International Journal of Bank Marketing: Article Information

International Journal of Bank Marketing
Investigating drivers of bank loyalty: the complex relationship between image, service quality and
satisfaction
Jose Bloemer Ko de Ruyter Pascal Peeters
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Jose Bloemer Ko de Ruyter Pascal Peeters, (1998),"Investigating drivers of bank loyalty: the complex relationship between
image, service quality and satisfaction", International Journal of Bank Marketing, Vol. 16 Iss 7 pp. 276 - 286
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Investigating drivers of bank loyalty: the complex

relationship between image, service quality and
satisfaction
Jose Bloemer
Associate Professor of Marketing, Department of Applied Economics, Limburg
University Centre, Diepenbeek, Belgium
Ko de Ruyter
Associate Professor of Marketing, Faculty of Economics and Business
Administration, Maastricht University, Maastricht, The Netherlands
Pascal Peeters
Research Assistant, Faculty of Economics and Business Administration,
Maastricht University, Maastricht, The Netherlands
This article investigates how

image, perceived service
quality and satisfaction determine loyalty in a retail bank
setting at the global construct
level, as well as the level of
construct dimensions. At the
global level the results of a
large-scale empirical study
reveal that image is indirectly
related to bank loyalty via
perceived quality. In turn,
service quality is both directly
and indirectly related to bank
loyalty via satisfaction. The
latter has a direct effect on
bank loyalty. At the level of
the dimensions underlying
aforementioned constructs, it
becomes clear that reliability
(a quality dimension) and
position in the market (an
image dimension) are relatively important drivers of
retail bank loyalty.
International Journal of
Bank Marketing
16/7 [1998] 276286
MCB University Press
[ISSN 0265-2323]
[ 276 ]
Introduction
During the past decade, the financial services
sector has undergone drastic changes, resulting in a market place which is characterised
by intense competition, little growth in primary demand and increased deregulation. In
the new market place, the occurrence of committed and often inherited relationships
between a customer and his or her bank is
becoming increasingly scarce (Levesque and
McDougall, 1996). Several strategies have
been attempted to retain customers. In order
to increase customer loyalty, many banks
have introduced innovative products and
services (Meidan, 1996). However, as such
innovations are frequently followed by similar charges, it has been argued that a more
viable approach for banks is to focus on less
tangible and less easy-to-imitate determinants of customer loyalty such as customer
evaluative judgements like service quality
and satisfaction (Worcester, 1997; Yavas and
Shemwell, 1996). Surprisingly, however, while
there has been a large number of studies that
focused on service quality and satisfaction
issues (Lewis, 1993), research on the relationship between satisfaction, service quality and
loyalty in retail banking has remained limited. Yet, in the present environment of
increased competition with rapid market
entry of new service concepts and formats,
the challenge of increasing loyalty also presents a challenge of a more in-depth understanding of the complex relationship between
aforementioned types of customer evaluative
judgements and loyalty.
In addition, there is some evidence that
loyalty may also be determined by image
(Mazursky and Jacoby, 1986; Murphy, 1996;
Osman, 1993). Again, it has remained unclear
whether there is a direct relationship
between image and loyalty or whether this
relationship is mediated by, for instance,
satisfaction and perceived service quality. In
this article we address this issue. We propose

a model that describes the relationship
between service quality, satisfaction with a
bank and loyalty, taking into account the
effect of the image that a bank has in the
market.
Our article unfolds as follows. First of all,
we offer a brief outline of the construct of
loyalty. Next, we will differentiate conceptually between service quality and satisfaction
as determinants of customer loyalty. Subsequently, we will introduce the construct of
image and focus on the relationship between
image, satisfaction, service quality and loyalty by formulating a set of formal hypotheses. After dealing with the conceptual issues,
we will discuss the results of an empirical
study that was undertaken to test our
research hypotheses for the setting of retail
banking. In conclusion, we will address the
theoretical as well as the managerial implications of our findings on the relationship
between image, service quality, satisfaction
and loyalty.
Service loyalty
Research into customer loyalty has focused
primarily on product-related or brand loyalty,
whereas loyalty to service organisations has
remained underexposed (Gremler and
Brown, 1996). Frequently, a high positive
correlation between the constructs of satisfaction and quality and product loyalty is
reported. Likewise, with regards to service
loyalty, perceived service quality as well as
satisfaction have been identified as key
antecedents in banking as well as in other
service industries (Dick and Basu, 1994;
Lewis, 1993). However, there are a number of
reasons why findings in the field of product
loyalty cannot be generalised to service loyalty and more research into specific service
sectors is needed (Gremler and Brown, 1996;
Keaveney, 1995). Service loyalty is more
Jose Bloemer, Ko de Ruyter

