A framework for understanding the evolution of relationship quality and the customer relationship development process

This paper attempts to develop and empirically test a conceptual model of relationship quality (RQ) in the financial sector from the perspective of the individual consumer (B2C). Based on a review of RQ research, the paper proposes a model of RQ from the customer perspective using the constructs most often examined in empirical RQ research (customer satisfaction, trust and commitment) and considers the relative importance of these dimensions within the stages of the relationship development process (RDP). A survey of 150 bank customers was undertaken in Egypt and the results tested using structural equation modelling. Respondents were selected on a convenience sampling basis and administered a questionnaire instrument for completion. The findings show that there is a strong relationship between the customer’s perceived relationship development phase and the perceived RQ. An important contribution of this paper lies in the alternative conceptualization of RQ as composed of three dynamic dimensions which are dependent on the RDP phase or stage. A second contribution is methodological and relates to the development of a modified scale to identify the relationship phases of customers. To the best of the researchers’ knowledge, these contributions are unique and have not been made previously to the body of knowledge on service relationship management.     

A structural equation modelling of the antecedents of relationship quality in the Malaysia banking sector

The intense competition among firms in the new global environment has made it inevitable for firms to seek ways to create and maintain quality relationship with customers, and Malaysia banks are no exception. However, little is understood from empirical viewpoint about the antecedents of relationship quality specifically, the actual influence of overall customer satisfaction and its indicators. Based on data collected from 220 customers of 15 retail banks in Malaysia and analysed using the structural equation modelling technique, findings are that overall customer satisfaction is a key determinant of relationship quality. The indicators of customer satisfaction include trust, commitment, communication, service quality, service satisfaction and conflict handling. These results are not confounded by any service differential among the participating banks. Important theoretical and managerial implications of the findings are discussed.     

Customers’ dissatisfaction with banking channels and their intention to leave banks: The moderating effect of trust and trusting beliefs

Banks have the challenging task of managing customer experience across many traditional and technological channels in today’s financial services world. Recent studies and anecdotal evidence suggest that many customers are dissatisfied with their experiences across channels that are supposed to provide a seamless experience. This customer dissatisfaction potentially diminishes a financial service organization’s customer base, and requires the firm to rely on a more fickle customer mix and erodes its reputation. This paper investigates the relationship between individuals’ dissatisfaction with their primary bank channel and their intention to leave their bank in the future. The first study examines individuals’ overall trust in their bank as a potential moderator in the relationship that reduces customers’ likelihood to leave the bank even though they are dissatisfied with a particular banking channel. The second study goes one step further and examines the effect of three trusting beliefs about the bank potentially held by the customer: competence, integrity, and benevolence beliefs. Findings indicate that when customers have a high level of trust in their banks, they are less likely to leave their banks even though they are dissatisfied with their primary banking channel. Furthermore, while competence and benevolence beliefs about the bank have a similar moderating effect, integrity beliefs do not.     

Online relationship marketing and affective customer commitment – The mediating role of trust

The pervasive use of information technology has implications for consumer relationship management among financial services organisations. There is a need for increased understanding of how digital channels might influence the development and maintenance of firm–customer relationships and in particular the role of the Internet upon commitment and trust outcomes. Thus, this research aims to determine the relationship between online relationship marketing practices and affective customer commitment, and how this relationship is mediated by online channel trust. Data were collected from 200 online retail bank customers and Structural Equation Modelling was used to test the impact of five key online relationship marketing practices on affective commitment, and how trust mediates these relationships. We found that advocacy and collaboration have a direct relationship with affective commitment, while trust mediates the influence of engagement and personalisation on affective commitment. The article highlights the significance of trust in technology when using online channels to build customer relationships.     

The effects of customer age and recovery strategies in a service failure setting

The aim of this article is to explore the relationship between the type of service failure, age and the customer's negative emotions after a service failure; as well as the relationship between these emotions, the recovery strategies executed and service recovery satisfaction. The proposed model is tested on a sample of financial services customers who suffered some type of failure. The results indicate that the customer's age has a negative impact on the intensity of the negative emotions experienced after a service failure. In addition, the type of service failure (process or outcome) interacts with the age variable on its effect on these negative emotions. Finally, results also show that recovery strategies offset the negative effect of negative emotions on customer satisfaction and that a compensation strategy is more efficient if offered quickly.     

