Marketing Thesis

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A study on analysing the marketing strategy and its impact on organisation’s business growth
and customer satisfaction: A case study on Santander UK plc

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TABLE OF CONTENTS
LIST OF FIGURES .......................................................................Error! Bookmark not defined.
LIST OF TABLES.........................................................................Error! Bookmark not defined.
ABSTRACT...................................................................................Error! Bookmark not defined.
CHAPTER 1: INTRODUCTION....................................................Error! Bookmark not defined.
1.1. Background of the Study ....................................................Error! Bookmark not defined.
1.2. Problem Statement ..............................................................Error! Bookmark not defined.
1.4. Rationale of the Research ...................................................Error! Bookmark not defined.
1.4.1. The Research Issue ..........................................................Error! Bookmark not defined.
1.4.2. Justification of the study..................................................Error! Bookmark not defined.
1.4.3. Research Objectives ........................................................Error! Bookmark not defined.
1.4.5. Research Questions .........................................................Error! Bookmark not defined.
1.5. Research aims .....................................................................Error! Bookmark not defined.
CHAPTER 2: LITERATURE REVIEW........................................Error! Bookmark not defined.
2.1. Introduction.........................................................................Error! Bookmark not defined.

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2.2. Integrated marketing: critical analysis ................................Error! Bookmark not defined.
2.3. Shifts in integrated communications: basic components ....Error! Bookmark not defined.
2.4. Marketing and customer satisfaction ..................................Error! Bookmark not defined.
2.5. Summary of Literature Review...........................................Error! Bookmark not defined.
CHAPTER 3: RESEARCH DESIGN AND METHODOLOGYError! Bookmark not defined.
3.1. Introduction.........................................................................Error! Bookmark not defined.
3.2. Research Paradigm..............................................................Error! Bookmark not defined.
3.3. Research Strategy................................................................Error! Bookmark not defined.
3.4. Research design and methodology......................................Error! Bookmark not defined.
3.5. Research approach ..............................................................Error! Bookmark not defined.
3.6. Time purpose.......................................................................Error! Bookmark not defined.
3.7. Target population................................................................Error! Bookmark not defined.
3.8 Sample size and procedure .................................................Error! Bookmark not defined.
3.7.. Data Collection .................................................................Error! Bookmark not defined.
3.8. Accesibliity issues...............................................................Error! Bookmark not defined.
3.9. Ethical issues......................................................................Error! Bookmark not defined.
3.9.Data analysis plan................................................................Error! Bookmark not defined.
3.9.Research limitations ............................................................Error! Bookmark not defined.
3.9.Data collection instruments .................................................Error! Bookmark not defined.
3.10. Validity of instruments .....................................................Error! Bookmark not defined.
3.11. Time table .........................................................................Error! Bookmark not defined.
CHAPTER 4: DATA COLLECTION AND ANALYSIS ........Error! Bookmark not defined.
4.1. introduction.........................................................................Error! Bookmark not defined.
4.2. Return rate of the questionnaires ........................................Error! Bookmark not defined.
4.3. Demographic information of the respondents.....................Error! Bookmark not defined.

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4.3.1 Identity
4.3.2. Age
4.3.3 Gender
4.3.4 Marital status
4.4. Marketing plan of the bank .................................................Error! Bookmark not defined.
4.5. Type of the marketing strategy ...........................................Error! Bookmark not defined.
4.6 Duration of the adoption of the strategy
4.7 Staff contribution
4.8 Profitability and marketing strategy
4.9 Generational expectation
4.10 Marketing strategy and client needs
4.11 Marketing and communication
4.12 Marketing and partnerships
4.13 Marketing and product mobility
Marketing and institutional growth
CHAPTER 5: CONCLUSION AND RECOMMENDATIONS ...Error! Bookmark not defined.
APPENDICES ...............................................................................Error! Bookmark not defined.
References......................................................................................Error! Bookmark not defined.

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LIST OF FIGURES
Figure 1: identity of the respondents
Figure 2: Age of the respondents
Figure 3: Gender of the respondent
Figure 4: Does the strategy meet generational expectation?
Figure 5: Marketing strategy and customer needs
Figure 6: Extent to which marketing strategy enhances customer satisfaction
Figure 7: Marketing has led to increased product mobility

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LIST OF TABLES
Table 1: Identity of the respondent
Table 2: Age of the respondents
Table 3: Gender of the respondent
Table 4: Marital status of the respondent
Table 5: Does Santander have a marketing plan?
Table 6: Type of marketing strategy adopted by Santander
Table 7: Duration of adoption of the marketing strategy currently in use
Table 8: Staff contribution to the marketing strategy
Table 9: marketing strategy
Table 10: Does Santander have a well-defined marketing strategy
Table 11: Efficacy of the marketing strategies
Table 12: Does the strategy meet generational expectation?
Table 13: Marketing strategy and customer needs
Table 14: Marketing strategy gives the customers an opportunity to communicate back
Table 15: Marketing has led to wider customer base
Table 16: Strategy aids in building partnerships

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ABSTRACT
The growth of any corporation is intertwined with the marketing structures put in place by the
entity. Santander bank has adopted very important integrated marketing techniques to help it
remain afloat in the highly competitive financial sector in the UK. This research projected has
sought to explore these marketing strategies and evaluate them against their roles in
enhancing customer satisfaction and enhancing corporate growth. With a sample size of 100,
this work interviews both the staff members and the clients of the bank to establish how the
marketing strategies incepted by the bank have led to the growth of the entity
The research work uses a quantitative aspect of research to establish the responses to the
research questions regarding the implementation of its marketing strategies and the
subsequent impact on customer care and the growth of the company in general. Through
statistical analysis that incorporates SPSS, the work conclusively assert there is indeed a very
clear relationship between the concept of marketing as established by Santander, and the
concept of customer clear and eventually, the evolution of business entities

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CHAPTER ONE: INTRODUCTION
1.1 Introduction
Santander UK plc. Is one of the leading financial institutions in the UK. It provides banking
and financing services to millions of customers all over the UK on a daily basis. Currently, it
is one of the UK's biggest personal financial services providers and one of the largest
companies to offer savings and mortgages in the UK. According to the most recent financial
reports, Santander is currently serving close to14 million active customers. The total number
of employees stands at 20,000 employees with 50 corporate business centres and 1010
branches.
Santander UK was founded in January 2010 in London after the merger of Abbey National
plc with the branches and savings business of Bradford & Bingley plc. Alliance & Leicester
plc joined the merger later in May 2010. The three constituent companies have been well
recognized throughout the UK for many decades before joining hands and forming a merger
in the shape of Santander UK. The high street branches were a familiar sight to the customers
as Abbey National bank before the formation of Santander UK plc.
Over time, Santander has endured strenuous global economic inclements to become one of
the leading financial institutions in the UK. In addition, the institution has had to weather
some of the corporate challenges that have dogged its operations since the inception of the
bank. As noted in the J.D Power Retail banking satisfaction study of 2006, Santander bank
had one of the worst customer service experiences. This indicates the huge failures in
corporate governance that the institution has undergone.
As enshrined in its growth and expansion rubric, Santander is focused in establishing itself as
a global icon in the financial sector. The growth and development plan of the institution
focuses on five key pillars

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 developing an integrated marketing strategy to increase the market potential of the
institution
 Enhancing the customer experience through service delivery
 Infrastructural development
 Increased business presence through product diversification and locational expansion
 Injecting professionalism through improved avenues of staff hiring and management
of the human resource facet
The entity has acknowledged the fundamental role of marketing in advancing the growth of
the business. This is reflected in the growth rubric as the marketing strategy is on top of the
growth and development agenda. Currently, the marketing options of the bank have been put
under review after the near dismal performance of the department in the last decade. It is thus
understandable why Santander is having very tangible investments regarding the marketing
portfolio of the company.
In a perfect economic or commercial template, the role of marketing in ensuring business
continuity cannot be overemphasised. Depending on the construct of the market segment,
marketing gives a very fundamental significance to business entities. The role of any strategic
marketing idea or initiative is to “sync” these newer marketing precepts, to the existing
marketing framework. Santander, in its quest to advance its marketing framework, has
outlined a framework through which the marketing portfolio will operate
1.2 Background of the study
In the current commercial dispensation, marketing of any product or facet of the business is
very critical. The global competitiveness in businesses has forced business entities to make an
extra step in their marketing portfolio to meet the competition threshold of other business
entities. Santander bank, in a similar fashion, is witnessing very massive product competition
in the highly competitive financial sector. In an era where the quality of products provided by

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commercial entities is almost leveling, there are many tendencies for the growth curve to
obey the law of diminishing returns. Nonetheless, there is a very logical inference to the
implementation of marketing strategies to overcome the competitive forces existing in the
global financial markets. Through the study of Santander’s market operational strategy, this
work will offer a consummate discourse on the necessity of marketing strategies in running
businesses. Specifically, the research study will explore some of the market strategies
(integrated market strategy platform) within the marketing sector where the bank operates.
Consequently, the research study will further outline the impact of the integrated marketing
strategy in the operations of the bank
1.3 Problem statement
The role of marketing within any commercial locus is critical in growth. Marketing,
according to Werner & Kumar (2000), forms the basic embroidery of a company’s growth
tangent. Marketing directly influences the purchase decision of any client thus enhancing the
product mobility of the institution. The banking industry, just like the other conventional
business set ups, rely heavily on the concept of marketing as a tool of ensuring that the
business plan is executed well (Michael, James, and Daryl, 2000).
The banking sector, just like other business entities, does a lot of inspiration and growth
through marketing. Santander’s evaluation of the current market segment has obligated it to
structure its market structure. As outlined by Michael, James, and Daryl (2000) there is a
crucial role of business entities in understanding the dynamics of a specific market strategy if
the results or the objectives desired are to be met. In concept, there is an obligation by
Santander to draft a practicable marketing structure that can yield results. In practice, these
strategies must be efficient in addressing the marketing gaps that had been recorded earlier.
Marketing dwells more on perception. This realization by the institution has witnessed
several aspects of marketing implement psychological constructs to advance their marketing

