The effects of industry knowledge on the development of trust in service relationships

Coulter, Keith S.; Coulter, Robin A.

doi:10.1016/s0167-8116(02)00120-9

Cited by 153 publications

(117 citation statements)

References 37 publications

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“…Consequently, to gain a strategic advantage and survive in today's increasingly competitive environment, the banks should employ innovative relational marketing tactics to get trust from its customer. As demonstrated in prior findings, for bank customers, having a relationship of trust with their financial institution is more important than getting the best value for money (Coulter and Coulter, 2003). In other words, trustworthiness is the key of any kind of businesses.…”

Section: Research Results and Discussionmentioning

confidence: 77%

Relationship Marketing and Customer Loyalty: Do Customer Satisfaction and Customer Trust Really Serve as Intervening Variables?

Rizan¹,

Warokka²,

Listyawati³

2014

JMRCS

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To contend the traditional transaction marketing, which focuses on the completion of the transaction and the pursuit of maximizing profits for each transaction, the relationship marketing in the banking sector, on the other hand, offers the establishment of strong relationships and stable partnerships between the bank and its customer in order to maximize the pursuit of the interests of all aspects of the relationship. This paper examined the nature of linkages between relationship marketing and customer loyalty by using customer satisfaction and customer trust as the intervening variables. It investigated the customer perception on customer satisfaction's characteristics and confidence in exchange partner's reliability and integrity as the mediating factors to build their trust on the banking services. The researchers employed 150 respondents of private banking as the sample. This paper used Structural Equation Modeling (SEM) to analysis the relationship. The results revealed that the relationship marketing tactics affected customer loyalty significantly through customer trust and customer satisfaction. It explicitly demonstrates that the banks have undertaken an organization-wide strategy to manage and nurture their interaction with clients and sales prospects as the base for their customer loyalty.

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Section: Research Results and Discussionmentioning

confidence: 77%

Relationship Marketing and Customer Loyalty: Do Customer Satisfaction and Customer Trust Really Serve as Intervening Variables?

Rizan¹,

Warokka²,

Listyawati³

2014

JMRCS

View full text Add to dashboard Cite

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“…Currently, one of the most popular explanations for empathy is perceived similarity: we feel sympathy, compassion, and empathy to the degree that we perceive others to be like us (Coulter & Coulter, 2003;Gill, Flaschner & Shachar, 2006). Indeed, empathy has been found to be a stronger predictor of communication effectiveness when the communicator and the recipient perceive themselves to be members of similar groups (Gianelli, Scorolli, & Borghi, 2013;Persson, Laaksolahti, & Lonnqvist, 2001;Sturmer, Snyder, & Omato, 2005).…”

Section: Training In Both Nonverbal Communication and Empathymentioning

confidence: 99%

The Complementary Effects of Empathy and Nonverbal Communication Training on Persuasion Capabilities

Peterson¹,

Leonhardt²

2015

AIJ

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This paper investigates the possible complementary effects that training in empathy andKeywords: empathy, nonverbal communication, persuasion, training, business communication chievement in organizations often requires selling one's ideas to others, convincing others that particular courses of action have positive or negative consequences, and leading others to actions that will be beneficial to the employer. Persuasive ability can be used to convince company employees and others outside the firm, such as customers, to accept suggestions and proposals. On the other hand, if an organization member is ineffective in persuading others, he or she may be unsuccessful at large (Hodler, Loertscher, & Rohner, 2014). Research is needed that identifies methods capable of enhancing the persuasive abilities of marketing and other personnel. The objective of this paper is to consider the possible complementary effects that training in both empathy and nonverbal communication may have on persuasion effectiveness in business communication.This objective is unique and fills a knowledge gap by offering preliminary evidence to support the notion that training in both of these areas may be superior to training in only one-the two may be complements to one another. In particular, in an exploratory study, MBA students (N = 192) were assigned to one of four training conditions in which they received training in nonverbal communication, empathy, nonverbal communication and empathy, or in general presentation skills. then assessed the students in terms of their persuasive capabilities, and the students also provided feedback on the perceived value of their training. Overall, we find support for the notion that training in either nonverbal communication or empathy is effective; however, training that includes both of these elements is more effective than either alone. Such results have important implications for both business instructors and practicing managers and trainers.

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“…However, they assume trust implied behavioural intentions and therefore did not distinguish trust from trustworthiness. Recently it has been suggested that that trust is more complex and should include aspects of capability, benevolence, and integrity (Bakker et al, 2006), honesty and confidence or credibility (Coote et al, 2003;Coulter and Coulter, 2003).…”

Section: Trust and Commitment Antecedent To Satisfactionmentioning

confidence: 99%

Antecedents and postcedents of satisfaction in business relationships in Canada

Hutchinson

Singh

Svensson³

et al. 2011

IJLEG

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This paper reports the findings of an investigation of whether trust and commitment influence satisfaction, and whether satisfaction then influences specific investments, opportunism, and formalisation. Using data collected in a survey of Canadian managers and executives, a model derived from marketing theory and previous empirical research was tested. The model includes both relationship marketing concepts and transaction cost theory concepts, an approach rarely encountered in existing studies. Satisfaction in an exchange relationship is formed by keeping promises in an iterative process, and serves as a safeguard against possible future risks (e.g., opportunism). Finally, we discuss the limitations of the study.

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The effects of industry knowledge on the development of trust in service relationships

Cited by 153 publications

References 37 publications

Relationship Marketing and Customer Loyalty: Do Customer Satisfaction and Customer Trust Really Serve as Intervening Variables?

Relationship Marketing and Customer Loyalty: Do Customer Satisfaction and Customer Trust Really Serve as Intervening Variables?

The Complementary Effects of Empathy and Nonverbal Communication Training on Persuasion Capabilities

Antecedents and postcedents of satisfaction in business relationships in Canada

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