SSB established two sets of goals: 1)corporate--to grow by $30MM in deposits in three years, establishing a clear market share leadership position, and to maintain a 1.5 R.O.A. during the planning period; 2)marketing--to provide services meeting the three basic needs of their customers, i.e., transaction, liquidity, and investment, to increase service charge revenue to 9% of total revenue, to expand banking facilities, and to design advertising to create a desired image and awareness level. Marketing mix strategies include the development of a combination term insurance and "investment account," a senior citizens Savers Club, the replacement of waived accounts with a BankClub program, and the introduction of the personal banker concept.

Introduction to Business covers the scope and sequence of most introductory business courses. The book provides detailed explanations in the context of core themes such as customer satisfaction, ethics, entrepreneurship, global business, and managing change. Introduction to Business includes hundreds of current business examples from a range of industries and geographic locations, which feature a variety of individuals. The outcome is a balanced approach to the theory and application of business concepts, with attention to the knowledge and skills necessary for student success in this course and beyond.

Seminar paper from the year 2009 in the subject Business economics - Marketing, Corporate Communication, CRM, Market Research, Social Media, grade: 1,0, University of St Andrews, course: Retailing Corporate Strategy / Corporate Strategy, language: English, abstract: "Strategy is defined as the determination of the basic long-term goals and objectives of an enterprise" (Chandler, 1990, p. 13). As the quote by Chandler suggests, strategy is concerned with the alignment of a corporation to the market in order to achieve its long-term targets. Therefore, the adoption of a strategic approach is essential for large organisations (especially retail organisations) as it is fundamental for the development of a company and consequently its success in the long run. With increasing differentiation in product portfolios, notably in the retail industry (e.g. with retailers like Marks & Spencer or Bhs both adding food to an existing non-food offer, or the grocery supermarket chains offering clothing and other merchandise categories) companies are more frequently separating their product range into several corporate divisions, which are also known as independent, market-oriented strategic business units (SBUs). In this strategy (business strategy), the strategy formulation (i.e. how the company can achieve a competitive advantage in each area of business) is carried out by the head of each business segment. The strategic alignment of each business unit is then determined by the top-level corporate strategy, where decisions are made by the upper management. Next to these two areas of strategy formation (i.e. corporate and business unit level), strategy can equally be developed from a functional viewpoint (also known as functional strategy) when making decisions as to which marketing concepts should be used or which capital equipment the company should employ to be flexible and cost-efficient for example. Within this multi-level structure of strategic decision-making there must

The speed with which consumers make choices will be faster than in the last two decades, making the predictability of the right strategic direction even more challenging. The business world is evolving at an unprecedented pace with a sputtering economy, the advancement of technology, and disruptive competitive forces. All are re-writing the rules of customer engagement. This book is a must-read for anyone leading or managing any business with a deteriorating culture, failing market relevance, and a need to change their short- and long-term performance. The boards and owners that oversee these organizations need to respond more swiftly to the decision-making of management. The one industry that faces the greatest challenge is the retail sector, where staying relevant has always been difficult and longevity of retail brands is something that is not easily achieved. So much of remaining relevant and competitive resides within leadership's ability to move an organization in the right direction. The Last Retailer Standing is a book that establishes what organizations need to address in order to remain competitive for the long-term.