwork and integration between a bank's functions to build strong brands. The operational definition is generated based on work of previous researchers such as  {\ref (} f) Data Analysis\par
The data were analyzed deploying a set of appropriate statistical techniques and methods that are able to achieve study objectives. To gain average perceptions of Branding elements, descriptive statistics (mean and standard deviation) of service brand factors derived from relevant literature was used. Finally, to examine the relationship between branding elements and brand benefits, Hypotheses were tested through multiple regression analysis and ANOVA. Labeling variables, Inputting Data, and Data Analysis were programmed using IBM SPSS, version 20.\par
V. Table \hyperref[b0]{(1)} shows that the highest mean score (4.10) is given to being more customer focused than competitors. This indicates that NRBC Bank focuses heavily on being more customer focused than competitors, as a major part of their culture, the bank is looking to increase employees' productivity through improving their capabilities. The lowest mean scores (3.83) and (3.97) are given, subsequently to looking at approaches to create customer value and wants, and measures customer satisfaction systematically. These results reflect the fact that the practice of measuring customer satisfaction, in general, at the bank is weak and needs to be improved. shows that the highest mean score(4.37) is given to the fact that our bank personnel are trained to interact with customers carefully.This is reasonable incemost banks are looking to increase employees' productivity through improving their etiquettes, capabilities, and approaches to reach customer. The lowest mean scores (3.80) is given to the fact of collecting data about employees' needs and wants. These results reflect the fact that the practice of internal marketing, in general, at banks is weak and needs to be improved. Our bank focuses on using standard procedures in delivering our banking services to Customer 4.0667 .73968 
\section[{Analysis and Findings}]{Analysis and Findings} 
\section[{b) Internal Marketing}]{b) Internal Marketing}\par
Our bank has qualified to interact with customers during the service delivery process 3.8667 .89955\par
Our bank uses information technology in processing work processes 3.9333 .86834 Our bank focuses on personal delivery for our banking services to customers 4.5000 .50855 Our bank prepares a "flowchart" which describes the activities required to perform banking services to customers 4.0000 .87099\par
Table \hyperref[b1]{(3)} shows that the highest mean score (4.50) is given to the fact that our bank focuses on personal delivery for our banking services to customers. This may indicate that bank encourages its employees to use behavioral procedures to deliver their services in addition to computerized works. The lowest mean score (3.87) is given to the fact thatour bank has qualified to interact with customers during the service delivery process. This low mean score reflects the fact that bank does not recognize the importance of a well-designed service delivery process or customer satisfaction and the resulting image. 
\section[{d) Atmospherics}]{d) Atmospherics}\par
Table  {\ref 4} We design our facilities and layout in order to communicate service quality 4.2333 .56832\par
Table \hyperref[b2]{(4)} shows the notable mean score (4.37) is for the fact that our bank facilities are designed to achieve a specific image. This result is very reasonable since majority of the employees put on uniforms to create a good image and bank's premises are uniformly designed to depict certain images to the bank. The mean score (3.73) is given to the fact that our bank working atmosphere is designed to satisfy customers e.g., furnishing, colours etc. e) Distinctive Banking Product Table \hyperref[b3]{(5)} shows that most of the items encapsulated are important to build reputation through a distinctive banking product. The highest mean score (4.37) is given to the fundamental role of employees that banks rely on to build reputation in the marketplace. This finding is very consistent with service branding literature that advocates the fact that, in service businesses, customers perceive a bank's employees as an essential part of banking products, if not the product itself. The lowest mean score (3.90) is given to providing superior service quality better than competitors and to the fact that Our bank enhances customer services staff knowledge to deliver customer services effectively. This finding seems to show that bank focuses on service quality issues to tackle competitive pressures in the marketplace rather than to provide superior service quality better than competitors. Our bank motivates the employees to successfully execute the desired image 4.0000 .87099 
\section[{f) Marketing Communications}]{f) Marketing Communications}\par
Table \hyperref[b5]{(7)} shows that the highest mean score (4.23) is given to the fact thatThe bank's managers and employees have the necessary interaction skills and capabilities to create a unique image.This seems to reflect that the bank still recognizes that all department s should work as a team in order to satisfy today's demanding customers. The lowest mean score (3.90) is given to the fact that our bank integrates the marketing unit with the main business to create a distinctive Image. This result may indicate that marketing should have a greater role at the bank in order to create a unique image through improving employees' interaction skills and abilities. h) Building Brand Benefits Table \hyperref[b4]{(6)} shows that the highest mean score\par