银行柜员情绪表现规则对情绪劳动影响的实证研究

银行柜员情绪表现规则和情绪劳动的实证表明:表达积极情绪的表现规则对浅层行为、深层行为具有正向影响;抑制消极情绪的表现规则对浅层行为具有正向影响,对深层行为具有负向影响,深层行为和表达积极情绪的表现规则相关性较高,浅层行为和抑制消极情绪的表现规则相关性较高。     

Corporate greed: its effect on customer satisfaction,corporate social responsibility and corporate reputation among bank customers

Corporate greed has received increasing attention in recent years with various stories hitting the headlines, particularly after the global financial crisis and the ensuing negative attitudes toward banks. Customer satisfaction and corporate social responsibility are known to have a positive effect on corporate reputation among customers, but perceived corporate greed is likely to impede their effect. Corporate greed, customer satisfaction, corporate social responsibility and corporate reputation are considered, and a research model is proposed. Results indicate that the effect of corporate greed is stronger on corporate social responsibility than on customer satisfaction, implying that corporate social responsibility activities may be futile if the company is perceived to be acting greedily by its customers. Thus, perceptions of corporate greed need to be dealt with swiftly, to enable management to enhance the corporate reputation of the firm.     

Do firms' relationships with principal customers/suppliers affect shareholders' income?

In this paper, we examine whether a firm's relationship with its principal customers/suppliers affects its payout policies. A firm has customer–supplier relationships when its business depends on a small number of major customers/suppliers. The extant literature indicates two channels through which customer–supplier relationships might negatively affect a firm's dividend payments: 1) the high financial distress costs associated with relationship-specific investments and 2) the information certification effect of the principle customer. Consistent with expectations, our study reveals a negative relationship between a firm's dependence on customer–supplier relationships and its dividend payments. This result is robust to various model specifications and consistent with evidence regarding the time-series properties of dividends. Moreover, we find that high financial distress costs associated with relationship-specific investments are the key channel through which a firm's customer–supplier relationship affects its dividend payments. Overall, our results suggest that a firm's relationship with its non-financial stakeholders, such as principal customers/suppliers, is an important determinant of its shareholders' income.     

Customer retention and cross-buying in the banking industry: An integration of service attributes,satisfaction and trust

Most previous studies have focused on customer retention and have ignored the importance of customers’ cross-buying behaviour. Customer retention seems to be the result of a kind of repetitive decision by the customers, but their decision to cross-buy involves a more complicated process. In this study, the authors examine the effects of locational convenience, one-stop shopping convenience, firm reputation, firm expertise, and direct mailings on both customer retention and cross-buying. The mediating roles of satisfaction and trust in the relationships between service attributes, customer retention, and cross-buying are also examined. The results indicate that banks can use different service attributes to influence customer retention and cross-buying. Trust and satisfaction play different mediating roles in the relationships between service attributes, customer retention, and cross-buying.     

The Effects of Customer Satisfaction on Company Profitability: Evidence From the Property and Casualty Insurance Industry

Prior literature presents a positive link between customer satisfaction and firms’ financial outcomes, including greater revenue, profitability, and prices. However, few studies approach the topic of customer satisfaction in the insurance industry. Using a unique data set obtained from J.D. Power, we observe customer satisfaction among U.S. auto insurers and link their customer satisfaction rating to insurer profitability metrics. Our results support the notion that greater customer satisfaction leads to reduced expenses and increased profitability. A potential explanation is that more satisfied customers are more likely to remain with an insurance company and refer others to the insurer, reducing customer acquisition expenses.     

Gender stereotyping in financial advisors’ assessment of customers

This article presents the results of a comparison of male and female advisors’ assessment of their customers. The findings from the empirical material, consisting of 361 advisors’ answers to a questionnaire, show significant evidence that advisors assess their customers differently depending not only on customer gender, but also according to their own gender. The investigated variables are the advisors’ assessment of consumers’ perception of their own risk tolerance, customer satisfaction with the advisor, customer trust in the advisor, customer likelihood to follow the advice given and advisors’ ratings of customer financial literacy. Male advisors rated consumers’ answers higher than did their female colleagues for all variables, with the exception of advisors’ ratings of consumer financial literacy. Advisors and their employers in the financial services industry, as well as policymakers, should be aware of the possible association between advisor gender and potential gender stereotyping of clients.     