and Pascal Peeters
Investigating drivers of bank
loyalty: the complex
relationship between image,
service quality and
satisfaction
Bank Marketing
16/7 [1998] 276286
dependent on the development of interpersonal relationships as opposed to loyalty with

tangible products (Berry, 1983), for person-toperson interactions form an essential element in the marketing of services (Crosby et
al., 1990; Czepiel 1990; Czepiel and Gilmore,
1987; Surprenant and Solomon, 1987). Furthermore, the influence of perceived risk is
greater in the case of services, as customer
loyalty may act as a barrier to customer
switching behaviour (Guiltinan, 1989; Klemperer, 1987; Zeithaml, 1981). Indeed, it has
been demonstrated that loyalty is more prevalent among service customers than among
customers of tangible products (Snyder, 1986).
In the services context, intangible attributes
such as reliability and confidence may play a
major role in building or maintaining loyalty
(Dick and Basu, 1994).
As most research originated from the field
of packaged consumer goods (Jacoby and
Chestnut, 1978), a strong emphasis has been
on behavioural measures. In a services context, loyalty is frequently defined as observed
behaviour (Liljander and Strandvik, 1995).
Meidan (1996, p. 31) argues that the degree of
loyalty in banking can be gauged by tracking customers accounts over a defined time
period and noting the degree of continuity in
patronage. However, behavioural measures,
such as repeat purchasing or visiting
sequence, have been criticised for a lack of a
conceptual basis and for having a narrow, i.e.
outcome-focused, view of what is in fact a
dynamic process (Day, 1969). For instance, a
low degree of repeat purchasing of a particular service may very well be the result of
situational factors such as non-availability,
variety seeking and lack of provider preference. Therefore, the behavioural approach to
loyalty may not yield a comprehensive
insight into the underlying reasons for loyalty, instead it is a consumers disposition in
terms of preferences or intentions that plays
an important role in determining loyalty
(Bloemer and Kasper, 1995; Jain et al., 1987).
Furthermore, repeat purchasing behaviour
may not even be based on a preferential disposition but on various bonds that act as switching barriers to consumers (Liljander and
Strandvik, 1995). We define bank loyalty as:
the biased (i.e. non random) behavioural
response (i.e. revisit), expressed over time, by
some decision-making unit with respect to
one bank out of a set of banks, which is a
function of psychological (decision-making
and evaluative) processes resulting in brand
commitment.
This definition is based on Jacoby and
Chestnut (1978). The critical part of our definition of bank loyalty is bank commitment. In
theories of interorganisational relationships
the concept of commitment plays a central

role (Morgan and Hunt, 1994; Shemwell et al.,
1994). Commitment in service provider-customer relationships has been defined as an
implicit or explicit pledge of relational continuity between exchange partners (Dwyer et
al., 1987, p. 19). Likewise, Moorman et al.
(1992) define commitment as an enduring
desire to maintain a valued relationship.
Parties identify commitment among
exchange partners as key to achieving valuable outcomes for themselves, and they
endeavour to develop and maintain this precious attribute in their relationship (Morgan
and Hunt, 1994). We propose that bank commitment is a necessary condition for bank
loyalty to occur. In case of absence of bank
commitment, a patron to a bank is merely
spuriously loyal, i.e. repeat visiting behaviour is directed by inertia (Dick and Basu,
1994).
We define bank commitment as: the pledging or binding of an individual to his/her
bank choice (Kiesler, 1968; Lastovicka and
Gardner, 1977). As a result of explicit and
extensive decision-making, as well as evaluative processes, a consumer becomes committed to the bank and therefore, by definition,
becomes bank loyal. When the decision-making and evaluative processes are not explicit
and very limited, the consumer will not
become committed to the bank and cannot be
bank loyal. Consumers whose patronage is
not based on bank loyalty may exhibit an
attachment to bank attributes and can easily
be lured away by competitors through, for
instance, pricing strategies. In our view, the
level of consumer commitment can differ
considerably. Therefore, we assume there is a
continuum of bank loyalty. At one end of the
continuum, one finds true bank loyalty; the
repeat visiting behaviour based on a maximum amount of commitment. At the other
end of the continuum, one finds spurious
bank loyalty; the repeat visiting of the bank
not based on any commitment at all. In this
way, bank commitment enables us to define a
degree of bank loyalty.
As mentioned above, service quality and
satisfaction have both been advanced as
antecedents of service loyalty. Therefore, in
the next section we will zoom in on these
concepts and the relationship between them.
Service quality and satisfaction

