A model of customer-centric banking practices for corporate clients in Bangladesh
Publisher© 2016 Emerald Group Publishing Ltd.
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CitationAndaleeb, S. S., Rashid, M., & Rahman, Q. A. (2016). A model of customer-centric banking practices for corporate clients in bangladesh. International Journal of Bank Marketing, 34(4), 458-475. doi:10.1108/IJBM-10-2014-0156
Customer-centric banking envisions that banks should meet both tangible and intangible satisfaction criteria of their customers. The purpose of this paper is to investigate the customer-centric banking practices that drive satisfaction of corporate customers in Bangladesh. Design/methodology/approach – Financial managers from a sample of 112 non-financial listed companies were interviewed. The study employed a structured questionnaire using Likert scales. Exploratory factor analysis followed by multiple regression analysis were used to test the effects of both tangible and intangible factors. Findings – The findings of the study indicate that customer-centric banking is primarily influenced by intangible factors. Among six bank selection criteria analyzed in this study, corporate image, commitment, compassion and consistency are the four significant intangible factors that drive corporate customer satisfaction. The two tangible factors: cost-benefit and convenience were not significant determinants of satisfaction for corporate clients. Research limitations/implications – For lack of sample frames and relative unavailability of corporate respondents, a non-probability sampling technique was used. The study contributes to the existing literature on customer-centric marketing, relationship marketing and bank selection by suggesting that there is a shift in banking needs among corporate clients in developing countries such as Bangladesh. Practical implications – The study contributes to a richer understanding of the customer-centric banking framework, suggesting the service strategies that banks ought to adopt. The results are especially important for developing countries that are experiencing a change in theoretical understanding of customer satisfaction in financial services. Originality/value – Now banks and policy makers can better strategize on building loyal corporate customers for banks, thereby ensuring healthy corporate banking relationship. Banks can also prioritize on the important intangible elements to focus on to satisfy corporate customers. Among other factors, technology adoption, training of corporate customer managers, and emphasizing customer-centric banking policies may help provide better services and obtain higher levels of customer satisfaction.