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On the one hand, there are traditional banks with high street branches; on the other hand, there are neobanks that do not operate physical branches. The ongoing lockdown has placed restrictions on the movement of people. This study aims to extend knowledge on new trends to provide financial services amid the COVID-19 global pandemic. The study also explores social media's impact on banking in the United Kingdom from the total relationship marketing (TRM) theory (Gummesson, 2017). Tweets from 12 banks in the United Kingdom were thematically analysed to understand the challenges and issues banks face due to the pandemic and how they use Twitter to communicate and engage customers since they provide financial services through mobile applications. The location, which influences service delivery, is crucial for delivering financial services to their customers. The analysis presents three key themes: service update, preparation and delivery. Banks use Twitter to highlight updates about their services, provide information on measures to support the ongoing transition to online banking and communicate changes implemented to improve service delivery. This study provides theoretical and managerial implications for stakeholders interested in financial services management, information technology management and customer behaviour.

Sale-and-leaseback has become an increasingly common approach during the last two decades in the investment of high street banks (banking-halls) in the UK. One measure commonly used in making property investment decisions is the all risks yield (ARY) which is associated with the level of rental income. Investors and their advisors need to know which factors are likely to result in the highest ARY when assembling investment portfolios of such properties. The purpose of this paper is to identify those yield influences.

A qualitative multiple-case study was adopted. A literature review generated a hypothesis which was tested by a qualitative study, based upon semi-structured interviews and a questionnaire, to establish the influencing factors. Expert interviews were held with the heads of those three major auction-houses dealing with auctions of all retail bank premises in the Great Britain market, whilst the questionnaire survey involved investment professionals from within the auction-houses.

The study confirmed that the four factors influencing yields and investors’ decision-making when purchasing retail banking premises were tenant banking company (brand names), regional location (north and south super-regions), lot size (hammer price), and tenure (freehold or leasehold).

This investigation focuses on Great Britain’s geographical and political area which includes England, Scotland and Wales, but excludes Northern Ireland. This research focuses on banking-halls as a sub-class of retail property investment. The findings form a baseline upon which further research can be conducted on other sub-types of retail property such as high street shops and retail parks. The results will also underpin the development of a quantitative yield predictive model based on regression analysis.

To maximize the returns on property investments, investors and their professional advisors can use those factors having the greatest influence on yields to make informed investment decisions for the building of property portfolios.

As a sub-sector, bank premises do not necessarily correlate to the generic retail sector. This research consolidates the broad systematic drivers of retail yields into specific factors influencing the ARY of banking-halls. The findings provide better understanding of an active but sparsely analysed sub-market of banking hall investments, and by so-doing help investors to maximize their investment returns.

Several high street retail banks are extending their brands into digital banking through fully digital, app-only neobanks, which have been described as traditionally-driven neobanks (TDNBs). These TDNBs are considered a form of brand extension, representing the increased complexity of branding banks and financial institutions. This study explicitly addresses the branding strategies employed by TDNBs.

This study has adopted a case study research design, using a multi-stage data collection strategy. Initially, interviews were conducted with bank managers, followed by interviews with customers. Later, user-generated content was extracted through verified reviews from the app store. Subsequently, these three strands of data were thematically analysed and triangulated, in order to gain a holistic understanding of the branding strategies used by TDNBs.

Three key themes emerged regarding the branding strategies of the TDNBs: aligning with the parent brand, reinforcing the digital experience, and enhancing the brand image.

This study contributed to the growing body of research on marketing, branding, and digital transformation of bank services. As more traditional banks are exploring opportunities to pivot and explore other fintech options, this study offers significant insights that will help in managing brand experience and promotion across customer journeys in the banking sector.

This study contributes to the growing body of research on marketing, branding, and digital transformation of bank services. Even as more traditional banks explore opportunities to pivot as well as other fintech options, this study offers significant insights to help manage brand experience and promotion across customer journeys in the banking sector.

While previous studies on banking and financial services have concentrated on traditional retail and high street banks, there is a need for a greater understanding of the brand positioning of digital banks, especially those created by traditional banks.

The purpose of this paper is to examine multiple channels in retail banking and demonstrate how qualitative market research investigations can inform strategic decision making. Research into customer acquisition and retention has only recently begun to consider them as part of a single marketing process Inviting exploratory qualitative expert investigation.

A review of the literature suggested an outline guide for interviewing a selection of expert informants, from a variety of high‐street banks and building societies. The interview data were analysed using both computer‐aided and manual techniques in parallel as part of strengthening the findings.

The analysis of the interview data suggest five themes of that make up the management of channels in UK high‐street banks that have an impact on customer acquisition and retention and which are as follows: customer groups, interaction style, relationship and loyalty, networks and service and satisfaction.

The themes identified in this preliminary investigation provide a model that maps five aspects that underpin customer acquisition and retention in traditional high‐street banks including for the purposes of this research, building societies in the UK.

