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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.

The research aims to determine the directions for developing marketing strategies of state commercial banks based on quantitative metrics for evaluating the effectiveness of the marketing activities of banks adapted for the banking sector. During the research, the author applied the methods of terminological, structural, and logical analysis, analogy, synthesis, system analysis, methods of generalization and grouping, table and graphic methods, economic and statistical methods, and methods of dynamic and logical analysis. The result of this research is the systematization of existing theoretical and methodological approaches to calculating the effectiveness of marketing activities in a bank, as well as the calculation of the author's methodology for assessing the main, innovative, and total effectiveness of marketing activities in leading Russian banks. The methodology for assessing the quantitative indicators of a bank's marketing effectiveness has been improved, which consists of the indicators of the effectiveness of fixed costs for marketing in the bank and considers unforeseen expenses caused by the bank's innovative activity related to challenges of time and digital transformation.

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.

This paper aims to examine the direct impacts of marketing resources and marketing activities on several business performance indicators in the banking industry and the indirect effects through customer-based brand equity.

We use a holistic empirical approach based on resource-based view and marketing productivity chain. The main study consists of a secondary analysis using quarterly data of fourteen banks over four years. We analyze the data using fixed-effect panel data regression, namely seemingly unrelated regressions.

We find that customer-based brand equity is one of the most influential factors on business performance. Moreover, the indirect effect through customer-based brand equity should be considered in improving business performance. Marketing-related financial resources positively impact customer-based brand equity and business performance. Regarding marketing activities, pricing strategies affect the bank preferences of customers, which in turn affect the growth of deposit volumes and churn rates. Additionally, the number of bank branches positively impacts business performance. Advertising spending on different media has differentiated impacts on the performance indicators; thus, the allocation of advertising budget and advertising planning are critical.

This study examines the inter-relationships among marketing resources, marketing activities, consumer response through brand equity and marketing performance. This study contributes to the literature by integrating the resource-based view and the marketing productivity chain to analyze the inter-relationships using panel data and several sector-related metrics. This study provides valuable insights to decision-makers in the banking industry.