Conceptual model of customer satisfaction in a multichannel banking service context: A case of Vietnam

Dang Thi Thu Trang/ MICA 2018 Proceedings

International Conference on Marketing in the Connected Age (MICA-2018), October 6^th, 2018

Danang City, Vietnam

Conceptual Model of Customer Satisfaction in A Multi-

Channel Banking Service Context: A Case of Vietnam

Dang Thi Thu Trang^a*

^aFaculty of E-commerce, University of Economics – The University of Danang, Danang 59000, Vietnam

A B S T R A C T

Faced with the array of distribution channels available to them, customers have been increasingly adopting a

multi-channel behavior. The objective of this article is to identify the impact of different channels used by the

client on their overall satisfaction in a multi-channel service context. Semi-structured individual interviews

with 20 banking customers in Vietnam were conducted to collect the empirical data for this explorative study.

The results show that individual variables and nature of the operation are the main factors influencing

customer’s choice for banking services’ distribution channels. Moreover, we also find that service quality

perceived by customers among different channels have dissimilar effects on overall customer satisfaction. The

results also propose a conceptual model of multi-channel customer satisfaction in a Vietnamese banking

context. Therefore, this subject not only offers interesting perspectives in terms of development strategies of

multi-channel banking service in Vietnam but also provides suggestions for future researches.

Keywords: Multi-channel integration; service quality; customer satisfaction

1. Introduction

Today, apart from the physical distribution networks, the telephone platforms and the Internet are all channels

allowing the company and its customers to interact. Among these technological channels, the Internet has

become one of the most used distribution channels and a “decisive factor in the development of multi-channel

distribution strategies” (Vanheems R., 2009). Many service companies, thanks to the growth of information and

communication technologies, offer their customers several service delivery systems. Alongside the traditional

distribution channels of services described as “physical channels” (Sousa and Voss, 2006), technological service

delivery channels have emerged. Among these channels, we can mention that Internet, telephone or automata,

which act as an interface between service companies and its customers, have become alternatives to traditional

modes of service delivery such as face to face. In addition to greater productivity, service companies seeks to get

closer to customers while being at a distance (Dabholkar, 1996). And among service companies that have opened

up to multi-channel, we can mention banks, an emblematic sector of multi-channel distribution. With these

different distribution channels, they can better meet the expectations of customers who are becoming more and

more demanding. They want to receive the desired service when they want, where they want, and in their

preferred channel. Today this is possible: the service is delivered 24/24 and 7/7, in multiple and varied locations.

The multi-channel strategy has thus become a necessity (Neslin et al., 2006) for service companies, because

beyond the transactional dimension, it introduces a relational dimension that strengthens the relationship between

* Corresponding author. E-mail address: [email protected]

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the service company and its customers. In a competitive environment, where the customer has become more and

more volatile, working for greater customer satisfaction and thus better loyalty becomes a key issue for service

companies. In this way, the latter seeks to deliver the service to the customer via efficient service delivery

systems that meet the customer’s expectations. It is therefore crucial for multi-channel service providers to gain a

better understanding of how customers evaluate different service delivery systems.

This leads us to focus on the problem of global service quality and global customer satisfaction of their

service experience in a multi-channel environment. The different channels of service delivery have attracted the

interest of many researchers who have been particularly interested in customers’ perception of service quality

and their satisfaction in the different channels taken in isolation. Few studies, with the exception of recent work

(Hummel, Schacht, and Maedche, 2017; Bapat, 2017; Patrício, Fisk, and Falcão e Cunha, 2003; Montoya-Weiss,

Voss, and Grewal, 2003; Sousa and Voss, 2006), have had a global vision of customer evaluation taking into

account the set of channels. In a context of multi-channel service distribution where the customer goes through

the various channels made available by the company to obtain a service, customers’ perception of service quality

may depend on all the channels used (Payne and Frow, 2004). It therefore seems important to take into

consideration the global service quality perceived by customers and their global satisfaction, the multi-channel

behavior of the latter, trying to see: how does the use of several channels influences his behavior and his global

evaluation? Very little research in Vietnam has been done so far on overall customer satisfaction in multi-

banking which involves different types of interaction: face to face, ATM, online, mobile, apart from branch

banking. Especially, in Vietnam, although in early 2018, the omni-channel model has been implemented by

banks and multi-channel concept is not too strange to both Vietnamese banks and customers, overall customer

satisfaction is still an important issue to banks.

The purpose of this article is to evaluate the impact of the various channels used by customers on perceived

global service quality and on its global satisfaction in a multi-channel service experience. In other words, we

focus on understanding multi-channel customer behavior in terms of overall satisfaction. Its objective is to

identify quality factors influencing the satisfaction of multi-channel customer. This brings us to a certain number

of questions:

In a multichannel service distribution context:

- What is the evaluation of the multi-channel customer satisfaction?

