International Journal of Bank Marketing

Investigating drivers of bank loyalty: the complex relationship between image, service quality and
satisfaction
Josée Bloemer, Ko de Ruyter, Pascal Peeters,
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Josée 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 Issue: 7, pp.276-286,
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 Investigating drivers of bank loyalty: the complex
relationship between image, service quality and
satisfaction
Downloaded by DURBAN UNIVERSITY OF TECHNOLOGY At 13:00 06 November 2017 (PT)
This article investigates how
image, perceived service
quality and satisfaction deter-
mine 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 rela-
tively important drivers of
retail bank loyalty.
International Journal of
Bank Marketing
16/7 [1998] 276–286
© MCB University Press
[ISSN 0265-2323]
[ 276 ]
Josée 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
Introduction
During the past decade, the financial services
sector has undergone drastic changes, result-
ing in a market place which is characterised
by intense competition, little growth in pri-
mary demand and increased deregulation. In
the new market place, the occurrence of com-
mitted 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 simi-
lar charges, it has been argued that a more
viable approach for banks is to focus on less
tangible and less easy-to-imitate determi-
nants 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 relation-
ship between satisfaction, service quality and
loyalty in retail banking has remained lim-
ited. Yet, in the present environment of
increased competition with rapid market
entry of new service concepts and formats,
the challenge of increasing loyalty also pre-
sents a challenge of a more in-depth under-
standing 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 conceptu-
ally between service quality and satisfaction
as determinants of customer loyalty. Subse-
quently, we will introduce the construct of
image and focus on the relationship between
image, satisfaction, service quality and loy-
alty by formulating a set of formal hypothe-
ses. 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 implica-
tions 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 satis-
faction 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 loy-
alty and more research into specific service
sectors is needed (Gremler and Brown, 1996;
Keaveney, 1995). Service loyalty is more
 Josée Bloemer, Ko de Ruyter
and Pascal Peeters
Investigating drivers of bank
loyalty: the complex
relationship between image,
service quality and
satisfaction
International Journal of
Bank Marketing
16/7 [1998] 276–286
Downloaded by DURBAN UNIVERSITY OF TECHNOLOGY At 13:00 06 November 2017 (PT)
dependent on the development of interper-
sonal relationships as opposed to loyalty with
tangible products (Berry, 1983), for person-to-
person interactions form an essential ele-
ment in the marketing of services (Crosby et
al., 1990; Czepiel 1990; Czepiel and Gilmore,
1987; Surprenant and Solomon, 1987). Fur-
thermore, 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; Klem-
perer, 1987; Zeithaml, 1981). Indeed, it has
been demonstrated that loyalty is more preva-
lent 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 con-
text, 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 “track-
ing customer’s 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 particu-
lar service may very well be the result of
situational factors such as non-availability,
variety seeking and lack of provider prefer-
ence. Therefore, the behavioural approach to
loyalty may not yield a comprehensive
insight into the underlying reasons for loy-
alty, instead it is a consumer’s 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 dispo-
sition but on various bonds that act as switch-
ing 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 defin-
ition 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-cus-
tomer relationships has been defined as “an
implicit or explicit pledge of relational conti-
nuity 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 valu-
able outcomes for themselves, and they
endeavour to develop and maintain this pre-
cious attribute in their relationship (Morgan
and Hunt, 1994). We propose that bank com-
mitment 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 behav-
iour is directed by inertia (Dick and Basu,
1994).
We define bank commitment as: the pledg-
ing 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 evalua-
tive processes, a consumer becomes commit-
ted to the bank and therefore, by definition,
becomes bank loyal. When the decision-mak-
ing 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 maxi-
mum 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 ]
 Josée Bloemer, Ko de Ruyter
and Pascal Peeters
Investigating drivers of bank
loyalty: the complex
relationship between image,
service quality and
satisfaction
International Journal of
Bank Marketing
16/7 [1998] 276–286
Downloaded by DURBAN UNIVERSITY OF TECHNOLOGY At 13:00 06 November 2017 (PT)
[ 278 ]
perceived service quality and client satisfac-
tion (Murphy, 1996; Smith, 1992). Both con-
cepts have been frequently used and mea-
sured in the retail banking services area
(Lewis, 1993; Lewis and Mitchell, 1990; Smith,
1992). However, it has been argued that prob-
lems of definition, delineation and conceptu-
alisation concerning these evaluative judge-
ments 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 percep-
tions during the service delivery process and
subsequently they compare their perceptions
to their expectations in evaluating the out-
come 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. Evi-
dence exists regarding a number of cognitive
and affective processes (equity, attributions,
cost/benefit analyses) that influence satisfac-
tion. 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 con-
structs 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 empiri-
cal 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, how-
ever, 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 criti-
cal aspect of a company’s ability to maintain
its market position, as image has been related
to core aspects of organisational success such
as customer patronage (Granbois, 1981; Kor-
gaonkar et al., 1985).
