Purpose Although customer experience has been widely researched, its effects on behavior toward a government policy are still unclear. Drawing on two theories with some similar and opposing perspectives, the purpose of this paper is to investigate the effect of three components of customer experience (i.e. utilitarian experience, hedonic experience and relational experience) and customers’ intention on behavior within the context of the BVN policy implemented by the Nigerian apex bank. Design/methodology/approach Data emerged from one of the most populous districts in south-eastern Nigeria. Participants were recruited by mall-intercept. Out of the 283 participants approached, 246 participated but only 82.9 percent were valid for analysis. After subjecting data to statistical screening to confirm its suitability for parametric statistical analysis and examining data for the potential effects of common method variance as well as sample representativeness, a partial least squares structural equation modelling technique and the Preacher and Hayes bootstrapping procedures were utilized to test the hypothesized relationships. Findings Based on data obtained from Nigerian bank customers, the paper demonstrated that the customer loyalty arising from the implementation of a government policy is determined more by hedonic experience, followed by relational experience and very much less by utilitarian experience. Findings also indicate that the relationship between the components of customer experience and customer loyalty is complementarily mediated by intention to open new account(s). Research limitations/implications Though the theoretical grounding of the paper strongly supports the study design, the authors strongly recommend that future research should examine customer experience-customer behavior models in situations of policy implementation with longitudinal design. Additionally, since intention to open new account(s) is a complementary mediator of the links between the components of customer experience and customer loyalty, there is need for future researchers to integrate other mediators into the conceptual framework that the authors examined in this paper. Practical implications This paper cautions that whilst the research findings play out effectively in situations where the benefits of the introduced policy and the consumers’ belief in the good intent of the policy are congruent and customers are susceptible to the manipulations of the social class leading to absence of volitional control; firms should not be deceived into relying too heavily on this kind of loyalty because it is situational and consequently promiscuous. Nevertheless, deploying more resources to seamlessly meet the needs of customers in such situations is counter-productive for service organizations. Social implications Based on the findings, it has come to the fore that consumers will be at the receiving end of a government policy poorly implemented by service organizations. When such policies are rolled out therefore, governments should enforce operational modalities that will forestall potential negative experiences that consumers could possibly encounter. Originality/value By examining the effects of three components of customer experience and intention to open new account(s) on customer loyalty within the context of BVN implementation in an emerging banking sector, the authors contribute to the broad stream of literature that focuses on the effect of customer experience on company bottom-line. The strength of this contribution is based on the premise that this paper draw on the similarities and opposing orientations of two theories to uncover these effects. The authors show that the effects of the three components of customer experience on customer loyalty is different from the results of previous research because of the unique perspective adopted in this paper.

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Electronic marketing is the use of electronic data and applications for planning and executing the conception, distribution and pricing of ideas, goods and services to create exchanges that satisfy individual and organizational goals. While a number of research studies have examined the factors that drive electronic marketing, there is only scant empirical evidence on the link between environmental forces activity and electronic marketing integration into our contemporary business model. The objective of this study is to critically analyze the environment forces that influence e-marketing practices in the 21 st century trend in Nigeria. Various environmental factors were identified that hampers electronic marketing growth in Nigeria. Technological Acceptance Model was used as the theoretical underpin for the study. It was concluded that a systematic implementation of e-marketing strategies is positively related to the enhanced job performance of Small and Medium scale Enterprises (SMEs) owner/managers and the overall success of core business processes, that the environmental force if properly streamlined will result to full integration of the electronic marketing tools into the business operation. Various recommendations were given and limitations/suggestion for further studies.

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The study aimed at assessing the impact of effective customer touch point management on the performance (profitability, patronage level, market share and image) of commercial banks and on customers' satisfaction. The cross-sectional survey research design was adopted while a sample size of 130 respondents made up of First and Zenith Banks Staff and customers in Owerri Metropolis was used. Stated hypotheses were tested using the Chi-square. It was discovered among others that most customer touchpoint management strategies in commercial banks in Owerri were still ineffective and inefficient and that effective customer touchpoint management has significant impact on banks' performance and customers' satisfaction. The study recommended among others that commercial banks should identify and effectively manage the basic customer touchpoints and conduct periodic marketing research to assess customers' view of the efficiency and effectiveness of their touchpoints management efforts.