CHAPTER ONE
INTRODUCTION
1.1 BACKGROUND INFORMATION
Marketing is the process of planning and executing the conception, pricing, promotion and distribution of ideas, goods and services, organization and event to create and maintain relationships that will satisfy individual and organizational objectives. It is fundamental to business growth. It basically includes getting goods and services to the final consumer satisfactorily. The Nigeria banking sector has changed tremendously since the introduction of the Structural Adjustment Programme (SAP) on 1st July, 1986. Prior to this period, most Nigerian banks engaged in an effort aimed at encouraging certain classes of customer resulting in rejection of deposits or accepting them on dictated terms due to the fact that there were few banks to render services to a considerably large numbers of customers which led to a decline profit volume. However, the period between the SAP and now has witness various amendments of banking laws and policies ranging from BOFID 1991, to universal banking policy of 2001, various increased in the capital base e.t.c. these changes have therefore necessitated the need to find a way of promoting banking services, which is possible with the impact of marketing strategies in the banking sector. It is surprising that banks have not been able to come up with a competitive and comprehensive approach for marketing of banking services and product. A close look at the recently concluded re-capitalization process showed evidently the above assertion. This process witnessed what is called “Aggressive Marketing” which is not a replete of what banking stands for in terms of integrity and utmost good faith. The trend of the introduction of marketing department (marketing strategies) in banks is a welcome development and has made arm-chair banking part of the history of the banking sector. Bank marketing was thus defined as “that part of banking services profitability to selected customers”. The need for marketing in banks evolved from the intense competition from not only rival banks but also non-financial institutions. Staffs are placed on target to be achieved and are compensated or promoted using their ability to or not to meet their targets