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strategies. At the inception of any new product, Santander has implemented these theoretical
marketing constructs to help win over a constituency of consumers to its products. the
subsidiaries of the bank have been indicated to be deeply engaged in the enhancement of the
customer experience through the existing marketing platforms outlaid by the institution. The
strategies of these marketing domains and the inspired output are the focal points of this
study topic regarding Santander.
The gradual growth in Santander’s marginal profits, and increased client base can be
attributed to the intense marketing strategies that the bank has undertaken so far. There ia a
logical conclusion that marketing strategies (when implemented intelligibly) are likely to
inspire the expansion of the institution. Santander’s marketing dominion in the UK has
considerably gained value, according to analysis; the aggressive product marketing has been
listed as one of the most successful agents of this increased market share. In conclusion, the
systematic growth of Santander is a corroboration of the nexus that exists between marketing
as a theoretical concept, and the growth of an economic outfit. There is sufficient belie that
the marketing framework of any entity, plays s very significant and fundamental role in the
continuity of the business growth cycle.
1.4 Rationale of the study
1.4.1 Research issue
Understanding the dynamics of any market locus of specific products is crucial in
establishing a market strategy for the products. Santander’s growth prospects in the highly
competitive banking sector are intertwined with the knowledge regarding the consumer
expectations of the products of the institution. The understanding of this research project is
based on understanding the need to devise proper and effective marketing strategies to deal
with the shifting market constructs. The evaluation of these new marketing strategies is
crucial in advancing newer modalities of understanding the consumer. The main issue in this

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dissertation is to understand how marketing, as a business concept, plays part in the
enhancement of the business growth indices
1.4.2 Justification of the study
Advancing growth and improvement of business growth are some of the two primary
motivations of any business entity. Growth in commerce is however a product of several
activities including marketing. This research work will focus on Santander’s implementation
of integrated market strategy to enhance its growth. Essentially, the work is quite significant
in exploring growth of businesses through an integrated marketing approach.
Improved business standards dictate that any strategy for increasing profits and product
mobility should be invariably evaluated. The purpose of this evaluation is to “fortify” these
strategies so that they are in harmony with the existing practical situations within the market.
This research study will work as an evaluation tool by the Santander Company to assess the
existing marketing aspects that it employs and the implications of the same in the business.
To be specific, the work will outline the principles entailed in the integrated marketing
platform since it is the basic marketing template that Santander has adopted.
1.4.3 Research objectives
 To analyze the marketing strategy that Santander UK uses to market its
products and services to its customers
 To determine the effects of Santander UK’s marketing strategy on business
growth
 To determine the effects of Santander UK’s marketing strategy on customer
satisfaction
1.4.4 Research questions
 What marketing strategy does Santander UK use to market its products and
services to its customers?

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 What are the effects of Santander UK’s marketing strategy the bank’s business
growth?
 What are the effects of Santander UK’s marketing strategy on the bank’s
customer satisfaction?
 Are the marketing strategies implemented by the bank in sync with the
dynamics of the market segment where the bank operates?
1.5 Research Aims
Since its establishment in 2010, Santander UK has learned that customer satisfaction is the
most important aspect of their business and they have taken huge steps to improve that.
Santander UK had to pull out of a deal to buy branches of RBS and Scotland part of NatWest
bank. The customers are feeling the tension and are losing their trust in the bank. If this goes
on for long, this can damage the bank’s reputation irreparably. That not only will halt the
growth of the bank but also has the potential to send it to a downward slope.
It has been made known to the bank via customers’ feedback and a number of other sources
that the bank is losing its place among its core clientele and a study needs to be done as soon
as possible to address that issue. It is not only about growth and expansion; it is almost about
survival. The main competitors are already way ahead in the game and are becoming
impossible to compete. The purpose of the study analyse the bank’s marketing strategy in
Santander UK. The study will also look into the effects the marketing strategy on business
growth and customer satisfaction in the short-run and long run.

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CHAPTER TWO: LITERATURE REVIEW
2.1 Introduction
The significance of any marketing activity in a commercial setting cannot be
overemphasised. Marketing plays a crucial role in advancing the growth of the business.
However, marketing, as a tool must be based on very sound and practical market constructs.
Conventionally, the institution of any marketing principle within any business must be
anchored on very sound principles that are derived from a strategic analysis of the market
morphology. Santander UK plc is cognisant of the significance of integrating various
marketing models to ensure the mobility of its products is achieved. As incepted in its
development and growth template, Santander UK plc has taken very significant steps in
harnessing its resources and channelling them towards very relevant marketing strategies as a
model of inspiring its growth and development. As outlined by Ejup and Alban (2013) in the
work, The Importance of Marketing in helping Companies with their Growth Strategies,
marketing marks the spine of any sales procedure. In this regard, the institution takes serious
strategies to enhance the mobility of its products within the context of marketing
2.2 Integrated marketing: a critical analysis
Santander UK plc has adopted an integrated approach in handling its marketing
portfolio. The inception of this marketing methodology is anchored on the need to achieve
optimum results regarding the mobility of the products of the institution. As outlined in its
growth plans, the institutions intends to exponentially doubly its profit margins and explore
avenues of evolving the business cycle so that the institution joins the next level of corporate
ladder (Michael, James and Daryl, 2000).
Integrating marketing methods, according to Hope, Albert, and Erick (2009), is meant
to enhance the success of the institution by avoiding the law of diminishing returns. This

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method seeks to alternate the existing methods so that the institution gains from these
marketing precepts optimally.
The global dynamics of commerce necessitates several commercial entities to adopt
rational strategies of dealing with such emerging issues (Rajan, 2009). The relevance of
integrated marketing techniques is evident in meeting these dynamic changes. There is
sufficient evidence in the global commercial morphology that alternating the precepts of
marketing is more likely to yield very tangible results for institutions (Fernandes, 2013).
Franses and Paap (2013) posit that before defining a systematic marketing procedure
to use in an institution, there is sufficient need for the stakeholders to do an extensive and
elaborate research of the target market. According to the author, a hollow marketing strategy
is one that ignores the psychological construct of the target market. Any marketing concept
aimed at achieving optimum returns on investment must be based on “need analysis.” Frank
(2005) furthers this argument by indicating that integrated marketing precepts are indeed very
essential in getting better returns on investments of most commercial entities. This infers that
compared to the “stand alone” marketing strategies, the integrated approach yields very
valuable results. Essentially, this is because the integrated marketing method takes into
account several other marketing techniques, which will ultimately enhance the sales index of
the entity (Franses and Paap, 2013).
Integrated marketing, according to Seppo and Mika (2012), takes many forms. This is
the reason why this method of marketing is considered a very powerful tool in business. The
fact that it addresses a wider spectrum of marketing issues gives it a leverage as compared to
other “unitary” marketing techniques. Robert (n.d) in his work Relationship Marketing and
the Consumer has elaborated on the need to have a broad based approach in addressing all the
activities of business. Most importantly, handling issues of marketing require very extensive
approach so that better results are realized. The essence of integrated market therefore, as

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outlined by Shaoming and Tamer (2002), is to offer marketing solutions over a relatively
wider tangent of issues since it incorporates several marketing models.
The business model of Santander plc UK, necessitates it to adopt the integrated
model. The nature of the financial sector is indeed very volatile. Providently, the client base
or locus is quite varied. This means that a singular marketing model that may be implemented
by Santander UK plc may not be too fruitful. This therefore underscores the significance of
adopting the integrated model of marketing. It surely meets the competition threshold of the
institution and it does solve a wider array of marketing issues that Santander is currently
facing (John and Stanley, 1990).
According to Ejup and Alban (2013), marketing is one of the major departments in an
organization that is responsible for identifying customer needs and wants with the aim of
producing or modifying the products to respond to market demands (Rohit and Frederick,
1989). Often, the marketing department works closely with the management to meet market
needs, develop new markets, and in most cases, satisfy customer needs (Majumdar, 1996).
Marketing may be viewed as the bridge that connects the management and consumers with
the aim of generating profit for the company.
For marketing efforts to be successful, a marketing strategy must be developed, the
market segmented and products or services have to be targeted and positioned (Ridmig, n.d).
This implies that the market consists of various relatively homogenous groups and each
group has distinct desires and needs. Marketers who use strategy, targeting and positioning in
their marketing campaigns make deliberate effort to identify their market segments, and
direct their marketing activities towards segments that they believe their companies can
satisfy in better ways than their competitors. They position their products in those segments
in ways that they appeal to the target segments (Michael, 2011).

