Purpose The purpose of this paper is to examine the drivers of continuance intention with mobile banking apps, in a Thai context. The secondary objective is to examine if there are underlying segments that differ meaningfully in this regard. Design/methodology/approach A structural equation model based on the European Customer Satisfaction Index is estimated. The data were obtained by conducting an online survey of mobile banking users in Thailand (n=399). Findings The top 3 factors directly affecting continuance intention toward mobile banking are satisfaction, trust and expectancy confirmation. Image and perceived risk also have an impact, although studies have reported that the latter is less impactful than the prior. One latent segment is more influenced by observable performance characteristics like confirmation and perceived quality, the other more by credence factors like trust and image. Practical implications The study confirms the important role of satisfaction and expectancy confirmation in driving continuance. Somewhat unexpected is the high relative prominence of trust as a driver, at least in the Thai context. This is a “soft” variable managers should not dismiss. The identification of segments also points to potentially different treatment and actionable advice for managers. Originality/value This paper adds to the scant body of empirical work on continuance intention with mobile banking. In light of the large investments in mobile banking capabilities being made, this is an under-researched area. This paper to the authors’ knowledge is the first to study consumer heterogeneity in this context.

Mental orientations characterising a consumer's approach to making choices -in short, consumer decision styles -have attracted considerable interest from researchers and practitioners for their value in predicting purchasing behaviour. As a result, they play a key role for marketing activities such as market segmentation, positioning, and tailoring marketing strategies. To contribute to an internationally valid and reliable research instrument, this paper tests a well-documented and accepted research instrument, the Consumer Styles Inventory in another country context and, for the first time, with a sample (n ¼ 225) representative of the general population. Results indicate that some dimensions seem to be universal, while national idiosyncrasies emerged as well.

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How does a sunset business with no computers turn itself into a fast-growing global firm? For Srichand United Dispensary, a Thai cosmetics company, the answer was to update operations, expand distribution channels, foster a culture of employee engagement, and reposition a long-popular brand that consumers perceived as outdated, while introducing new products through professionally executed marketing campaigns. Spearheaded by the company's CEO, these efforts were built on assiduous research that leveraged the organization's networks to identify brand gaps and gather essential customer insights. The lessons that Srichand learned in becoming the leading cosmetics brand in Thailand offer guidance for any firm that seeks to respond to fluctuating market demands with speed and agility.

This article aims to identify and examine the responsibilities of the marketing specialists and legal practitioners in the legal industry at different stages of the client relationship development process. A conceptual framework is proposed to analyse the single case study of this research. The relationship marketing practices of a global law firm were examined through fifteen in-depth semi-structured interviews with key personnel. Ten client relationship marketing practices were identified. Whereas organising and attending social events, managing the communications or interactions process, managing the cross-selling, service recovery, changing the impression, truly understanding clients' businesses and industries and other small little gestures are similar to the findings of Claycomb and Martin (2002), social bonds beyond the professional level, treating every job seriously regardless of the size, and utilising client relationship management software were three practices that emerged from this study. Although the ten practices presented are pivotal in contributing to a successful client relationship, further research is needed to examine the effects of each practice and the quality of the client relationship. This article demonstrates that in order to succeed in the highly competitive marketplace, law firms need to understand not only the potential outcomes of each relationship marketing practice but also how to practice it systematically. A new relationship development process model incorporating the