- What are the quality factors that most influence the overall customer satisfaction?

- What is the customer’s overall satisfaction based on?

- How does each channel contribute to the overall customer satisfaction?

To answer these questions, we will first examine the conceptual framework underlying this research. An

exploratory study of the banking sector in Vietnam will then be presented and the results of this research will be

discussed. From a managerial point of view, this research aims to arrive at a better understanding of the

customers’ multi-channel behavior in terms of overall satisfaction.

2. Literature review

2.1. Concept of service experience

Customer experience is the cognitive and affective outcome of the customer’s exposure to, or interaction

with, a company’s people, processes, technologies, products, services and other outputs (Buttle, 2015). This

author suggested that differences between competitors’ products and service performance evaporate quickly and

that customers end up making choices based on the totality of their experiences of searching, acquiring and using

an offering. Today’s consumers and businesses have become more sophisticated about shopping for their needs

across multiple channels, but what it really means is that customers will come at companies in various ways, in

ways that suit those customers, and companies must be ready to present a logical, coherent response to each

customer - not just messages sent through media channels - and to remember what is learned through each

interaction and apply that learning to all channels (Don Peppers and Martha, 2017). The service experience in a

multichannel distribution context, the analysis unit of this study is a “concept close to the service encounter”

(Bitner & al., 1990; Bartikowski B., 1999). Several definitions of the service encounter have been given in the

service marketing literature. According to (Bitner M. J. et Hubbert A. R., 1994), the service meeting is a

“moment of truth” involving at least two people: the client and the firm. For a long time, most traditional service

marketing research has studied service encounter as a dyadic interaction between a service provider and a client.

One reason for this is that human interaction is at the heart of many service encounters. Much emphasis is placed

on the leading role played by the staff in contact (Parasuraman A., Zeithaml V. A., Berry L. L., 1988) in the

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creation of the service but also in the customer satisfaction of the service meeting and in the improvement of

service quality (Bitner M. J. et Hubbert A. R., 1994).

Broader definitions of the service encounter are also proposed which do not limit the latter to a “human

interaction”. The service encounter is also seen as: “a period of time during which a consumer interacts directly

with a service”, “a moment of truth in which customer develops indelible impressions via the firm” (Bitner M. J.

et Hubbert A. R., 1994). The irruption of technology into the service meeting has changed the traditional

conception of service: the service can be delivered without interaction with staff in contact.

The introduction of information and communication technologies into services will cause major changes,

especially in the delivery of services. It offers service companies the ability to produce and distribute the service

in a variety of ways. With the advent of the multi-channel, the service company now has a variety of distribution

channels available to the customer: agencies or physical points of contact, telephone platforms, automata,

Internet, etc. These different channels can be grouped along a continuum from the most physical to the most

virtual (Payne and Frow, 2004; Sousa and Voss, 2006). Thus depending on the virtual or physical nature of the

channels, the process of issuing the service will not be the same. On the one hand, we can distinguish the

traditional physical channels which are: “all the means of communication with the customer using physical

infrastructures (including physical facilities in a context of face-to-face service and logistics infrastructures in a

logistics service context) (Sousa and Voss, 2006). And on the other hand, the virtual or technological channels

like the Internet, the automata or the interactive telephone which are: the whole of the means of communication

using advanced technologies of the information and the communication, the multimedia technologies”.

Providing the client with these two types of channel leads to a multi-channel behavior that causes the client to

switch from one to the other depending on the stage of the decision process (Filser M., 2001). Through these

different channels, the customer is therefore required to interact with the service company to receive the service

and to evaluate the service experience in these different channels.

In summary, service experience is defined as a “slice of life” (P. Eiglier and é. Langeard, 1987), “a set of

interactions between a client and a service company to achieve a specific outcome” (Llosa S., 1997). It can thus

contain several service meetings (Bartikowski B., 1999). These definitions convey the concept of service

experience in a multichannel distribution context that includes all the interactions between the service company

and its customers across the different service delivery channels.

2.2. Service quality and satisfaction in a multi-channel environment

Perceived service quality and satisfaction are two concepts that have attracted the interest of many works in

marketing services. The literature proposes several definitions of these two concepts. Being at the heart of the

customer’s evaluation of the service experience, these two concepts have been the subject of much controversy

as to how to define them, to measure them and to their causal link.

Service quality has been described in the literature as a “customer’s overall impression of the relative

inferiority/superiority of the organization and its services” (Bitner M. J. et Hubbert A. R., 1994). It is defined by

(Parasuraman A., Zeithaml V. A., Berry L. L., 1988) as the result of a “difference between expectations and

perceptions”. It represents both a state and a process (Bitner & al., 1990; Wolfinbarger and Gilly, 2003). The

service quality is often measured in the literature by customers’ perception of this quality (Parasuraman A.,

Zeithaml V. A., Berry L. L., 1988). It is defined as “global judgment relating to the superiority of the service or

product”.