Many conceptualisations of image have
been advanced in the past (Doyle and Fen-
wick, 1974; James et al., 1976; Kunkel and
Berry, 1968). Image has been treated as a
“gestalt”, reflecting a customer’s 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 experi-
enced in the past. According to the category-
based processing paradigm, it is proposed
that incoming information, as well as cus-
tomer 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 evalua-
tive 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 O’Connor,
1976; Stafford and Enis, 1969). Therefore, we
propose that as customer evaluative judge-
ments 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.
 Josée Bloemer, Ko de Ruyter H2: Image will have an indirect positive
and Pascal Peeters effect on loyalty via satisfaction (i.e. a
Investigating drivers of bank mediator effect).
loyalty: the complex H3: Image will have an indirect positive
relationship between image,
service quality and effect on loyalty via quality (i.e. a mediator
satisfaction effect).
International Journal of H4: Quality will have an indirect positive
Bank Marketing effect on loyalty via satisfaction (i.e. a
16/7 [1998] 276–286 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.
Downloaded by DURBAN UNIVERSITY OF TECHNOLOGY At 13:00 06 November 2017 (PT)
An empirical study
Data collection
An empirical study was conducted among
customers of a major bank in The Nether-
lands in 1996. Nationwide, 2,500 existing pri-
vate customers were interviewed by phone
with regard to their image of the bank, their
quality perception of the bank, their satisfac-
tion with the bank and their loyalty towards
the bank. The sample was randomly drawn
and found to be representative for the bank’s
private customers by checking the customer
database. Moreover, the descriptive data gath-
ered in the study were compared with demo-
graphic variables that were available from
previous market research studies within this
bank.
Questionnaire development
The design of the questionnaire was primar-
ily based on multiple-item measurement
scales taken from previous research. The
items were adapted to the specific character-
istics of our research setting. The image (IM)
of the bank was measured with a scale con-
taining 17 four-point Likert-scale items, rang-
ing from 1 = completely disagree, to 4 = com-
pletely agree. The scale was developed on the
basis of a qualitative research study
conducted prior to the quantitative data col-
lection 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 liter-
ature (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 Cron-
bach 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 auto-
matic teller machine – repeat visiting behav-
iour (RPB) – ranging from 0 per cent to 100
per cent). Bank commitment (COM) was
measured with a scale containing four four-
point Likert-scale items. The Cronbach alpha
for this scale was 0.76. This operationalisa-
tion 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 proce-
dure of double-back translation by a qualified
translator (Brislin, 1980).
Results
In Table I, we present an overview of the cor-
relations between the variables: image, qual-
ity, satisfaction and loyalty[1].
Table I shows that all the correlation coeffi-
cients are significant (p < 0.001). Further-
more, 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 spec-
ify 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 + ε1 (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 respec-
tively). 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
between the image of a bank and the loyalty
towards that bank through satisfaction (i.e. a
mediator effect). For this purpose we specify
[ 279 ]
 Josée Bloemer, Ko de Ruyter
and Pascal Peeters
Investigating drivers of bank
loyalty: the complex
relationship between image,
service quality and
satisfaction
International Journal of
Bank Marketing
16/7 [1998] 276–286
Downloaded by DURBAN UNIVERSITY OF TECHNOLOGY At 13:00 06 November 2017 (PT)
[ 280 ]
towards that bank through quality (i.e. a
Table I
mediator effect). For this purpose we specify
Pearson correlations between the central
a model to test the relationship between
variables
image and quality.
IM QUA SAT LOY QUA = b0 + b1 * IM + ε1 (Model 1.3)
IM 0.59a 0.44a 0.53a where QUA = quality perceptions; and IM =
QUA 0.55a 0.66a the image of the bank. The results of this
SAT 0.59a analysis are shown in Table IV.