Loyalty-based management

Despite a flurry of activities aimed at serving customers better, few companies have systematically revamped their operations with customer loyalty in mind. Instead, most have adopted improvement programs ad hoc, and paybacks haven't materialized. Building a highly loyal customer base must be integral to a company's basic business strategy. Loyalty leaders like MBNA credit cards are successful because they have designed their entire business systems around customer loyalty--a self-reinforcing system in which the company delivers superior value consistently and reinvents cash flows to find and keep high-quality customers and employees. The economic benefits of high customer loyalty are measurable. When a company consistently delivers superior value and wins customer loyalty, market share and revenues go up, and the cost of acquiring new customers goes down. The better economics mean the company can pay workers better, which sets off a whole chain of events. Increased pay boosts employee moral and commitment; as employees stay longer, their productivity goes up and training costs fall; employees' overall job satisfaction, combined with their experience, helps them serve customers better; and customers are then more inclined to stay loyal to the company. Finally, as the best customers and employees become part of the loyalty-based system, competitors are left to survive with less desirable customers and less talented employees. To compete on loyalty, a company must understand the relationships between customer retention and the other parts of the business--and be able to quantify the linkages between loyalty and profits. It involves rethinking and aligning four important aspects of the business: customers, product/service offering, employees, and measurement systems.     

Antecedents of brand loyalty in South African retail banking

With new banks entering the South African market and consumers generally not satisfied with their current bank, brand loyalty in the banking sector is receiving greater attention. A gap in the literature exists regarding the issues of bank loyalty and their antecedents in South African retail banking because of the few studies available in the South African context, the new competitive environment in the banking sector, the multi-cultural nature of the market, and the likely switching behaviour by customers. The South African context is a multi-cultural environment and therefore offers a unique background as most previous brand loyalty studies have been in mono-cultural contexts. The purpose of this study was to investigate the antecedents of brand loyalty, including satisfaction, brand relationship quality, customer advocacy, and brand trust in retail banking. We report on a survey of 351 banking customers through SEM using AMOS. While the findings are generally supportive of previous studies, some surprising results are discussed and implications for both theory and practice are highlighted.

     

E-banking comes to town: Exploring how traditional UK high street banks are meeting the challenge of technology and virtual relationships

UK high street banks are continuing to extend the choice of channel through which customers can manage their moneycolon; an obvious example is e-banking. They have been keen to exploit technological advances and changing customer attitudes to alternative channels. Additionally, competition from leaner new market entrants has provided an added incentive to adopt new approaches. In the light of such developments, it is worth reflecting on the changing nature of the bank–customer relationship. This paper suggests that banks are finding it difficult to manage relationships effectively due, in large measure, to the sheer volume of customer data generated by new interactive, technology-based channels. Paradoxically, it seems that the more data banks have about customers the less likely they are to know them on a personal level. It is further suggested that channels such as e-banking potentially reduce the level of personal contact between bank and customer to the extent that a ‘virtual’ relationship develops. This paper concludes that, given the tendency towards ‘virtualisation’, it is inconceivable that bank–customer relationships will become any more intimate in the future. Indeed, a greater degree of personalisation in customer communication may be the very best that banks are able to offer.     

The effect of social connections on capital structure in supplier-customer relationships

Suppliers socially connected to major customers with relation-specific investments have higher leverage ratios compared to unconnected suppliers. The presence of connections partially reduces supplier underleverage observed in supplier-customer relationships with relation-specific investments. Consistent with the role of connections in bonding trading parties' commitment, connections to major customers help to increase customer purchases, and supplier leverage increases are primarily observed in firms with high intensity of customer purchases. Additionally, connected suppliers are associated with higher leverage primarily when information asymmetry between parties is high. Overall, connections help strengthening implicit contracts through establishing trust between trading parties.     

Integrative research into the financial services industry in Taiwan: Relationship bonding tactics,relationship quality and behavioural loyalty

This study develops and empirically tests a conceptual model examining the interdiscipline between relationship bonding tactics, customer satisfaction, trust/commitment and customer behavioural loyalty in a relationship marketing system. Based on three groups of samples from XYZ bank, one of the well-established merchant banks in Taiwan, the study's findings suggest that financial products with different product attributes will benefit the most from individual types and levels of relationship investment that can be applied directly to each product.     

