Strategic positioning and quality determinants in banking service

Abstract

Purpose -The aim of this paper is to investigate and define the competitive positioning of banks including state-owned, domestic and foreign banks operating in Istanbul, Turkey. The aim is to check the competitive marketplace and to identify the major quality attributes, which bankers themselves and their customers used in determining the overall perception of a given bank and services offered. Design/methodology/approach -The investigation was held in Istanbul, Turkey. In total, 30 banks were included in the research, which includes state-owned, local and foreign-owned banks. A total of 1,530 questionnaires were submitted, answers collected and analyzed. Reliability test and frequency analysis were used to analyze the data. Findings -From the banks' customers' point of view, determinants relating to functional quality or how the customers wish to receive banking services became evident. It also became clear that customers of banks are not fully receiving what they want or need and their expectations, especially on the most important attributes of quality, are not being met.Research limitations/implications -The survey showed how the banks were selected and including their employees in relation to the other competitors' banks in the Turkish banking industry. Originality/value -The paper demonstrates an integrated technology, use of staff talent and streamlined operations that respond to customer needs and encourage customers to use the whole range of banking products/services rather than only a few as the end game. The results were used by bank staff later on to reengineer and redesign creatively their positioning strategy and the future direction for creating more effective quality strategies.

Antecedents and consequences of bank reputation: a comparison of the United Kingdom and Spain

“…The items used to measure cognitive (products/services, employer branding, reliability/financial strength, CSR) and emotional (satisfaction and trust) antecedents were chosen in a two-stage process. First, 87 items were selected from the following studies: Bartikowski et al (2011), Boshoff (2009), Bravo et al (2009), Camgöz-Akdag and Zineldin (2011), Caruana (2002), Flavián et al (2005), Fombrun et al (2000), Jamal and Naser (2002), Kumar et al (2009), Ladhari et al (2011), Levesque and McDougall (1996), Lewis and Soureli (2006), Matute et al (2010), Molina et al (2007), Nguyen (2010), Pérez (2011), Reputation Institute (2013), Schwaiger (2004), Walsh and Beatty (2007), Walsh et al (2009a, b), Wang et al (2003). Second, eight academic experts, 20 bank professionals and 20 bank customers in each country (the UK and Spain) were interviewed.…”

“…The present study thus considers and complements them with more specific models focusing on service industries (Walsh and Beatty, 2007;Walsh et al 2009b), and more particularly focuses on the perceptions of bank customers (Bravo et al, 2009;Camgöz-Akdag and Zineldin, 2011;Chen and Chen, 2009;Flavián et al, 2005).…”

“…Although these models provide a sound basis on which to analyse reputation, they fail to take into account heterogeneity as regards different industries and stakeholders, and have been criticised for not providing reliable guidance for managerial decision making (Barnett et al , 2006; Walker, 2010). The present study thus considers and complements them with more specific models focussing on service industries (Walsh and Beatty, 2007; Walsh et al 2009b), and more particularly focusses on the perceptions of bank customers (Bravo et al , 2009; Camgöz-Akdag and Zineldin, 2011; Chen and Chen, 2009; Flavián et al , 2005).…”

CSR Actions in Companies and Perception of Their Reputation by Managers: Analysis in the Rural Area of an Emerging Country in the Banking Sector

“…Literature identified some of the results as enhanced management quality, managerial ability, and business leadership [14][15][16], improved product quality and customer satisfaction [17,18], and the reinforcement of stakeholders' confidence based on a stronger corporate image [19,20] and competitive positioning [21].…”

“…Literature suggests four different dimensions that influence the said variable: (1) perception of improvement of management quality, managerial ability and business leadership [14][15][16] (RCGESTION); (2) stakeholder perception of corporate image [17,18] (RCIMAGEN); (3) perception of improvement in product quality and customer satisfaction [19,20] (RCSATISFACCION) and (4) stakeholder perception of confidence regarding competitors [21] (RCCONFIANZA). The variables were evaluated on a Likert scale (1-5).…”