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Ejup and Alban (2013) argue that each company should develop a strategic plan and
set clear goals for it to grow in the market. These authors refer to the macroeconomic theory
that explains that the major reason why companies exist is to make profit. Generating profit,
lowering costs, and increasing productivity are closely and positively related when it comes
to growing businesses. Many companies focus on ensuring survival in the market. They do so
by increasing their market share as well as increasing their profit margins. Whatever the
objective of a company and its strategic plan are, each company should explore ways of
improving their products or services, conducting market research to measure and understand
the needs and preferences of their market and taking appropriate steps as needed. This
approach has the potential to secure bigger market share for a company.
In addition, companies need to develop appropriate marketing strategies for them to
become profitable. Marketing strategies help companies in identifying ways to achieve their
set goals in response to their stakeholder’s interests. Strategy is connected to effective
utilization of a company’s growth potential and results of the company. Companies need to
bear in mind the threats and opportunities that characterize its external environment then use
those to improve their strategies by empowering their strengths and minimizing weaknesses
internally. According to Ansoff (1957), the product market matrix proposed growth strategies
that are ideal for companies. The matrix offers an important framework for analyzing and
considering the relationships between a company’s strategic direction and its marketing
strategy. The 4-cell matrix features various options of market and product combinations
while each cell presents distinct threats, opportunities, risks and returns. Yoram and Thomas
(1983) say that new marketing directions are proposed with the aim of overcoming present
marketing theory limitations. An integrated strategic marketing planning approach should be
offered along with an application process for the pilot. Even so, a marketing strategy is
different from a business strategy in that the former focuses on a boundary role function

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while a business strategy focuses on the entire organization. Further, marketing strategies
need to be based on analysis of competitors, customers as well as other environmental
factors. The outcomes of this analysis are then combined with other strategic inputs in an
organization to develop a strategic business strategy. A sound and successful business
strategy must have a marketing perspective. When this happens, the marketing function is
able to provide inputs for strategy development.
Seppo and Milkah (2012) argue that marketing forms a core part of the innovation orientation
in the growth of small businesses. Market orientation defines a company’s posture towards
generating an understanding of the company’s customers and meeting their needs. It is has a
positive impact on the company’s performance. This impact is largely appreciated though it
shows a reactive posture due to the fact that it focuses on the needs expressed by existing
customers. Ansoff (1957) unbundles this through the product market matrix with consists of
market penetration. This growth strategy has to do with selling existing products more to the
company’s existing customers in an effort to raise the revenue on sales. The market matrix
also consists of market development, a growth strategy that focuses on increasing sales
revenue by introducing existing products to new market segments or new markets all
together. The product development strategy enables a company to sell new or advanced
products in existing market segments or existing markets. The market matrix also includes
diversification as a growth strategy that sees a company venture into new markets with
modified, new, or improved products.
According to Smart Company (2014), customer satisfaction refers to the relationship
of expectation to perceived performance. It is expected that high levels of satisfaction lead to
increased customer loyalty and helps reduce price elasticity. It also insulates the market share
from competitors, reduces failure costs, and lowers transaction costs as well as the cost of
attracting new clients. Customer satisfaction helps in improving a company’s reputation as

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satisfied customers can lead to long-term viability of a business due to repeat purchases, word
of mouth referrals, and brand loyalty. Customer satisfaction has to do with the whole
purchase experience and not the post-use reflection only. It is therefore important to pay
attention to ensuring that all levels of a customer’s purchase experience resulting to positive
satisfaction. It may be expected that dissatisfaction at early stages can lead to negative
intentions of purchase.
Of importance to note is that dissatisfaction and satisfaction exist in varying degrees
and so highly satisfied customers display high levels of repeat purchases and tend to make
more purchase referrals than dissatisfied customers. Customers who are neutral are less likely
to offer strong referrals and their repeat purchases are also much lower. On both extremes,
highly dissatisfied and highly satisfied customers have a multiplier effect on the results. They
are more likely to talk about their impacts and experiences on most potential buyers, either
positively and negatively. Dissatisfaction and satisfaction may exist in the same buyer
experience. Business owners need to recognize that customer satisfaction is important for
continued business growth because satisfied may serve as a marketing tool in the same way
as other marketing strategies. It provides lining and helps in improving services and products
with the aim of getting potential customers to respond positively.
According to Chron (2014), getting feedback from both satisfied and dissatisfied
customers on their experiences is important. This helps a business develop its marketing
strategy because it shows the different types of marketing strategies that are working well as
well as the marketing areas that need improvement. Companies can use different avenues to
capture customer feedback including blog comments, emails, social networks, surveys and
forums. Customer feedback may also be captured in the form of unsolicited or solicited
testimonials or praise. This important marketing tool helps in attracting new customers,
building business reputation, and retaining existing customers. Shoppers tend to research

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different products or services actively before making buying decisions and testimonials that
are posted in the form of reviews online serve as referrals for new customers.
Managing customer satisfaction through marketing has to focus on addressing the gap that
exists between the perceived and expected service. The marketing strategy has to focus on
both the expectation and the perception during implementation. If a company hopes to
increase customer referrals and repeat sales through its marketing campaign, then customer
satisfaction for existing customers is critical. A company cannot expect customers to refer
others or to return unless it offers satisfactory customer experiences which they would be
willing to recommend or purchase again. Formulations of a successful marketing strategy
must therefore begin with a sound understanding of what makes a customer satisfied. (Smart
Company, 2011.)
2.3 Shifts in integrated marketing model
Malhotra (n.d) has explicated some of the processional avenues that IMC has to
undertake to be effective in any institution. The author highlights the main aspects of IMC as
cutting across both the traditional and the non-traditional channels of marketing and
employing different methods of promotion to strengthen each other. Essentially, the concept
of IMC means that businesses have a wide range of promotional methods to market their
goods and services. These promotional methods vary from the old traditional ones to the
currently existing promotional methodologies.
Several marketing experts have described IMC as a tool that “cross cuts” across
erstwhile models to the conventional models of marketing. In fact, according to Belch &
Belch (2001), the inception of disruptive technology as a model of carrying out product
promotion has evolved the concept of IMC a great deal. From traditional marketing methods
to the current digital era, the shifts in IMC reflect the growth of the technological aspect of
marketing. Marketing experts aver that indeed ignoring such emerging issues in the

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marketing arena is detrimental to any business. Such shifts in IMC, according to Brit (n.d),
reflect the evolution of the marketing industry. It is in a constant change and the adoption of
these newer modalities defines the true success rate of the marketing models adopted.
The evolution of the media industry has witnessed a dramatic move from the “mass
media” earlier known to the currently existing “specialised media.” This differentiation in the
communication sector has inadvertently influenced the growth of the marketing industry.
Essentially, as Chron (2014) has clearly outlined in his work, how Can Customer Satisfaction
Be Used As a Marketing Tool in an E-Business? The evolution of the disruptive technology is
adding a lot of influence in the marketing sector in equal measure. There is an inviolable link
between the technological advancements or rather the evolution of the disruptive technology,
and the marketing framework of any commercial institution. Santander’s business model has
to adopt these digital marketing techniques. The specialised media, according to Murphy
(1987), has a very specific target population. it shifts its focus from a more general outlet to a
specific target that is capable of addressing a specific market segment. This, according to
Yoram and Thomas (1983) is an evolution from the aspect of “traditional” marketing models
to the “current” models.
Santander plc. UK therefore has a huge advantage if it adopts the integrated model of
marketing to manage the sale of its products. The “cocktail” of all these “shifts” is indeed a
productive ingredient in the management of any marketing model. Werner and Kumar (2000)
also talks about the move from the “low accountability” within the marketing domain to the
“high accountability.” Currently, the global marketing trends have gradually moved to the
“high accountability” concept where every aspect of marketing is documented for reference.
This use of scientific model is meant to foster success in equal measure as far as advertising
and marketing for that matter is concerned.
2.4 Marketing communications: the basic components

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The choice of IMC as the basic platform of marketing by Santander UK plc was
informed by four very critical reasons. One, the changing trends in the preferences of the
consumer necessitates a change in the manner that the marketing of the products is done.
Secondly, the emerging market locus of young people. This means that there was a need by
the company to target the emerging market segment to widen their client base. Of course,
several institutions have adopted strategies to get a fair share of their market of the emerging
block of the young. Three, there is need to ensure prudent use of resources during marketing.
One of the greatest scholars in the marketing sector, Werner and Kumar (2000) argues that
the whole concept of marketing retails on the premise that little resource is used to make a
huge impact regarding the sales. An efficient marketing model must take into account the
need to “return” their investments. Ultimately, the real success criterion of any marketing
model is enshrined in its ability to increase the volumes of sales. According to Valarie and
Leonard (1985), this increment margin must be entirely above the principal amount of
investment in the marketing models that have been used.
Components of IMC

