The Essential Elements That Influence Customer Loyalty; A Case of

Albanian Banking Sector

Abstract

The notion of customer loyalty has obtained attention and great assessment
from diverse industries. The key factor to gain market share in the
increasingly market is through customer loyalty. Banking is one of the
sectors where the intensive competition is experienced. In this case
managers should explore and find the essential factors which increase the
customer loyalty in the actual customer base.

The aim of this study is to figure out the factors that influence positively on
customer loyalty and their intercourses in Albanian banking sector. In order
to find the relationship and the significance of these factors we developed a
questionnaire. Afterwards, taking in consideration the data provided from
410 participants, we did the analysis. Finally we concluded six factors:
Service, Security, Relationship, Reliability, Loyalty, and Staff, which helps in
creating a strong, positive and long-lasting customer loyalty in Albanian
banking sector.

Keywords: Banking sector, security, service, relationship, reliability, loyalty,

staff, and customer loyalty.

1. Introduction

Customer loyalty is the customer’s confirmation of a true and loyal

pursuance to a company or financial institution (bank) apart from random
errors and mistakes.
It’s the certain attitude and behavior that customers show (Szűts & Tóth,
2008).
Banks are the financial institutions that meet the economic needs of
customers and companies that perform economic activities as collecting
bank deposits, giving credits, providing capital, and etc. A big struggle it’s
occurring for banks to attain a greater part of the market share as with the
globalization effect banks are finding it very hard to meet the high growth
of customer expectations. To increase their economic lines, they are
continuously looking at ways of reaching organic growth through
acquisition of new customers and retaining existing customers
(Ramkelawon et al, 2010).
The competition is very strong and customers have many preferences, so
the banks are trying to pull customers by providing a wide range of
services. Some of the services are online banking, ATM banking and
telebanking. Banks can increase customer service by leveraging on
technology, upkeep of efficient service delivery standards and business
process reengineering (Shinde, 2011).
Nowadays for companies that provide services it’s very important that in
this area of intense competition it’s not sufficient to acquire new customers
because of the direct link that exist between customer retention over time
and profitability & growth. Nowadays the customer retention depends
directly on the service quality and customer loyalty. It is extremely
important to be next to your customers, especially highly profitable ones.
Customer loyalty shows the mirror image of customer defection.
This means that the equivalent to high loyalty is low defection. Customer
loyalty can easily be obtain if companies really listen to their clients and are
willing to make changes to please them (Buttle, 2009). Banks should offer
to customer more than their expectation, should anticipate their needs and
fill them quickly says (Malfa 2007).
According to (Winer 2001), to reach this purpose new and different tools
and mindset are required. If we give importance to human and
organizational resources as much as technological capabilities is necessary
to manage good relationships with the customers (Keramati 2008).
According to (Ghahfarokhi and Zakaria 2009), surviving in today's
competitive environments require a heart to understand the customers; a
brain to analyze; and hands to deliver the products to them.
The aim of this study is to figure out the factors of customer loyalty that
positively effect on Albanian banking sector. In this case it was needed to
study secondary data, papers done before. Based on the study done, we
observed that different authors analyzed the six factors and concluded that
exist a positive and significant relationship between them and customer
loyalty.
The service factor plays an important role on customer loyalty in banking
sector and was studied by (Hinson, 2006; Fragata, 2009; Tariq, 2009;
Kheng, 2010; Titko, 2010; Gan, 2011; Siddiqi, 2011 and Monsef, 2012;
Mohsin, 2012), Security resulted to be an important factor by (Kheng et. al,
2010), Relationship was studied by (Akhter, 2011; Siddiqi et.al, 2011),
Reliability is perceived as substantial for clients in banking sector (Kheng
et, al, 2010; Annamalah, 2011; Hassan, 2012 and Bakhtiar, 2012), Loyalty
was previously studied by (Tariq,; Afsar, 2010, Annamalah et.al, 2011 and
Siddiqi et.al, 2011; Mohsan, 2011; Ghazizadeh, 2010), Staff, today is
consider as an important asset of banking sector and was studied by
(Mylonakis, 2009, Bakhtiar, 2012 and Monsef et.al, 2012).
As mentioned above the six factors that are included at our research are:
service, security, relationship, reliability, loyalty and staff. We will explore
in depth the effect caused by these factors in Albanian banking sector.