In most models of client evaluations of retail
banking services the focus has been on a
comparative judgement of expectations
versus perceived performance resulting in
the two major evaluative judgements of
[ 277 ]

and Pascal Peeters
service quality and
satisfaction
Bank Marketing
16/7 [1998] 276286
[ 278 ]
perceived service quality and client satisfaction (Murphy, 1996; Smith, 1992). Both concepts have been frequently used and measured in the retail banking services area
(Lewis, 1993; Lewis and Mitchell, 1990; Smith,
1992). However, it has been argued that problems of definition, delineation and conceptualisation concerning these evaluative judgements still exist (De Ruyter et al., 1997). Much
of the confusion arises from the fact that both
forms of evaluative judgements are based on
comparable underlying constructs. Clients
form expectations prior to their encounter
with a bank (employee), they develop perceptions during the service delivery process and
subsequently they compare their perceptions
to their expectations in evaluating the outcome of the service encounter. While service
quality and satisfaction are concepts that
have a number of similar characteristics,
they have points of differentiation as well, as
becomes clear from major advances in the
services marketing literature (Patterson and
Johnson, 1993). In the first place, it is
frequently argued that in order to form a
satisfaction judgement, consumers must have
experienced a service, whereas perceived
service quality is generally viewed as being
not necessarily experience-based. Second, it
has been argued that the two concepts are
determined by different antecedents. Evidence exists regarding a number of cognitive
and affective processes (equity, attributions,
cost/benefit analyses) that influence satisfaction. The number of antecedents to service
quality is regarded as more limited (Oliver,
1993). Clearly the two types of evaluative
judgement are not perceived as isomorphic
and increasingly treated as separate constructs in research on services. There is a
growing consensus on the sequential order of
service quality and satisfaction. The latter is
increasingly regarded as the superordinate
construct based on conceptual work by Oliver
(1993) and Rust and Oliver (1994), and empirical evidence provided by Cronin and Taylor
(1992) and De Ruyter et al. (1997). Cronin and
Taylor (1992) undertook an empirical test of
the reciprocity between satisfaction and
quality across several service industries.
Using structural equation modelling, they
found that service quality can be seen as a
determinant of satisfaction which in turn
influences purchase intentions. Lately, however, it has been suggested that, in addition to
service quality and satisfaction, image is also
an important determinant of customer
patronage. We will discuss image in the next
section.
The relationship between

image, quality, satisfaction and
loyalty
It has been suggested recently that retail
banking has been suffering from an identity
crisis and that image research studies should
be undertaken with the objective of providing
information that is as strategically important
as financial performance data (Worcester,
1997). A favourable image is viewed as a critical aspect of a companys ability to maintain
its market position, as image has been related
to core aspects of organisational success such
as customer patronage (Granbois, 1981; Korgaonkar et al., 1985).
Many conceptualisations of image have
been advanced in the past (Doyle and Fenwick, 1974; James et al., 1976; Kunkel and
Berry, 1968). Image has been treated as a
gestalt, reflecting a customers overall
impression. Keaveney and Hunt (1992) have
argued that the image of a retail institution is
formed along the lines of category-based
processing theory, i.e. when a customer
encounters a bank, he or she will form a
mental picture as to whether the bank
matches any other categories of banks experienced in the past. According to the categorybased processing paradigm, it is proposed
that incoming information, as well as customer evaluation of attributes, will be judged
relative to the bank image.
The exact relationship between image and
loyalty has remained a matter of debate.
Sirgy and Samli (1989), for instance, report a
direct positive relationship between image
and loyalty. On the other hand, it has been
demonstrated that the link between image
and loyalty is mediated by customer evaluative judgements such as quality perceptions.
Moreover, in the product literature there is
ample evidence that image significantly
affects perceptions of quality (Darden and
Schwinghammer, 1985; Render and OConnor,
1976; Stafford and Enis, 1969). Therefore, we
propose that as customer evaluative judgements such as perceived service quality and
satisfaction are established in a process of
inference making of expectations, image will
precede customer evaluations, rather than
these evaluations being components of image
(Hildebrandt, 1988; Mazursky and Jacoby,
1986). That is, image determines the nature of
consumer expectations which, in turn, are a
decisive influence on the formation of quality
perceptions.
Based on our review of the literature we
formulate the following hypotheses:
H1: Image will have a direct positive effect
on loyalty.

