Branch networks and the retailing of high credence products

Suggests that the competitive threat faced by banks and building societies from direct banking and other technology‐driven distribution channels has serious implications for the future viability of their comprehensive branch networks. Costs associated with any significant reduction in branch networks are likely to be too high, at least in the short term. Focuses on the less radical policy of adapting branch networks to the changing needs of the marketplace. As such it attempts to identify an appropriate strategy which will increase the effectiveness of branches by delivering a wide range of relatively complicated financial products traditionally associated with financial institutions without comprehensive branch networks. These objectives are facilitated by a questionnaire which examines the attitude and behaviour of customers towards financial products.