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Conceptually, IMC has adopted newer components in the management of any marketing
portfolio. Essentially, this means that Santander plc UK is currently applying these newer
models of reaching its already existing clients or meeting a new stream of clientele
altogether. The implementation of these components of IMC, as earlier mentioned, must tally
with the market structure of the products of the company. This is a very strong point in
achieving the objectives of Santander plc UK in its marketing portfolio.
2.5 Marketing and customer satisfaction
The benchmark of evaluating any marketing activity is to evaluate the level of customer
satisfaction achieved. The inception of the integrated marketing model in Santander is
anchored upon the premise of ensuring that the clients are invariantly satisfied regarding its
products. The level of customer satisfaction is the hallmark of marketing; it defines the peak
of marketing or any promotional activity. As outlined by Stephen and Robert (2004)
customer satisfaction is the primary indicator of the relevance of the marketing models
espoused by the company.
The theoretical emphasis of understanding customer satisfaction is based on the
notion that any business activity should be geared towards meeting the exact demands of the
client. The customer, according to Ansoff (2011), is the judge regarding the products and
services of a specific company. It should therefore be the prerogative of the company to
develop a feedback process to establish the proper models of communication through which
they can evaluate the relevance of a specific product.
The adoption of an integrated market communication methodology is likely to
catapult Santander into higher growth prospects. The model gives relatively wider latitude for
communication with the clients regarding their products. Consequently, this will advance the
growth agenda of the bank. It is inherent that relevant marketing methods adopted by the

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bank (in this case, an integrated marketing approach) will further the level of satisfaction and
thus increasing the marginal returns through heightened mobility of its products.
2.6 Summary of the literature Review
Relevant marketing techniques of any product leads to exponential growth of any
institution. this has been outlined in this review of scholastic publications. Santander’s
growth prospects are deeply intertwined with the wit involved in drafting important
marketing techniques. Obviously, there is a logical inference to the understanding of the
market structure before the institutionalisation of any marketing strategy. The inception of an
integrated market strategy by the bank has led to greater satisfaction of the clients since it
offers a wider platform of addressing marketing needs in the company. This literature review
has offered an elaborate discourse regarding IMC. The emphasis on IMC in this work is
because it is the most prominent marketing strategy that the bank has adopted in dispensing
its marketing activities.This work has also tried to outline the nexus between satisfaction of
the customers and the concept of IMC.
There is sufficient reasoning to conclude that relevant marketing techniques (IMC in
this regard) are primary ingredients in business growth. This work has incessantly
underscored the significance of the institution of IMC strategies in the business. It is a very
significant tool to advance the growth of business. In addition, the IMC strategies are the
definitive factors that determine the level of customer satisfaction.
In conclusion, this evaluation of the publications regarding marketing and customer
satisfaction clearly makes form the assertion that marketing is the foundation of business
growth. This relationship is very direct to say the least. In the subsequent studies, this work
shall carry forward this proposition but through the analysis of Santander bank

25
CHAPTER THREE: RESEARCH DESIGN AND METHODOLOGY
3.1 Introduction
Research design and methodology explores the methodological application of
research methods and techniques to establish the objectives of the research. This section of
the research study will be a critical segment in addressing the overall techniques used to carry
out the research. This entails an insight into such aspects like the research design. In addition,
the population targeted and the sample of the study will be a subject of discussion.
Consequently, this segment will explore how the sample size was arrived at, together with the
techniques, assumptions and technicalities involved in the sampling techniques used to select
respondents. Finally, a discourse on the data collection techniques employed in this research
study will be explored in this segment. The aim will be to highlight these data collection
strategies and their relevance in understanding the research study.
The design of this research work and its templates will seek to resolve the research problem
through the following modalities:
a) Outlining and describing the research problem highlighted in the first chapter of this
report. This model offers a justification of the research methodologies that will be
used in this research process
b) Evaluation of the past scholarly works that are related to the topic under study and
noting the knowledge gaps that would warrant this study
c) Description of the modalities of gathering data for the sake of analysis
As will be discussed in the subsequent submissions in this work, this study adopts several
precepts of the Case Study Design. It offers a consummate study of the research problem but
limits the findings within a specified entity (In this case, Santander bank, UK). The research
study applies several research methodologies relevant to the work. It has relied on diverse
sources for proper investigation of the research problem. Further, the study has “fortified” the

26
previous knowledge regarding the same topic. According to Creswell (2012), there are six
fundamental components of research methods that guarantee an effective investigative study.
These have been widely expressed in the “onion model” of research methodology. They
entail the following aspects listed below: philosophy, approach, strategy, choices, time
horizon, and the data collection methods/analysis.
Onion model of research: Brief evaluation of the onion methodology
(http://writepass.com/journal/2014/04/sample-dissertation-methodology-survey-strategy/)
The “onion” research model stratifies the research process into several layers. Each of these
layers, according to Creswell (2012), progressively leads to the “innermost” or the nucleus
layer, which represents the epitome of data synthesis (analysis). According to Beckmann
(2012), the peeling of a single layer should lead to the realization of the subsequent layer. The
stratified layers in the “onion model represents the following research aspects.
a. Research philosophy
b. Research approach

27
c. Research strategy
d. Research choice
e. Time horizons
f. Data collection and data analysis
3.2 Researchphilosophy
At the outermost layer of the research ‘onion,’ lies “the research philosophy.” Based on
philosophical dispositions, it is common knowledge that three views describing how
knowledge develops. Individuals can rely on their experiences or memories to draft meaning
from issues that happen in the society. In this regard, this research proposal relies on the
investigative approach to derive meaning to issues in the society. This has been explored
through the principles outlined in the proceeding discussions
3.2 Researchparadigm
The research paradigm is the template of the research study process. The research
paradigm entails those theoretical precepts through which the research process is anchored. In
this study, the research rubric is woven alongside the tenets of “positivism” and
“interpretivism.”
Positivism: the philosophical disposition of positivism is based upon the premise that
knowledge of any kind should be derived from logical inferences to information. This is
equally granted through mathematical evaluation of issues. This research study process will
entirely subscribe to this philosophical idea of positivism. The reasoning is that the data
obtained from the field through surveys and the interviews done, will be mathematically
coded into the SPSS platform and analysed scientifically. In addition, the logical inferences
derived from such undertaking will be based upon the reports of what Beckmann (2011)
terms as “sensory” experiences of the researcher. In addition, positivism “leans” towards the
quantitative approaches to understanding research issues. This research work wholesomely

28
embraces quantitative techniques (subset of positivism) to highlight the effects of the
integrated marketing techniques on the clients of Santander bank.
Interpretivism relies heavily on the subjective interpretation of issues. it ignores the
basic concept of “objectivity” as postulated by scientific principles. This research work will
borrow a few principles of this research paradigm. The qualitative approach, specifically, will
be borrowed from the interpretivism point of view regarding research. Nevertheless, the
whole research process will be based on the positivism approach as indicated by the
qualitative aspect of the same
3.3 Researchstrategy
The strategy of any research outlines the plan employable in the study process to
establish the responses to the research questions. The strategy seeks to outline the framework
of activities and or the directions that a researcher needs to implement to be able to conduct
the research in a successful manner. It entails the whole procedure of formulating the
research questions, advancing the research thought through the review of the scholarship
writings, carrying out the actual data collection, analysis, and finally giving the inferences of
the results achieved.
As earlier mentioned in this work, the research study will be inclined towards survey
platform. The researcher will invoke the principles of surveying as the prominent tactics in
establishing the objectives of the research work. A simple of respondents will be picked as
outlined in the proceeding discussion and subjected to a standardized questionnaire, which
will then be analyzed, and the conclusions drawn to establish the research objectives. The
nucleus of survey design is the administration of questionnaire to the respondents. This is
exactly the main fabrics of this research study.
On a more technical sense, the work can be described as a case study. This is because
the key principles under study will be done in reference to a specific institution. The

29
researcher has chosen to limit the research locus to the institution of Santander. While this
work is not entirely based on the template of a case study, the limitation of the discourse to
the institution of Santander makes it a quintessential case of research case studies. The
researcher will focus on outlining the market strategies used in commercial entities, but the
entity in focus in the Santander Plc UK. This limitation of the research concepts to this
specific institution is a corroboration of the fact that the research is a case study of the same.
3.4 ResearchDesignand Methodology
This is an analytical investigation that will analyse the marketing strategy used by
Santander UK. The study will also look into the effects of the marketing strategy on business
growth and customer satisfaction in the short-run and long run. In reference to the works of
Creswell (2012), the design of any research process outlines the plan and configuration of the
investigative process that will ultimately be used to establish the research questions. Yin
(2008) furthers this argument by admitting that the design of the research plan helps the
researcher and the reader to understand the methodological application of the theoretical
aspects of research to seek for answers for the research questions. According to Beckman
(2011), research design of any research process represents the array of conditions that will be
applied for assemblage and scrutiny of the collected data in a model that seeks to merge
relevance to the research objectives with precincts of frugality.
In this study, the design will revolve largely around the descriptive survey design.
Descriptive research process uses survey techniques to explain the “attributes” of the sample
under study. In this case, though, since the study entails the discussion regarding a specific
entity (Santander), the descriptive research process can be assumed to be a case study. This
work will also employ various precepts of meta-analysis as a descriptive model of research.
Throughout this, an evaluation of the banking sector in the UK, in relation to Santander will
be outlined.