and Pascal Peeters
service quality and
satisfaction
Bank Marketing
16/7 [1998] 276286
H2: Image will have an indirect positive

effect on loyalty via satisfaction (i.e. a
mediator effect).
H3: Image will have an indirect positive
effect on loyalty via quality (i.e. a mediator
effect).
H4: Quality will have an indirect positive
effect on loyalty via satisfaction (i.e. a
mediator effect).
H5: Satisfaction will have a direct positive
effect on loyalty.
In the next section we will report the results

of an empirical study designed to test these
hypotheses.
An empirical study
Data collection
An empirical study was conducted among
customers of a major bank in The Netherlands in 1996. Nationwide, 2,500 existing private customers were interviewed by phone
with regard to their image of the bank, their
quality perception of the bank, their satisfaction with the bank and their loyalty towards
the bank. The sample was randomly drawn
and found to be representative for the banks
private customers by checking the customer
database. Moreover, the descriptive data gathered in the study were compared with demographic variables that were available from
previous market research studies within this
bank.
Questionnaire development
The design of the questionnaire was primarily based on multiple-item measurement
scales taken from previous research. The
items were adapted to the specific characteristics of our research setting. The image (IM)
of the bank was measured with a scale containing 17 four-point Likert-scale items, ranging from 1 = completely disagree, to 4 = completely agree. The scale was developed on the
basis of a qualitative research study
conducted prior to the quantitative data collection phase. This scale was also pre-tested
and found to be valid and reliable on the basis
of our study. The Cronbach alpha for this
scale was 0.83.
With regards to perceived service quality,
items were based on the service quality literature (e.g. Parasuraman et al., 1988) on the
results of a qualitative study for the bank
setting. The quality perception (QUA) of the
bank was measured with a scale containing
19 four-point Likert-scale items. The Cronbach alpha for this scale was 0.73.
In order to measure satisfaction, customers
were asked to state their satisfaction (SAT)
with the bank (how satisfied are you with
the bank, in terms of a scale varying from 1 to

10).
A commitment scale, together with the
chance of visiting the same bank again, was
used to determine bank loyalty (Bloemer and
Kasper, 1995). Customers had to rate the
intention to visit the same bank next time
they needed to visit a bank for personalised
service, in contrast with a visit to the automatic teller machine repeat visiting behaviour (RPB) ranging from 0 per cent to 100
per cent). Bank commitment (COM) was
measured with a scale containing four fourpoint Likert-scale items. The Cronbach alpha
for this scale was 0.76. This operationalisation concerns the behavioural as well as the
commitment aspect of loyalty. Therefore, it is
in line with our definition of bank loyalty
which stresses the two aspects. Non-Dutch
items were translated into Dutch via a procedure of double-back translation by a qualified
translator (Brislin, 1980).
Results
In Table I, we present an overview of the correlations between the variables: image, quality, satisfaction and loyalty[1].
Table I shows that all the correlation coefficients are significant (p < 0.001). Furthermore, there is a clear positive relationship
between image and quality (r = 0.59), image
and satisfaction (r = 0.44), image and loyalty
(r = 0.53), quality and satisfaction (r = 0.55),
quality and loyalty (r = 0.66) and satisfaction
and loyalty (r = 0.59).
Next, we used multivariate regression
analysis to gain additional insight into the
data and to test our hypotheses.
We expect a positive direct relationship
between the image of a bank and the loyalty
towards that bank. For this purpose we specify a model to test the relationship between
image and loyalty, and the effects of quality
and satisfaction on loyalty:
LOY = b0 + b1 * SAT + b2 * QUA +
b3 * IM + 1 (Model 1.1)
where SAT = satisfaction; QUA = quality
perceptions; IM = image; and LOY = loyalty of
the customers towards the bank. The results
of this analysis are shown in Table II.
Table II shows that both quality perception
and satisfaction have a positive impact on
loyalty (beta = 0.38 and beta = 0.42 respectively). Image has no significant influence on
loyalty. The explained variance of loyalty by
quality and satisfaction is 53 per cent.
We expect an indirect positive effect
towards that bank through satisfaction (i.e. a
mediator effect). For this purpose we specify
[ 279 ]

