The banking industry of Macao is evolving as those overseas has experienced. Traditionally, the functions of bank branches were solely recognized for their contribution to attract cheap deposits, which were used to fund their banks' lending business. During periods of economic brooms and that workflow was not so computerized, most branch personnel were order takers and the roles of branch manager were operations-driven. With technological progress and keener competition, growing focus of both customers and new products innovation/invention are becoming more significant for banks' strategic planning. Highlighted by the continuous fall on yield curve since 2001, both the banks interest margin and the return of depositors' surplus fund had been eroded. In response to such environmental changes, branches being able to communicate with and sell to their customers are utilized as sales outlets to generate more fee-income to compensate for the reduction in net interest margin. Likewise, branch managers, other than achieving their goals on deposit taking and cost control, have sales targets to accomplish by relationship banking and pro-active marketing. The main purpose of this study identifies that roles of Macao bank branches and their managers are evolving towards customer-focused and market-oriented in response to attain competitiveness. It tackles the perceptions of branch managers on performing their managerial and business development duties in this new marketing era. Such may help the policy makers of banks to stimulate a two-way flow of communication in order to ensure that both marketing and operational perspectives are recognized, as well as for the personnel controllers to assess the required qualities and capabilities of modern branch managers.