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Recent news of branch closures has brought the issue of the branch network and its value to an organisation to the fore once again. In the recession of the early nineties closing branch networks was a common cost-saving tactic widespread across many industry sectors – as was the later acknowledgement that branch closure programmes were not always effective strategies, certainly in terms of retaining market share. Yet, the fact remains that across a whole host of industries and sectors, branches, and often sales representatives in sales territories, are still seen as a cost and are clearly assigned as such, while comparatively little effort is made to quantify the real returns branches – from banks to builders’ merchants - bring.
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