The concept close to the service quality, customer satisfaction is also characterized by a heterogeneity of

definitions. One of the most common definitions of satisfaction is that of a “psychological state” resulting from a

dual cognitive and affective process (Y. Evrard, Pras, and Roux, 1993; Vanhamme J., 2002) and in contrast to

service quality, requires a consumption experience (Llosa S., 1997; Vanhamme J., 2002). These aforementioned

characteristics of the satisfaction that are its cognitive, emotional and evaluative orientation make it often

confused with attitude (Y. Evrard, Pras, and Roux, 1993). The latter differs from satisfaction in that it “does not

necessarily require consumption experience”, it is “sustainable”, can rely on “beliefs” (Vanhamme J., 2002), and

has a “stable character” expressing an overall judgment contrary to the satisfaction that is a “situational

construct” (Bartikowski B., 1999). Customer satisfaction has been defined and measured in many ways. In this

paper, we also define customer satisfaction as follows “Customer satisfaction is the customer’s fulfilment

response to a customer experience, or some part thereof” (Francis, 2015).

In a multi-channel environment, (Montoya-Weiss, Voss, and Grewal, 2003; Sousa and Voss, 2006) show that

the customer experience is formed through all the moments of contact. The multi-channel customer, using at

least two channels in his relationship with the company, can base on his perception of the service quality and his

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satisfaction, not on one, but on all the channels used (Sousa and Voss, 2006; van Birgelen, de Jong, and de

Ruyter, 2006).

(Krishnan et al., 1999) conclude that the service quality delivered by the different banking channels is

decisive for the overall customer satisfaction. The works of (Montoya-Weiss, Voss, and Grewal, 2003) go in the

same direction by showing that in a multichannel distribution context, the perceptions of the service quality in

each of the channels used by the customer have a positive effect on the with the financial service provider.

However, neither of these two studies measures the interaction between the different channels.

Among the elements to be taken into account in the customer experience in a multi-channel context, (Sousa

and Voss, 2006) emphasize the integration of channels. From a customer perspective, channel integration aims to

live a seamless, smooth experience across all the channels used. With channel integration, the customer moves

easily from one channel to another and has seamless experience across the different channels. This uniform and

continuous multi-channel experience is likely to result in a higher level of customer satisfaction (Bert

Rosenbloom, 2007; Sousa and Voss, 2006) favoring a long-term relationship (Patrício, Fisk, and Falcão e Cunha,

2003) based on trust. The importance of channel integration for the customer has led authors such as (Sousa and

Voss, 2006) to introduce into their conceptualization of service quality and multi-channel satisfaction, the

concept of integration quality that refers to “the ability to provide a consistent customer experience across the

channels”. We consider it relevant to include the concept of multi-channel integration quality in the elements

influencing overall customer satisfaction in a multichannel distribution context. When the customer interacts

with two or more channels, the evaluation of his overall experience takes into account both the quality of the

experience lived through the different channels used and the way in which these channels interact and are

integrated (Bert Rosenbloom, 2007; Sousa and Voss, 2006). Thus, the customers’ perception of the good

integration across all the channels is likely to have a positive influence on the overall customer satisfaction.

From a transactional perspective, customer satisfaction is “an evaluative judgment after immediate purchase

or an effective response to the most recent transactional experience with a firm” (Ellen Garbarino and Mark S. J,

1999). Transactional quality is “customers’ current perception of a good or service”.

From a global or relational perspective, customer satisfaction corresponds to an global judgment resulting

from an accumulation of experiences over time (Ellen Garbarino and Mark S. J, 1999; Montoya-Weiss, Voss,

and Grewal, 2003), “summing up the satisfactions via the specific products or services of the organization “

(Montoya-Weiss, Voss, and Grewal, 2003). It is a “continuous overall assessment of the ability of the company

or brand to deliver the benefits sought by the customer”.

Global or relational service quality, on the other hand, is “the overall customer impression of the

superiority/inferiority of the company and its services” (Ngobo 1997). In our research, we focus on the

customer’s evaluation of his overall experience lived through all the channels used. We therefore retain a

relational or global perspective of service quality and satisfaction. We thus consider the overall customer

satisfaction in a multi-channel context as being the result of cumulative experiences (Jamal A. et Naser K., 2002)

across all the channels used (Zeilhaml, Parasuraman A., and Molhotra, 2002).

2.3. Customers’ evaluation of service experience

 Customer evaluation in a physical environment

The perceived service quality in the physical environment is based primarily on the face-to-face interaction

with the customer and the staff in contact. Many conceptualizations of traditional service quality have been

proposed in the literature attempting to capture the key dimensions of face-to-face service quality. Among

proposed models, we have the SERVQUAL model of Parasuraman et al. (1988) as one of the “origins of service

quality theories” (Brady M.K. and Cronin J. J., 2001).

