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Global Banking Industry CEO Business Outlook Survey 2012-2013

 
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Dallas, TX -- (SBWIRE) -- 10/01/2012 -- “Global Banking Industry CEO Business Outlook Survey 2012–2013” is a new report by Timetric and VRL that extensively analyzes how media spend, marketing, sales strategies, practices and business planning are set to change in the banking industry during 2012–2013. This report provides the current size of the marketing and advertising budgets of banks and how spending by these financial institutions will change, providing insight into marketing behavior. In addition, the report also identifies future growth of banks and other financial institutions, and their merger and acquisition activity. This report not only grants access to the opinions and strategies of business decision makers and competitors, but also examines their actions and business priorities. The report provides access to information categorized by company size.

- This report is the result of an extensive survey drawn from Timetric and VRL’s exclusive panel of C-level respondents consisting of CEOs and other senior level respondents such as managing directors and board members from leading banks and financial institutions. The opinions and forward looking statements of 62 industry executives have been captured in our in-depth survey.
- The research is based on primary survey research conducted by Timetric and VRL accessing their B2B panels comprised of senior marketing decision makers and leading banking organizations.
- The geographical scope of the research is global - drawing on the activity and expectations of leading industry players across the Americas, Europe, Asia-Pacific, Middle East and Africa.
- Key topics covered include economic outlook, business confidence, threats and opportunities in the industry, key growth markets and high demand products.
- The report covers data and analysis on marketing budgets, marketing and sales strategies, and business practices.
- In the report companies identify the factors to maintain their business and the key actions being taken by industry players to overcome the leading business threats.
- The report examines current practices and provides information regarding future expectations.
- The report provides qualitative analysis of critical business success factors, vital channels for growth and contains full survey results.

Scope

The report features the opinions of global banking industry C-level respondents related to the following:
- Revenue growth and future developments in business structure
- Merger and acquisition activity
- Change in staff recruitment activity
- Key regions of growth
- High demand products and vital channels of growth
- Business concerns and success factors
- Annual marketing budgets and change in marketing expenditure
- Future spending outlook on media channels
- Marketing agency selection criteria

Key highlights
- Executives from the global banking industry anticipate increased levels of consolidation over the next 12 months. Of all C-level respondents, 64% expect an ‘increase’ or ‘significant increase’ in M&A activity.
- According to C-level respondents, the three emerging markets that are expected to offer the strongest growth opportunities for the global banking industry in the next 12 months are China, India and Brazil.
- In total, 34% of C-level respondents expect an increase in their marketing budgets in 2012–2013, while 35% of respondents expect ‘no change’ and 28% anticipate a decrease.

Reasons to buy
- Benchmark your sales and marketing spend with industry peers to effectively determine strategy.
- Identify the specific marketing approaches your competitors are using to win business.
- Better promote your business by aligning your capabilities and business practices with your customer’s changing needs.
- Secure stronger customer relationships by understanding the leading business concerns and changing strategies of banking industry companies.
- Project how the industry will grow, consolidate and where it will stagnate.
- Uncover the business outlook, key challenges and opportunities identified by banks and other institutional investors in the industry.

Buy your copy of this report @ http://www.reportsnreports.com/reports/195554-global-banking-industry-ceo-business-outlook-survey-2012-2013.html .