30
In concept, this study shall employ quantitative techniques to make a conclusive
summary of those concepts gathered from the field. Other than the quantitative approach, the
work will encompass various aspects of qualitative approach to explore the research
questions. The inference to this is that a mixture of both the qualitative and quantitative
research designs will be employed. It is however critical to make a caveat that the dominant
style applicable in the work will be the use of quantitative approaches. The inferential
segment of the report will be strictly “qualitative.”
3.5 Researchapproach
In this study, inductive research process will be paramount. The study will develop
from a more specific horizon to a broader generalization. Since the concern of the work is to
establish how the marketing construct of Santander will influence the growth of the bank and
the customer experience, there are sufficient reasons to believe that inductive modalities of
interpreting research results will be crucial throughout this research work. The discussion
topic of the work is to outline the marketing strategies that have been adopted by Santander,
and how these strategies work in the interest of the bank to advance growth and improve the
experience of the customer.
The inductive platform in this study will begin from the “specific” observation of the
marketing strategies that Santander has been deploying throughout its business strategies.
Consequently, this will move to broader generalizations of the topic on how these marketing
strategies impact on the business growth prospects and the customer experience. A critical
evaluation of this reasoning brings out the aspect of inductive approach in understanding the
research process employed in this work. Since the study did not develop an extensive
hypothesis to test, there is sufficient premise to conclude that the research work will employ
inductive research approach in trying to answer the research goals and eventually in trying to
meet the objectives of the research process.

31
(http://upload.wikimedia.org/wikibooks/en/thumb/7/75/Inductive_Deductive_Reasoning.svg/
1280px-Inductive_Deductive_Reasoning.svg.png)
Justification of the research approaches used in this research: summary
Approach Suitability
Positivism: Positivism generates hypothesis
or a research question which is later tested
based on the research data synthesized.
This research project develops several
questions of research that will be answered at
the end of the analysis. However, there is no
outright hypothesis that has been developed
to be proven in this case and so the data
analyzed will simply be to explore the
research questions. positivism is not entirely
adopted in this study

32
Realism: In realism, scientific methods of
research are largely ignored. Theoretical
concepts of phenomena can be revised
according to realism
This work seeks to underscore the
significance of marketing in Santander bank,
UK. Scientific methods of research including
survey and data analysis have been used. this
essentially means that realism will not be
appropriate research approach in this work
Objectivism: As a research approach,
objectivism is cognizant of the existing social
phenomena and their inferences are
completely separate from the existing social
actors
This work entails a significant level of
“objectivism” as a research concept. The
aspect of “marketing” in Santander bank
entails a significant tenet of social research. It
is therefore conclusive to assert that
objectivism as a research approach has
played a pertinent role in the research study
Subjectivism: the precepts of “subjectivism”
assert that any theory postulated by an
individual in relation to social phenomena
should be the product of a majority or a
group of individuals in the society
Marketing precepts and postulates are the
focus of this research. However, this study is
not entailed in the “theorization” of newer
philosophical ideas regarding marketing in
Santander. in this respect, it can be firmly
stated that this research approach is not
applicable in this work
Interpretivism: It analyzes those specific
meanings that individuals place on their
actions or other people’s actions.
This study employs (wholesomely) the
components of this research approach in
exploring the answers to the research
question

33
3.6 Researchpurpose
The research purpose describes the rationale behind the study. It offers a consummate
evaluation of the reasoning behind the undertaking of the research work. This study has
combined several research purposes as a means to achieving the responses to the proposed
research questions. Exploring the avenues to the research objectives will means that the
researcher will use descriptive process. The descriptive research process attempts to explain,
while giving out additional information regarding a specific topic under study. The researcher
will outline, in detail, the aspects of marketing and the manner in which the marketing
strategies used by the institution will influence the growth tangent of the bank. It is however
notable that the descriptive statistical method will be restricted in the analysis phase.
Nonetheless, the researcher will predominantly employ the “inferential” strategy of research.
This will be because the results of the research analysis will be equally subjected to
discussion based on the inferences from the synthesised data.
Exploratory research will be the foundational purpose of this study. According to
Creswell (2012), exploratory research digs into unknown phenomena and carries out various
surveys to establish the phenomenon under study. In determining the market strategies of
Santander, this study is engaged in offering an insight into the integrated marketing
techniques that Santander has employed. The exploratory research precepts invoked in this
study engages the collection of relevant data regarding the marketing strategies by Santander
and the consequent impacts of these marketing strategies on both the growth of the institution
and the experience of the customers in the company. A critical evaluation of the research
purpose reveals that there is a mixture of several principles of research. Research studies are
not “hard wired” to limit their philosophical foundations to singular dispositions. In fact,
effect research processes are those ones that incorporate wider principles of research. This is

34
meant to enhance validity and instil the element of reliability in the process. This will be as
explored in the subsequent discussions.
This study has incorporated one of the most significant aspects of research study to
ensure that the research objectives are obtained. Analytical research purposes are critical in
analysing the results of the research study. This, according to Yin (2008) is the spine of any
research process. The analysis tends to link the conceptual framework to the practical
construct achieved from the field. In this work, the theoretical framework that assumes that
marketing has profound influence in the growth of an institution will be reinforced through
the analysis of the results that have been obtained from the results. As mentioned earlier, this
work has incorporated several other aspects of research that enhances the accuracy of the
research.
3.7 Target Population
The targeted population in any research study refers to the specific “cosmos” out of
which a sample representative will be picked for the survey. In this research study, the
population targeted will be the clients and the management of Santander bank. A total of 50
clients of the bank will be subjected for survey while another fifty of the bank staff
(management team) will equally be subjected for the same. The rationale is to establish the
responses to the research questions through the perspectives of the insiders and the outsiders
of the bank. “Insiders” in this reference are the staff members while the outsiders are the
clients of the bank. Essentially, a total of 100 respondents pooled from the population size
will be subjected for the survey. It is anticipated that this sample size will be critical to reach
a conclusive assumption regarding the role of marketing strategies in the prospects of
company growth.
3.8 Sample size and sampling procedure

35
The sample size for the survey will be 100. This has been elaborated in the preceding
discussion. The nature of the sampling process will be a mixture of several techniques.
Technically, the separation of the classes of respondents into “staff” and the “non staff” infers
that stratification has been undertaken. This means that a stratified sampling technique has
been implemented (though this is on very technical grounds)
The sampling method also incorporates a simple non-probability sampling method referred to
as the “judgemental” method. The sampling method will be used after placing a clear
stratification between the staff of the bank and the non-staff. Using this method to identify the
two clusters of respondents is simply based in instincts and intuition and no specific scientific
modality. The choice of the respondents in the sample size is assumed to be representative of
the population to be interviewed (both the staff and the clients of Santander pc UK)
3.6 Data Collection
Since this is a survey research, the collection of the relevant data from the identified
sample size will be done through structured questionnaires. The questionnaire developed will
be administered to the identified sample population developed earlier. The questionnaire
developed, as earlier mentioned, will be based on the qualitative aspect of research. The
development of the questionnaire will be based on the need to explore the responses that will
fit the research questions. These questionnaires will be administered to the two separate
groups and their responses captured. In cases where the respondents are unable to respond to
the queries in the questionnaires, the researcher will be prompted to request their contacts and
perform telephone interviews with selected respondents using the structured questionnaires
later on. This research will also employ the use of e-mail in seeking fro responses from the
respondents who are incapable of having interviews over the phone.
This research study takes into account the element of accuracy as a very important
aspect of research work, the respondents will therefore be well guided to give their responses

36
in the questionnaire accurately. The purpose is to ensure that the validity of the research
process is assured and the accuracy of the variable to be measured is assured. The singular
most important way of achieving this will be to explain to the respondents the instructions in
the questionnaire, and to follow it up with a discussion on the expectation of the researcher
from the responses that have been taken from the questionnaires.
The researcher will opt to employ the use of face-to-face meetings with the bank’s
customers. The bank’s clients, as earlier described, form the other half of the sample
population to be interviewed. The interviews will take into consideration the element of
gender sensitivity, a random sampling of both the sides of the gender divide shall be
employed in the identification of the respondents. The emphasis of the research process will
be to meet the respondents physically, one on one interaction are preferable for purposes of
getting reliable data and for better clarifications.
3.10 Accessibility Issues
Accessibility of the respondents in any research study is critical in ensuring the
validity of the research process is maintained. This research study is well aware of such
emerging issues in the study and seeks to arrange to ensure that the respondents targeted have
all their views incorporated in the study. Specifically, the staffs of Santander (senior
managers) are likely to be quite occupied. The researcher will make proper arrangements
through appointments with the managers to ensure that they are interviewed within the
scheduled time. In addition, the use of phone interviews or e-mail responses will be
encouraged in areas where the respondent’s physical accessibility is in doubt.
3.11 Ethical issues
There are various ethical issues relevant to this research topic. These include
truthfulness, maintaining respondent anonymity. The researcher will handle these ethical
issues with utmost discretion. The researcher will strive to get truthful data from respondents

37
through seeking clarification of information provided. The researcher will also maintain
anonymity of respondents to avoid defamation. The researcher, in a bid to fulfil the ethical
provisions that guide all research processes, will seek for the permission of the respondents
before documenting their opinions. In the same capacity, the views of the respondents that
will be captured in the research study will remain solely for academic use. The identity of the
respondents, in line with the ethical guidelines of handling research studies, will remain
anonymous. Most significantly though, will be the need to explain to the respondents the
instructions that offer guidelines to the research process. Proper ethical considerations dictate
that the respondents in any given research study are taken through the instructions so that
they are aware of their roles during the interview sessions
3.12 Data analysis plan
Processing the raw data from the survey study (as obtained from the field) will employ the
use of SPSS statistical package. The raw data fetched from the respondents will be sorted and
entered into the SPSS platform. Several statistical treatments will be performed on the data as
a sign of enhancing the internal validity of the research process. The data collected will then
be subjected to a statistical analysis on the SPSS platform used. Inferences will then be made
within the context of the research questions earlier formulated. The type of analysis done will
also be dependent on the objectives of the research study. The analysis of the data will be
followed up by output of the synthesised work. The output shall be dependent on the type of
the analysis carried out. Graphs, tables, and charts will all be used to describe the output data.
In addition, the work will be followed with extensive discussion of the analyzed data. This
will be critical in explaining the results of the analysed data in relation to the research
questions that had been earlier formulated.
3.13 Researchlimitations
The following are limitations of the study:

