Consumer Duty has changed marketing. Many teams haven’t caught up.

The introduction of Consumer Duty has been widely discussed in financial services but largely through a regulatory lens. For many marketing teams, it’s still framed as something compliance handles. In reality, Consumer Duty has quietly changed the expectations placed on marketing itself. And for organisations operating in regulated sectors, that shift matters more than many realise.

What Consumer Duty really changes

At its core, Consumer Duty requires firms to demonstrate that customers receive good outcomes, not just compliant processes. That includes how products are explained, positioned and communicated before, during and after purchase. This moves the goalposts. Marketing is no longer assessed purely on accuracy or fairness. It’s judged on clarity, comprehension and intent. What customers are likely to understand matters as much as what’s technically correct. That’s a significant change for teams used to working at arm’s length from regulation.

Why marketing teams feel the pressure

For marketing managers, Consumer Duty introduces a new kind of tension. Messages must still persuade, differentiate and perform but now they must also stand up to scrutiny around:

• How clearly risks and limitations are presented
• Whether language could reasonably mislead or overpromise
• Whether audiences are likely to interpret claims as intended

This isn’t about adding more disclaimers. In fact, overloading communications can work against Consumer Duty by reducing understanding. The pressure isn’t to say more. It’s to say things better.

Where organisations are getting stuck

Many firms respond by slowing everything down. More reviews. More sign-off layers. More cautious language. The unintended consequence is that marketing becomes defensive. Messages lose confidence. Creative is watered down. Clarity suffers – precisely the opposite of what Consumer Duty aims to achieve. Others underestimate the change entirely, assuming existing approval processes are enough. That’s where risk builds quietly. Consumer Duty doesn’t just look at what was said. It considers how it landed.

Why this is a communications issue

Consumer Duty places communication at the heart of customer outcomes. That means marketing, compliance and leadership can no longer operate in silos. The most effective organisations are bringing these functions closer together. They’re focusing on clear, plain messaging, fewer claims made more deliberately and consistently across channels and touchpoints.

This isn’t about restricting marketing. It’s about restoring confidence, internally and externally, that communications are doing what they’re supposed to do.

The Strand view

Consumer Duty doesn’t mean marketing has to become dull or overly cautious. But it does require a shift in mindset. The strongest marketing teams aren’t asking “is this allowed?” They’re asking, “will this be understood?” That’s a higher standard and ultimately, a healthier one. For organisations willing to embrace it, Consumer Duty isn’t just a compliance obligation. It’s an opportunity to build clearer, more trusted communication at a time when confidence matters more than ever.