and Pascal Peeters
service quality and
satisfaction
Table I
Pearson correlations between the central
variables
Bank Marketing
16/7 [1998] 276286
QUA
IM
IM
QUA
SAT
LOY
0.59a
0.44a
0.53a
0.55a
0.66a
SAT
0.59a
Notes: IM = image; QUA = quality perceptions; SAT =
overall satisfaction; LOY = loyalty; a = one-tailed
significance < 0.001
Table II
Results of regressions analysis based on
model 1.1a
beta
Intercept
1.48
0.00
SAT
0.44
0.42
0.00
QUA
1.30
0.38
0.00
IMb
R2
0.53
Note: aLOY = bo + b1 * SAT + b2 * QUA + b3 * IM + 1;
b = not significant (p > 0.05); IM = image; QUA = quality
perceptions; SAT = overall satisfaction; LOY = loyalty
a model to test the relationship between
image and satisfaction, we also incorporated
the effects of quality.
SAT = b0 + b1 * QUA + b2 * IM + 1 (Model
1.2)
where SAT = satisfaction; QUA = quality
perceptions; and IM = the image of the bank.
The results of this analysis are shown in
Table III.
Table III shows that only quality perception
has a significant effect on the loyalty of the
customers towards this bank (beta = 0.55).
The explained variance of the loyalty of the
customer by the quality perception is 30 per
cent. Image seems to have no impact on loyalty here.
We expect an indirect positive effect
Table III
model 1.2a
beta
Intercept
0.92
0.00
QUA
1.85
0.55
0.00
IMb
R2
0.30
Notes: aSAT = b0 + b1 * QUA + b2 * IM + 1;
b = not significant (p > 0.05);
IM = image; QUA = quality perceptions; SAT = overall
satisfaction
[ 280 ]
towards that bank through quality (i.e. a

mediator effect). For this purpose we specify
a model to test the relationship between
image and quality.
QUA = b0 + b1 * IM + 1 (Model 1.3)
where QUA = quality perceptions; and IM =
the image of the bank. The results of this
analysis are shown in Table IV.
Table IV shows that the image of the bank
has a clear positive influence on the quality
perception (beta = 0.59). The explained variance is 34 per cent.
Furthermore, we expected that quality has
an indirect positive effect on loyalty via
satisfaction and that satisfaction will have a
direct positive effect on loyalty. Based on the
analysis presented above, we conclude that
indeed quality has an indirect effect via satisfaction (beta = 0.55) and that satisfaction has
a direct effect on loyalty (beta = 0.42).
The results of the former analyses in terms
of the significant beta coefficients are
depicted in Figure 1. Figure 1 shows image
does not have a direct positive effect on loyalty. Therefore, H1 has to be rejected. We also
found that no indirect effect of image through
satisfaction could be detected. We therefore
have to reject H2 too. In addition, we found
that quality has a direct and an indirect
impact on loyalty. The indirect influence is
via satisfaction. Altogether this implies that
although image has no indirect influence on
loyalty directly via satisfaction, it nevertheless has an impact on satisfaction via quality.
Next, Figure 1 shows the mediator effect of
the quality perception in the relationship
between image and loyalty. Therefore H3 can
be accepted. Likewise, H4 and H5 can be
accepted on the basis of our analysis.
As we developed a number of multi-dimensional scales to measure the constructs introduced above, we decided to perform a number
of additional analyses in order to gain a
deeper and more comprehensive insight into
the relationships between our variables.
These analyses were used to examine the
dimensional distinctiveness of both the
image and quality constructs. In fact, we used
exploratory factor analysis to determine the
Table IV
model 1.3a
beta
Intercept
0.44
QUA
0.47
0.59
R2
0.34
Notes: aQUA = b0 + b1 * IM + 1;
IM = image; QUA = quality perceptions
p
0.00
0.00

and Pascal Peeters
service quality and
satisfaction
Bank Marketing
16/7 [1998] 276286
different dimensions of image and quality. In

each of the factor analyses, the number of
factors retained were those with eigenvalues
greater than 1. The results of those factor
analysis for the image items are shown in
Table V.
The overall pattern of rotated factor loadings suggested a six-dimensional solution,
accounting for 63.8 per cent of variance
extracted. We labelled the factors as following: customer contacts, advice, relationship
Figure 1
Model based on ordinary multivariate least squares analyses
= .59
QUA
= .38
= .55
IM
SAT
LOY
= .42
Table V
Result factor analysisa on image items
Item
Customer contacts (IFI)
8
5
7
10
Advice (IF2)
13
4
6
Relationship driven (IF3)
15
Description
Factor loadingsb
Little or no mistakes
Customer treated respectfully
Time arrangement
Time and attention to customer
0.76436
0.75255
0.64440
0.58235
Advice on investment funds

Advice on insurances
Expertise in advising
0.82671
0.68525
0.66151
Taking other than business aspects

into account
Efforts for local community
Own interest not on the first plan
0.77410
16
0.67089
17
0.62373
Position in the market (IF4)
1
New products or services
0.74323
9
Attractive advertisements
0.61260
11
Strongest financial institutions of
the world
0.51652
2
Modern
0.49383
Society-driven (IF5)
12
Financial institution for everyone
0.81116
14
Strong commitment to society
0.60782
Prices (IF6)
3
Reasonable prices
0.74857
Total explained variance
63.8%
Notes: a = Using principal axis factoring and varimax rotation; b = Factor loadings > 0.4
driven, position in the market, society-driven