2. Theoretical Background and Hypothesis

In the world of relationship marketing, attention shifted to loyalty. The main

focus should be at customer loyalty and retention because the cost is
involved too. Why? So simple… we know that the cost of acquiring a new
customer it is five to ten times more costly or expensive rather than to
continue the business with the existing customers (Gray and Byun 2001).
Customer loyalty is the will of clients to be faithful to a company or bank.
This means, even if the company makes any minor mistake, customers will
still maintain loyal to them and do not switch. According to (Kincaid et.al,
2003) customer loyalty is a positive experience and value, which even in
cases when the decision is not the most rational they still will to buy and
maintain relations with the company.
At the moment customers became loyal to a company, obviously repeat
sales and also referrals will increase, this means that the revenue and the
market share will be increased. Meanwhile they do free marketing by word
of mouth while they are enthusiastic. Customers became your protectors. At
the time the superior value is delivered to the customer, also is increased
the employee’s loyalty as they feel pride and an important asset to the
company.
The aim should be to build long-term relationship with customers, and paid
more attention on the loyalty of the existing customers rather than gaining
new customers, who meant more marketing, more cost.

2.1 Service in banking sector

Service quality is comprehended by customers as the difference of expected
service and the received one (Dhandabani, 2010).
Bank’s service quality is the most important element that customers
consider in order establish a long-term relationship with them. Service
quality is a crucial success element that affects the competitiveness of a
bank. One way for banks to differ from competitors is by offering high
quality service. To survive in this intense competitive market banks must
develop some capabilities and strategies to satisfy the customer (Siddiqi
et.al, 2011). The way how customers presume service is through the quality
of service, and their satisfaction level for that experience. For companies
that offer almost the same kind of service, service quality is the only
element that makes the difference to success or failure (Mishra, 2010).

H1: There is a significant relationship between service and customer

loyalty.

2.2 Security
Gaining customers trust and making them feel secure have a great influence
on the bank performance.
The key for any positive relationship is trust. Absolutely the bank should be
very reliable in any action with the customer, because they are dealing with
their money, in both ways. The most important thing is not just to be
reliable and trustworthy, BUT should also trust to their customer, to have a
win- win relationship. What customer expects from the bank is to listen,
care and deal with their problems (Bell, 2000). In order to hold a part of the
market, banks should pay attention their reputation and image (Hassan et.
al, 2012). Security is essential to every trade and especially in banking
sector where clients leave their money based on promises done (Knell,
2009).

H2: There is a significant relationship between security and customer

loyalty.

2.3 Relationship
Customer Relationship rise in 90’s and came to be very important in the
business approach. The aim of this concept is to be focused at the world of
personal marketing. The logic is so simple. It means that we should focus to
market to each customer individually, no more to market at a mass of
customers and companies.
According to (Bozkurt, 2000), after the 2000s, when the number of internet
users increased too much, customers had the opportunity to be more
powerful and effective against the banks. Thus, banks understood that they
could only be successful if they focused on customer long lasting
relationship (Koçoğlu and Kirmaci, 2012).

H3: There is a significant relationship between relationship and customer

loyalty.

2.4 Reliability
According to (Parasuraman 1988), reliability factor is the level to which the
service provider can accomplish the service dependably and precisely. This
dimension is substantial for clients in banking sector. Reliability is
considered to be an important indicator of service quality (Kheng et. al,
2010). (Parasuraman 1988) remarks, the most influential factor on customer
satisfaction and loyalty is reliability. The main reason is the fact they deal
directly with human performance. In such a case they deal with knowledge
and employee kindness, also their capacity to indicate faith and confidence
(Kim, 2006).

H4: There is a significant relationship between reliability and customer

loyalty.