This monograph covers a number of key articles and presentations by the author over the last decade. The points contained in them reflect a clear belief based on experience of creating significant cultural change so that banks become more market‐driven and customer‐orientated. Many of the forecasts made in the articles have become a reality in the marketplace. This monograph begins with a description of changes over the last decade: the introduction of the marketing function into banks, consumer responses, new competitors, technological developments, and the impact of Government. Marketing has faced many difficulties in the banking industry and competitive breakthroughs have not been easy to achieve. Many leaders in the industry believe in business/marketing strategy evolving in close association with IT planning – this is the second topic, IT support may be crucial. The importance of advertising and management of agency relationships is the subject of Chapter 3 – how can it be effectively used? Chapter 4 looks at the ways in which the consumer is presently getting a better deal; Chapter 5 describes the marketing success of the NatWest Piggy Bank within the context of a changing marketing culture. A wider repertoire of marketing techniques are used in the USA (Chapter 6) but if they are to be used in the same way here then the situation will need to approximate more closely to that of the USA – credit and credit cards are the particular focus and the US market is more aggressive. Chapters 7‐9 look at the future of financial services marketing from the retailer′s perspective – the retailer′s detailed approach to a possible new business has distinctive strengths, but their actual opportunities in this market may be restricted to an extent by, for example, inexperience and so lower credibility as vendors of some specialised services like investment management. Chapter 10 appraises the value and strategic nature of market research. Chapter 11 considers the movement of building societies into the wider personal financial services marketplace, the product′s role in the marketing mix, and the impact of the Single Market in Europe. Chapter 12 singles out the cost‐effective technique of automated vetting of customers′ creditworthiness from the special viewpoint of the building society. The monograph concludes with a discussion of the changing market and future prospects: the world of finance is no longer simple; money is no longer the common denominator; the consumer is now the focus; competition to provide services is fierce; the future is exciting!

The philosophy behind banks' current High Street profiles is based on four main guidelines: the need for cash movement; security of staff/money from robberies; indication of stability/substance; and wide facility for in‐/out‐payments. This has led to a perception of bank branches as cold, unfriendly places, discouraging customer visits. The retailing approach will impact on branch style and structure, possibly creating individual, business‐specific banks within banks which can deal with both the heavy user cash customer and the high net worth customer, in the same way that aircraft travel is sold as business, economy and first class services through the same aircraft and facilities. With ATMs and home banking (such as the Minitel system being pioneered in France) reducing cash security requirements, bank branches will be able to exploit the freedom from counter barriers to make customers feel more welcome. Finally staff must be trained and helped, through incentives, to take a more positive and welcoming attitude.

This paper presents a case study of a pioneering nationwide implementation of SERVQUAL by a major UK high street bank between 1993 and 1997 at an annual cost of one million pounds. In addition to highlighting serious weaknesses in the value of SERVQUAL as a measure of service quality and as a diagnostic tool, this study raises some of the practical difficulties entailed in its implementation. Moreover, in this particular instance, it becomes apparent that difficulties are introduced by the separation of service quality management from the management of marketing and human resources. In addition, there was a discernible lack of top management commitment, as well as obstacles in the form of functional and informational silos, which served to constrain an integrated company response to SERVQUAL criteria.

How many times have you been in a bank, shop or restaurant, satisfactorily received what you wanted, only to be treated by the member of staff with utter disdain? If the answer is once only, that is once too often. People are talking about a breakdown in society in terms of morals but all I am talking about are a few good manners. It has never harmed anyone to say please or a thank you, yet it is surprising how many people who are working at the customer interface of a business often find difficulty with this simple task. It is sometimes not what they have said, but the way in which they have said it, and ultimately whether or not they will go back again. Tone of voice is most important to show that a person means what they are saying.

Banks have significantly changed their public policies about women’s access to management, to include career breaks and job sharing, with recruitment and promotion policies claiming equal opportunity for men and women. But has there been a revolution on the high street? A qualitative study of 40 women in banking explored questions of change and continuity with 20 clerical workers and 20 managers. From their perspective, men’s power in higher management positions can still be used to obstruct women’s advancement, and often contradicts the public policy that career and motherhood are compatible. New forms of dual labour market and gendered career routes are taking the place of old ones. These sideline women into less powerful and rewarding posts. They also create new divisions between women, privileging graduate entrants, but further obstructing clerical workers’ career development.

Market segmentation is widely regarded as a panacea for a variety of marketing ailments. Yet research in the financial services market highlights a number of significant barriers to the implementation of segmentation schemes. These barriers range from weaknesses in customer data and inappropriate organisational structure, to lack of marketing orientation and difficulties in obtaining a fit within the existing distribution structure. While the marketing literature acknowledges that these difficulties exist, there has been little formal analysis to capture the characteristics of these barriers. This problem is compounded by the considerable size and diversity of the sector which make it difficult to generalise about the implementation problems. This means that the extent of any barriers may vary in different areas of the financial services market and even in different organisations and that this variation may feasibly translate into different levels of segmentation usage. This research uses four short financial services case studies to examine the application of segmentation and consider the implementation barriers. Although the case studies cover a range of financial services companies, the analysis focuses on the provision of charge/credit cards by these organisations. The growth rate and increasing importance of the charge/credit card business make this a particularly pertinent area to analyse and allow a comparison with retail banking services more generally. The findings support the notion that a range of barriers to segmentation exists and shows how the importance of these barriers varies in different organisations.