and prices.
The results of the factor analysis for the
quality items are shown in Table VI.
The overall pattern of rotated factor loadings suggested a seven-dimensional solution,
accounting for 58.7 per cent of variance
extracted. The factors found could be called
reliability, empathy, efficiency, interest rates,
procedures, expertise and access to money.
Next, we used again multivariate regression analysis to gain additional insight into
the data in terms of the importance of the
different image and quality dimensions in
relation to loyalty. According to the outcome
of the factor analysis we specify a new model
to test the relationship between loyalty, satisfaction, quality and image dimensions. On
the basis of factor analyses we are now able to
zoom in on the relationships between determinants of loyalty.
LOY = b0 + b1 * SAT + b2 * QF1... b8 * QF7
+ b9 * IF1+...+ b14 * IF6 + 1 (Model 2.1)
where SAT = satisfaction; QF1 = factor scores
quality perceptions first factor etc.; QI1 =
image factor scores first factor and LOY =
loyalty of the customers towards the bank.
Table VII.
Table VII shows that satisfaction (beta =
0.38), reliability (beta = 0.36), efficiency (beta
= 0.18) and position in the market (beta = 0.30)
have a significant positive impact on loyalty.
The total explained variance of the model
rises significantly from 53 per cent to 58 per
cent, as compared to the original model that
did not include the different factors for quality and image.
According to the outcome of the factor
analysis we also specify a model to test the
relationship between image and satisfaction.
Here we incorporated the effects of quality:
SAT = b0 + b1 * QF1... b7 * QF7+ b8 * IF1
+...+ b13 * IF6 + 1 (Model 2.2)
where SAT = satisfaction; QF1 = factor scores
quality perceptions first factor etc.; and QI1 =
image factor scores first factor of the bank.
Table VIII.
Table VIII shows that only reliability and
empathy have a significant positive impact on
satisfaction (beta = 0. 39 and beta = 0.32
respectively, explained variance is 25 per
cent).
We also expected an indirect positive effect
between the image factor scores of a bank and
the loyalty towards that bank through quality
(i.e. a mediator effect). For this purpose we
specify a model to test the relationship
between image and quality.
[ 281 ]

and Pascal Peeters
service quality and
satisfaction
Bank Marketing
16/7 [1998] 276286
QF1 = b0 + b1 * IF1 + ... + b6 * IF6 + 1

(Model 2.3)
QF2 = b0 + b1 * IF1 + ... + b6 * IF6 + 1
(Model 2.4)
QF3 = b0 + b1 * IF1 + ... + b6 * IF6 + 1
(Model 2.5)
where QF1 = factor scores quality perceptions first factor etc.; and IF1 = factor scores
image of the bank first factor etc. The results
of this analysis are shown in Table IX.
Table IX shows that customer contacts have
a significant positive influence on reliability
(beta = 0.32; explained significant variance 11
per cent); that customer contacts and societydriven have a significant positive influence
on empathy (beta = 0.20 and beta = 0.18
respectively, explained significant variance
seven per cent) and that position in the market has a significant positive impact on efficiency (beta = 0.16, explained significant
variance three per cent).
The results of the former analyses in terms
of the significant beta coefficients are
depicted in Figure 2.
Figure 2 shows that, from most to least
important, the major determinants of loyalty
Table VI
Result factor analysisa on quality items
Item
Description
Factor loadingsb
Reliability (QFI)
10
Accuracy of employees
0.69945
7
Expertise of employees
0.59682
6
Handling complaints
0.57773
16
Personalised consulting
0.57432
14
Privacy at the office
0.40249
18
Proactive suggestions
Empathy (QF2)
17
Attention of employees
0.74234
9
Kindness of employees
0.73697
13
Efforts for the customer
0.58296
11
Recognition by employees
0.40747
Efficiency (QF3)
15
Queuing time at the office
0.79880
8
Speed of handling at the office
0.75316
Interest rates (QF4)
4
Level of savings rates
0.75083
5
Level of mortgage rates
0.74595
Procedures (QF5)
1
Sending invoices
0.76423
3
Cost of using an account
0.66828
Expertise (QF6)
19
Expertise on investment funds
0.86090
Access to money (QF7)
2
Hours of opening
0.73091
12
Trouble-free cash dispenser
0.55281
Total explained variance
58.7%
Notes: a = Using principal axis factoring and varimax rotation; b = Factor loadings > 0.4
[ 282 ]
are: reliability (beta = 0.51), satisfaction (beta