The descriptive analysis findings, shown in table \hyperref[b6]{(8)}, reveal that the mean scores, given to both financial and non-financial benefits, are very close and highlight the fact that building brands is a strategic issue in banks. Further, branding factors would bring strategic benefits on short and long terms alike. In general, the customer tend to focus on financial benefits of branding factors, based on mean scores, as a direct result of branding. This is not surprising since the customers tend to focus on tangible results of building brands which are best expressed in financial terms such as profitability and sales of banking products. i) Testing Hypothesis 1. HO1: There is no relationship between brandbuilding factors (corporate culture, internal marketing, service delivery process, atmospherics, distinctive banking product, marketing communications and cross functional teams) and the overall brand benefits. Table \hyperref[b7]{(9)} shows the results of the multiple regression analysis of the independent variables on the overall brand benefits. The multiple regression model, R square is 0.570, is significant at 0.005. The regression findings indicate that there is a significant impact of the independent variables on overall brand benefits. These findings provide empirical support for rejecting major hypothesis HO1 and accepting the alternative hypothesis HA1. Table \hyperref[b7]{(9)} shows that 57.00\% of the variation in overall brand benefits is explained by the independent variables together. The findings indicate that Distinctive Banking products (beta is 1.034), Service Delivery process (beta is 0.586), and marketing communications (beta is 0.644) are the strongest predictors of variations in the overall brand benefits. In most cases, Bank's top executives focus on building atmospheric attributes of the bank but this attributes have little, if any, relationship with the overall brand benefits. A scan be seen from table \hyperref[b7]{(9)}, Cross functional Teams and atmospherics failed to present any significant relationships with the overall Brand Benefits and their relationships are also negative. The negative signs do not mean that these variables are unimportant but when all variables taken together, the results show that three factors (most important independent variables.\par
2. HO2: There is no relationship between brandbuilding factors (corporate culture, internal marketing, service delivery process, atmospherics, and distinctive banking product, marketing communications and cross functional teams) and the financial brand benefits. 
\section[{Global Journal of Management and Business Research}]{Global Journal of Management and Business Research}\par
Volume XVIII Issue I Version I Year ( ) Table \hyperref[b8]{(10)} shows results of the multiple regression analysis of the independent variables on the financial brand benefits, as a dependent variable. The m ultiple regression model, R square is 0.664, is signific ant at 0.000. The regression findings indicate that there is a si gnificant and positive relationship between all the ind ependent variables and the financial brand b enefits. These findings provide empirical support for r ejecting major hypothesis HO2 and accepting the alternative h ypothesis HA2. Table \hyperref[b8]{(10)} shows that 66.40percent of the variati on in the financial brand b enefits is explained by the independent variables to gether. The findings indicate that Marketing Communications (beta is1.132), Service Delivery Process (beta is .270), Distinctive Banking Product (beta .24), and Internal Marketing (beta is 0.381) are the strongest predictors of variations in the financial brand benefits. Although Corporate Culture failed to present any significant relationship with the financial brand benefits, the relationship is still positive. As seen in previous case, Cross Functional Teams and Atmospherics also failed to present any significant relationships with the financial brand benefits and their relationships are also negative.\par
3. HO3: There is no relationship between brandbuilding factors (corporate culture, internal marketing, service delivery process, atmospherics, and distinctive banking product, marketing communications and cross functional teams) and the non-financial brand benefits. Table \hyperref[b9]{(11)} shows results of the multiple regression analysis of the independent variables on the non-financial brand benefits, as a dependent variable. The multiple regression model, R square is 0.423, is significant at0.064. At 5.00\% significance level, we CAN'T reject the null hypothesis. So, the regression findings indicate that there is NO significant and positive relationship between all the independent variables and the non-financial brand benefits. These findings provide empirical support for accepting major hypothesis HO3 and rejecting the alternative hypothesis HA3. Table \hyperref[b9]{(11)} shows that 42.3 per cent of the variation in the nonfinancial brand benefits is explained by the independent variables together. The findings indicate that distinctive banking product (beta is 1.669) and service delivery Process(beta is -0.800) are the strongest predictors of variations in the non-financial brand benefits, although marketing communications, internal marketing and Atmospherics failed to present any significant relationship with the non-financial brand benefits. 