2.5 Staff
The willingness staff to help clients and to provide prompt service refers to
the responsiveness dimension of a service provider. This dimension is
particularly important when clients have requests, questions, complaints
and problems surrounding the service. So it’s important to see the general
performance of bank’s staff. The professional staff transmits to customer
courtesy and inspires confidence, trust and loyalty (Iymperopoulou, 2006).
The way how staff gets, share and interpret knowledge in an enterprise is
very important in aiming to retain competitive advantage (Moreno, 2011).
According to (King, 1991), the frontier between the customers and the
organization is staff. (Hatch and M. Schultz, 2001) recommends three
stages to reach customer loyalty through your staff. The first stage consist
in being aware of bank prestige “Hearing it”, then understanding their
importance in the role of delivering it “Believing it”, finally to become
impassioned stimulants for the bank “Living it” (Yazdanifard, 2011).

H5: There is a significant relationship between staff and customer loyalty.

3. Methodology

Data for this study was collected from the BKT customers. A survey was
conducted to examine the hypotheses issued for this research. The well-
known technique was used to collect data, through questionnaire. The
scaling used in this research is the 5-point Likert scale of 1-strongly
disagree, 2-disagree, 3-neutral, 4-agree, 5-strongly agree. The demographic
variables asked are gender, marital status, age, monthly income, education
and the profession of the respondents (Hair et al, 2007).

During the completion of the questionnaire we observed that the

respondents (clients) were very enthusiastic about their participation as
they could express what they thought about their bank. So we could trust on
the data collected as they considered it as mutually beneficial, a win – win
situation. After collecting them we observed that the number of total
questionnaires completed and valid was 410(this number is the limit for a
questionnaire to be trusted), where 238(58%) of respondents was male and
female 172(42%). At the end the data were analyzed by statistical program,
SPSS Statistics 20.
Findings

In order to compute our data use used SPSS Statistics 20. Firstly we tried to
find out the relationship and the significance of customer loyalty in relation
with simple characteristics as demographic variables. After the respondents
demographic variables we continue with frequency analysis, reliability,
cross tabulation and correlation.

1. Demographic analysis

Table A- Demographic variables

Demographic Category Frequency Percent
Gender Male 238 58%
Female 172 42%
TOTAL 410 100%
Marital Single 104 25.4%
Status Married 45 11.0%
Married have one child 135 32.9%
Married have two child 96 23.4%
Married have three child 30 7.3%

TOTAL 410 100%

Age 18-30 82 20.0%
31-40 129 31.5%
41-50 89 21.7
50 or more 110 26.8

TOTAL 410 100%

Income level 50.000 Leke or less 235 57.3%
50.001-100.000 Leke 110 26.8%
100.001-200.000 Leke 44 10.7%
200.001 Leke or more 21 5.1%

TOTAL 410 100%

Education Less than high school 27 6.6%
High school 158 38.5%
Bachelor 167 40.7%
Post Graduated 58 14.1%

TOTAL 410 100%

Job position Other 104 25.3%
Pensioner 15 3.7%
Student 14 3.4%
Unemployed 4 1.0%
Private Sector 173 42.2%
Public Sector 100 24.4%
 TOTAL 410 100%
Table A shows the demographic information. The number of participants
responded to our questionnaire was 410 in total. As it’s demonstrated the
number of male participants was 283 or 58%, and 172 or 42% female.
Participant’s age is 31-40, with a percentage of 31.5%, less than 20% are at
age 18-30. The table shows that 25.4% of bank customers are single;
meanwhile 11% are married and married with child are 32.9% (one chill),
23.4% (two chill), and 7.3% (three chill). In majority the income level seems
to be less than 50.000 Leke (350€) 235 or 53.7% clients, 21(5.1%) of them
take a monthly salary of 200.001 Leke or more, 26.8% (110) 50.001-100.000
Leke and 10.7% (44) earn monthly 100.001-200.000 Leke. The findings
represent that 6.6% (27) of bank clients hold less than high school degree,
while 38.5 (158) participants gained High school degree, 40.7% (167)
customers hold Bachelor degree and 14.1% (58) earned Post graduate
degree. The outcomes shows that the category of job position was more
dominated from others by 25.3% (104), hired in public sector 24.4% (100)
and more at private sector 42.2% (173) clients.

