Designing the market share development model of Refah Kargaran Bank

Amiri, Abdolreza; Haghighi, Mohammad; Gholami, Abdolkhalegh; Pirzad, Ali

doi:10.22075/ijnaa.2024.32069.4756

Designing the market share development model of Refah Kargaran Bank

Document Type : Research Paper

Authors

Abdolreza Amiri ¹

Mohammad Haghighi ²

Abdolkhalegh Gholami ¹

Ali Pirzad ³

¹ Department of Public Administration, Yasuj Branch, Islamic Azad University, Yasuj, Iran

² Faculty of Management, University of Tehran, Tehran, Iran

³ Department of Management, Yasuj Branch, Islamic Azad University, Yasuj, Iran

10.22075/ijnaa.2024.32069.4756

Abstract

One of the indicators of performance and growth in the banking industry is market share. Based on this, the design of the market share development model for banks has a great role in achieving their success in the competitive banking environment of Iran, so that they can upgrade and strengthen their position according to the available facilities and potentials. The Refah Kargaran Bank, due to the volume of its customers and the community it serves, has allocated a smaller share of the market to itself compared to other banks, primarily because of the lack of precise recognition of customer capabilities and needs, inadequate investment in stocks, and the facilities provided. Therefore, this issue is one of the primary concerns for the bank's managers. The current research is applied-developmental in terms of its purpose, and in terms of its implementation, it is a mixed type of research. The statistical population includes experts. The snowball method was used for sampling. The sample size consists of 25 branch managers of Refah Kargaran Banks. To analyze quantitative data, descriptive and inferential statistics were used. The results indicate that the importance of managerial, financial, service, legal, interactive, educational, technological and innovation, communication and branding, social, service and quality, interactions, support, and patronage dimensions with attracting more customers and increasing the market share of Refah Bank have been evaluated at a desirable level. The findings showed that the use of customer relationship management policies (needs assessment, responsiveness, satisfaction and loyalty) with a proximity coefficient of 0.8425 had the most impact on increasing the market share of Refah Kargaran Bank and the support and facilitation services of Refah Kargaran Bank with a proximity coefficient of 0.4449 is in the last position. The findings of the path analysis showed that the variables of attracting customers (with a rate of 0.504) and electronic banking (with a rate of 0.449) had the greatest effects on the development of Refah Kargaran Bank's market share. The presented final model provides a comprehensive guide on ways to improve the market share situation for the managers of Refah Kargaran Bank.

Keywords

development model

market share

competitive environment

Refah Bank

Fars province

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