The impact of the Internet upon bank marketing

Proença, João F.; Silva, Marta Martins; Fernandes, Teresa

doi:10.1057/fsm.2010.12

Cited by 14 publications

(9 citation statements)

References 65 publications

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“…This approach is an embryonic resource for developing relationships with customers. As a result of the relationship from the branch staff management, the account manager's management of bank relationship and the bank's policies regarding bank relationships will affect customer bonding relationships and increase bank performance (Proença and de Castro, 2007;Proença et al, 2010). Interestingly, Ashraf et al (2015) conducted a study in Pakistan Islamic banking and discover that a bank personnel attitudes play a significant role in building a relationship between Islamic banks and customers.…”

Section: Customer Intimacymentioning

confidence: 99%

Trust, commitment, customer intimacy and customer loyalty in Islamic banking relationships

Tabrani

Amin

Nizam

2018

IJBM

175

197

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Purpose The purpose of this paper is to investigate the role of trust in enhancing customer loyalty, and to test the mediation role of commitment and customer intimacy in the relationship between trust and customer loyalty. Design/methodology/approach A total of 500 questionnaires were distributed and 200 were returned (40 percent response rate), and a structural equation modeling technique was used to test the hypotheses. Findings The results of this study show that trust has a significant relationship with commitment and customer intimacy but no significant relationship was found with customer loyalty. Commitment and customer intimacy have a significant relationship with customer loyalty. The mediation analysis reveals that commitment and customer intimacy play a mediation role in the relationship between trust and customer loyalty. Practical implications This study indicates that commitment and customer intimacy affect customer loyalty. The role of commitment and customer intimacy as a mediator between trust and customer loyalty indicates that customers are committed to continuing and maintaining the relationships with Islamic banks. Originality/value This study provides empirical evidence on interrelationships between trust, commitment, customer intimacy and customer loyalty in banking relationships.

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Section: Customer Intimacymentioning

confidence: 99%

Trust, commitment, customer intimacy and customer loyalty in Islamic banking relationships

Tabrani

Amin

Nizam

2018

IJBM

175

197

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“…Bank C described its marketing philosophy as client centric. In 2009, bank launched a project to re‐structure its marketing to become a “customer‐centric organization.” The motive for radical transformation stemmed from the realization that in time of global economic crisis bank should be more “flexible to changes” and should “focus on retaining existing customers instead of recruiting new customers at any price and risk.” Based on this, Bank C demonstrates rightful motives for initiating RM (Carson et al , 2004; Durkin et al , 2007; Proenca et al , 2010).…”

Section: Presentation Of Findings: Case Studiesmentioning

confidence: 87%

“…Bank C identified “relationships,” “innovation,” “networking,” “interaction” with customers and focus on profitable market “niches” as elements on which marketing strategies should be based in the future. The pillars of Bank C's RM approach are “targeting profitable customers,” “using the strongest possible strategies for customer bonding,” spreading RM philosophy across the organization, and “building trust as a marketing tool.” These elements are commonly identified in the RM literature as well (Carson et al , 2004; Durkin et al , 2007; Danciu, 2009; Proenca et al , 2010).…”

Section: Presentation Of Findings: Case Studiesmentioning

confidence: 98%

“…RM proved to be especially relevant for the industry of financial services (Das, 2008; Dawes and Brown, 2000). According to Das (2008) and Proenca et al (2010), considering high levels of competition, little room for genuine differentiation among offers, and sensitivity of information exchanged between customers and financial institutions, RM approach can contribute to enhanced customer experiences.…”

Section: Online Communications and Rm In Retail Bankingmentioning

confidence: 99%

“…the customer and the bank teller). Remote technologies removed the social context from the exchanges (Durkin et al , 2007; Egan, 2003; Gummesson, 2004; Proenca et al , 2010). Theorists and practitioners faced the dilemma of how to effectively incorporate RM approach in the online setting (Barbesino et al , 2005; Durkin et al , 2007; Liang et al , 2008).…”

Section: Online Communications and Rm In Retail Bankingmentioning

confidence: 99%

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Understanding the role of social media in bank marketing

Mitic

Kapoulas²

2012

Marketing Intelligence &Amp; Planning

104

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PurposeThe purpose of this paper is to investigate the role of Web 2.0 and social media in relationship marketing (RM) in banking. The aim is to understand why some banks resist the Web 2.0 trend, how this is aligned with their RM approaches and what the alternative paths for advancing customer relations could be. The paper focuses on the practices of banks in the less‐researched yet dynamically evolving South East European (SEE) region.Design/methodology/approachA qualitative case study approach was employed for this study. In total, three case studies were constructed, describing practices and RM approaches of retail banks in SEE. Data used for the construct of case studies were collected through in‐depth interviews with top management, documentation and banks’ official web sites.FindingsPrimary reasons for refraining from social media included: low customer demand for such form of interaction with banks; concerns over safety of Web 2.0 for banking; and lack of alignment with current RM strategies. While social media were not discarded for the future, they were deemed more appropriate for smaller or younger banks seeking innovative ways to capture market share.Practical implicationsThe paper identifies requirements for the adoption of social media in bank marketing and offers insights on possible alternative RM strategies that combine electronic channels with a personal approach to banking.Originality/valueCase studies offer insights on marketing practices of banks in the SEE region. The paper unveils challenges banks encounter in their RM efforts and their vision of the future of RM in a contemporary online setting.

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