Service quality in retail banking: the experience of two British clearing banks

Service quality in retail banking: the experience of two British clearing banks Presents an empirical study of major quality improvement initiatives recently undertaken by two British banks. Provides a useful comparison of the two different approaches, and contributes new evidence on the current debate concerning the validity of the SERVQUAL model. First outlines the implementation of the SERVQUAL model, the bank’s subsequent quality improvement programme, and evidence of an improvement in customer satisfaction. Second, included for comparative purposes, describes the adoption and implementation of the Crosby total quality training programme. In both cases relevant evidence was gathered on staff attitudes. Given the long‐term nature of these comprehensive quality programmes, any evaluation must necessarily be tentative, but both banks are able to report an improvement in service quality, and fresh evidence is provided in support of the SERVQUAL model. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Bank Marketing Emerald Publishing

Service quality in retail banking: the experience of two British clearing banks

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Publisher
Emerald Publishing
Copyright
Copyright © 1996 MCB UP Ltd. All rights reserved.
ISSN
0265-2323
DOI
10.1108/02652329610130127
Publisher site
See Article on Publisher Site

Abstract

Presents an empirical study of major quality improvement initiatives recently undertaken by two British banks. Provides a useful comparison of the two different approaches, and contributes new evidence on the current debate concerning the validity of the SERVQUAL model. First outlines the implementation of the SERVQUAL model, the bank’s subsequent quality improvement programme, and evidence of an improvement in customer satisfaction. Second, included for comparative purposes, describes the adoption and implementation of the Crosby total quality training programme. In both cases relevant evidence was gathered on staff attitudes. Given the long‐term nature of these comprehensive quality programmes, any evaluation must necessarily be tentative, but both banks are able to report an improvement in service quality, and fresh evidence is provided in support of the SERVQUAL model.

Journal

International Journal of Bank MarketingEmerald Publishing

Published: Nov 1, 1996

Keywords: Banking; Customer satisfaction; Improvement; Service quality

References

  • Importance of performance analysis and the measurement of service quality
    Ennew, C.T.; Reed, G.V.; Binks, M.R.
  • Managing customer relationships for profit: the dynamics of relationship quality
    Storbacka, K.; Strandvik, T.; Grönroos, C.
  • Total quality management and employee involvement
    Wilkinson, A.; Marchington, M.; Goodman J.; Ackers, P.

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