2. Frequency Analysis

The factor frequency questions results. Regarding the first question, “For
how long time are you customer of BKT?” we can say that they start
from 1 year up to 12 years. The branch age that we choose to collect our
data is 3 year and 11 month. The number of new customers who joined the
new branch for the first year was 12.2% or 50. In the second year, after the
branch passed in profit the number of customer was increased up to 21.2%
or 87. The peak of the branch was the third year where the total number of
clients reached up 119. In general the customers, even customers that
existed in other older branches got transferred to this branch. The branch
continues to grow each day as is considered as the mortgage center.
“At how many banks do you have accounts?”- Our random respondents
are separated into two groups, the ones having account in One 47.8% (196)
and Two 42.0% (172) bank(s). As the branch we choose is relatively new
exists that there are also customers old in the banking activity and have
accounts in three banks 10.2% (42). Customers having accounts in more
than one bank need to be very careful and mean more maintenance fee (172
customers). The reasons they have accounts in many banks is because of
different purposes, one bank may offer better interest for deposits and
another one may be the leader for low loans interest rate, so customers
decide to be customer of two or more banks. “What kind of bank account
did you open?”- Customers to benefit more from bank products such as
mortgage, loan or any other credit as overdraft, credit card, saving
accounts etc., initially must open a current account. This happens because
in general the banking products are associated with current account. That’s
the reason that almost all respondents have current accounts, 89% or 372
customers. On the other hand, we notice that 95 customers or 23% of the
account holder are possessors of a current account, saving account or time
deposit. Mortgage borrowers are 46 customer or 11.2%, 87 customers who
have a bank account have also saving account as well as Consumer finance
products as OVD, CC, consumer loans, car loans, loans studies, health
loans, holiday loans etc. 37 or 9% of customers who have a savings account
at the bank are equipped with credit card or consumer loan.

3. Reliability

Reliability analyzes of the scale factor questions conducted by Cronbach α

method obtained a .830 result for 25 items. The Exploratory factor analyses
conducted on six main factors with 25 factor items and results were found
out by Principal Component Analysis method. Mean also is relatively good
as it’s higher than 3.0 Two (2) items didn’t accommodate to factor results
and they have been removed among factor items.
4. Factor Analysis
 Factors and Sub- Items Mean Standard Factors
Deviation Load
Staff Factor
26.24%
4.40 .490
The staff of BKT is kind and helpful when dealing with them. .919
4.34 .505
BKT employees are sincere in solving my problems. .900
4.38 .529
The staff of BKT are honest, helpful, smiley and polite. .891
4.41 .521
The staff of BKT has enough experience, qualifications, skills and .882

information.
4.31 .549
Staff of BKT is customer focused. .865
4.37 .554
The staff of BKT is understandable while giving service. .862
4.36 .504
The staff of BKT understands my requirements and concludes them .749

immediately.
4.25 .464
I know that BKT’s staff is available to address my problems and .689

concerns.
Loyalty
11.16%
4.11 .476
I do not think of switching BKT easily. .821
3.89 .640
I would enlarge the use of BKT’s services and products .815
3.97 .531
I consider myself loyal customer to BKT. .732
4.45 .498
I would suggest BKT to my friends and family. .684
Service
7.64%
4.21 .597
BKT attempt to figure out my business and its needs .648
4.44 .535
My bank gives me good advice regarding the services I received. .639
4.33 .595
Customers get full and clear explanation on bank charges and interest .594

rates regarding their accounts.

4.38 .599
Information provided by BKT is up to customers’ expectations. .543
4.22 .662
BKT always keeps customers up to date with best ways of investing .459
money.
Relationship
5.74%
4.31 .526
I can always count on BKT to follow up on problems to make sure they .704

have been resolved.