In this model, five dimensions of the service quality with 22 items emerge from this model: tangibility,

reliability, empathy, assurance and interactivity. SERVQUAL was developed by its authors based on five service

industries: repair and maintenance, retail banking, brokerage and credit card companies. The results of this study

show that the efficiency defined as “the ability to perform the service promised in a safe and relevant way”

(Parasuraman A., Zeithaml V. A., Berry L. L., 1988) is one of the most important dimensions of this model.

The SERVQUAL model will serve as a starting point for a large number of other service quality work.

One of the main criticisms of this model by many authors is that it is too general (Cronin J. J. et Taylor S. A.,

1992; Llosa S., 1997; Meuter M.L et al., 2000) and more applicable to a face-to-face relationship with staff in

contact (Patrício, Fisk, and Falcão e Cunha, 2003; Sousa and Voss, 2006). Many researchers have adapted the

model to the study area (Carman J.M., 1990; Dabholkar, 1996).

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All the work relating to the traditional service quality in face-to-face is thus based mainly on the SERVQUAL

model and show that the service quality is a multi-dimensional construct whose number of dimensions and their

composition depend on the sector studied (Jamal A. et Naser K., 2002). Subsequently, perceived physical service

quality is measured by the perception of the quality of the relationship with the staff in contact.

The emergence of self-service technologies such as Internet, automata and the opportunities they offer to

improve customer expectations will lead to a series of studies on the decisions to use its technologies and their

evaluation by the client. Works show the inability of traditional models of quality (the SERVQUAL model) to

capture all facets of information technology-based services. Today, there are many service companies that offer

their services in part or totally via information technology that a plethora of researchers will be interested in

customers’ evaluation of these technologies.

 Customer evaluation of self-service technologies

Virtual channels such as Internet, automates or the interactive telephone are means of communication or

service delivery using advanced information and communication technologies, multi-media technologies (Sousa

and Voss, 2006). With these technologies, the service is delivered without the intervention of the staff in contact.

Many authors (Meuter M.L et al., 2000; Bitner M. J. et Hubbert A. R., 1994; Iglesias V., 2004) focused on the

sources of satisfaction and dissatisfaction via self-service in the service encounters. For (Meuter M. L et al.,

2000), utility, ease of use, availability, convenience play an important role in customer satisfaction. According to

these authors, the unsatisfactory effects of the service encounters via self-service technologies can lead to user

complaints about the provider, non-recommendation and non-use of this technology. (Snellman K. and Vihtkari

T., 2003) identify sources of consumer dissatisfaction with self-service technologies: technology mainly, then

processes. These factors can have an impact on the user’s assessment of these technologies and on his behavior.

(Dabholkar, 1996) investigating the decision-making models that clients could use to select and evaluate self-

service technologies offers two alternative models of service quality for self-service technologies based on:

- A cognitive process with five attributes (speed, reliability, ease of use, enjoyment, control).

- An affective process based on attitude towards technological products and the need for interaction.

Therefore (Iglesias V., 2004) said that the customers’ evaluation of service encounters via self-service

technologies depends on both cognitive and affective factors. According to (Walker R.H. and Johnson L.W.,

2006), the desire to use self-service technology is based on:

- Beliefs: A person’s ability to engage in this type of service delivery system, perceived risk, and relative

benefits associated with the use of this system compared to other service delivery systems.

- Attitudes: preferences for staff in contact.

And if the first works that have studied the quality of electronic service have focused more on the interface

with the site, other series of works (Wolfinbarger and Gilly, 2003; Parasuraman A., Zeithaml V. A., 2005)

follow taking into account the entire online customer experience.

Despite the lack of consensus on the dimensions to be taken into account, a review of the literature highlights

some of the components of electronic service quality that come up frequently: “Efficiency” (Parasuraman A.,

Zeithaml V. A., 2005), “Security” (Wolfinbarger and Gilly, 2003; Parasuraman A., Zeithaml V. A., 2005), “Site

design” (Montoya-Weiss, Voss, and Grewal, 2003; Wolfinbarger and Gilly, 2003), “Ease of use” (Dabholkar

1996; Collier, 2006), “Quality of information” (Collier, 2006).

Also the dimension “efficiency” which is “the ability of the consumer to access the website, to find the

desired product and/or information with a minimum of effort” is, as in the physical environment, one of the

dimensions the most important of this channel (Zeilhaml, Parasuraman A., and Molhotra, 2002)

A review of the literature on service quality based on self-service technologies shows that most work is

focused on the Internet. On the one hand, it suggests the need to take into account other equally used

technologies such as automata, telephone and, on the other hand, more research should be done on the impact of

all the technologies made available customer’s overall assessment.

