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The paper considers two central issues; one, how was the definition of the UK banking market undertaken within the Cruickshank Report, and two, how might the assumptions made in defining banking markets have influenced the competition analysis and overall conclusions presented by the report. In this paper, the banking market for personal customers is discussed in relation to theoretical and empirical work and the distribution of banking branches in the UK. An assessment of the form of competition, used in the Cruickshank Report, builds on this discussion and considers the implications of a possible oversight in the definition of the UK banking market. Recommendations and suggestions for further work are provided within the conclusions.

This paper assesses the Cruickshank report on competition in UK banking from the perspective of a major private sector German bank. The paper starts by describing the UK market for retail banking and then the major conclusions and recommendations of the Cruickshank report. The author expresses considerable doubt on the report's findings of high prices and poor quality of service and offers an alternative explanation for the UK banks' high profitability. The paper concludes by noting a number of important implications which the Cruickshank report has for regulators and banks internationally.

In this section we look at banking in the single market, new directions in financial services marketing, the validity of the 4Ps for services marketing, measuring the marketing culture of a service firm, the erosion of bank margins, Citibank's global consumer banking network, and the pricing of services.

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 financial crisis and the subsequent distrust of the existing banks have created an opportunity for new competitors to enter the market for financial services. Organisations from outside banking could use their trusted brands, their stronger grasp of information technology and their stronger customer service ethos to potentially shake‐up the provision of financial services and hence to take business away from the “traditional” players. This paper aims to examine the potential for these “non‐banks” to enter and expand into the UK financial services sector and to analyse their prospects, before finally reflecting on how big a challenge they face in entering this market.

The paper is based on a report entitled “Tesco Bank and Virgin money: prospects for banking without the banks” released in 2010, which offers an analysis of the UK market and of the main potential entrants. It presents a much abridged version of the report and has also been revised to provide a more international relevance.

The paper discusses the strengths and weaknesses of the two main potential entrants, Tesco Bank and Virgin Money, and draws conclusions based on some of the challenges that they will face in seeking to enter this market.

The paper is very relevant, given the publicly espoused aspirations of both Tesco Bank and Virgin Money to enter the market for financial services in the UK. It may also have lessons for other new entrants in other countries.

Within the academic marketing literature the importance of government policy and regulatory judgement receives far less scrutiny than is justified. To illustrate the importance of government regulation broadly and the new UK competition law framework specifically, a single regulatory case is examined: the Competition Commission assessment of the provision of banking services to small and medium‐sized firms. The report aims to promote more “arm's length” or transactional approaches to managing SME bank customers, effectively reducing banks' abilities to build relationships with its SME customers. It is proposed that relationship marketing for banking services to SMEs, a subject of considerable academic attention in recent years, has been severely curtailed in its present form by this recent regulatory judgement. The discussion also provides broader implications for policy analysis and marketing.

The British retail banking market has changed markedly since the beginning of the 1970s, and important trends and developments have increased the competitive pressures facing banks. The whole nature of competition in British retail banking has altered. New competitors and new forms of competition have appeared with increasing rapidity. These changes and the associated pressures on banks have intensified during the 1980s. At the same time, banks have increased the comparative importance of retail banking within their strategies. These pressures and their associated implications for British retail banking strategy are explored. It is emphasised that marketing will need increasingly to dominate bank strategies in retail banking. This orientation towards marketing has important strategic and managerial consequences for banks.

The implementation of the EC′s programme to liberalise the financial services sector as part of the movement towards a Single European Market will significantly reduce the costs of entry into non‐domestic markets for Community banks. Reducing entry costs will increase competition in banking markets, but it is unlikely that all segments of the banking market will experience the same patterns of change. The large‐scale corporate market already displays a high volume of cross‐border trade, while retail markets may be inaccessible for many non‐domestic banks, except by acquisition. The small‐ and medium‐sized corporate sector is widely regarded as an attractive niche market at the European level and it is suggested that there are particular gaps in this market in the UK. These gaps may make such a market susceptible to increased competition from non‐UK Community banks, although at the same time, improvements in the product offerings to this market by UK banks may provide the basis for a strategy to protect existing domestic markets and develop into new non‐domestic markets.

Banking strategies in the UK are examined from a US perspective. The attractive features of the retail and corporate sectors of the UK bank market are discussed and possible future opportunities and strategies. The need for relevant management skills and appropriate control systems is emphasised.

The librarian and researcher have to be able to uncover specific articles in their areas of interest. This Bibliography is designed to help. Volume IV, like Volume III, contains features to help the reader to retrieve relevant literature from MCB University Press' considerable output. Each entry within has been indexed according to author(s) and the Fifth Edition of the SCIMP/SCAMP Thesaurus. The latter thus provides a full subject index to facilitate rapid retrieval. Each article or book is assigned its own unique number and this is used in both the subject and author index. This Volume indexes 29 journals indicating the depth, coverage and expansion of MCB's portfolio.