4.50 .510
In BKT, I am always treated with consideration, appreciation and .639

respect.
4.19 .625
BKT ensures precious ideas that assist in increasing profitability. .535
Reliability
4.99%
4.50 .547
I find BKT very credible. .779
4.55 .541
I feel confident in my dealings with BKT. .765
4.55 .536
BKT keeps its promises. .518
Security
4.42%
4.20 .740
BKT always trusts their customers on transactions. .748
 4.46 .546
My bank activity is kept private. .654

Total Variance Explained 60.21%

Principal Component Analysis - PCA1, PCA2, PCA3, PCA4, PCA5, PCA
6

From the results generated by Principal Component Analysis and reflected

at the table above, there are six factors analyzed. Each factor is greater
than one as a value of Eigen. The total variance explained in our case is
60.21%, whereas, “Staff factor” explained 26.24% of total variance,
“Loyalty” occupied 11.16%, Service factor holds 7.64%, “Relationship”
explained 5.74%, the fifth factor “Reliability” explained 4.99% of total and
last factor “Security” 4.42%.

The First factor is highly correlated with eight variables. By increasing the
scores of staff’s kindness, sincerity, honesty, experience, customer focusing,
commitment, problem solving, is also increased the first principal
component. This means that these eight criteria alter together. The variable
that mostly correlates with the first component is “The staff of BKT is kind
and helpful when dealing with them”. So we can say that the correlation of
0.919 is a measure of Staff.

The second component is correlated with four variables. The variable “I do

not think of switching BKT easily.” mostly correlates with Loyalty by
0.821%. The third component has in total 5 variables that correlate; the one
that is a measure of service is “BKT attempt to figure out my business and
its needs” 0.648%. The fourth and the fifth component each has three
variables that correlate, the variable that is a measure of relationship
(fourth component) is” I can always count on BKT to follow up on problems
to make sure they have been resolved. ” by 0.704%. The fifth component
correlates mostly with credibility 0.779%, a measure of reliability. The last
component increases with just two variables. “BKT always trusts their
customers on transactions” variable measures the security factor by
0.748%.
Conclusion

In particular, the main objective of our research was to learn the impact
that customer loyalty have on banking sector of Albania. So having this
focus we chose the main factor groups that really could have an impact on
customer loyalty. The questions designed for each factor group aimed to
help us to explore how the bank would take benefits from its customers. At
the same time would help the bank that at specific points make specific
changes according to the client’s responses. So this framework would show
that if the bank wants to create loyalty between then and clients, should
apply all the factors that were designed for the questionnaire. The research
shows that, service, security, relationship, reliability, loyalty, and staff can
increase the loyalty among Customers and banks in Albania.
Taking in consideration the analysis done to the questionnaire we can
conclude that most of the respondents responded very positively on all
factors of the questionnaire. The factors are: service, security, relationship,
reliability, loyalty, and staff.
The majority of answers was agreeing and strongly agrees. Also trough
different methods were showed that there exist a positive path between all
factors and customer loyalty. There existed a significant relationship
between them, which states that this factors help in reaching customer
loyalty. In cases banks are mostly focused at customer loyalty makes
possible that account holders feel secure and comfortable but at the same
time become positive word of mouth to their family and friends. Banks
should tread a customer the exact way how they would like to be treated
themselves. The factors from our study help banks in Albania to create a
strong, positive and long-lasting customer relationship.
Reference