38
- Some respondents may not be willing to respond to all the questions in the data
collection tool and this could affect the outcome of the study
- Some respondents may not have sufficient time to respond to all queries and this may
compromise on the quality of the study
- Due to the distances and time constraints, the researcher will use phone interviews
and emails to collect field data. Some respondents who may not have time to respond
to research questions in time and are not available on phone as well will be sent
copies of the data collection tool to fill and email back. Some respondents may opt not
to complete the tool and this can affect the quality of the study
- This study will focus more the changing marketing strategy and the effects the
changes have on the Santander UK’s customer satisfaction and growth. This limits the
outcome of the study to this bank only and these outcomes may not necessarily reflect
the state of other banks in the UK.
- strained resources: lack of adequate resources to fund the whole study will greatly
affect the whole process including the data collection phase which is considered the
most demanding in terms of resources
- time constraints is like to have impact on the validity and the accuracy of the research
process
- the research team also anticipates cases of language barrier especially for those clients
who may be unable to speak the native English language
3.14 Data Collection instruments
The research work will incorporate primary data sources like the survey platform and
the interviews together with the secondary sources. Questionnaires will be quite effective in
the primary collection of data. Consequently, books, journals, websites, and other

39
publications will form the secondary data sources, as used in the literature review section, the
secondary data sources will amplify the theoretical concept of this research study
3.15 Validity of the instrument
Validity of any research process determines whether the research study indeed rivets its focus
on the intended variables to be “measured.” This research study is well aware of the
significance of “validity” as a concept of research. The sample population and the data
received from the field will be treated with utmost care to eliminate any assumption that may
interfere with the validity of the research process.
3.16 Timetable
The following study timetable will guide the research process:
No. Activity Timeframe
1 Development of data collection tools Week 1
2. Testing and improvement of Data Collection Tools
3. Scheduling data collection appointments Week II
4. Conducting actual data collection activities Week III and IV
5. Data Analysis Week V and VI
6. Report Writing Week VII and VIII

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CHAPTER FOUR: DATA ANALYSIS
4.1 Introduction
In this chapter, the researcher reports the results of the data collected from the field. The
focus of this segment exclusively deals with the processed data through the SPSS statistical
package used in the analysis process. The segment employs the data analysis methods
described in chapter three to establish the connection that exists between the data collected in
the field and the theoretical concept of the work. There is a need to know and understand that
the questionnaire was segmented into two with a section reserved for the staff and another
section for the general clients of the bank. In the analysis of the results, this has been taken
care of well
4.2 Return rate of the questionnaires
The research study registered an impressive record of the respondents who returned the filled
questionnaires. In all the categories of the interview, the return rate was noted to be 100%.

41
All the questionnaires that were used during the data collection process were returned and the
data collected analyzed according to the proposed research methodology
4.3: Demographic information of the respondents
Understanding the demographic information of the respondents is fundamental in establishing
the manner in which these demographic issues affected the result findings. The demographic
information of the respondents that will be investigated in this work entail the age of the
respondents and their marital status among other highlighted demographic information.
4.3.1. Identity of the respondents
Disclosing the identity of the respondent in terms of the designation was an integral of the
research process. The work segmented the designation into two very broad categories of the
staff and the bank employees. This was to enable the researcher get a clear picture of the
existing market strategy from two sides of the respondents. The total numbers of these
respondents were divided into half assigning fifty respondents per each segment of the
respondents
Table 1: Identity of the respondent
Frequency Percent Valid Percent Cumulative
Percent
Valid
Staff 50 50.0 50.0 50.0
Client 50 50.0 50.0 100.0
Total 100 100.0 100.0
As mentioned earlier in the methodology, the sampling of the respondents was done to
engage both the staff and the clients of the bank. The total number of respondents interviewed
was 100 with the percentage composition of those interviewed split right in the middle. 50%

42
of the respondents interviewed are the staff members of Santander bank. Incidentally, 50% of
those who were interviewed represented the clients of the bank. This has been highlighted in
the pie chart below
Figure 1
4.3.2: The age of the respondents interviewed
Age, as a democratic factor, is an essential factor in the research process. the knowledge of
age in this research process was significant in establishing the aspect of “generations” and
marketing concepts of the bank. The aspect of age would enable this research to deduce
whether the marketing strategies that have been incorporated into the operational strategies
of the bank resonate well with the market segments. the percentage composition of the
respondents in light of their ages were as listed in the table below:
Table 2: Age of the respondents

43
Percent
Valid
Under 20 years 13 13.0 13.0 13.0
21-30 years 35 35.0 35.0 48.0
31-40 years 40 40.0 40.0 88.0
41-50 years 11 11.0 11.0 99.0
Above 50 years 1 1.0 1.0 100.0
Total 100 100.0 100.0
13% of those who were interviewed were below 20 years of age. This is slightly lower than
the 40% of the respondents who represented the age bracket of between 31 years to 4o years
of age. Consequently, 35% of those who were interviewed fell between 21 years and 30
years. Meanwhile, a minority of the respondents, represented by 1% of the total value , fell
above the age of 50 years. Essentially, this infers that the median age set of those who were
interviewed was between 31-40 years of age. The chart below sums up the percentage
composition of the respondents in terms of their age.
Figure 2

44
4.3.2 Gender of the respondents
The identity of the gender of the respondents is quite critical in any research process. as a
demographic factor, the gender is a pointer of various aspects of the research. in this
research, it has since been established that more women were interviewed more than their
male counterparts
Table 3: Gender of the respondent
Percent
Valid
Male 42 42.0 42.0 42.0
Female 58 58.0 58.0 100.0

45
Total 100 100.0 100.0
From the results, the variation in gender reveals that more female respondents were
interviewed in comparison to their male counterparts. The female respondents accounted for
58% of the total respondents while the male respondents accounted for 42 % of the total
number of the respondents. Essentially, this infers that majority of the respondents
interviewed were females. To be more specific, majority of the staff members who were
interviewed represented the females. This therefore means that the drivers of the huge
percentage of females interviewed were derived from the females in the
Figure 3:
4.3.3 Marital status
This establishment was meant to anchor the demographic factor of age. the respondents were
asked to highlight their marital status as a means of affirming further their age.
Table 4: Marital status of the respondent

46
Percent
Valid
Single 8 8.0 8.0 8.0
Married 85 85.0 85.0 93.0
Divorced 5 5.0 5.0 98.0
Separated 2 2.0 2.0 100.0
Total 100 100.0 100.0
85% of the clients who were interviewed were married. This is in contrast to the 8% of the
respondents who are single. This means that many of the respondents who were present for
the interview were engaged in a union of marriage. Incidentally, 5% of the respondents
represented those who are divorced while those who are separated from their spouses
represented the minority group with a percentage value of 2%.
4.4: Marketing plan of the bank
This segment sought to ask the respondents (in this case, the staff members of Santander
bank) whether they are aware of an established plan of marketing. The goal of this question
was to affirm if the company had formulated a plan for marketing their products to their
clients. The staff members were asked to confirm if Santander had any systematic approach
to the market or whether it approaches the market without any strategy ingrained within its
corporate governance framework.
Table 5: Does Santander have a marketing plan?
Percent

47
Valid
Yes 92 92.0 92.0 92.0
No 8 8.0 8.0 100.0
Total 100 100.0 100.0
The focus of this research study was to establish whether Santander bank has any
institutional marketing plan. From the assertion of the respondents, there is an overwhelming
admission (from both the clients and the staff) that Santander indeed has an elaborate
marketing strategy that has been in operation. From the results, 92% of the respondents
unequivocally made the admission of the existing marketing plan of the bank. In contrast,
only 2% of the respondents are of the opinion that the bank does not really have any elaborate
marketing plan to advance its activities.
It therefore follows that the company has a formidable marketing plan that drives its
business agenda. From the admission of the staff members, this marketing plan seems to be
the pole driver of the marketing activities of the institution. As described earlier in this
discourse, the institution has adopted an integrated approach to market its products. this
entails an elaborate understanding of the singular marketing approaches and coming up with
a hybrid system that cuts across all the other modes of marketing. The staff admit that the
formulation of this marketing strategy is a as a result of strategic evolution of the market
segment of the bank and establishing the dynamics of the market portfolio. Since the
inception of the strategy, there has been a progressive increase in the mobility of the products
of Santander and a gradually increasing or widening clientele base.

