All banks consider themselves customer-focused institutions. In practice, though, most are not. The vast majority still organize fundamental business processes around products and business lines. Marketing is a case in point.
Banks have traditionally viewed marketing as a tactical activity intended to reinforce efforts of product-oriented business units. This orientation will not support the transformation of a bank to a customer- centric organization. If a bank is to be customer-focused, it must transform its marketing function into a strategic process designed to acquire, build and maintain customer relationships, and develop marketing capabilities that are strategic in scope.