Provides managers with an empirically derived framework to help them assess the likely impact of any service quality initiative. Categorizes quality factors in terms of their relative importance and their effect on satisfaction and dissatisfaction. States that the study is based on an analysis of over 200 customer anecdotes of incidents in the UK banking industry and 100 interviews. Research suggests that certain actions, such as increasing the speed of processing information and customers, are likely to have an important affect in terms of delighting customers, however other activities, such as improving the reliability of equipment, will lessen dissatisfaction rather than delight customers. Suggests that it is more important to ensure that the dissatisfiers are dealt with before the satisfiers. Also suggests that there are two areas where banks could achieve a distinct advantage, genuine commitment and attentiveness by front‐line staff. States that some other areas are not worth much attention and any time and money put into these areas might be better redirected elsewhere.
International Journal of Bank Marketing – Emerald Publishing
Published: Jul 1, 1997
Keywords: Banking; Service quality; United Kingdom
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