Notes: IM = image; QUA = quality perceptions; SAT = Table IV shows that the image of the bank
overall satisfaction; LOY = loyalty; a = one-tailed has a clear positive influence on the quality
significance < 0.001 perception (beta = 0.59). The explained vari-
ance is 34 per cent.
Furthermore, we expected that quality has
an indirect positive effect on loyalty via
Table II satisfaction and that satisfaction will have a
Results of regressions analysis based on direct positive effect on loyalty. Based on the
model 1.1a analysis presented above, we conclude that
b beta p indeed quality has an indirect effect via satis-
faction (beta = 0.55) and that satisfaction has
Intercept –1.48 0.00
a direct effect on loyalty (beta = 0.42).
SAT 0.44 0.42 0.00
The results of the former analyses in terms
QUA 1.30 0.38 0.00
of the significant beta coefficients are
IMb
depicted in Figure 1. Figure 1 shows image
R2 0.53
does not have a direct positive effect on loy-
Note: aLOY = bo + b1 * SAT + b2 * QUA + b3 * IM + ε1;
b = not significant (p > 0.05); IM = image; QUA = quality alty. Therefore, H1 has to be rejected. We also
found that no indirect effect of image through
perceptions; SAT = overall satisfaction; LOY = loyalty
satisfaction could be detected. We therefore
have to reject H2 too. In addition, we found
a model to test the relationship between that quality has a direct and an indirect
image and satisfaction, we also incorporated impact on loyalty. The indirect influence is
the effects of quality. via satisfaction. Altogether this implies that
SAT = b0 + b1 * QUA + b2 * IM + ε1 (Model although image has no indirect influence on
1.2) loyalty directly via satisfaction, it neverthe-
less has an impact on satisfaction via quality.
where SAT = satisfaction; QUA = quality
Next, Figure 1 shows the mediator effect of
perceptions; and IM = the image of the bank.
the quality perception in the relationship
The results of this analysis are shown in
between image and loyalty. Therefore H3 can
Table III.
be accepted. Likewise, H4 and H5 can be
Table III shows that only quality perception
accepted on the basis of our analysis.
has a significant effect on the loyalty of the
As we developed a number of multi-dimen-
customers towards this bank (beta = 0.55).
sional scales to measure the constructs intro-
The explained variance of the loyalty of the
duced above, we decided to perform a number
customer by the quality perception is 30 per
of additional analyses in order to gain a
cent. Image seems to have no impact on loy-
deeper and more comprehensive insight into
alty here.
the relationships between our variables.
We expect an indirect positive effect
These analyses were used to examine the
between the image of a bank and the loyalty
dimensional distinctiveness of both the
image and quality constructs. In fact, we used
Table III exploratory factor analysis to determine the
Results of regressions analysis based on
model 1.2a
Table IV
b beta p Results of regressions analysis based on
Intercept 0.92 0.00 model 1.3a
QUA 1.85 0.55 0.00
IMb b beta p
R2 0.30 Intercept 0.44 0.00
Notes: aSAT = b0 + b1 * QUA + b2 * IM + ε1; QUA 0.47 0.59 0.00
b = not significant (p > 0.05); R2 0.34
IM = image; QUA = quality perceptions; SAT = overall Notes: aQUA = b0 + b1 * IM + ε1;
satisfaction IM = image; QUA = quality perceptions
 Josée Bloemer, Ko de Ruyter
and Pascal Peeters
Investigating drivers of bank
loyalty: the complex
relationship between image,
service quality and
satisfaction
International Journal of
Bank Marketing
16/7 [1998] 276–286
Figure 1
Downloaded by DURBAN UNIVERSITY OF TECHNOLOGY At 13:00 06 November 2017 (PT)
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 load-
ings suggested a six-dimensional solution,
accounting for 63.8 per cent of variance
extracted. We labelled the factors as follow-
ing: customer contacts, advice, relationship
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 load-
ings 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 regres-
sion analysis to gain additional insight into
the data in terms of the importance of the
different image and quality dimensions in

Model based on ordinary multivariate least squares analyses relation to loyalty. According to the outcome
of the factor analysis we specify a new model
to test the relationship between loyalty, satis-
faction, quality and image dimensions. On
QUA β = .38 the basis of factor analyses we are now able to
β = .59
zoom in on the relationships between deter-
minants of loyalty.
