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Since banks do not sell tangible products, they rely heavily on customer interactions and retention, which requires service quality, customer satisfaction and customer loyalty. Banks must innovate and develop new services and expand customer engagement efforts beyond stores, kiosks, direct mail and websites to include social media, mobile applications and location-based services in order to meet their customers’ growing demands. A multi-channel strategy that integrates the offline and online presences of banks can increase quality, customer satisfaction and loyalty. This paper aimed to use a service quality scale to: (1) examine the association between service quality and customer satisfaction; (2) examine the association between customer satisfaction and customer loyalty; (3) examine the indirect association between service quality and customer loyalty through customer satisfaction; and (4) examine the mediation effect of multi-channel integration quality in the relationships between service quality, customer satisfaction and customer loyalty.

The data was obtained from banks in Saudi Arabia. The analysis was based on an online survey of 265 Saudi bank customers. The multi-channel integration quality model and Statistical Package for the Social Sciences (SPSS) were used to test the proposed hypothesis and conduct the analysis.

The results found that there was a statistically significant link between service quality and customer satisfaction in the Saudi banking industry. Service quality did not directly affect customer loyalty. When multi-channel integration quality was moderate to high, service quality affected customer loyalty through customer satisfaction. For service quality and customer loyalty in the Saudi banking sector to be achieved, customers must be satisfied, but also the bank’s brand must manage the quality of integration channels provided to them with care, and thus branding plays a key role in achieving customer loyalty in the Saudi banking sector.

The academic community has provided little evidence to support how the relationships between constructs such as service quality, customer satisfaction, customer loyalty and multi-channel integration quality apply to the Saudi banking sector. A conceptual framework was proposed to show how these constructs affect the Saudi banking sector. An empirical study was conducted to see how the framework held up in banking settings. The conceptual framework serves to advance the fields of business and management and banking and their respected literature, as well as advance the understanding of multi-channel integration in boosting customer satisfaction and loyalty through high service quality in the Saudi banking sector.

Consumers increasingly experience multi‐channel service and a significant challenge for the service organization is to ensure that the design of the multi‐channel interface contributes to the service experience and helps to build bonds with customers. The purpose of this paper is to elucidate four features (i.e. problem‐handling, record accuracy, usability, and scalability) used by customers to evaluate multi‐channel service and investigates their impact on customer relationship and loyalty intentions.

The study involves an online survey with customers selected randomly in two service industries. Empirical data are analyzed using structural equation models.

Customer evaluations of the multi‐channel service interface have a strong influence on customer trust in the organization but a negligible impact on customer commitment. Trust, however, has a positive effect on commitment, thus enhancing customer loyalty.

The measures developed in the study represent a summary account for considerations involving multi‐channel service. However, the ability to capture the hypothesized roles of the multi‐channel service interface suggests a robust foundation for future research. These consumer‐based measures provide managers with a blueprint allowing for the integrated analysis and design of customer touch points.

This paper provides key variables to advance the study of multi‐channel service. Ways are suggested in which firms can benefit from a view of their service channels as an interface system to inform effective service design strategies.

This paper seeks to concern itself with the implications for the management of customer relationships of pursuing a multi‐channel approach.

The case study method is used in analysing the situation of four organizations from the UK financial services industry. A conceptual framework covering structural, people and process elements is utilized to examine the challenges to be overcome in providing an integrated approach to customer management.

The addition of new channels alongside those already in existence opens up new areas of the organization to customer contact and creates significant challenges in relation to staff roles and existing processes for interacting with customers. Channel integration is a strategic issue potentially requiring structural changes to the organization and changes in the behaviour of customers.

This exploratory research suggests the need for studies in relationship marketing to take cross‐disciplinary approaches in investigating what organizational forms operate most effectively in multi‐channel environments. There is also a need to develop a better understanding of how different groups of customers use different channels and of how service quality dimensions operate in this environment.

Multi‐channel customer management adds another dimension to traditional methods of segmenting customers and requires sophisticated understanding of the way that customers use channels. The addition of new channels offers a range of opportunities for interacting directly with the customer, raising new questions about how best to manage customer communications holistically.

The paper contributes to one's understanding of the implications for organizations in managing customers in a multi‐channel environment.

The purpose of this paper is to assess the antecedent of satisfaction and loyalty in the context of a multi-channel banking environment. Multi-channel banking involves both branch and electronic banking channels through which the customers interact with the bank.

The study involved a customer survey of 229 respondents, which used a convenience sampling approach through intercepts and interviews held at bank branches. A structured questionnaire was used, and data were analyzed using structural equation modeling.

While examining factors such as perceived ease of use, branch service quality evaluation, satisfaction, and loyalty, it is observed, using structural equation modeling, that perceived ease of use and branch service quality are antecedents to satisfaction and satisfaction positively affects the loyalty.

Although it is realized that digital banking will positively influence loyalty, the role of branch service quality cannot be ignored. The role played by the ease of use is higher than branch service quality evaluations.

Services provided through the internet (e‐services) are typically offered as part of a broader Multi‐Channel (MC) service package, combining these services with services delivered through traditional channels (e.g. phone, physical facilities). Customers of e‐services display heterogeneity in channel use, ranging from customers with a high Degree of Focus on the Internet (DFI) channel (internet‐oriented customers) to customers with a low DFI (low focus on the internet and strong reliance on traditional channels). The purpose of this study is to examine whether a customer's DFI moderates the relationship between e‐service quality (eSQ) and e‐loyalty behavioral intentions in an MC e‐service.

Perceptual and objective data were collected from multiple sources in a major retail MC e‐banking service (survey of online customers, transactional data and customer database).

First, there is high diversity in DFI among e‐service customers; second, a customer's DFI negatively moderates the quality‐loyalty relationship.

