With the opening up of the economies in 1991 and thereafter establishment of new private sector banks, small payment banks and foreign banks has changed the landscape of competition in the Indian banking sector. The increase in competition coupled with technological shift put immense pressure for up-gradation of technology and numerous demands on service providers to meet the changing demands of bank customers effectively and efficiently. Moreover, banking sector forms an integral component of the financial sector which is considered as the back-bone of Indian economy. Hence, it became imperative for banks to extend services beyond the conventional banking to compete with the newly established banks. Banks also resorted to adopt relationship marketing practices to enhance, retain and maintain long term relationships with the valuable customers in order to comprehend and satisfy their needs. For instance, banks began to offer financial and non-financial benefits (cross selling services, yearly calendars, etc.), adopt practices to develop social ties with customers (sending greetings on important occasions, training employees to treat customers with politeness), launched mobile applications with customizable interfaces to extend ease and convenience to customers and partnered with other service providers to enable quick grievance redressal system and wide range of services at one place to its customers. Banks also put in place various barriers for customers in the form of financial (Benefit and monetary loss cost), relational (personal relationship and brand relationship loss cost) and procedural switching costs (economic, evaluation and learning cost) to avoid customer switching. These all practices are imperative to ensure bank customers loyalty as the research is also evident on the universal facts that even if an organization is able to retain 5% of its existing customers, the profitability could be impacted 25 percent to 85 percent and acquiring new customers is five times costlier than retaining existing one (Weinstein, 2002; Anabila, et. al., 2012; Hasan, et. al., 2019). Hence, the impact of various relationship marketing strategies on customer loyalty is explicable. The effective implementation of relationship marketing practices has a potential to change the customer perspective regarding quality of bank services and exhort them to snow-ball the customer base through spreading positive-word-of mouth and referrals which, in turn, will favorably impacts business volume, profitability, diversion of funds for developmental purposes and brand image of the banks. Therefore, to meet the ever-changing needs of the customers, customer-centric approaches have indelible mark on customer experience, satisfaction and loyalty. Therefore, it becomes inevitable for the policy makers to take into consideration the customers stand whether the relationship marketing practices put any significant impact on relationship continuity and generating perceived switching barriers to retain the customer for long-lasting relationship.
In view of the growing importance of relationship marketing practices in banks, present study was undertaken with an aim to (a) to assess the impact of relationship marketing practices on customer loyalty; (b) to study the relationship between relationship marketing practices and perceived switching costs; (c) to examine the relationship between perceived switching costs and customer loyalty and (d) to explore the mediating role of perceived switching costs between relationship marketing practices and customer loyalty. Both primary and secondary sources were employed to collect the data. Based on the extent literature, four levels of relationship marketing practices- financial, social, customization and structural bond were selected for the present study to measure the relationship marketing practices. The scale items (23) for measuring the relationship marketing practices construct were adapted from the studies conducted by Lin, et. al., (2003); Chen and Chiu, (2009); Garg, et. al., (2014); Kasiri, et. al., (2017) and Shanka and Buvik, (2019). Similarly, three types of perceived switching costs- financial, relational and procedural switching costs were selected to measure the perceived switching costs construct for which the scale items (12) have been adapted from Burnham, et. al., (2003). Furthermore, customer loyalty has been used as a one-dimensional construct with enriched facets of cognitive, affective and action loyalty for which scale items (09) were adapted from El-Manstrly and Harrison, (2013). All these scales were measured on a five-point Likert scale ranging from one (1) for ‘Strongly Disagree’ to five (5) for ‘Strongly Agree’. A total of 733 respondents were selected by following cluster sampling method which was used for final data analysis. The Statistical Package for the Social Science (SPSS-21) was used to analyze the data.
Before carrying-out the exploratory factor analysis (EFA), questionnaire was pretested through debriefing technique on sixty (60) participants and feedback was incorporated to remove ambiguities to make questionnaire understandable. Exploratory Factor Analysis (EFA) with varimax rotation method was performed on 20 scale items of relationship marketing practices which extracted four factors (F1- structural bond, F2- customization bond, F3 - social bond and F4 – financial bond). In the same way, EFA was performed on 11 scale items of perceived switching costs which extracted three factors, namely, financial switching cost, relational switching cost and procedural switching cost. Again, EFA was performed on 09 scale items of customer loyalty which extracted only one dimension named as customer loyalty. The details of EFA on all three constructs, namely, relationship marketing practices, perceived switching costs and customer loyalty are given on pages 83, 86 and 88 respectively. Also, Confirmatory Factor Analysis (CFA) was conducted through SmartPLS software for the confirmation of the measurement scales through reliability assessment (Cronbach’s alpha and composite reliability test), discriminant validity (average variance extracted and factor loadings) and convergent validity indices (Fornell and Larcker Criterion and Heterotrait-Monotrait Ratio). Furthermore, following the recommendations of Hair, et. al., (2017, 2022) structural models was examined for multi-collinearity assessment, relevance and significance of structural model relationships, R-square, F-square and Q-square values in a sequenced manner. The mediation analysis was carried out using bootstrapping procedure proposed by Zhao, et. al., (2010).
