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Therefore the quality of a bank should be more important for credit line customers than for other loan customers. We therefore apply and test the hypothesis that credit line borrowers are willing to pay extra for borrowing from a bank of high quality.

A wide range of factors maintain the market power in banking. Entry into the banking sector is restricted by regulatory agencies, creating one of the preconditions for a degree of monopoly power and administrated pricing. Market power and an inelastic demand for retail bank products may also result from the existence of switching costs and asymmetric information costs. Switching costs may arise when bank customers consider switching from one bank to another, for example when a household intend to transfer its savings deposits from bank A to bank B. Costs of acquiring information and search and administrative costs are potentially important in markets where significant information or transaction costs exist.

The costs are also expected to be high in markets with long-term relationships and repeated transactions (Sharpe, 1997). Generally the existence of switching costs results in market segmentation and reduces the demand elasticity (Klemperer, 1987). Moreover, even in the presence of small switching costs, the theory predicts that the smaller the proportion of customers that are ‘new’ to the market, the less competitive prices will be. Thus, even with non-co-operative behaviour, switching costs result in a retail bank interest rate adjustment of less than one to a change in the market interest rate (Lowe and Rohling, 1992).

Two main limitations are associated with this case study. First, we have not collected the financial performance data and therefore are not able to discuss cost effectiveness and profitability of the schemes. The second limitation is related to the drivers of customer loyalty in retail banking industry. Future investigations should focus on loyalty program component analysis, customer loyalty measures, customer attraction and profitability, and design and costs of loyalty programs.

The findings suggest that the majority of the analyzed loyalty programs reward a repeat purchasing. The retail banks automatically record individual customer’s details and transactions that provide an opportunity for Marketing people to organize segmentation and targeting, and create relationship marketing strategy as well as individual marketing offers to the clients. However, the research shows that the banks are basically concentrated on two customer segments – the potentially profitable customers and the customers, who are willing to keep money in their bank accounts. Most of the retail bank loyalty programs offer their customers only a discount on the transaction costs. It could be viewed as an indirect price cut policy, which leads to the constant battle for the price.

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