\section[{VI.}]{VI.} 
\section[{Conclusions}]{Conclusions}\par
In the competitive banking industry, the branding of a financial product and developing the brand image in the marketplace has become an important issue. For banks today, the strength and marketing power of a financial brand is critical for differentiation and success. As such, this study aimed to investigate general perception of customers to Brand elements of NRBC Bank, a fourth generation Bank of the country, and its relationship with financial, non-financial and overall Brand benefits. The study revealed that the most opinion ated Brand factors of NRBC Bank, based on average perception, are distinctive banking product, corporate culture, and cross functional teams. These factors exerted the strongest effects on the overall, financial and non-financial brand benefits. The multiple regression analysis findings indicate that there is a significant and positive relationship between the Branding factors and the financial Brand benefits. Moreover, the study indicated that the effect of the Branding factors on the financial benefits is stronger than their effect on the Non-financial brand benefits. Again, the multiple regression results show that the effects of Atmospherics (as emphasized by most managers), and cross functional teams out of the seven predictors of the Branding factors on the branding benefits are non-significant. These findings lead us to a strong argument in our study that although there are clear Non-financial benefits of branding such as good brand image, atmospherics, and service delivery process but the essence of success full branding of NRBC Bank is tangible especially on financial benefits.   \begin{figure}[htbp]
\noindent\textbf{1} \par 
\begin{longtable}{P{0.690387481371088\textwidth}P{0.07347242921013412\textwidth}P{0.08614008941877793\textwidth}}
Corporate Cultural Factors of Branding Strategy\tabcellsep Mean\tabcellsep Std. Deviation\\
Aggregate Corporate Culture\tabcellsep 3.9958\tabcellsep .52980\\
Our bank is more customer focused than our competitors\tabcellsep 4.1000\tabcellsep .84486\\
Our bank has a strong commitment to our customers\tabcellsep 4.0000\tabcellsep .87099\\
Our bank is always looking at approaches to create customer value\tabcellsep 3.8333\tabcellsep .91287\\
Our marketing manager participates in top management decisions\tabcellsep 4.0333\tabcellsep .85029\\
The customer's interest comes first in our bank\tabcellsep 4.0333\tabcellsep .85029\\
Our bank builds marketing activities based on knowledge of customers' needs\tabcellsep 4.0000\tabcellsep .78784\\
Our bank objectives are driven primarily by customer satisfaction\tabcellsep 4.0000\tabcellsep .87099\\
Our bank measures customer satisfaction systematically\tabcellsep 3.9667\tabcellsep .88992\end{longtable} \par
  {\small\itshape [Note: a) Corporate Culture]} 
\caption{\label{tab_1}Table 1 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{2} \par 
\begin{longtable}{P{0.7027355623100304\textwidth}P{0.06717325227963525\textwidth}P{0.08009118541033435\textwidth}}
Internal Marketing factors of Branding Strategy\tabcellsep Mean\tabcellsep Std. Deviation\\
Internal Marketing\tabcellsep 4.0619\tabcellsep .63188\\
Our bank recruits customer oriented personnel\tabcellsep 4.2333\tabcellsep .72793\\