= 0.38), position in the market (beta = 0.30),
efficiency (beta = 0.18), customer contacts
(beta = 0.16), empathy (beta = 0.12) and society-driven (beta = 0.02) (taking into account
both direct and indirect effects).
Table VII
Results of regressions analysis with factor
scores according to model 2.1a
beta
Intercept
0.54
0.05
SAT
0.38
0.38
0.00
QF1
0.36
0.36
0.00
QF2
not significant (p > 0.05)
QF3
0.14
0.18
0.01
QF4
QF5
QF6
QF7
IF1
IF2
IF3
IF4
0.27
0.30
0.00
IF5
IF6
R2
0.58
Notes: aLOY = bo + b1 * SAT + b2 * QF1 + ...+ b8 * QF7
+ b9 * IF1 + ... + b14 * IF6 + 1;
IF1 ... IF6 = factor scores image; QF1 ... QF6 = factor
scores of quality perceptions; SAT = overall satisfaction;
LOY = loyalty
Table VIII
scores according to model 2.2a
beta
Intercept
3.51
0.00
QF1
0.39
0.39
0.00
QF2
0.32
0.32
0.00
QF3
QF4
QF5
QF6
QF7
IF1
IF2
IF3
IF4
IF5
IF6
R2
0.25
Notes: aSAT = b0 + b1 * QF1 + ... + b7 * QF7 + b8 * IF1
+ ... + b13 * IF6 + 1;
IF1 ... IF6 = factor scores image; QF1 ... QF6 = factor
scores of quality perceptions; SAT = overall satisfaction

and Pascal Peeters
service quality and
satisfaction
Bank Marketing
16/7 [1998] 276286
Table IX
scores according to models 2.3a, 2.4b and 2.5c
b
Model 2.3a
Intercept
IF1
IF2
IF3
IF4
IF5
IF6
R2
Model 2.4b
Intercept
IF1
IF2
IF3
IF4
IF5
IF6
R2
Model 2.5c
Intercept
IF1
IF2
IF3
IF4
IF5
IF6
R2
beta

0.32
0.32
0.11
0.18
0.20
0.15
0.18
0.07
0.18
0.16
0.03
0.00
0.01
0.02
0.03
Notes:
aQF1 = b + b * IF1 + ... + b * IF6 + ;
0
1
6
1
bQF2 = b + b * IF1 + ... + b * IF6 + ;
0
1
6
1
cQF3 = b + b * IF1 + ... + b * IF6 + ;
0
1
6
IF1 ... IF6 = factor scores image;
QF1 ... QF6 = factor scores of quality perceptions
Theoretical implications
An important implication of our results is
that analysis on the level of the various
underlying dimensions of elusive and difficult to operationalise constructs like image
and quality provides additional insight into
the relationship among them. Our analysis
shows that, although we did not find a direct
relationship between the overall image construct and loyalty, one distinct dimension
(position in the market) has a direct positive
effect on customer loyalty. Likewise, in
addition to the direct positive effect of the
overall quality construct, we are now able to
nuance that finding as it becomes clear that
specifically reliability and efficiency could be
viewed as important determinants of loyalty.
Therefore, our initial rejection of H1 could be
revoked on the basis of the multi-dimensional
approach that was taken subsequently. Thus,
we are able to obtain a more detailed insight

into the relationship between image and
quality on the one hand and loyalty on the
other. In essence, our conclusion is that all
three constructs (i.e. image, quality and satisfaction) exert an influence on customer loyalty with banks. Furthermore, we encountered a relatively strong relationship between
reliability and satisfaction. This points to the
relative importance of the reliability factor in
retail banking. Finally, we found that factors
like society-driven, empathy and customer
contacts have an indirect effect on loyalty via
satisfaction and quality. It should also be
noted that customer contacts have a direct
impact on empathy.
A number of theoretical shortcomings
follow from our research, suggesting a number of issues that merit further research.
First of all, it seems important to validate the
distinction between image and quality in
other financial services settings (e.g. insurance, corporate banking) and to verify
whether the multi-dimensional approach
taken here is valid for these settings. Second,
this study was limited to loyalty as an expression of consumer preference. Future research
should focus on other attitudinal and behavioural outcomes, such as word-of-mouth communication, the compositions of the evoked
set and information search behaviour, and
investigate whether dimensions of satisfaction also has an effect on these consequences.
Additional research is needed to investigate
whether a distinction can be made between
cognitive and affective dimensions of satisfaction. Third, the literature on customer-firm
relationships has suggested various types of
commitment, such as affective, calculative
and moral commitment (Allen and Meyer,
1990; Kumar et al., 1994). The obvious implication would be to investigate whether the type
of commitment to a bank can further nuance
the satisfaction-image-quality-loyalty relationship. Fourth, as our study replicates and
extends findings from the consumer product
literature to bank image, bank quality and
bank satisfaction and loyalty, additional
research is required to test our model in business-to-business relationships. Obviously, the
external validity of our findings needs additional attention in terms of the replication of
our study in a similar research setting. Fifth,
although we found significant relationships,
it should be taken into account that the levels
of variance explained are relatively modest.
Further research is needed to gain additional
insight into the explanation of bank loyalty.
Finally, all constructs were measured at one
point in time, thus essentially from a static
perspective. It may be worthwhile to study
bank loyalty over time, in order to be able to
[ 283 ]