48
4.5: Type of the marketing strategy
This segment of this research study indicated the type of the marketing strategy that the
company has adopted to further the objectives of the marketing portfolio of the bank. the
respondents who were interviewed, the staff members in this case, were meant to indicate the
exact strategy that Santander has adopted over time. This segment was meant to point out in
very clear terms how exactly Santander has rolled out its program of marketing its products.
The response however, revealed that the institution has adopted the integrated marketing
strategy as the basic marketing strategy to advance the business cycle
Table 6: Type of marketing strategy adopted by Santander
Percent
Valid
50 50.0 50.0 50.0
Marketing mix 3 3.0 3.0 53.0
Product positioning 4 4.0 4.0 57.0
Integrated marketing 43 43.0 43.0 100.0
Total 100 100.0 100.0
43% of the staff members whose responses were captured in this research project
were of the opinion that the marketing strategy adopted by Santander leans towards the
integrated marketing tenets. The staffs believe that the strategy adopted by the bank
incorporates several other aspects of marketing thus forming the integrated marketing
strategy. Coincidentally, 3% of the staff members who were interviewed asserted that the
principles of marketing that have been adopted by the institution is biased towards the
principles of marketing mix strategy. 4% of the staff whose respondents were incorporated in

49
this research, argued that the marketing strategy adopted by the institution was based upon
the precepts of product positioning. The response to this question was based on the evaluation
of the techniques and modalities employed by the institution regarding its approaches to the
market.
Integrated marketing methods adopted by Santander unify several methods of the
process to achieve its objectives. The staffs of the bank, after having accessed the modalities
of marketing employed by the company, has since concluded that it embraces an integrated
marketing concept. Integrated marketing techniques in this regard are geared toward
attracting a wide range of clients. It incorporates a wider variety of marketing aspects to
ensure that the objectives of the marketing domain have been realized. From the results of the
analysis above, it is conclusive that the growth of Santander bank is attributable to the
adoption of the integrated marketing concept that the staff have pointed out.
The graph below outlines the graphical presentation of the marketing strategies implemented
by the institution
4.6: Duration of adoption of the strategy
Does the aspect of time really matter in the dispensation of any marketing strategy? this was
the key question in this segment of this research study. The segment sought to ask the
interviewees the duration through which the implementation of the marketing strategy in place
would take. It was an affirmation of exactly what role time has in the inception of these
marketing strategies. The responses were as outlined in the table below
Table 7: Duration of adoption of the marketing strategy currently in use
Percent
Valid

50
More than 5 years ago 100 100.0 50.0 100.0
Total 100 100.0 100.0
With a cumulative number of the interviewed respondents at 50, there is sufficient evidence
from the results that majority admit that the implementation of the marketing strategies were
done more than five years ago. All the respondents interviewed (the staff of Santander bank
to be specific) assert that these strategies are more than five years older. It is important to
highlight here that this segment was specifically filled by the staff members of the bank.
The inference to this admission is that any strategic plan in marketing has to take time
to “mature.” While the profits of the bank have been on a steady rise, it is expected that the
rise will exponentially grow after a longer period. This means that strategies of marketing any
commercial setting take slightly longer time to come to fruition. There is a lot of accuracy in
the conclusion that majority of the marketing strategies that have been adopted by corporate
entities have to be harmonised with the existing market rubric so that good results can be
witnessed. the admission by the respondents (to be specific, the staff of the bank) that the
strategy of marketing rolled out in Santander was done more than five years ago affirms this
belief – strategic reforms and plans have to take time to be fully incorporated into the existing
construct. This is then followed by a period of increased growth as the template adopts to the
provisions of the market that exists currently.
4.7: Contribution of the staff to the marketing strategy
This segment of the research question was to fortify the suspicion that the staffs are the
“driver” of any marketing strategy. Santander affirmed through the responses that the staffs
have a great contribution to the existing marketing strategy. The question helped the
researcher establish the significance of staff members in initiating and advancing the
marketing strategies of marketing for Santander bank

51
Table 8: Staff contribution to the marketing strategy
Percent
Valid Yes 100 100.0 100.0 100.0
Total 100 100.0 100.0
All the staff members subjected to an interview was part of the marketing revolution done by
Santander. From the results above, it is conclusive that all the staff members were part of the
currently existing marketing strategy. 100% of the staff members, respondent to the
affirmative that indeed, they have been engaged in the formulation of the currently existing
marketing strategy
Essentially, the staffs of Santander bank admit that owning the strategy of any
marketing is a stepping-stone to achieving the growth prospects of the institution. With a
massive affirmative response to their involvement in the marketing strategy , the bank staff
pass a crucial information that the success factor of any growth initiative depend upon the
need to unite together in purpose.

52
4.8 Marketing strategy and profitability
Judging by the results of the analysis, it is evident that marketing plays a very pertinent role
in the profitability of any business. Santander is no exception to this assertion. Out of all
the 50 staff members who were respondent to the administration of this questionnaire, a
cumulative frequency of 50, meaning the whole number opined that the marketing strategy
adopted by Santander has played a critical role in the heightening of the profitability of the
company
Table 9: marketing strategy
Percent
Valid Yes 100 100.0 100.0 100.0
Total 100 100.0 100.0
From the responses above, the staffs has confirmed that indeed the market domain of any
company plays an integral role in the enhancement of the profits of the same. There is an
inviolable relationship between the concept of marketing and corporate governance, to the
growth of an institution. With a 100%, affirmation that marketing is a factor of profitability,
then it is understandable of the continued growth index of the bank in the last few financial
years. Marketing has led to an increased awareness of the products of an institution. In this
respect, Santander’s product portfolio is well received in the market courtesy of the
groundwork done by the marketing department. It is therefore logically conclusive for the
staff members of the company to admit in this research that the inception of marketing
strategies in any institution is a factor of success for the institution if handled well. this

53
success may be either direct or indirect but essentially, it contributes heavily to the growth of
the entity in many aspects.
4.9 Does Santander have a well-defined marketing strategy?
A well-defined marketing strategy meets the threshold of the market demands. it understands
the market structure of the commodity. The purpose of this question was to establish whether
the strategy of Santander regarding the marketing of its products was a well-structured one.
From the results, 91% of those who were interviewed asserted that the company has a well-
defined strategy to meet its departmental targets. In contrast, 9% of the respondents admit
that there is no proper marketing strategy that the bank has adopted.
Table 10: Does Santander have a well defined marketing strategy
Percent
Valid
Yes 91 91.0 91.0 91.0
No 9 9.0 9.0 100.0
Total 100 100.0 100.0
4.10: How efficient are the existing marketing strategies?
Existing marketing strategies in any institution must be relevant in addressing the marketing
objectives of the same. in this segment, the question sought to establish the efficiency of the
existing marketing strategy of the bank. The table below reflects the summary of the results
of the responses that were received from those who were subjected to the interview
Table 11: Efficacy of the marketing strategies

54
Percent
Valid
Excellent 76 76.0 76.0 76.0
Average 18 18.0 18.0 94.0
Poor 6 6.0 6.0 100.0
Total 100 100.0 100.0
Majority of the respondents affirmed that the marketing strategies that have been incepted by
the bank are indeed very effective. This is comparable to the 18% who responded that these
strategies are average in their efficiency. Meanwhile, the minority of the respondents assert
that they do not find these strategies very efficient. The minority stand at 6% of the total
number of the respondents
4.12: Generational expectations and the strategy
As earlier mentioned, efficiency of any marketing portfolio is reliant on the need to reach a
wider number of individuals. Santander being a financial institution must be capable of
attracting clients across all the generational divides. this portion was an explication of the role
of the existing marketing strategy in reaching out to a larger number of individuals. The
responses from those who were interviewed reflected that indeed Santander has been very
effective in drafting marketing concepts that cut across a wider base of generational divide
Table 12: Does the strategy meet generational expectation?
Percent
Valid Yes 75 75.0 75.0 75.0

55
No 25 25.0 25.0 100.0
Total 100 100.0 100.0
This response was meant to gauge whether the marketing strategy incepted by the bank in
marketing cuts across the generation divides. 75% of those interview said it met the
generational expectation. This essentially means that the strategy of the market is effective. a
marketing strategy that meets generational divide appeals to a wider spectrum of the market
therefore netting quite a number of the market segment desired. Meanwhile, 25% of those
who were interviewed doubted the efficiency of the strategies of marketing adopted by the
bank in meeting the expectation of various generations. This is illustrated further in the chart

56
below
4.13: How the marketing strategy of Santander meets the needs of the customer
It is the desire of any pragmatic marketing concept to meet the needs of the client and fulfil it.
This is the focus of Santander bank in its marketing strategy. This portion was to establish

57
how exactly the strategies that have been adopted by the bank have been instrumental in
advancing the needs of the clients. The results of the respondents were as outlined in the table
below
Table 13: Marketing strategy and customer needs
Percent
Valid
Yes 59 59.0 59.0 59.0
No 41 41.0 41.0 100.0
Total 100 100.0 100.0
The respondents were asked to confirm whether the marketing strategies adopted by the
company addressed the needs of the clients. Out of the 100 respondents, 59 said that these
strategies adopted by Santander addressed the needs of the client. In contrast, 41 rejected the
notion that these strategies had the needs of the clients in mind. The pie chart below shows
the tabulated results described above