Our bank personnel are trained to interact with customers carefully\tabcellsep 4.3667\tabcellsep .71840\\
Our bank trains employees to improve their capabilities\tabcellsep 3.9667\tabcellsep .92786\\
Our bank rewards those employees who provide excellent service\tabcellsep 4.0667\tabcellsep .90719\\
Our bank views increasing employees' knowledge and skills as an investment rather than a cost\tabcellsep 4.0000\tabcellsep .90972\\
Our bank collects data about our employees' needs and wants regularly\tabcellsep 3.8000\tabcellsep .84690\\
Our bank has reward systems that encourage employees to work together as a team\tabcellsep 4.0000\tabcellsep .87099\\
Table (2)\tabcellsep \tabcellsep \end{longtable} \par
 
\caption{\label{tab_2}Table 2 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{3} \par 
\begin{longtable}{P{0.85\textwidth}}
Year\\
Volume XVIII Issue I Version I\\
)\\
(\\
Global Journal of Management and Business Research\end{longtable} \par
 
\caption{\label{tab_3}Table 3 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{} \par 
\begin{longtable}{P{0.7165995975855131\textwidth}P{0.05814889336016097\textwidth}P{0.07525150905432595\textwidth}}
Atmospherics Attributes Factors of Branding Strategy\tabcellsep Mean\tabcellsep Std. Deviation\\
Atmospherics Attributes\tabcellsep 4.0933\tabcellsep .26644\\
Our bank facilities are designed to achieve a specific image objectives\tabcellsep 4.3667\tabcellsep .66868\\
Our bank customer contact employees are dressed in a way to achieve the desired image\tabcellsep 4.2333\tabcellsep .72793\\
Our bank working atmosphere is designed to satisfy customers e.g., furnishing, colours. etc\tabcellsep 3.7333\tabcellsep .69149\\
Our bank focuses on overall facilities layout, décor, lighting, for creating friendly Atmospheres\tabcellsep 3.9000\tabcellsep .88474\end{longtable} \par
 
\caption{\label{tab_4}}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{5} \par 
\begin{longtable}{P{0.6989421720733427\textwidth}P{0.0695345557122708\textwidth}P{0.08152327221438646\textwidth}}
Product Factors of Branding Strategy\tabcellsep Mean\tabcellsep Std. Deviation\\
Distinctive Banking Products\tabcellsep 4.0792\tabcellsep .35882\\
Our bank offers a variety of banking services\tabcellsep 4.0000\tabcellsep .87099\\
Our employees have a fundamental role on building our brand reputation\tabcellsep 4.3667\tabcellsep .61495\\
Our bank provides a distinctive service quality to build our brand reputation\tabcellsep 4.2333\tabcellsep .72793\\
Our bank introduces consistent banking services quality to our customers\tabcellsep 4.0000\tabcellsep .87099\\
Our bank provides superior service quality better than competitors\tabcellsep 3.9000\tabcellsep .88474\\
Our bank introduces new banking services continuously\tabcellsep 4.2333\tabcellsep .72793\\
Our bank has a strategy for customer service\tabcellsep 4.0000\tabcellsep .87099\\
Our bank enhances customer services staff knowledge to deliver customer services effectively\tabcellsep 3.9000\tabcellsep .88474\end{longtable} \par
 
\caption{\label{tab_5}Table 5 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{6} \par 
\begin{longtable}{P{0.5662774725274725\textwidth}P{0.21717032967032965\textwidth}P{0.030357142857142853\textwidth}P{0.03619505494505495\textwidth}}
\multicolumn{2}{l}{Communication factors of Branding Strategy}\tabcellsep Mean\tabcellsep Std. Deviation\\