and Pascal Peeters
service quality and
satisfaction
Bank Marketing
16/7 [1998] 276286
Figure 2
Model based on factor analyses in combination with ordinary multivariate least squares analyses
= .18
Society
driven
= .32
Empathy
Satisfaction
= .20
= .38
Loyalty
= .39
= .32
Customer
contacts
= .36
Reliability
= .18
Efficiency
= .30
= .16
Position in
the market
take into account the dynamics in consumer

patronage behaviour. Should such an
approach be taken, then measures of actual
behaviour and bank objective performance
(e.g. switching behaviour, vulnerability to
price competition, turnover, relative market
share), in addition to perceptual gauges,
could be taken into account.
Managerial implications
In terms of the practical relevance of our
research, a number of managerial implications may be derived. First of all, reliability
seems to be the most important factor influencing customer loyalty with banks. Looking
at the individual indicators of this quality
dimension, it follows that banks should invest
in monitoring employees in order to make a
trustworthy impression on the customers,
both in the case of the general service
encounter, as well as in the handling of customer complaints. In the dialogue with bank
customers, management and employees
should strive to find out what customers
expect in terms of accuracy, expertise, complaint handling and proactive suggestions.
This implies an extensive and continuous
training program.
Following from the importance of the reliability dimension, customers apparently look
for external cues in order to be able to
[ 284 ]
evaluate the bank in terms of the relative

position it has within the market place. After
all, retail banking is very much a service
depending on credence properties. Therefore,
the use of corporate advertising creating the
perception of a strong financial institution,
with innovative products and services and
modern facilities, seems important for the
establishment of customer loyalty in retail
banking.
A third managerial implication is that
satisfaction is not the sole determinant of
customer loyalty in retail banking. Many
banks have a customer satisfaction measurement program, providing customer feedback.
Our study shows that although there is a
direct positive relationship between satisfaction and loyalty, other determinants play an
important role too. Just focusing on satisfaction may result in overlooking other important drivers of customer loyalty.
Fourth, efficiency, i.e. queuing time and
speed of handling, has a direct influence on
loyalty. Customers are not willing to spend
their valuable time waiting for services.
Banks that take this into account promote
loyalty among their customers. Although
customer contacts, empathy and societydriven seem to be of lower order importance,
they still have an indirect effect on customer
loyalty and should be handled with
customer care. Finally, caution should be
taken with regards to the impact of image,

and Pascal Peeters
service quality and
satisfaction
Bank Marketing
16/7 [1998] 276286
which seems to be a construct that has a relatively low direct impact on bank loyalty, especially when one considers the influence of the
individual dimensions of image.
Note
1. Additional information on the data set may be
obtained from the authors.
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About Emerald www.emeraldinsight.com

Investigating drivers of bank loyalty: the complex

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This article investigates how

this article we address this issue. We propose

Jose Bloemer, Ko de Ruyter

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dependent on the development of interpersonal relationships as opposed to loyalty with

the concept of commitment plays a central

Service quality and satisfaction

Jose Bloemer, Ko de Ruyter

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The relationship between

Jose Bloemer, Ko de Ruyter

H2: Image will have an indirect positive

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In the next section we will report the results

the bank, in terms of a scale varying from 1 to

Jose Bloemer, Ko de Ruyter

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towards that bank through quality (i.e. a

Jose Bloemer, Ko de Ruyter

different dimensions of image and quality. In

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Advice on investment funds

Taking other than business aspects

driven, position in the market, society-driven

Jose Bloemer, Ko de Ruyter

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QF1 = b0 + b1 * IF1 + ... + b6 * IF6 + 1

are: reliability (beta = 0.51), satisfaction (beta

Jose Bloemer, Ko de Ruyter

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not significant (p > 0.05)

we are able to obtain a more detailed insight

Jose Bloemer, Ko de Ruyter

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take into account the dynamics in consumer

evaluate the bank in terms of the relative

Jose Bloemer, Ko de Ruyter

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Dick, A.S. and Basu, K. (1994), Customer loyalty:

Jose Bloemer, Ko de Ruyter

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Channel Intermediary Commitment, No. 94-115,

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