58
4.14: Marketing strategy and the resolution of complains of the clients
Conventionally, it is known that any effective strategy of marketing products must be
anchored on a firm need to have an effective communication platform between customers
and the businesses. Santander has exploited this opportunity in the marketing strategy of
marketing that it has adopted. This question meant to evaluate the role of marketing in
enhancing the satisfaction of the client. Specifically, it outlines how these marketing
strategies can lead to quicker resolutions of the customer complains
The interview revealed that 4% of the respondents “strongly disagreed” with the fact that
the marketing strategy of Santander was efficient in solving the disputes that arose
between the clients and the bank. Incidentally, 3% of the respondents interviewed
“disagreed” with the sentiments that the marketing strategy adopted by the institution is
capable of finding a faster resolution of issues that may emanate between the bank and the
clients. 12% remained neutral in their responses. Meanwhile, the majority of the
interviewees either “strongly agreed” to the statement (44%) of “agreed” to the assertion
that the marketing strategy adopted by Santander has seen the resolution of the disputes
with the customers be done amicably

59
Percent
Valid
Strongly disagree 1 1.0 1.0 1.0
Disagree 4 4.0 4.0 5.0
Neutral 7 7.0 7.0 12.0
Agree 30 30.0 30.0 42.0
Strongly agree 58 58.0 58.0 100.0
Total 100 100.0 100.0
In outlining the relevance of the marketing strategies adopted by the bank to the satisfaction
of the customers, the questionnaire, through this question, sought to establish whether the
marketing strategy employed by the bank allowed for the clients to launch complains
regarding the products of the company. In the response, 1% of the respondents strongly
disagreed with that admission. Meanwhile, 4% of the respondents “disagreed” with that
question. They did not agree to the fact that these marketing strategies are capable of giving
the clients a chance to launch complains regarding the products of the bank. While 7%
remained non-committal to the question, 30% of the respondents “agreed” that these
marketing strategies gave a framework through which the customers are capable of giving
their opinions regarding a specific product. The majority of the respondents, 58% affirmed
the fact that the marketing strategies given by the company can provide an avenue to
correspond to the management through complains and suggestions. This has been further
illustrated in the chart below

60
4.15: Marketing and communication
Table 14: Marketing strategy gives the customers an opportunity to communicate
back
Percent
Valid
Disagree 8 8.0 8.0 10.0

61
Neutral 10 10.0 10.0 20.0
Agree 54 54.0 54.0 74.0
Strongly agree 24 24.0 24.0 98.0
2 2.0 2.0 100.0
Total 100 100.0 100.0
Finding a relevant platform to correspond with the clients is indeed very important in any
business. This question was meant to interrogate the marketing strategies of the bank
concerning the ability of these strategies to enable the bank and the customers correspond on
a number of issues. 2% of those interviewed “strongly disagreed” on the ability of these
marketing strategies to provide a platform of correspondence between the bank and the
clients/8% disagree on the same while 10% remained rather neutral. 54% of the respondents
however “agree” that the marketing strategy is efficient in giving the platform for the clients
and the bank to engage. 24% on the other hand “strongly agree” on the fact that these
strategies are significant in enabling the clients and the banks correspond
4.16: Increased customer base
While exploring the significance of marketing strategies on the growth of the institution, this
work sought to highlight whether there is sufficient belief to affirm that marketing leads to an
increased customer base. The responses from those who were interviewed were as described
below
Table 16: Marketing has led to wider customer base
Percent

62
Valid
Strongly disagreed 5 5.0 5.0 5.0
Disagreed 2 2.0 2.0 7.0
Neutral 11 11.0 11.0 18.0
Agreed 39 39.0 39.0 57.0
Strongly agreed 43 43.0 43.0 100.0
Total 100 100.0 100.0
43% of those who were interviewed opined that they “strongly agreed” that the marketing
concepts of Santander have led to increased customer base. 39% of the interviewed “agreed”
to the same while 11% of those who were interviewed remained neutral in admitting that the
marketing concept of Santander have increased the number of the customers. meanwhile, 2%
of the total respondents interviewed “disagreed” with that assertion even as 5% “strongly
disagreed” with the same. This has been tabulated in the table above
4.17 Marketing and building partnerships
One of the most significant roles of any marketing concept is to help in the establishment of
strategic partnerships. This question asked the interviewees whether they thought that they
marketing concept of Santander was indeed efficient in establishing the relevant partnerships
that would open up important business opportunities for the bank.
Table 16: Strategy aids in building partnerships
Percent
Valid Strongly disagree 4 4.0 4.0 4.0

63
Disagree 8 8.0 8.0 12.0
Agree 23 23.0 23.0 35.0
Strongly agree 65 65.0 65.0 100.0
Total 100 100.0 100.0
The interviewees were unanimous in their acclamation of the fact that the marketing
strategies that have been adopted by Santander have been effective in building important
partnerships. In their responses, 4% of the interviewees “strongly disagreed” with the
assertion that the marketing strategy of the bank have helped create important partnerships.
8% of those who were interviewed “disagreed” with this assertion even as 23% contradicted
them by agreeing to this admission. A majority of the respondents, at 65% however affirmed
this assertion at 65%. Essentially, this meant that Santander has greatly benefited from
strategic partnerships that have emanated from the marketing strategies that it has adopted.
4.18: Evaluation of the marketing strategies of Santander
In this question, the respondents were expected to underscore the significance of having
intermittent evaluation of the existing marketing strategies in the company. Santander has a
program where the review of the existing marketing strategies is done. This is meant to
enhance efficiency within the institution and to “realign” the marketing strategies of the
institution to the incessantly shifting demands of the market segment
Table 17: Is it necessary for the bank to evaluate its marketing strategy
Percent
Valid Yes 98 98.0 98.0 98.0

64
No 2 2.0 2.0 100.0
Total 100 100.0 100.0
From the results, majority of those who were interviewed admitted that the company,
Santander, often evaluates their marketing strategies with a view of adjusting them to any
changes. At 98%, the respondents overwhelmingly affirmed the role of evaluation of the
existing marketing strategies. Meanwhile, 2% of those who were interviewed in the research
denied the necessity of the bank in evaluating these marketing strategies.
4.19: How marketing enhances customer satisfaction at Santander
If marketing indeed influences the satisfaction of the customers in Santander, then how
exactly do these strategies enhance the satisfaction of the customers? This part of the research
was meant to outline these issues. The bank has since established that there is a very practical
manner in which the marketing strategies it has adopted influence the satisfaction of its
customers. The Likert scale below helped in understanding the responses of the clients
Table 18: Extent to which marketing strategy enhances customer satisfaction
Percent
Valid A very low extent 4 4.0 4.0 4.0

65
To a low extent 3 3.0 3.0 7.0
Moderate extent 9 9.0 9.0 16.0
To a great extent 40 40.0 40.0 56.0
To a very great extent 44 44.0 44.0 100.0
Total 100 100.0 100.0
Summarily, this question sought to establish the extent to which the marketing strategy of the
bank has influenced the satisfaction of the customers of the bank. 4% agree that these
strategies are capable of enhancing customer satisfaction to a very low extent. 40% of those
who were interviewed claimed that these strategies are very efficient in enhancing customer
satisfaction. 44% admit that it is to “a greater extent” that the marketing strategies influence
customer satisfaction
Table 19: Marketing has led to increased product mobility

66
Percent
Valid
Neutral 16 16.0 16.0 19.0
Agree 40 40.0 40.0 59.0
1 1.0 1.0 60.0
Strongly agree 40 40.0 40.0 100.0
Total 100 100.0 100.0
Asked whether the marketing concepts of Santander have been critical in the enhancement of
product mobility hence the growth of the company, 40% strongly agreed that these strategies
have enabled the bank to advance its sales. 40% equally “agree” to the same while 16%
remained neutral. In addition, 3% strongly disagreed with the question seeking to establish
the role of these marketing strategies on the mobility of the products of the bank. This has
been further illustrated below

67
4.20: Marketing and institutional growth
The peak of any marketing concept is the need to take part in the growth of the institution
at whatever capacity. Santander’s marketing strategy has ensured a steady growth of the
profits and even the clientele base. This segment asked the respondents on whether they
harbour the thoughts that these strategies play an important part in the growth of the
institution. the results were as depicted in the diagram below
Table 21: Extent to which marketing strategies have led to the growth of Santander
bank
Percent
Valid
A very low extent 2 2.0 2.0 2.0
to a low extent 2 2.0 2.0 4.0

68
To a moderate
extent
16 16.0 16.0 20.0
to a great extent 46 46.0 46.0 66.0
To a very great
extent
34 34.0 34.0 100.0
Total 100 100.0 100.0
There is a logical progression to the assertion that marketing strategies of the bank have
enhanced growth in the bank. In this research, 2% of the interviewees questioned admitted
that to a lower extent, the marketing strategies of Santander have enhanced growth in the
bank. 16% of those interviewed “moderately” agree that these strategies push the growth of
the bank exponentially. 34% of those interviewed admitted “to a very great extent” that the
marketing strategies introduced by Santander have serious impacts in pushing the growth of
the company. The majority of the respondents, at 46% agreed “to a great extent” that these
strategies have had a profound effect in the growth and development of the bank.
CHAPTER FIVE: CONCLUSION AND RECOMMENDATION
5.1 Demography of the respondents
Identity: As outlined earlier in this work, the data analysis plan of this research identified
two classes of the respondents. One was the staff and the other, the clients of Santander. The
secret was to give a balance assessment of the topic under study from the insiders and
outsiders points of view. The sample size was halved into two with fifty respondents being
members of the bank staff while the rest represented the clients of the bank.

Marketing Thesis

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