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Traditionally, marketing in financial services had been a largely tactical activity, concerned primarily with the advertising and selling of existing products. With the growth in environmental turbulence which characterized the 1980s the notion of marketing as a strategic activity became increasingly important. The 1980s were, in many senses, an era of expansion and diversification. However, many organizations over‐stretched themselves in this period and the 1990s has seen many organizations looking to refocus on core businesses.

The strategic importance of distribution for financial services was reflected in and reinforced by the provisions of the Financial Services Act. Through requirements relating to polarization, best advice and commission disclosure, the Financial Services Act sought to create a regulatory framework which would provide the level of investor protection which was appropriate in a market characterized by a high level of information asymmetry and a heavy dependence on commission‐based selling. In practice the desired level of investor protection has failed to materialize, and this can be attributed not so much to a failure of the principles within the Financial Services Act as to a failure in the way in which those principles have been implemented.

Consumer protection was an important motivating factor behind the introduction of polarization in the Financial Services Act. Despite the potential benefits to the consumer of using independent financial advice as a source of information and a medium for the purchase of financial services, the majority of consumers appear to attach little value to the status of a financial adviser per se and instead attach importance to the image and reputation of particular suppliers. Reports a survey by in‐depth interviews of 140 consumers in the East Midlands, UK, that confirms the relatively low level of interest in independent financial advice, with the groups most likely to use such advisers being identified as the younger consumers from higher social class groupings who do not regularly collect product information from alternative sources such as newspapers and television.

Increased competitive pressure in the market for loanable funds has encouraged the banks to place greater emphasis on the marketing of their services to both corporate and personal customers. The small business sector of the corporate market covers the majority of corporate accounts and for a substantial volume of bank lending. However, the proliferation of product differentiation in relation to small business customers in order to improve banks′ competitive position appears to have been less than successful. The small business sector is heterogeneous; customer needs vary but there is little evidence to suggest that banks differentiate their products sufficiently to appeal to distinct market segments. On the contrary, despite competitive pressures and new marketing strategies, small business customers generally perceive the services provided by the different banks as indistinguishable.

The intangibility of services presents a number of problems for the measurement of quality and customer satisfaction. Proposes a simple index which can be applied to ordinal or cardinal data and will provide a convenient aggregate summary of the extent to which a product or service meets consumer expectations. The index, though simple, is robust, and is applied to the problem of analysing the quality of banking services provided to small firms in the United Kingdom.

Suggests that the process of transition and the hardening of the budget constraint in the former centrally‐planned economies of Eastern Europe recreates the link between an effective exchange process and business performance. Points out that this in itself creates the potential for marketing to play a significant role in business activity. Reports on a case study of the Russian experience which shows that there are still considerable barriers to the development of a marketing‐oriented approach to business. In addition to the obvious institution and infrastructure problems, there is still considerable progress to be made in relation to managerial attitudes and experience.

The process of establishing a competitive advantage is at the heart of competitive marketing strategy. However, a competitive advantage cannot be established without a clear idea of what constitutes the relevant competitive arena. Theoretically, there are strong arguments for seeing both these processes as market‐driven, but in practice their implementation may present particular problems for financial services providers. The degree of complexity and intangibility which characterizes most financial services is generally thought to complicate the identification of a clear source of competitive advantage; it is also argued that these characteristics might affect the extent to which an organization may identify the appropriate competitive arena. Provides preliminary interview‐based evidence on the extent to which the market‐driven concepts of competitive advantage and competitive arena have been adopted in financial services and evaluates the extent to which they can be adopted, given the distinctive characteristics of many of the services concerned. Contends that the findings confirm the difficulties associated with the development of a clear competitive advantage and the relative unimportance of price; they also highlight the practical difficulties associated with defining the competitive arena as market‐driven. While these difficulties are common across the financial service providers interviewed, concludes that there is some evidence to suggest that market‐driven competitive arenas and sources of competitive advantage are more easily identifiable for specialist or niche players.

Evaluates the working of the Financial Services Act, comparing its early promise with a rising tide of criticism, suggesting that self regulation does not adequately safeguard the consumer interest.

The development of effective customer relationships is increasingly recognised as an important component of marketing strategies, particularly in the case of service industries. Developing and maintaining satisfactory customer relationships can help to reduce perceived risk, reduce transactions costs, increase customer loyalty and customer retention and thus impact on organisational performance. From the customer’s perspective, the determinants of relationship satisfaction are thought to include factors such as customer orientation, trust, length of relationship, expertise and ethics. Provides further evidence on the cognitive antecedents of relationship satisfaction based on evidence from the financial services sector.

The development of effective customer relationships is widely advocated as a key element of marketing strategies in the service sector. The advantages associated with the development of such relationships are thought to be particularly relevant in the case of services for which credence qualities are high. However, a key feature of most services is customer participation in the production and the delivery of the service. The ability of an organization to develop and maintain a relationship with its customers will be dependent on their willingness to participate. For participation to be worthwhile, customers must perceive that it yields benefits which are greater than those which accrue from non‐participation. Examines the extent to which participation in the banking relationship occurs and the implications of this for quality of service, using evidence from a survey of over 6,000 UK small businesses.