Purpose The purpose of this paper is to assess the antecedent of satisfaction and loyalty in the context of a multi-channel banking environment. Multi-channel banking involves both branch and electronic banking channels through which the customers interact with the bank. Design/methodology/approach The study involved a customer survey of 229 respondents, which used a convenience sampling approach through intercepts and interviews held at bank branches. A structured questionnaire was used, and data were analyzed using structural equation modeling. Findings While examining factors such as perceived ease of use, branch service quality evaluation, satisfaction, and loyalty, it is observed, using structural equation modeling, that perceived ease of use and branch service quality are antecedents to satisfaction and satisfaction positively affects the loyalty. Originality/value Although it is realized that digital banking will positively influence loyalty, the role of branch service quality cannot be ignored. The role played by the ease of use is higher than branch service quality evaluations.

The purpose of this article is to explore the impact of brand experience dimensions on brand evaluation and brand loyalty. The study used convenience-sampling technique and measured the relationship between brand experience dimensions, overall brand evaluation and brand loyalty. Factor analysis confirmed that brand experience has two major dimensions: emotional brand experience and cognitive brand experience. Using structural equation modelling, the study reveals that emotional and cognitive brand experience dimensions affect brand evaluation, and brand evaluation influences brand loyalty. With the increased importance of brand experience, marketers need to understand various dimensions of brand experience and find how it influences other brand variables. With the growing importance to brand experience dimensions, the study will add value to the existing literature. The current study from the Indian context would benefit both academia and marketing managers. Future researchers can test the model for a specific set of products/service categories and specific set of customers. Researchers can also explore the relation among various brand experience dimensions and other brand constructs.

Purpose The purpose of this paper is to explore the impact of brand familiarity on the various dimensions of brand experience, and to identify the factor structure of brand familiarity for financial services brands. Design/methodology/approach This study used a convenience sampling technique by contacting 216 respondents, and examined the relationship between brand experience dimensions and brand familiarity. An independent sample t-test was performed to assess the differences for brand experience dimensions. Exploratory and confirmatory factor analyses were performed for both low familiarity and high familiarity service brands to highlight the differences. Findings The improvement in brand familiarity is positive for sensory, emotional, behavioral and relational brand experiences for high familiarity service brands. Exploratory factor analysis and confirmatory factor analysis found a four-factor brand experience model for low brand familiarity and a five-factor brand experience structure for high familiarity financial services brands. The study of financial services brands validates the service brand experience framework of Nysveen et al. (2013) for high familiarity brands, but not for low familiarity financial services brand. Practical implications There is a need for marketers to comprehend various dimensions of brand experience in the context of financial services brands which are experiencing increased competition with non-banks. Originality/value The study makes a contribution to the existing literature as the concept of brand familiarity and its relationship with brand experience have received scant attention in the past.

While cost orientation is found to be the major antecedent to perceived performance, innovation orientation moderates the relationship between both the competitive orientation and performance, and the customer orientation and performance. This article explores the relationship between strategy and performance in the context of the Indian banking sector. Cost orientation is identified as the major determinant for perceived performance. Innovation orientation moderates the relationship between both the competitive orientation and performance, and the customer orientation and performance. Banks need to reorient the marketing strategy to derive long‐term performance benefits, since too much focus on cost orientation may prevent existing banks adapting to the market.

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