By Richard N. Germain
By the 1930s, banks in America had transformed themselves from passive responders to aggressive seekers of business, converting toward a market orientation by developments in service philosophy, segmentation of customers, and by transformation of staff. Bankers focused on building confidence among the populace, increasing transaction speed, and increasing security of operations. They also developed special marketing mixes based on gender, age, and affinity groups. They were also aware of the need to develop a positive spirit among the bank staff to increase productivity and to create better customer relations.