 Customer evaluation in a multichannel distribution context

The different models from the studies on traditional physical service quality on one side and the virtual

service quality on the other show differences in the factors influencing the customer’s evaluation in different

channels (Wolfinbarger and Gilly, 2003). (Hummel, Schacht, and Maedche, 2017) showed that complex services

with a high value are rather purchased in a branch than the online channel, thereby demographics and behavior-

related constructs are important control variables. With virtual channels, on the one hand, new dimensions

appear specifically related to technology (Sousa and Voss, 2006; Wolfinbarger and Gilly, 2003) as: ease of use,

design of the site. On the other hand, information plays a key role in the evaluation of service quality and

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satisfaction in the virtual environment, a dimension not found directly in traditional service quality measures.

Virtual channels have specificities that physical channels do not have (Collier, 2006) and vice-versa. As a result,

customers in a multi-channel context can alternatively use both types of channels depending on the advantages

and disadvantages of each channel (Patrício, Fisk, and Falcão e Cunha, 2003). According to (Payne and Frow,

2004), when a client interacts with multiple channels, which is increasingly the case, the customer experience

must be considered cumulatively across all channels of interaction. Similarly, studies by both researchers and

practitioners in both the financial services sector and the retail sector demonstrate that the client using multiple

channels (in his decision-making process) spends more and is much more cost effective than the single-channel

client (Dholakia, Zhao, and Dholakia, 2005; Kumar and Rajkumar Venkatesan, 2005). Focusing on the factors

influencing the overall customer satisfaction, (Krishnan et al., 1999) conducted a survey of 1,280 clients at a US

retail bank. The study showed four factors that lead to the overall customer satisfaction: the quality of the types

of products offered, the financial reports and the establishment of the accounts, the service quality delivered via

the automata and that delivered in the traditional channel (in an agency). It appears in this study that the service

quality delivered in the various banking service delivery channels appears decisive for the client. This is

confirmed by the work of (Montoya-Weiss, Voss, and Grewal, 2003) which show that in a relational context of

multi-channel service delivery, perceptions of online and agency service quality have a positive effect on the

overall satisfaction with the financial service provider.

Therefore, it is necessary for the conceptualization of satisfaction and service quality in a multi-channel

environment to take into account the customer experience in all the channels used (Montoya-Weiss, Voss, and

Grewal, 2003; Sousa and Voss, 2006) and “how the elements of the service experience contribute to the overall

satisfaction” (Llosa S., 1997). This work has empirically shown the variable weight contribution of the various

elements of a service experience (in the banking sector: underwriting a car loan) to the customer satisfaction.

The author, based on a factorial analysis of correspondences, identified “elements having a weight fluctuating on

the overall satisfaction” which depends on the perceived performance by the client on the one hand and on the

other hand elements “contributing in a stable to the customer’s satisfaction, regardless of its rating”.

In our study, it is therefore important to understand in a multichannel distribution context, where the customer

uses different channels, on which the global evaluation of the customer is based. This brings us to question the

field through an exploratory study conducted with a number of customers (individuals) of retail banks in

Vietnam.

3. Exploratory study

Data collection:

A qualitative approach through individual semi-structured interviews was chosen to explore satisfaction in a

multi-channel banking service delivery context. The total number of participants was 20 banking customers with

an average duration of 30-45 minutes. The study was carried out between April 10 and June 10, 2018 in Danang.

We opted for the choice of a reasoned choice sample: we mainly targeted people using at least two banking

service delivery channels. The objectitive is to enable us to have a better understanding of the customer in terms

of evaluation and attitude in a multi-channel environment. These interviews were completed by two others

conducted with two bank experts responsible for multi channel distribution.

All interviews were written to meet the research objectives. They cover the following topics: How do

customers choose between the different service delivery options available to them from banks?; How do they

evaluate different service delivery systems in a multi-channel context?; How do the different channels used

contribute to the overall customer satisfaction via banks?

Data analysis

All recorded interviews were transcribed for thematic content analysis by breaking down the text by theme

and frequency of occurrence (Evrard, Pras, and Roux, 2003). We constructed an encoding grid, which organized

around the themes to be studied. We counted the frequency of appearance of the extracts having a similar

meaning for each theme. We will present the main results analysis.

4. Results analysis and discussion

4.1. The profile of the respondents

A total of 20 clients were interviewed including 11 men and 9 women aged 20 to over: students (4), young

workers (3), officers and employees (9), and middle-aged people (4) with an average age of 29 years. 34% of the

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respondents report an average income between 5.000.000 dong and 10.000.000 dong per month. In general, this

exploratory study provides an overview of the profile of our respondents and the different banking channels

used.