Why are some modes of acquisition more profitable? A study of the credit card industry

A key challenge in financial services marketing is attracting good customers to the firm. For most financial services firms, including credit card firms, a good customer is also a profitable customer. Managers would like to use marketing tactics that attract the most profitable customers while closely monitoring and perhaps limiting expenditures on marketing tactics that tend to attract relatively less profitable customers. Therefore, managers need to understand the relative effectiveness of different modes of new account acquisition and the impact that the various modes of acquisition may have on overall account profitability. To date, there have been very few studies that have calculated individual level customer profitability and then investigated the relationship between new customer acquisition source and customer profitability. That is, how do modes of acquisition differ in their ability to attract profitable customers? We answer this question using a proprietary and novel data set from the credit card industry. Of the four modes of acquisition used in this industry, we find that Internet and direct mail efforts generate more profitable customers than telemarketing and direct selling. We provide possible explanations for these findings. Our work adds to the growing literature in customer relationship management and our results have important managerial implications for resource allocation among acquisition strategies.     

Bancassurance in East Asia: Cultural impact on customers’ cross-buying behaviour

Amid rapid growth of bancassurance in East Asian countries, particularly in South Korea and Taiwan, the article examines the determinants of this growth in these two countries, by testing the influence of ‘collectivism’ as a proxy for national culture on the relationship between cross-buying determinants and customers’ cross-buying intentions. The interviews were conducted during 2011 and 2012 with 13 professional senior managers and academics engaged in customers’ cross-buying activities of bancassurance in South Korea and Taiwan. ‘Perceived value’, ‘trust’, ‘image’ and ‘satisfaction’ were found to be the key determinants of customers’ cross-buying intentions on bancassurance in South Korea and Taiwan, among which ‘trust’ and ‘satisfaction’ were significantly influenced by ‘collectivism’. The article confirms that, even between countries with similar levels of ‘collectivism’, the influence of ‘collectivism’ can differ because of the determinants of cross-buying intentions on bancassurance.     

High tech the old-fashioned way. An interview with Tom Siebel of Siebel Systems. Interview by Bronwyn Fryer

There is a growing awareness among corporations that the quality of the customer experience they provide directly affects their bottom line. Many are turning to high-flying software maker Siebel Systems for help in managing those relationships. The young company holds a leadership position in an explosive market-enterprise application software. But customer satisfaction, not dot-com chic, is foremost on the mind of Siebel Systems' founder, chairman, and CEO, Tom Siebel. The buttoned-down Siebel rejects the freewheeling management style and culture that characterize many Silicon Valley companies. As the former CEO of Gain Technology and a former executive at Oracle, Siebel believes in putting customers ahead of technology, discipline ahead of inspiration. In this interview, conducted at the company's San Mateo, California, headquarters, Siebel describes how this obsessive focus on customer satisfaction has been the driving force behind the company's success. He talks about how the organization remains true to its core values: a deep commitment to providing customer satisfaction; responsible fiscal practices that have created a cash-positive business amid today's cash-negative dot-coms; and general professionalism. "The notion of dressing in jeans and a T-shirt to greet the CEO of a major financial institution who just got off the plane from Munich is not acceptable," he says. Siebel Systems rejects the concept of going to war with rivals; instead, the CEO says, the company has forged an ecosystem of partnerships that allows it to support and integrate its own systems with other companies' software products and ultimately ease the customer's software installations. Indeed, Siebel says, the CEO's most important job is to understand what customers need and deliver that.     

An empirical investigation of customer satisfaction and loyalty across two divergent bank segments

Customer satisfaction is an important indicator for customer loyalty, and numerous studies have identified the benefits that customer loyalty delivers to an organisation. Nevertheless, research also suggests that satisfied customers still defect. This study investigated the relationship between customer satisfaction and loyalty intentions within the Australian banking industry for two distinct customer segments, retirees and university students. Results indicate no significant difference in the satisfaction levels of either group; however, there were differences with respect to two of the five behavioural intentions dimensions: loyalty and switch. Satisfaction was found to have a significant impact on three of the five behavioural intentions dimensions: loyalty, pay more and external response, suggesting that management should initiate service policies aimed at securing improvements in customer satisfaction. However, there are also other constructs at work aside from satisfaction in determining future behavioural intentions.