The Brazilian financial market, as in the entire world, is supported by the basic premise of that the people need to take credit or to invest resources, in this way can classify the customers as being borrowed or investing. The function of rentabilizar the economies and financing the consumption and the investment of people is characteristic proper of the banks with accounts receivable. Most of the Brazilian financial market is taken care of by commercial banks, that is, banks that they possess beyond the accounts receivable, a fan of services and products to offer its customers. In accordance with Xavier (1992), of the industries of services, the bank clerk was the one that more resisted the changes and technological advances, for reasons that include its peculiar history, the complexity of its product & ndash; money & ndash; , the singularity of its technology and the particularitity of its organizacional structure. The author affirms that before 90 years the banking industry he ahead kept a passive attitude of the market, but was stimulated to change and to review its positioning in function of the elements that compose the new scene: plurality of institutions that commercialize financial products and services; incited dispute for space in the market; customers more instructed, conscientious and selective and the proper challenge to get optimum in terms of results, inside of this new context. In accordance with the research & ldquo; Tariffs Without Mitos& rdquo; , carried through for the global company of consultoria of Accenture management and divulged in September of 2011, for the Modern Consuming magazine, after global the financial crisis of 2008, the banking consumers had become more demanding, had reevaluated the nature of the relationship with the banks and had started to question with bigger vehemence the relation cost-benefit of the services for offered them. The research points that Brazil is the country that presents the third average greater of change of institutions, losing only for Mexico and China. .