Marketing Communication\tabcellsep \tabcellsep 4.0476\tabcellsep .30555\\
\multicolumn{2}{l}{Our bank encourages our customers to recommend our bank to other customers}\tabcellsep 4.4667\tabcellsep .57135\\
\multicolumn{2}{l}{The elements of marketing communications tools are strategically consistent}\tabcellsep 4.0000\tabcellsep .87099\\
\multicolumn{2}{l}{Our marketing communications tools focus on sending a unified message}\tabcellsep 3.9000\tabcellsep .88474\\
Our bank uses advertising media to create the desired image\tabcellsep \tabcellsep 4.2333\tabcellsep .72793\\
\multicolumn{2}{l}{Our bank uses customer contact points to create the desired image}\tabcellsep 4.0000\tabcellsep .87099\\
\multicolumn{2}{l}{Our bank uses publicity and public relations to enhance our image}\tabcellsep 3.9000\tabcellsep .88474\\
\multicolumn{2}{l}{Our bank uses direct marketing methods such as telemarketing, direct mail, the internet to enhance our image}\tabcellsep 3.8333\tabcellsep .64772\\
\tabcellsep \multicolumn{3}{l}{more important than advertising to build image e.g.}\\
(4.08)is given to the fact that our bank encourages our\tabcellsep \multicolumn{3}{l}{superior service quality and customer service. The}\\
customers to recommend our bank to other customers\tabcellsep \multicolumn{3}{l}{lowest mean score (3.83) is given to strategic integration}\\
as also to the fact that advertising, as a major marketing\tabcellsep \multicolumn{3}{l}{of marketing communications to delivery consistent}\\
tool, i s to build banks' desired image in the\tabcellsep \multicolumn{3}{l}{message to the marketplace. This finding may reveal}\\
marketplace. This finding tends to show that NRBC\tabcellsep \multicolumn{3}{l}{that bank is in need to coordinate its marketing}\\
Bank still recognizes marketing the same as advertising\tabcellsep \multicolumn{3}{l}{communication activities to deliver a unified message}\\
to build image, mean while other important tools are\tabcellsep to markets.\tabcellsep \\
g) Cross Functional Teams\tabcellsep \tabcellsep \end{longtable} \par
 
\caption{\label{tab_6}Table 6 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{7} \par 
\begin{longtable}{P{0.7148192771084337\textwidth}P{0.057349397590361444\textwidth}P{0.07783132530120482\textwidth}}
Cross Functional Team Parameters of Branding Strategy\tabcellsep Mean\tabcellsep Std. Deviation\\
Cross Functional Team\tabcellsep 4.0333\tabcellsep .42413\\
The bank's departments are co-ordinated to ensure customer satisfaction\tabcellsep 4.0000\tabcellsep .87099\\
Our bank integrates the marketing unit with the main business to create a distinctive Image\tabcellsep 3.9000\tabcellsep .88474\\
The bank's managers and employees have the necessary interaction skills and capabilities to create a unique image\tabcellsep 4.2333\tabcellsep .72793\end{longtable} \par
 
\caption{\label{tab_7}Table 7 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{8} \par 
\begin{longtable}{P{0.1058139534883721\textwidth}P{0.5767441860465116\textwidth}P{0.07790697674418605\textwidth}P{0.08953488372093023\textwidth}}
2018\tabcellsep \tabcellsep \tabcellsep \\
Year\tabcellsep \tabcellsep \tabcellsep \\
Volume XVIII Issue I Version I\tabcellsep \tabcellsep \tabcellsep \\
)\tabcellsep \tabcellsep \tabcellsep \\
E\tabcellsep \tabcellsep \tabcellsep \\
