What I wanted to pinpoint there it was the use of network potential as strategic tool on retail market: while the BCR preferred mainly the structure of big-size branches (167 branches) with manager + deputy manager + financial director + law adviser + heads of division + even more executive and control employees +/- security, its competitor
RFZ had lower its wages cost by setting up mainly the agencies (132 agencies) having a less complex structure than a branch, but a strong IT communication channel between agencies and head office.