First, the main service delivery systems, the most used, have been targeted: Internet, telephone. Second, two

channels are used by “everyone”: face to face and automata (ATM/POS machine). They are frequented by a

large majority even if the pace of attendance is not the same: most customers go to an agency (branch banking)

at least once a year and the automata (ATM/POS) are regularly used by customers. The phone is used

occasionally. As for the Internet, it is the most popular channel in terms of rhythm at least once a week by a

young client (29 years on average), as one bank expert pointed out: “The new channels, Internet and telephone,

have considerably increased the contacts between customers and banks”. The exploratory study allows us to see

that out of the 20 people interviewed, 14 use Internet banking. This suggests that today Internet banking begins

to be well inked in manners. The banking services delivered via Internet channel are seen in the eyes of the

customer as being undeniably a revolution. 20% of respondents said that “It facilitates the autonomy of client, it

gives me more resources, more opportunities to manage my account without having to go through bank

employee”, “There are big advantages over the situation. Especially because we have direct and instant access

over Internet. We have more the impression of being able to follow oneself”. This is particularly important in the

banking services where have the characteristic of being produced at the same moment in which the customer

consumes them.

4.2. Factors influencing the choice of different channels

Different factors that influence the choice different channels are analyzed as below.

- The type of service or the nature of the operation

Each channel has a particular dominance and attributes that make it better placed to perform this or that

operation. For “elaborate”, “simple operations”, “specific”, “important topic”, “rare”, “complicated”,

“exceptional” operations, most customers prefer the branch over other channels. In contrast, for “simple”,

“standard”, “classic” operations, remote channels are no longer used. The Internet is favored for its informational

side and for simple current operations. Table 1 displays the types of operations and service delivery system used.

The results also show that 75% of respondents said that “For services with a high complexity, customers prefer

the branch, while for services with a low complexity, they prefer the online channel”. Further, 53% of

respondents said that “For services with a high value, customers prefer the branch, while for services with a low

value, they prefer the online channel”.

Service delivery systems

Types of operations

Face to face

in agence

Internet

Automata

(ATM)

Telephone

Common or simple operations

- Consultation

- Transfer

X

- Withdrawal

- Monitoring of operations

- Collection of Information

X

Non-routine

operations

- Loan

- Amendment of contract

- Opening-closing account

- Savings account

- Operations with high value

- Advice

- Etc.

or

complex

X

Table 1. Types of operations and service delivery system used

These results confirm the work done by (Bendana, 2006). According to the author, face-to-face is the most

appropriate medium for dealing with “ambiguous” situations, which are rather complex. The arrival of

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technological channels such as the Internet in the banking sector is reflected in “a change in the roles of

traditional channels”, such as agencies that are more used for high value-added activities. In accordance with the

work done by (Hummel, Schacht, and Maedche, 2017; Walker R.H. and Johnson L.W., 2006), the level of

“complexity” and “security” associated with the operation performed will determine the choice of channel in this

study, and impact on perceived service quality in each of the different channels. For instance, complexity leads

to a different channel choice between branch and the online channel. However, “value” associated with the

operation performed was added as a distinctive feature of this study compared with previous studies. Here,

service value describes the monetary value of a service purchased. Service complexity is a well-known construct

to characterize a service. The construct is adapted from product complexity and is defined as “the extent to

which the consumer perceives a service to be difficult to understand or use”.

- Individual variables

According to studies conducted by a number of researchers (Daholkar, 1996), situational, demographic and

personal factors influence customers’choice and evaluation of different channels. Among these factors, the “need

for interaction with staff” defined by (Dabholkar, 1996) as “the importance of human interaction in the service

encounter for customers” is a factor that has an impact on the use and evaluation of different service delivery

systems. Some customers (70%) consider human interaction as essential in the service encounter: “Going to an

agency allows me to talk a little with the advisor and also benefit from his advice at the same time”, “On the

Internet, it’s not easy to understand some things, I prefer to have someone in front of me”.

Clients with a strong need for interaction with staff in contact will be more likely to turn to physical channels

and avoid self-service technologies as much as possible (Dabholkar and Bagozzi, 2002). Consequently, some

customers continue to go to the agency regardless of the nature of the operation, because “the value created by

the Internet/automata does not compensate the value lost by the contact with the employee”. According to the

work done by (Hervé Bregeard, 2000), related to the factors influencing the choice of different channels, one of

the motivating factors for some people to use the physical channel is social. This is confirmed by our interviews.

Sociodemographic variables: Age, income and occupation are three individual variables influencing the

choice of channels. Thus, seniors in a multi-channel context will opt more for the mix or combination of

channels: agency-phone primarily for the interactive side.

On the other hand, for the profession, customers with limited time available because of their profession, will

opt more for the channel mix: Internet-phone.

Previous work by (Hervé Bregeard, 2000; Burke, 2002) confirms this by showing that a number of

demographic variables have a significant impact on client preferences, including age and occupation. On the

other hand, (Jamal A. et Naser K., 2002) go further in an empirical study conducted in the banking sector to

evaluate the history of customer satisfaction. Their study showed that demographic variables significantly

influenced customer satisfaction.