1. Afsar B., Rehman Z. U., Qureshi and Shahjehan A., (2010),

“Determinants of customer loyalty in the banking sector: The case of
Pakistan”, African Journal of Business Management Vol.4 (6), pp. 1040-
1047, June, 2010
2. Akhter W., Abbasi A., Ali I. and Afzal H., (2011), “Factors affecting
customer loyalty in Pakistan”, African Journal of Business Management
Vol. 5(4), pp. 1167-1174, 18 February, 2011
3. Annamalah S., Munusamy J., Chelliah S., Sulaiman M.and Pandian S.
(2011), “Service Quality Transformation and its Impact on Customer
Satisfaction and Loyalty in Malaysian Retail Banking Sector”, World
Applied Sciences Journal 15 (10): 1361-1368, 2011
4. Akbar M. M. and Parvez N., (2009), “Impact of service quality, trust, and
customer satisfaction on customers loyalty”, ABAC Journal Vol. 29, No. 1
(January-April 2009, pp.24-38)
5. Bakhtiar S. H. and Muhammad B., (2012), “The Impact of Service
Quality, Customer Satisfaction and Loyalty Programs on Customer’s
Loyalty: Evidence from Banking Sector of Pakistan”, International
Journal of Business and Social Science Vol. 3 No. 16 [Special Issue –
August 2012]
6. Bell C. R., (2000), “Customer Love: Attracting And Keeping Customers
for Life”, Executive Excellence 2000, Utah. USA
7. Buttle F., (2009)‚ “Customer Relationship Management”, Burlington,
Elsevier
8. Dhandabani S., (2010), “Linkage between service quality and customers
loyalty in commercial banks”, International Journal of Management &
Strategy July-Dec. 2010 Vol.1,No.1
9. Fragata A., Gallego P. M., (May 2009), “Loyalty by Corporate Banking
Customers”, Departamento de Administración y Economía de la Empresa Campus
“Miguel de Unamuno”, Spain
10. Gan C., Clemes M., Wei J. and Kao B., ( 2011), “An empirical analysis
of New Zealand bank customers’ satisfaction”, Banks and Bank Systems,
Volume 6, Issue 3, 2011
11. Ghahfarokhi and Zakaria, (2009)‚”The impact of CRM on customer
retention in Malaysia”, International Conference on Electrical
Engineering and Informatics, Selangor, p. 309–313
12. Ghazizadeh. H., Besheli A. and Talebi V., (2010), “Assessing of Bank
Customers Retention and Loyalty: A Case Study of State-owned Banks in
Tehran”, European Journal of Social Sciences – Volume 17, Number 2
(2010)
13. Gray P. and Byun J., (2001), “Customer Relationship Management”,
p.10, I.T. in Business, Center for Research on Information Technology
and Organizations, Irvine
14. Hair, Jr. JF., Money, AH., Samouel, P. & Page, (2007)‚”Research
methods for Business”, John Wiley and Sons Ltd. Chichester, UK
15. Hassan M., Ahmed B., Ahmed S., Habib U., Riaz S., Maqbool N. and
Anwar A., (2012), “Measuring Customers Loyalty of Islamic Banking in
Bahawalpur Region”, International Journal of Learning & Development
ISSN 2164-4063 2012, Vol. 2, No. 2
16. Hinson R., Mohammed A. and Mensah R., (2006), “Determinants of
Ghanaian bank service quality in a universal banking dispensation”,
Banks and Bank Systems / Volume 1, Issue 2, 2006
17. Iymperopoulou C., Chaniotakis I. E. and Soureli M., (2006) "The
importance of service quality in bank selection for mortgage loans",
Managing Service Quality, Vol. 16 Iss: 4, pp.365 – 379)
18. Keramati, A., Mehrabi, H., and Mousakhani M., (2008), “The role of
human, organization and technology in building competitive advantage
 with CRM: The case of Iranian Internet service industry”, International
Conference on Industrial Informatics, Daejeon, Korea (pp. 1279−1284)
19. Kheng L. L., Mahamad O., T. Ramayah, and Mosahab R., (2010), “The
Impact of Service Quality on Customer Loyalty: A Study of Banks in
Penang, Malaysia”, International Journal of Marketing Studies Vol. 2, No.
2; November 2010
20. Kim H. D., Vetter D., and Lee J., (2006), “The Influence of Service
Quality Factors on Customer Satisfaction and Repurchase Intention in
the Korean Professional Basketball League”, International Journal of
Applied Sports Sciences, 2006, Vol. 18, No. 1, 39-58.
21. Kincaid, J., (2003) ‚”Customer relationship management:
getting it right!” Prentice Hall, New Jersey. USA
22. Knell M. and Stix H., (October 2009), “Trust in Banks? Evidence from
normal times and from times of crises”, publication of Oesterreichische
National bank, Wien. Austria
23. Koçoğlu D. and Kirmaci S., (2012)‚”Customer relationship
management and customer loyalty; a survey in the sector of banking”
International Journal of Business and Social Science Vol. 3 No. 3;
February 2012
24. Malfa K. L., (2007), “The Top 9 Ways to Increase Your Customer
Loyalty”, pp.1-6, Alliance White Paper
25. Mishra U. S., Sahoo K. K., Mishra S. and Patra S. K., (2010), “Service
Quality Assessment in Banking Industry of India: A Comparative Study
between Public and Private Sectors”, European Journal of Social
Sciences – Volume 16, Number 4 (2010) 653
26. Mohsan F., Nawaz M., Khan M., Shaukat Z. and Aslam N., (2011),
“Impact of Customer Satisfaction on Customer Loyalty and Intentions to
Switch: Evidence from Banking Sector of Pakistan”, International Journal
of Business and Social Science Vol. 2 No. 16; September 2011
27. Mohsin Z., Sana Z., Aasia A., Ahmed H., Imran and Mushtaq A.,
(2012), “Service quality, customer satisfaction and loyalty: an empirical
 analysis of banking sector in Pakistan”, Information Management and
Business Review Vol. 4, No. 3, pp. 159-167, April 2012
28. Monsef S., (2012), “Designing a Model for Explaining Customer
Loyalty towards Banking Services in Iran”, Journal of Basic and Applied
Scientific Research, 2(4)3535-3546, 2012