(\tabcellsep \tabcellsep \tabcellsep \\
Global Journal of Management and Business Research\tabcellsep Indicators of Branding Benefits Overall benefits of branding factors Increasing market share (Financial) Increasing profitability (Financial)\tabcellsep Mean 4.3111 4.3667 4.4000\tabcellsep Std. Deviation .26807 .49013 .56324\\
\tabcellsep Increasing sales of deposit and loan products (Financial)\tabcellsep 4.5000\tabcellsep .57235\\
\tabcellsep Boosting the bank's assets value (Financial)\tabcellsep 3.9000\tabcellsep .88474\\
\tabcellsep Increasing return on investment (Financial)\tabcellsep 4.2333\tabcellsep .72793\\
\tabcellsep Better reputation in the market (Non -Financial)\tabcellsep 4.3333\tabcellsep .66089\\
\tabcellsep Continuous growth (Non -Financial)\tabcellsep 4.2000\tabcellsep .61026\\
\tabcellsep Better image in the customers' minds (Non -Financial)\tabcellsep 4.5667\tabcellsep .50401\\
\tabcellsep Building relationships with customers (Non -Financial)\tabcellsep 4.3000\tabcellsep .59596\\
\tabcellsep © 2018 Global Journals\tabcellsep \tabcellsep \end{longtable} \par
 
\caption{\label{tab_8}Table 8 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{9} \par 
\begin{longtable}{P{0.31329704510108863\textwidth}P{0.017185069984447902\textwidth}P{0.029082426127527213\textwidth}P{0.12954898911353033\textwidth}P{0.07799377916018663\textwidth}P{0.09782270606531882\textwidth}P{0.08592534992223949\textwidth}P{0.09914463452566095\textwidth}}
Multiple R\tabcellsep R Square\tabcellsep Adjusted R Square\tabcellsep Standard Error of the Estimate\tabcellsep Durbin-Watson\tabcellsep \multicolumn{2}{l}{Analysis of Variance F Value Sig. F}\tabcellsep HO Result\\
0.755\tabcellsep 0.570\tabcellsep 0.433\tabcellsep 0.20192\tabcellsep 1.426\tabcellsep 4.159\tabcellsep 0.005\tabcellsep Rejected at 5.00\% Sig. F\\
\multicolumn{5}{l}{Independent Variables in the Multiple Regression Equation}\tabcellsep \tabcellsep \tabcellsep \\
\multicolumn{2}{l}{Independent Variables}\tabcellsep \tabcellsep Standardized Coefficients\tabcellsep T Value\tabcellsep Sig. T\tabcellsep \multicolumn{2}{l}{Collinearity Statistics}\\
\tabcellsep \tabcellsep \tabcellsep Beta\tabcellsep \tabcellsep \tabcellsep Tolerance\tabcellsep VIF\\
\multicolumn{2}{l}{Corporate Culture}\tabcellsep \tabcellsep .182\tabcellsep .576\tabcellsep .017\tabcellsep .196\tabcellsep 5.095\\
\multicolumn{2}{l}{Internal Marketing}\tabcellsep \tabcellsep .114\tabcellsep .321\tabcellsep .571\tabcellsep .155\tabcellsep 6.446\\
\multicolumn{2}{l}{Service Delivery Process}\tabcellsep \tabcellsep .586\tabcellsep 1.530\tabcellsep .751\tabcellsep .133\tabcellsep 7.505\\
Atmospherics\tabcellsep \tabcellsep \tabcellsep -.196\tabcellsep -.788\tabcellsep .140\tabcellsep .317\tabcellsep 3.151\\
\multicolumn{2}{l}{Distinctive Banking Product}\tabcellsep \tabcellsep 1.034\tabcellsep 1.481\tabcellsep .439\tabcellsep .040\tabcellsep 24.937\\
\multicolumn{2}{l}{Marketing Communications}\tabcellsep \tabcellsep .644\tabcellsep 1.398\tabcellsep .153\tabcellsep .092\tabcellsep 10.826\\
\multicolumn{2}{l}{Cross Functional Teams}\tabcellsep \tabcellsep -1.818\tabcellsep -3.009\tabcellsep .176\tabcellsep .054\tabcellsep 18.649\end{longtable} \par
 
\caption{\label{tab_9}Table 9 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{10} \par 
