Theories of Buyer Behaviour
Table of contents 1. Introduction………………………………………………………………………………4 2. Theories of Buyer Behavior………………………………………………………………4 3. Segmentation Profile of Comprehensive Buyer …………………………………………9 4. Buyer Decision Making Process………………………………………………………....13 5. Guidance of Online…………………………………………………………. ………….15 6. The trends on Banking Buyer Behavior………………………………………………....16 7. Conclusion……………………………………………………………………………….17 8. References………………………………………………………………………………..18
Abstract
Profile
Kazkommertsbank is one of the largest private banks in CIS and the market leader by total assets in Kazakhstan. The Bank provides a wide range of banking and other financial services to corporate and retail clients across the region.
Headquartered in Almaty, the Bank serves its retail clients through a network of branches in 45 cities all over Kazakhstan under the KAZKOM logo. In addition, Kazkommertsbank has international banking subsidiaries in Kyrgyzstan, Tajikistan and the Russian Federation.
Kazkommertsbank is in operation since 1991, and it is the dominant provider of banking services and other financial products to large and medium-sized corporations across all sectors of the Kazakh economy.
The Bank’s employees across the region are devoted to the task of maintaining the Bank’s position as the premier financial services company in Kazakhstan based on superior understanding of our clients ' financial needs and the ability to meet these through the highest quality of service.
Strategy
In view of the slowdown of Kazakh economy, significant turbulence and uncertainty in the global financial system and worsening economic conditions in key markets, Kazkommertsbank is focusing on asset qualtiy and liquidity management, whilst continuing to maintain operating efficiency.
Asset quality
Kazkommertsbank is focused on working with its existing clientele and on asset quality of its loan portfolio. The Bank concentrates its efforts on problem loans on
Abstract
Profile
Kazkommertsbank is one of the largest private banks in CIS and the market leader by total assets in Kazakhstan. The Bank provides a wide range of banking and other financial services to corporate and retail clients across the region.
Headquartered in Almaty, the Bank serves its retail clients through a network of branches in 45 cities all over Kazakhstan under the KAZKOM logo. In addition, Kazkommertsbank has international banking subsidiaries in Kyrgyzstan, Tajikistan and the Russian Federation.
Kazkommertsbank is in operation since 1991, and it is the dominant provider of banking services and other financial products to large and medium-sized corporations across all sectors of the Kazakh economy.
The Bank’s employees across the region are devoted to the task of maintaining the Bank’s position as the premier financial services company in Kazakhstan based on superior understanding of our clients ' financial needs and the ability to meet these through the highest quality of service.
Strategy
In view of the slowdown of Kazakh economy, significant turbulence and uncertainty in the global financial system and worsening economic conditions in key markets, Kazkommertsbank is focusing on asset qualtiy and liquidity management, whilst continuing to maintain operating efficiency.
Asset quality
Kazkommertsbank is focused on working with its existing clientele and on asset quality of its loan portfolio. The Bank concentrates its efforts on problem loans on
References: Journal of Marketing 54, 80-94 (1990). Business Week 3304 (February 8), 98-102 (1993). Conference Board Report Number 1157-96-CH, The Conference Board, New York, 1996. Berkeley, California, 1965. 7. Nicosia, Francesco M., Consumer Decision Processes. Prentice Hall, Englewood Cliffs, New Jersey, 1966. John Wiley & Sons, New York, 1969. 19 (1972). 10. Sheth, Jagdish N., A Model of Industrial Buyer Behavior. Journal of Marketing 37, 50-56 (1973). 47, 55~67 (1980). 13. Williamson, Oliver, The Economic Institutions of Capitalism. Free Press, New York, 1985. Journal of the Academy of Marketing Science 23(4), 335-345 (1995). Review. 35-46 (1993). Journal of Business Logistics 13(2), 285-301 (1992).