29. Moreno G. and Melendez P., (2011), “Analyzing the impact of

knowledge management on CRM success: The mediating effects of
organizational factors”, International Journal of Information
Management, Volume 31, issue 5 (October, 2011), p. 437-444
30. Mylonakis J., (2009), “Bank satisfaction factors and loyalty: a survey
of the Greek bank Customers”, Innovative Marketing, Volume 5, Issue 1,
2009
31. Ramkelawon B., (2010), “Customer Relationship Management as an
Integrated Approach in the Banking Sector : A Case Study of a local bank
in Mauritius”, International Research Symposium in Service
Management ISSN 1694-0938
32. Shahid M. N., Latif K., Sohail N. and Ashraf M. A., (2011), “Work
stress and employee performance in banking sector evidence from
district Faisalabad, Pakistan”, Asian Journal of Business and
Management Sciences ISSN: 2047-2528 Vol. 1 No. 7 [38-47]
33. Shinde P., Bhalerao K. and Dubey M., (2011), “ Customer Relationship
Management (CRM) in Banking: A Case Study of ICICI Bank”, Indian
Streams Research Journal Vol - I, ISSUE - XI
34. Siddiqi O. K., (2011), “Interrelations between Service Quality
Attributes, Customer Satisfaction and Customer Loyalty in the Retail
Banking Sector in Bangladesh”, International Journal of Business and
Management Vol. 6, No. 3; March 2011
35. Siddiqi O. K., (2011), “The Drivers of Customer Loyalty to Retail
Banks: An Empirical Study in Bangladesh”, Industrial Engineering
Letters Vol. 1, No.1, 2011
36. Szűts I. and Tóth Z., (2008 )‚”Customer Loyalty Problems in Retail
Banking”, May 30-31, pp.1-7, MEB 2008 – 6th International Conference
on Management, Enterprise and Benchmarking, Budapest, Hungary
37. Tariq and A. N. and Moussaoui N., (2009), “The Main Antecedent of
Customer Loyalty in Moroccan Banking Sector”, International Journal of
Business and Management Science, 2(2): 101-115, 2009 101
38. Titko J. and Lace N., (2010), “Customer satisfaction and loyalty in
Latvian retail banking”, Economics and Management: 2010. 15 , Latvia
39. Winer R. S., (2001), “A Framework for Customer Relationship
Management”, California management review Vol. 43. No. 4
40. Yazdanifard R., Danbala H., Yusoff W., and Nikrousha N., (2011),
“The Influence of Employee Attitudes and Company Brand on Customers
loyalty in global market”, 2011 International Conference on Computer
Communication and Management, Proc. of CSIT vol.5 (2011) © (2011)
IACSIT Press, Singapore