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How managers in the financial services industry ensure financial performance

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  • Chiung-Ju Liang
  • Wen-Hung Wang

Abstract

With the wide prevalence of the balanced scorecard, this study develops and empirically tests a model examining the relations between the customer perspective (relationship bonding tactics, perceived relationship investment, customer satisfaction, trust, commitment and customer behavioural loyalty) and the financial perspective (financial performance). A cross-departmental study in the financial services industry was conducted based on three consumer samples (department of Loans, Deposits, and Credit Cards) drawn from XYZ bank, one of the most famous banks providing merchant banking services in Taiwan. The results show that the customer perspective does have positively significant effects on financial performance, as proposed by the BSC (Balanced Scorecard) and SPC (Service Profit Chain). In addition, the findings suggest that customers purchase financial services according to their perceived relationship to investment retailers, with corresponding bonding tactics, which results in different levels of customer satisfaction and behavioural sequences, and is important in reinforcing customers' trust, commitment, repurchase intentions and corporate financial performance.

Suggested Citation

  • Chiung-Ju Liang & Wen-Hung Wang, 2008. "How managers in the financial services industry ensure financial performance," The Service Industries Journal, Taylor & Francis Journals, vol. 28(2), pages 193-210, March.
    • Handle: RePEc:taf:servic:v:28:y:2008:i:2:p:193-210
    DOI: 10.1080/02642060701842258
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    References listed on IDEAS

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    1. Geyskens, I., 1998. "Trust, Satisfaction, and Equity in Marketing Channel Relationships," Other publications TiSEM fe002848-4b88-4266-a87b-b, Tilburg University, School of Economics and Management.
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    Cited by:

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