With regard to the first objective (to assess the impact of relationship marketing practices on customer loyalty in sampled organizations), the findings of the study revealed that there exists a significant positive impact of relationship marketing practices on customer loyalty (β=0.514; t= 11.667, p<0.01) which indicates effective implementation of relationship marketing practices are helpful in keeping the customers loyal to the organization. Furthermore, findings also revealed that financial (β=0.134; t=3.364, p<0.01), social (β = 0.143 ; t= 3.142, p < 0.01), customization (β = 0.153 ; t = 3.551, p < 0.01) and structural bond (β = 0.186 ; t = 4.697, p < 0.01) have significant positive impact on customer loyalty which indicates that the financial and non-financial benefit, social ties, customization features, quick service delivery process, quick grievance redressal system and innovative capabilities of the banks are very effective in keeping the customers loyal the service provider.
Regarding the second objective (to study the relationship between relationship marketing practices and perceived switching costs), the bootstrap procedure results revealed that relationship marketing practices (β = 0.780; t = 3.551, p < 0.01) in unison have significant and positive impact on perceived switching costs. These results indicate that higher the effectiveness relationship marketing practices, higher will be the intensity of perceived switching costs. The results further revealed that financial (β = 0.077; t =2.106, p < 0.05), social (β = 0.381; t = 9.987, p < 0.01), customization (β = 0.264; t = 6.055, p < 0.01) and structural bond (β = 0.194; t = 5.295, p < 0.01) have significant positive impact on perceived switching costs which indicates that the financial and non-financial benefit, social ties, customer intimacy, mass customization, value added services and innovative capability of the service providers are very helpful in generating perceived switching barriers in the minds of customers which further helps them to retain the customers at dissatisfying events.
The findings of the study regarding third objective (to assess the impact of perceived switching costs on customer loyalty) affirms that perceived switching costs in unison have significant positive impact on customer loyalty β coefficient = 0.280, t = 6.064, p-value < 0.01 which indicates higher the intensity of perceived switching costs, more it will be difficult for the customers to join the alternate service provider. Results further revealed that, except financial switching cost (β = 0.040, t = 1.056, p > 0.05), relational (β = 0.185, t = 4.804, p < 0.01) and procedural switching cost (β = 0.108; t = 2.536; p < 0.05) have significant positive impact on customer loyalty. These results indicate that developing more proximate relations with customers and having strict procedures for relationship exit wary the customers to join the alternate service provider.
Regarding the fourth objective (to assess the mediating role of perceived switching costs between the relationship marketing practices and customer loyalty), the bootstrap method of mediation analysis shows that perceived switching costs plays complementary partial mediating role between the relationship of relationship marketing practices and customer loyalty with a magnitude of 29.78%. Furthermore, results revealed that except financial switching cost, relational and procedural switching costs also plays complementary partial mediating role between the relationship marketing practices and customer loyalty with a magnitude of 17.23% and 09.57% respectively.
The study offers suggestions, on the basis of findings, to policymakers to be taken in to consideration for the overall development of the banking services, generating perceived switching costs and loyalty. These suggestions include providing special training attention towards developing cordial and friendlier relations, incentivizing business transactions, launching accumulated point programs, taking and incorporating feedback from customers, extending boundaries of self-service facilities, diverting investments to adoption of fin-tech technology, mitigating high digital transaction failure rate, launching financial goal oriented schemes, customer awareness regarding bank services, taking strict actions on dormant accounts, speedy redressal of customer grievances, collaboration with other partners to provide one-stop solution to all financial needs, increasing brand-touch points through social media platforms, making customer entry points easier etc. to improve customer experience, psychological and financial barriers, customer satisfaction and loyalty.
From the above discussion, it is concluded that customer plays a pivotal role for the survival and progression of the organizations. Relationship marketing practices and generating switching costs are the strategic weapons to satisfy the motives of the customers and retain them for the well-being of the organization. In other words, it can be said that acquiring and retaining customers have become the competitive battle among service providers as this brings numerous benefits including profitability and growth to business. So, it depends upon the service provider what they offer corresponding to what customers need. Any mismatch paves way to alternate service provider for the customers. Hence, while developing products and services, customer expectations need to be respected for the sack of mutual benefit.
The study has been organized in seven broad chapters, namely, Introduction, Review of Literature, Research Methodology, Measurement Models, Results and Discussion-Part 1st, Results and Discussion Part-2nd and Conclusion and Suggestions.