- Situational variables

It emerges from our interviews that the urgency of the moment, the temporal pressure or the situation of the

moment influences the choice of the different channels. 50% of respondents expressed the idea that the choice of

different channels depends on the situation or the urgency of the moment. Depending on where they are, the

urgency of the situation or the time constraints they have, they will favor one channel over another (Hervé

Bregeard, 2000; Patrício, Fisk, and Falcão e Cunha, 2003). 25% of respondents said that “If we are in the week

and I have time, I can go directly to the agence while in the weekend it’s closed”.

- Attributes of the channels

As we pointed out earlier, each channel has attributes that make it better placed to perform this or that

operation. Depending on the characteristics of each channel, customer will choose the one that best meets his

need. Thus, the different intrinsic dimensions of each channel will affect the choice of different channels

(Patricio et al., 2003). The surveyed experts cite, in accordance with the clients’ point of view, three main

benefits associated with the Internet:

- A practical benefit: accessibility, immediacy, easier time

- A psychological benefit: customer relationship with his money more distended, better control and control,

autonomy.

- A fun benefit: more enjoyable.

However, the “risk” dimension related to the “security” aspect and the “fear of being mistaken” aspect in the

use of technology in carrying out an operation is one of the most cited disadvantages for this channel. As a

result, some customers prefer the branch over other channels for certain operations. On the other hand, they also

prefer the branch over other channels for the “friendliness”, “interactivity” and “expertise” of the staff in contact.

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The “lack of convenience” (need to move) and the “waste of time” (due to queues) at the counter make this

channel less and less used.

The telephone channel (with an online advisor) is mainly used for its “speed of use” and its “interactive” side.

Apart from the specific characteristics of each channel, the choice of the different channels can be influenced by

the cost aspect of service delivery (Jo Black et al., 2002). And customers tend to favor the Internet which costs

them nothing in terms of money and is less procedural than the telephone channel.

Table 2 summarizes customers’ assessment of main banking distribution channels. We find the main

dimensions mentioned in the literature on the “face to face” service quality (Parasuraman A., Zeithaml V. A.,

Berry L. L., 1988) and on the “virtual” service quality.

Advantages

Disadvantages

Channels

% of

customers

68%

% of

customers

60%

Easy access and use

Speed

Security risk

Restricted services

Impersonal

50%

48%

40%

30%

80%

54%

60%

38%

10%

22%

20%

Internet

banking

Autonomy

Information capacity

User-friendly (design)

Interactivity

Competence/expertise

Usability

Lack of interactivity

Lack of convenience

Waste of time

40%

Face to face

in an

Advice

Reassuring

agency

20%

Listening

18%

Speed

Autonomy

Interactivity

35%

16%

30%

Too expensive

Unavailability

Procedural (voice server)

Restricted services

A manipulation error

Limit withdrawals

38%

18%

20%

10%

30%

20%

Phone

Easy access and use

Information capacity

80%

45%

Automata:

ATM/POS

Limit number of ATMs in rural

and remote areas.

User-friendly (design)

Autonomy

43%

45%

35%

Table 2. Evaluation of different banking channels by customers

4.3. Overall customer satisfaction

Overall, in a context of multi-channel distribution of banking services, customer adopts multi-channel

behavior. As a result, our interviews show that each channel contributes in its own way to overall customer

satisfaction. With the different channels, the latter finds several ways to satisfy himself. However, the impact of

the different channels used on the overall customer satisfaction will not be the same.

For some of those interviewed, we find that the Internet is the most used banking channel, the agency is less.

But paradoxically it is the agency contacts that are the most important in their overall assessment.

Customers judge that human interaction is essential to an agency, especially in the case of “worries” or

“complex operations”, or “high service value”. Some respondents said that “For the telephone, Internet, I do not

say that it should be neglected but the quality of the staff, agency advisers is more important”, “It’s still the

contact that I have at my agency that is the most determining ...the advisor is able to solve all my problems and

that’s the most important”, “What plays the most is the agency relationship. The Internet channel, it’s only a

machine ”.

The dimensions of agency service quality most cited by this segment are the quality of the staff in contact

(competence) and the quality of the “interactivity” which some respondents refer to as “the way we are

welcomed” , to “the way we answer our questions”.

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And this segment is more demanding vis-à-vis the physical channel than technological channels. For another

part of the interviewees, each channel plays “its partition”. Their level of overall satisfaction will depend on all

the channels. Some respondents said that “Overall, I am satisfied with my bank, the site is well done and the

agency is available and competent”, “To carry out operations, the bank gives me the freedom of choice of

channels”.

In total, it follows from this exploratory study that there may be:

- A direct effect of evaluation of each channel on overall customer satisfaction. In a multi-channel service

context, each service delivery option contributes to the overall customer satisfaction (Patrício, Fisk, and Falcão e

Cunha, 2003). Depending on the attributes of each channel, customers will turn to the one that will help them

better meet their current needs.

