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Suggests that both future supplies of, and the future demand for, North Sea Gas are highly uncertain. Gives examples to show that one can argue, with equal plausibility, that in the 1970s there could be either a significant shortage, or a substantial surplus of capacity relative to ‘premium’ gas demand. Argues that the uncertainty of the future demands a highly flexible marketing policy in which tariffs, with built‐in incentives to improve load factors, are aimed at keeping the market in balance and interruptible sales are one of the main marketing weapons. Sums up that this paper has tried to establish some guidelines for natural gas marketing policy in this country, working within some of the constraints which have already been established.