β = .55 LOY
IM LOY = b0 + b1 * SAT + b2 * QF1... b8 * QF7
+ b9 * IF1+...+ b14 * IF6 + ε1 (Model 2.1)

SAT β = .42 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.
The results of this analysis are shown in
Table VII.
Table VII shows that satisfaction (beta =
Table V 0.38), reliability (beta = 0.36), efficiency (beta
Result factor analysisa on image items = 0.18) and position in the market (beta = 0.30)
have a significant positive impact on loyalty.
Item Description Factor loadingsb
The total explained variance of the model
Customer contacts (IFI) rises significantly from 53 per cent to 58 per
8 Little or no mistakes 0.76436 cent, as compared to the original model that
5 Customer treated respectfully 0.75255 did not include the different factors for qual-
7 Time arrangement 0.64440 ity and image.
10 Time and attention to customer 0.58235
According to the outcome of the factor
Advice (IF2)
analysis we also specify a model to test the
13 Advice on investment funds 0.82671
relationship between image and satisfaction.
4 Advice on insurances 0.68525
Here we incorporated the effects of quality:
6 Expertise in advising 0.66151
SAT = b0 + b1 * QF1... b7 * QF7+ b8 * IF1
Relationship driven (IF3)
+...+ b13 * IF6 + ε1 (Model 2.2)
15 Taking other than business aspects
into account 0.77410 where SAT = satisfaction; QF1 = factor scores
16 Efforts for local community 0.67089 quality perceptions first factor etc.; and QI1 =
17 Own interest not on the first plan 0.62373 image factor scores first factor of the bank.
Position in the market (IF4) The results of this analysis are shown in
1 New products or services 0.74323 Table VIII.
9 Attractive advertisements 0.61260 Table VIII shows that only reliability and
11 Strongest financial institutions of empathy have a significant positive impact on
the world 0.51652 satisfaction (beta = 0. 39 and beta = 0.32
2 Modern 0.49383 respectively, explained variance is 25 per
Society-driven (IF5) cent).
12 Financial institution for everyone 0.81116 We also expected an indirect positive effect
14 Strong commitment to society 0.60782 between the image factor scores of a bank and
Prices (IF6) the loyalty towards that bank through quality
3 Reasonable prices 0.74857 (i.e. a mediator effect). For this purpose we
Total explained variance 63.8% specify a model to test the relationship
Notes: a = Using principal axis factoring and varimax rotation; b = Factor loadings > 0.4 between image and quality.

[ 281 ]
 Josée Bloemer, Ko de Ruyter
and Pascal Peeters
Investigating drivers of bank
loyalty: the complex
relationship between image,
service quality and
satisfaction
International Journal of
Bank Marketing
16/7 [1998] 276–286
Downloaded by DURBAN UNIVERSITY OF TECHNOLOGY At 13:00 06 November 2017 (PT)
QF1 = b0 + b1 * IF1 + ... + b6 * IF6 + ε1
(Model 2.3)
QF2 = b0 + b1 * IF1 + ... + b6 * IF6 + ε1
(Model 2.4)
QF3 = b0 + b1 * IF1 + ... + b6 * IF6 + ε1
(Model 2.5)
where QF1 = factor scores quality percep-
tions 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
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 soci-
ety-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
b beta p
Intercept 0.54 0.05

per cent); that customer contacts and society- SAT 0.38 0.38 0.00
driven have a significant positive influence QF1 0.36 0.36 0.00
on empathy (beta = 0.20 and beta = 0.18 QF2 not significant (p > 0.05)
respectively, explained significant variance QF3 0.14 0.18 0.01
seven per cent) and that position in the mar- QF4 not significant (p > 0.05)
ket has a significant positive impact on effi- QF5 not significant (p > 0.05)
ciency (beta = 0.16, explained significant QF6 not significant (p > 0.05)
variance three per cent). QF7 not significant (p > 0.05)
The results of the former analyses in terms IF1 not significant (p > 0.05)
of the significant beta coefficients are IF2 not significant (p > 0.05)
depicted in Figure 2. IF3 not significant (p > 0.05)
Figure 2 shows that, from most to least IF4 0.27 0.30 0.00
important, the major determinants of loyalty IF5 not significant (p > 0.05)
IF6 not significant (p > 0.05)
R2 0.58
Table VI Notes: aLOY = bo + b1 * SAT + b2 * QF1 + ...+ b8 * QF7
Result factor analysisa on quality items + b9 * IF1 + ... + b14 * IF6 + ε1;