\begin{longtable}{P{0.2388540031397174\textwidth}P{0.09207221350078493\textwidth}P{0.10941915227629515\textwidth}P{0.048037676609105184\textwidth}P{0.07739403453689168\textwidth}P{0.09874411302982732\textwidth}P{0.08540031397174254\textwidth}P{0.10007849293563578\textwidth}}
Multiple R\tabcellsep R Square\tabcellsep Adjusted R Square\tabcellsep Standard Error of the Estimate\tabcellsep Durbin-Watson\tabcellsep \multicolumn{2}{l}{Analysis of Variance F Value Sig. F}\tabcellsep HO Result\\
.815\tabcellsep .664\tabcellsep .557\tabcellsep .18355\tabcellsep 1.852\tabcellsep 6.220\tabcellsep .000\tabcellsep Rejected at 5.00\% Sig. F\\
\tabcellsep \multicolumn{5}{l}{Independent Variables in the Multiple Regression Equation}\tabcellsep \tabcellsep \\
\multicolumn{2}{l}{Independent Variables}\tabcellsep \multicolumn{2}{l}{Standardized Coefficients}\tabcellsep T Value\tabcellsep Sig. T\tabcellsep \multicolumn{2}{l}{Collinearity Statistics}\\
\tabcellsep \tabcellsep Beta\tabcellsep \tabcellsep \tabcellsep \tabcellsep Tolerance\tabcellsep VIF\\
\multicolumn{2}{l}{Corporate Culture}\tabcellsep .060\tabcellsep \tabcellsep .215\tabcellsep .832\tabcellsep .196\tabcellsep 5.095\\
\multicolumn{2}{l}{Internal Marketing}\tabcellsep .381\tabcellsep \tabcellsep 1.215\tabcellsep .237\tabcellsep .155\tabcellsep 6.446\\
\multicolumn{2}{l}{Service Delivery Process}\tabcellsep .270\tabcellsep \tabcellsep .798\tabcellsep .433\tabcellsep .133\tabcellsep 7.505\\
Atmospherics\tabcellsep \tabcellsep -.059\tabcellsep \tabcellsep -.269\tabcellsep .790\tabcellsep .317\tabcellsep 3.151\\
\multicolumn{2}{l}{Distinctive Banking Product}\tabcellsep .234\tabcellsep \tabcellsep .379\tabcellsep .709\tabcellsep .040\tabcellsep 24.937\\
\multicolumn{2}{l}{Marketing Communications}\tabcellsep 1.132\tabcellsep \tabcellsep 2.784\tabcellsep .011\tabcellsep .092\tabcellsep 10.826\\
\multicolumn{2}{l}{Cross Functional Teams}\tabcellsep -1.365\tabcellsep \tabcellsep -2.558\tabcellsep .018\tabcellsep .054\tabcellsep 18.649\end{longtable} \par
 
\caption{\label{tab_10}Table 10 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{11} \par 
\begin{longtable}{P{0.23815789473684212\textwidth}P{0.09078947368421052\textwidth}P{0.11052631578947368\textwidth}P{0.047368421052631574\textwidth}P{0.08026315789473683\textwidth}P{0.09736842105263158\textwidth}P{0.08684210526315789\textwidth}P{0.09868421052631578\textwidth}}
Multiple R\tabcellsep R Square\tabcellsep Adjusted R Square\tabcellsep Standard Error of the Estimate\tabcellsep Durbin-Watson\tabcellsep \multicolumn{2}{l}{Analysis of Variance F Value Sig. F}\tabcellsep HO Result\\
.650 a\tabcellsep .423\tabcellsep .239\tabcellsep .28405\tabcellsep 1.138\tabcellsep 2.302\tabcellsep .064 b\tabcellsep Accepted at 5.00\% Sig. F\\
\tabcellsep \multicolumn{6}{l}{Independent Variables in the Multiple Regression Equation}\tabcellsep \\
\multicolumn{2}{l}{Independent Variables}\tabcellsep \multicolumn{2}{l}{Standardized Coefficients}\tabcellsep T Value\tabcellsep Sig. T\tabcellsep \multicolumn{2}{l}{Collinearity Statistics}\\
\tabcellsep \tabcellsep Beta\tabcellsep \tabcellsep \tabcellsep \tabcellsep Tolerance\tabcellsep VIF\\
\multicolumn{2}{l}{Corporate Culture}\tabcellsep .273\tabcellsep \tabcellsep .748\tabcellsep .463\tabcellsep .196\tabcellsep 5.095\\
\multicolumn{2}{l}{Internal Marketing}\tabcellsep -.192\tabcellsep \tabcellsep -.468\tabcellsep .644\tabcellsep .155\tabcellsep 6.446\\
