vance Bank wanted to offer its customers not only direct banking, but also investment advice, by using the discount brokerage market. In order to achieve the marketing strategy, three different groups of customers were selected. These groups include the individual customer, the universal customer, and the private investor. The individual customer are customers who earns more than DM5,000 per month, owns or rents a house, lives in urban areas; which consist of 200,000 or more of the customer population, enjoys sports and culture, either an executive, freelancer, or self-employed, between the ages of 25-49, high mobility, and a high school graduate or higher qualification. This target market only represented about 17% of the potential customer population, but it generates a profit of about DM2,400 per customer for the bank. The universal customers represent about 80% of the potential customers, but it only generates a profit of about DM650 annually for the bank. The private investors represent only about 2% of the potential customers, but it generates a profit of about DM5,000 annually for the bank. Not only did Advance Bank want to attract a younger customer source and a differentiated appearance, but they also wanted to expand branch network to the central part of Germany. In order to do this, they offered universal access to the bank directly throughout Germany through the use of the telephone, fax, and the Internet.

In an attempt to maintain loyal customers, Advance Bank must establish a way to integrate new technologies to attract new customers. Some customers want to be able to do their banking anywhere and

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