The article is devoted to the problems of bank marketing which have not been unequivocally solved in the literature dedicated to this subject matter. One of the fundamental issues of the banks' product policy is creation of a new product, followed by the course and potential shaping of its life-cycle. It has not been resolved whether banks should test new products on the test markets prior to launching them. Such activities could prematurely inform the competitors about the intention to launch a new product. It is common knowledge that banking products are not patent protected and thus they could be copied very quickly. The author believes that there is no need to test uncomplicated and traditional products on the test markets. This applies only to products that are complex and complicated for the customers as well as for the banks (such as electronic cards).

The literature also fails to clearly resolve the issue of the life-cycle of the banking products. The author believes that this cycle differs from the traditional life-cycle of consumer products. We are dealing rather with a merger of the product launch phase and the sales growth phase together with the prolongation of the saturation phase, which is extended by distributive and promotional activities. The product hardly ever reaches the declining phase. The product launch phase may potentially be significantly shortened, and then the product enters, as in the previous case, a prolonged growth phase and hardly ever reaches the declining phase. It seems that such a life-cycle of a banking product results from a different distribution of banking products' purchasers, i.e. a very small share of the first group - the so-called innovative buyers who buy products just to show themselves and stick out from the crowd.