\multicolumn{2}{l}{Service Delivery Process}\tabcellsep .800\tabcellsep \tabcellsep 1.803\tabcellsep .085\tabcellsep .133\tabcellsep 7.505\\
Atmospherics\tabcellsep \tabcellsep -.300\tabcellsep \tabcellsep -1.043\tabcellsep .308\tabcellsep .317\tabcellsep 3.151\\
\multicolumn{2}{l}{Distinctive Banking Product}\tabcellsep \multicolumn{2}{l}{1.669}\tabcellsep 2.063\tabcellsep .051\tabcellsep .040\tabcellsep 24.937\\
\multicolumn{2}{l}{Marketing Communications}\tabcellsep -.007\tabcellsep \tabcellsep -.012\tabcellsep .990\tabcellsep .092\tabcellsep 10.826\\
\multicolumn{2}{l}{Cross Functional Teams}\tabcellsep \multicolumn{2}{l}{-1.921}\tabcellsep -2.747\tabcellsep .012\tabcellsep .054\tabcellsep 18.649\end{longtable} \par
 
\caption{\label{tab_11}Table 11 :}\end{figure}
 			\footnote{© 2018 Global Journals} 		 		\backmatter   			 
\subsection[{The Limitation of the Study and Scope for Further Research}]{The Limitation of the Study and Scope for Further Research}\par
Although the study has achieved its objectives and added some contribution to the NRBC Bank branding position and evaluation, there are some research opportunities. First, the findings of this study cannot be generalized to other service industries and are limited to the NRBC Bank's Perspective. Second, this research has been carried out from NRBC Bank's existing customers' perspectives. A considerable area of future research is to carry out the study in large scale from the perspective of non-banking customers of the Bank. Finally, the branding factors used in the study have been identified based on a careful examination of service brand literatures. Future studies should identify other influential branding factors. 			  			  				\begin{bibitemlist}{1}
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\bibitem[Balmer and Wilkinson ()]{b1}\label{b1} 	 		‘Building Societies: Change, Strategy, and Corporate Identity’.  		 			John M T Balmer 		,  		 			Adrian Wilkinson 		.  	 	 		\textit{Journal of General Management}  		1991. 17  (2)  p. 33.  	 
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\bibitem[Doyle ()]{b14}\label{b14} 	 		\textit{Building Value-Based Brand Strategies},  		 			Peter Doyle 		.  		1999. Academy of Marketing Annual.  	 
\bibitem[Balmer ()]{b2}\label{b2} 	 		‘Corporate Identity and Advent of Corporate Marketing’.  		 			John Balmer 		,  		 			MT 		.  	 	 		\textit{Journal of Marketing Management}  		1998. 14 p. .  	 
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\bibitem[Davis ()]{b8}\label{b8} 	 		‘Implementing Your BAM Strategy: 11 Steps to Making Your Brand A More Valuable Business Asset’.  		 			Scott Davis 		.  	 	 		\textit{Journal of Consumer Research}  		2002. 19  (6)  p. .  	 
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\bibitem[Dibb and Simkin ()]{b12}\label{b12} 	 		‘the Strength of Branding and Positioning in Services’.  		 			Sally Dibb 		,  		 			Lyndon Simkin 		.  	 	 		\textit{International Journal of Service Industry Management}  		1993. 4  (1)  p. .  	 
\bibitem[Dobree and Page ()]{b13}\label{b13} 	 		‘Unleashing the Power of Service Brand in the 1990s’.  		 			James Dobree 		,  		 			Anthony Page 		,  		 			S 		.  	 	 		\textit{Management Decision}  		1990. 28  (6)  p. .  	 
\end{bibitemlist}
 			 		 	 
\end{document}