The study should be extended to other types of e‐services.

eSQ seems to be a more important driver of e‐loyalty behavioral intentions for low DFI customers than for high DFI (internet‐oriented) customers. Different strategies may need to be employed to drive retention across customers with different levels of DFI. Specifically, driving e‐loyalty among internet‐oriented customers may require complementing eSQ investments with additional retention mechanisms (e.g. building communities or creating switching barriers). DFI should be recognized as a useful and readily available customer segmentation variable for devising loyalty strategies.

The study pioneers the examination of the impact of channel use on the quality‐loyalty relationship. It breaks new ground in proposing DFI as a relevant customer segmentation variable for e‐service research and practice. External validity is enhanced by the use of objective (rather than self‐reported), real‐world data to measure customer channel use.

The purpose of this paper is to complement existing work on multi‐channel environments of shopping experiences and retail channels by exploring the use of different channels in the consumer decision‐making processes associated with ticket purchase for performances in a regional annual theatre festival.

Analysis of the audience questionnaire focuses on the relative use of different channels and specifically the importance of the Internet in the stages leading up to attendance at the festival – awareness, information gathering, decision making and purchase transaction.

The extent of use of different channels at different stages in the decision‐making process varies, although the Internet is the only channel that can be and is used to support all stages of the process. Throughout the process, with the exception of purchase transaction, the use of word‐of‐mouth is significant. Customers who started using the Internet at the awareness stage often continued to use it. Neither gender nor age has a significant effect on patterns of channel use.

This study contributes to research into the use of multiple channels in consumer decision making, particularly in relation to customer multi‐channel employment, the factors that affect channel use, and the role of word‐of mouth in multi‐channel contexts.

With advances in information technology, multi‐channel shopping (MCS) has become a prevailing purchasing pattern today. Although MCS provides more benefits than single‐channel shopping, there is a need to investigate consumer values in the MCS context. This study aims to develop a consumer value hierarchy that represents how consumers think and pursue when performing MCS.

The research framework was developed from a perspective of means‐end theory. Two studies were designed to elicit and evaluate a consumer value hierarchy of MCS. First, a qualitative study was conducted to explore means‐end elements of MCS. Then, a hierarchical value map of MCS was constructed with 314 usable responses from an empirical survey in Taiwan. The impacts of past shopping experience on consumers' value perceptions were also examined.

In the hierarchical value map (HVM) of MCS, the results indicate 18 means‐end chains from ten MCS attributes resulting in nine consequences derived from those attributes, and then to four MCS values. The results also show that both expert and novice shoppers emphasize the utilitarian value of MCS; however, shopping novices pay more attention to the hedonic value of MCS than experts do.

This paper provides several managerial implications for multi‐channel retailers. Multi‐channel retailers need to know more about the attributes and functions of each channel that they offer in order to create a superior shopping experience for their customers. Also, retailers need to understand different MCS patterns for successful multi‐channel customer relationship management. Finally, the consumer value hierarchy of MCS is a useful tool for retailers to develop effective promotion strategies to increase customers' engagement in MCS.

This paper is the first to apply means‐end theory to investigate consumer value in the MCS context. It advances the consumer value literature in explaining a novel type of consumer channel‐mixing behavior. The paper concludes with implications for multi‐channel retailers, and future directions for MCS research are also discussed.

This study aims to examine managers’ perceptions of digital banking’s (DB) effect on customer experience and banks’ financial performance.

The research uses interviews from the senior UK bank managers to gather their views on DB’s impact on customer experience and financial performance. The interviews were thematically analysed to produce results and a model.

The attributes affecting DB experience are as follows: service quality, functional quality, perceived value, service customisation, service speed, employee–customer engagement, brand trust, DB innovation, perceived usability and perceived risk. They affect customer experience, satisfaction and loyalty and financial performance. The research revealed relationships amongst these attributes (e.g. brand trust and loyalty).

The study is a UK bank specific and can be replicated in other developed countries’ banks, helping in further comparison. However, DB is conducted globally, which implies that the findings are robust enough to be potentially applied in other countries. The proposed model shows customer experience drivers and outcomes through managers’ views, which can be theoretically tested.

The findings suggest important attributes (as above) for consideration to improve DB customer experience and financial performance. They show the relevance of employee–customer interaction, service personalisation, value proposition, quality service offering and DB experience, which have useful implications for improving DB design and interactive marketing.

Gauging DB customer experience as perceived by bank managers has not been studied in this way, highlighting DB effectiveness, which is important for multi-channel marketing and banks’ financial performance, and advances theory.

The purpose of this paper is to review research and is to gather conceptual perspectives on the role and nature of e‐service, and the e‐service experience. Recent advances in technology have created a surge in technology‐based self‐service or e‐service, and there is an increasing recognition of its role in differentiation and customer interfaces.

An exploration of the inherent characteristics of technology facilitation of service, including notions of information service and self service, leads to definitions of e‐service and the e‐service experience. The following section explores two differentiators to the service experience: e‐service encounters, elements and episodes; and e‐service's role in the total multi‐channel experience. Finally the growing body of work on e‐service quality is reviewed in pursuit of an understanding of how work on dimensions of e‐service quality informs understanding of the nature of the e‐service experience.

In order to understand e‐service experiences it is necessary to go beyond studies of e‐service quality dimensions and to also take into account the inherent characteristics of e‐service delivery and the factors that differentiate one service experience from another.

The paper reviews the factors that impact on the nature of the e‐service experience, taking a wider perspective than that adopted by many researcher on e‐service when they focus on the identification of the dimensions of e‐service quality. In order to manage the e‐service experience it is important to develop a clear articulation of the nature, boundaries, components and elements of specific e‐service experiences, and to further investigate the interaction between these factors and service quality dimensions.