IF1 ... IF6 = factor scores image; QF1 ... QF6 = factor
Item Description Factor loadingsb scores of quality perceptions; SAT = overall satisfaction;
Reliability (QFI) LOY = loyalty

10 Accuracy of employees 0.69945

7 Expertise of employees 0.59682
6 Handling complaints 0.57773
16 Personalised consulting 0.57432 Table VIII
14 Privacy at the office 0.40249 Results of regressions analysis with factor
18 Proactive suggestions scores according to model 2.2a
Empathy (QF2)
17 Attention of employees 0.74234 b beta p
9 Kindness of employees 0.73697 Intercept 3.51 0.00
13 Efforts for the customer 0.58296 QF1 0.39 0.39 0.00
11 Recognition by employees 0.40747 QF2 0.32 0.32 0.00
Efficiency (QF3) QF3 not significant (p > 0.05)
15 Queuing time at the office 0.79880 QF4 not significant (p > 0.05)
8 Speed of handling at the office 0.75316 QF5 not significant (p > 0.05)
Interest rates (QF4) QF6 not significant (p > 0.05)
4 Level of savings rates 0.75083 QF7 not significant (p > 0.05)
5 Level of mortgage rates 0.74595 IF1 not significant (p > 0.05)
Procedures (QF5) IF2 not significant (p > 0.05)
1 Sending invoices 0.76423 IF3 not significant (p > 0.05)
3 Cost of using an account 0.66828 IF4 not significant (p > 0.05)
Expertise (QF6) IF5 not significant (p > 0.05)
19 Expertise on investment funds 0.86090 IF6 not significant (p > 0.05)
Access to money (QF7) R2 0.25
2 Hours of opening 0.73091 Notes: aSAT = b0 + b1 * QF1 + ... + b7 * QF7 + b8 * IF1
12 Trouble-free cash dispenser –0.55281 + ... + b13 * IF6 + ε1;
Total explained variance 58.7% IF1 ... IF6 = factor scores image; QF1 ... QF6 = factor
Notes: a = Using principal axis factoring and varimax rotation; b = Factor loadings > 0.4 scores of quality perceptions; SAT = overall satisfaction

[ 282 ]
 Josée Bloemer, Ko de Ruyter
and Pascal Peeters
Investigating drivers of bank
loyalty: the complex
relationship between image,
service quality and
satisfaction
International Journal of
Bank Marketing
16/7 [1998] 276–286
Downloaded by DURBAN UNIVERSITY OF TECHNOLOGY At 13:00 06 November 2017 (PT)
Table IX we are able to obtain a more detailed insight
Results of regressions analysis with factor into the relationship between image and
quality on the one hand and loyalty on the
scores according to models 2.3a, 2.4b and 2.5c
other. In essence, our conclusion is that all
b beta p three constructs (i.e. image, quality and satis-
Model 2.3a faction) exert an influence on customer loy-
Intercept not significant (p > 0.05) alty with banks. Furthermore, we encoun-
IF1 0.32 0.32 0.00 tered a relatively strong relationship between
IF2 not significant (p > 0.05) reliability and satisfaction. This points to the
IF3 not significant (p > 0.05) relative importance of the reliability factor in
IF4 not significant (p > 0.05) retail banking. Finally, we found that factors
IF5 not significant (p > 0.05) like society-driven, empathy and customer
IF6 not significant (p > 0.05) contacts have an indirect effect on loyalty via
R2 0.11 satisfaction and quality. It should also be
Model 2.4b noted that customer contacts have a direct
Intercept not significant (p > 0.05) impact on empathy.
IF1 0.18 0.20 0.01 A number of theoretical shortcomings
IF2 not significant (p > 0.05) follow from our research, suggesting a num-
IF3 not significant (p > 0.05) ber of issues that merit further research.
IF4 not significant (p > 0.05) First of all, it seems important to validate the
IF5 0.15 0.18 0.02 distinction between image and quality in
IF6 not significant (p > 0.05) other financial services settings (e.g. insur-
R2 0.07 ance, corporate banking) and to verify
Model 2.5c whether the multi-dimensional approach
Intercept not significant (p > 0.05) taken here is valid for these settings. Second,
IF1 not significant (p > 0.05) this study was limited to loyalty as an expres-
IF2 not significant (p > 0.05) sion of consumer preference. Future research
IF3 not significant (p > 0.05) should focus on other attitudinal and behav-
IF4 0.18 0.16 0.03 ioural outcomes, such as word-of-mouth com-
IF5 not significant (p > 0.05) munication, the compositions of the evoked
IF6 not significant (p > 0.05) set and information search behaviour, and
R2 0.03 investigate whether dimensions of satisfac-
tion also has an effect on these consequences.
