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Eight different bank marketing strategies are grouped into two broad categories: growth and competitive strategies. The author indicates various marketing strategies, suggesting some of the alternative strategies suitable for different banks, emphasising the criteria on the basis of which marketing strategy selection can be made.

Intense competition in banking has forced retail banks to take greater interest in customer‐oriented approaches. Because of the increased interest in consumer banking and consumer responses to banking activity, bankers need better ways to evaluate their performance in the consumer banking area. The relationship between the marketing orientation of a bank and consumer satisfaction with its retail operations is examined, using a questionnaire sent to the marketing manager/general manager of each full licence bank in Singapore. Efficiency and courtesy are the most important attributes to customer satisfaction, followed by location convenience. By identifying the order of importance of attributes managers can concentrate their promotional and operational efforts on the more important attributes to achieve higher levels of customer satisfaction.

The authors examine marketing's traditional relationship to banking in the US banks and discuss why this role will change in the future. In particular, they outline a new role for marketing in banking and identify five changes which they believe will occur in relation to the marketing function, organisation structures, selling skills, pricing analysis and channels of distribution.

A study of New York corporate banking is described. Twelve major marketing issues are identified and the role of marketing training in providing banks with the managerial proficiency for tackling them is assessed. Training is seen by banks to be of particular value in developing marketing plans and competitive strategies, for improving presentation skills and for improving innovative thinking. Banks tend to segment their training needs by managerial seniority, by strategic and skills training, and by the perceived quality of different types of training establishment.

Profiles the clearing banks' decision to introduce an apparently new managerial discipline (marketing) into their operations and how this may be regarded historically. Examines the organisational consequences, associated problems and levels of satisfaction with the introduction of marketing as perceived by the senior management of the UK clearing banks. Posits that, following the visits of senior executives to the USA in the early 1960s, banks became involved with marketing. States that there were early problems of acceptance by practising bankers, and this only resolved itself when academies in particular encouraged the study of services marketing. Gives details of the research study that involved the seven English clearing banks and says that this refers to the first phase only of the two phases. Predicts that if marketing is to contribute to the long‐term objectives of the banks and the mutual welfare of both banks and their customers, then it is imperative that its importance is understood and employed.

Concepts of internal marketing and external marketing in the context of service firms are here discussed and examined for their effects on consumer satisfaction. These concepts in the context of foreign and domestic banks in Thailand are focused upon. The results show differences between banks and a strong relationship between internal marketing and consumer satisfaction. The effective practice of internal marketing appears to influence the effectiveness of external marketing programmes influencing customer satisfaction.

Changing conditions in the Turkish economy, including newly emerging spending and saving patterns, increasing competition, new legislative structure and a more liberal economic policy, should necessitate a new banking strategy. A research study of the entire Turkish commercial banking industry, aimed at client executive officer level, reveals lack of customer orientation and bank differentiation. Awareness of these problems should lead to increasing interest in marketing principles.

Banks are increasingly trying to gain a competitive edge by means of technological, legal and geographical bases. Enterprise differentiation through personnel marketing may be now more effective, distinguishing a bank by its service delivery rather than mere availability. This new philosophy of management that positions bank personnel and customers equally is to be sought, widening and consolidating the marketing concept. Implementation guidelines are here reviewed and the specific benefits of human relations are spelled out.

In an earlier study the author examined the impact of marketing on the UK clearing banks, and the satisfaction of their senior management with the results. In this subsequent study he examines the views of branch management and compares their perceptions with those of senior management.

Considers the dehumanization and weak service performance in the banking industry as it seeks to increase its efficiency. Argues that since customers are demanding more humanized banking, banks must narrow this gap between supply and demand by evaluating their marketing deficiencies and becoming more proactive. Considers a model for developing a bank′s effectiveness and improving customer satisfaction, thus developing a competitive edge.