List Of Tables

Table 1: Global Banking Industry Survey: C-level Respondents by Company Turnover (%), 2012
Table 2: Revenue Growth Optimism (%), 2012–2013
Table 3: Revenue Growth Optimism by Company Turnover (%), 2012–2013
Table 4: Key Expected Changes in Business Structure (%), 2012–2013
Table 5: Planned Change in Staff Recruitment (%), 2012–2013
Table 6: Planned Change in Staff Recruitment by Company Turnover (%), 2012–2013
Table 7: M&A Activity Expectations (%), 2012–2013
Table 8: M&A Activity Expectations by Company Turnover (%), 2012–2013
Table 9: Demand in Emerging Markets (%), 2012–2013
Table 10: Growth Expectation in Developed Markets (%), 2012
Table 11: High Demand Products (%), 2012–2013
Table 12: High Demand Products by Company Turnover (%), 2012–2013
Table 13: Vital Channels of Growth (%), 2012–2013
Table 14: Key Drivers of Growth (%), 2012
Table 15: Key Drivers of Growth by Company Turnover (%), 2012
Table 16: Leading Business Concerns (%), 2012
Table 17: Leading Business Concerns by Company Turnover (%), 2012
Table 18: Critical Business Success Factors (%), 2012
Table 19: Essential Features of Customer Attraction (%), 2012
Table 20: Annual Marketing Budgets (%), 2012
Table 21: Annual Marketing Budgets by Company Turnover (%), 2012
Table 22: Planned Change in Marketing Expenditure (%), 2012–2013
Table 23: Planned Change in Marketing Expenditure by Company Turnover (%), 2012–2013
Table 24: Future Investment in Media Channels (%), 2012–2013
Table 25: Key Marketing Objectives (%), 2012–2013
Table 26: Key Marketing Initiatives : Budget Allocation (%), 2012
Table 27: Amendments to Marketing Activities (%), 2012–2013
Table 28: Critical Factors for Choosing Marketing Agency (%), 2012
Table 29: Survey Results – Closed Questions

List Of Figures

Figure 1: Revenue Growth Optimism (%), 2012–2013
Figure 2: Revenue Growth Optimism by Company Turnover (%), 2012–2013
Figure 3: Key Expected Changes in Business Structure (%), 2012–2013
Figure 4: Planned Change in Staff Recruitment (%), 2012–2013
Figure 5: Planned Change in Staff Recruitment by Company Turnover (%), 2012–2013
Figure 6: M&A Activity Expectations (%), 2012–2013
Figure 7: M&A Activity Expectations by Company Turnover (%), 2012–2013
Figure 8: Demand in Emerging Markets (%), 2012–2013
Figure 9: Demand in Emerging Markets by Company Turnover, 2012–2013
Figure 10: Growth Expectation in Developed Markets (%), 2012
Figure 11: Growth Expectation in Developed Markets by Company Turnover (% 'Increase' responses), 2012
Figure 12: High Demand Products (%), 2012–2013
Figure 13: High Demand Products by Company Turnover (%), 2012
Figure 14: Vital Channels of Growth (%), 2012–2013
Figure 15: Vital Channels of Growth by Company Turnover (% 'High Focus' Responses), 2012–2013
Figure 16: Key Drivers of Growth (%), 2012
Figure 17: Key Drivers of Growth by Company Turnover (%), 2012
Figure 18: Five-Leading Business Concerns in the Global Banking Industry (%), 2012
Figure 19: Leading Business Concerns (%), 2012
Figure 20: Leading Business Concerns by Company Turnover (%), 2012
Figure 21: Critical Business Success Factors (%), 2012
Figure 22: Critical Business Success Factors by Company Turnover (Percentage of 'Critical' Responses), 2012
Figure 23: Essential Features of Customer Attraction (%), 2012
Figure 24: Essential Features of Customer Attraction by Company Turnover (Percentage of 'Highly Important' Responses), 2012
Figure 25: Annual Marketing Budgets (%), 2012
Figure 26: Annual Marketing Budgets by Company Turnover (%), 2012
Figure 27: Planned Change in Marketing Expenditure (%), 2012–2013
Figure 28: Planned Change in Marketing Expenditure by Company Turnover (%), 2012–2013
Figure 29: Future Investment in Media Channels (%), 2012–2013
Figure 30: Future Investment in Media Channels by Company Turnover (Percentage of 'Increase' responses), 2012–2013
Figure 31: Key Marketing Objectives (%), 2012–2013
Figure 32: Key Marketing Objectives by Company Turnover (Percentage of ‘Very Important’ Responses), 2012–2013
Figure 33: Key Marketing Initiatives: Budget Allocation (%), 2012
Figure 34: Amendments to Marketing Activities (%), 2012–2013
Figure 35: Amendments to Marketing Activities by Company Turnover (%), 2012–2013
Figure 36: Critical Factors for Choosing Marketing Agency (%), 2012
Figure 37: Critical Factors for Choosing Marketing Agency by Company Turnover (%), 2012

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