Notes: Additional research is needed to investigate
aQF1 = b + b * IF1 + ... + b * IF6 + ε ; whether a distinction can be made between
0 1 6 1
bQF2 = b + b * IF1 + ... + b * IF6 + ε ; cognitive and affective dimensions of satisfac-
0 1 6 1
cQF3 = b + b * IF1 + ... + b * IF6 + ε; tion. Third, the literature on customer-firm
0 1 6
IF1 ... IF6 = factor scores image; relationships has suggested various types of
QF1 ... QF6 = factor scores of quality perceptions commitment, such as affective, calculative
and moral commitment (Allen and Meyer,
1990; Kumar et al., 1994). The obvious implica-
tion would be to investigate whether the type
Theoretical implications of commitment to a bank can further nuance
An important implication of our results is the satisfaction-image-quality-loyalty rela-
that analysis on the level of the various tionship. Fourth, as our study replicates and
underlying dimensions of elusive and diffi- extends findings from the consumer product
cult to operationalise constructs like image literature to bank image, bank quality and
and quality provides additional insight into bank satisfaction and loyalty, additional
the relationship among them. Our analysis research is required to test our model in busi-
shows that, although we did not find a direct ness-to-business relationships. Obviously, the
relationship between the overall image con- external validity of our findings needs addi-
struct and loyalty, one distinct dimension tional attention in terms of the replication of
(position in the market) has a direct positive our study in a similar research setting. Fifth,
effect on customer loyalty. Likewise, in although we found significant relationships,
addition to the direct positive effect of the it should be taken into account that the levels
overall quality construct, we are now able to of variance explained are relatively modest.
nuance that finding as it becomes clear that Further research is needed to gain additional
specifically reliability and efficiency could be insight into the explanation of bank loyalty.
viewed as important determinants of loyalty. Finally, all constructs were measured at one
Therefore, our initial rejection of H1 could be point in time, thus essentially from a static
revoked on the basis of the multi-dimensional perspective. It may be worthwhile to study
approach that was taken subsequently. Thus, bank loyalty over time, in order to be able to
[ 283 ]
 Josée Bloemer, Ko de Ruyter
and Pascal Peeters
Investigating drivers of bank
loyalty: the complex
relationship between image,
service quality and
satisfaction
International Journal of
Bank Marketing
16/7 [1998] 276–286
Downloaded by DURBAN UNIVERSITY OF TECHNOLOGY At 13:00 06 November 2017 (PT)
[ 284 ]
Figure 2
Model based on factor analyses in combination with ordinary multivariate least squares analyses
β = .18 β = .32
Society
driven
Empathy
β = .20
β = .32
Customer
contacts
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 implica-
tions may be derived. First of all, reliability
seems to be the most important factor influ-
encing 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 cus-
tomer complaints. In the dialogue with bank
customers, management and employees
should strive to find out what customers
expect in terms of accuracy, expertise, com-
plaint handling and proactive suggestions.
This implies an extensive and continuous
training program.
Following from the importance of the relia-
bility dimension, customers apparently look
for “external cues” in order to be able to
Satisfaction β = .38
Loyalty
β = .39
Reliability β = .36
β = .18
β = .30
Efficiency
β = .16
Position in
the market
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 measure-
ment program, providing customer feedback.
Our study shows that although there is a
direct positive relationship between satisfac-
tion and loyalty, other determinants play an
important role too. Just focusing on satisfac-
tion may result in overlooking other impor-
tant 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 society-
driven 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,
 Josée Bloemer, Ko de Ruyter
and Pascal Peeters
Investigating drivers of bank
loyalty: the complex
relationship between image,
service quality and
satisfaction
International Journal of
Bank Marketing
16/7 [1998] 276–286
Downloaded by DURBAN UNIVERSITY OF TECHNOLOGY At 13:00 06 November 2017 (PT)
which seems to be a construct that has a rela-
tively low direct impact on bank loyalty, espe-
cially 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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Bank Marketing
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