- An “interactive” or combined effect of channel evaluation on the service quality and overall satisfaction.

Some respondents said that “Overall, I would not say that there is such and such a thing, it is a whole”, “The

bank has informed me different functions of the channels (Internet, telephone, automata, branch , etc.)”, “The

information I receive (about a banking service) is the same regardless of the channel: phone, branch, automated

teller machines – ATMs, POS, Internet, etc.”, “When I perform an operation by a channel (Branch, automata,

Internet, phone, ...), I am sure to find trace by the other channels”.

A perception of high quality of service across all channels will lead to higher overall customer satisfaction.

Each of the service delivery options has its own characteristics and attributes that contribute to increased

customer value and thus overall customer satisfaction (Montoya-Weiss, Voss, and Grewal, 2003; Patrício, Fisk,

and Falcão e Cunha, 2003). Moreover, in the eyes of the customer, the different channels are inseparable. In

particular the Internet/branch and telephone/ automata (ATM/POS)/branch channels are used in a

complementary way. As the work done by (Patrício, Fisk, and Falcão e Cunha, 2003), the benefits found in one

channel outweigh the disadvantages of the other.

An indirect effect of the perceived service quality in each of the channels of distribution of banking services

used on overall customer satisfaction.

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4.4. Proposal of a conceptual model of multi-channel customer satisfaction

Individual variables

Sociodemographic

variables

Perceived service

quality in agency

Situational

variables

Overall

satisfaction

Need for

interaction

Perceived service

quality on the

Internet

Complexity

Security

Perceived service

quality by

Overall

service

quality

telephone

Perceived service

quality via

automata (ATM...)

Value

Nature of operations

Fig.1: Conceptual model of multi-channel customer satisfaction in a Vietnamese banking context

Based the below considerations, we propose a following model of multi-channel customer satisfaction in a

Vietnamese banking context (Fig.1).

In this model, individual variables (sociodemographic variables, situational variables, interaction need) and

nature of the operation (complexity, security and service value) are the main variables influencing customer’s

perception of service quality in a multi-channel environment (face to face in agence, Internet, Automata,

Telephone). Moreover, service quality perceived by customers among different channels have effects on overall

service quality perceived by themselves and on overall customer satisfaction. The choice of variables in this

model is mainly based on the previous studies of (Bendana, 2006; Hervé Bregeard, 2000; Burke, 2002; Patricio

et al., 2003; Jo Black et al., 2002; Montoya-Weiss, Voss and Grewal, 2003). However, the results of our

explorative study find that “value” associated with the operation performed was added as a distinctive feature of

this study compared with previous studies.

We also summarize the variables and conceptual definition in the model of our study (see Table 3).

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Variable

Conceptual definition

Customer satisfaction is the customer’s fulfilment response to a customer

experience, or some part thereof” (Buttle, 2015).

Overall satisfaction

A psychological state resulting from a dual cognitive and affective process (Y.

Evrard, Pras, and Roux, 1993; Vanhamme J., 2002) and in contrast to service

quality, requires a consumption experience (Llosa S., 1997; Vanhamme J., 2002).

The multi-channel customer, using at least two channels in his relationship with the

company, can base on his perception of the service quality and his satisfaction, not

on one, but on all the channels used (Montoya-Weiss, Voss, and Grewal, 2003;

Patrício, Fisk, and Falcão e Cunha, 2003).

Overall customer satisfaction in a multi-channel context as being the result of

cumulative experiences (Jamal A. et Naser K., 2002) across all the channels used

(Zeilhaml, Parasuraman A., and Molhotra, 2002).

Customer’s overall impression of the relative inferiority/superiority of the

organization and its services” (Bitner M. J. et Hubbert A. R., 1994).

Overall service quality

The result of a “difference between expectations and perceptions”, “Global

judgment relating to the superiority of the service or product” (Parasuraman A.,

Zeithaml V. A., Berry L. L., 1988)

Complexity represents the degree to which an innovation is perceived to be

difficult to understand, learn or operate (Rogers, 1983).

Complexity

Security

Customer confidence in transaction security and privacy are linked to behavior

(Montoya et al., 2003)

Service value

(Hummel, Schacht, and Maedche, 2017) showed that complex services with a high

value are rather purchased in a branch than the online channel.

Service value describes the monetary value of a service purchased (Exploratoire

study).

The perceived service quality in agency is based primarily on the face-to-face

interaction with the customer and the staff in contact. Many conceptualizations of

traditional service quality have been proposed in the literature attempting to

capture the key dimensions of face-to-face service quality Parasuraman et al.

(1988)

Perceived service quality

in agency

Perceived service quality of self-service technologies such as Internet, automates or

the interactive telephone are means of communication or service delivery using

advanced information and communication technologies, multi-media technologies

(Sousa and Voss, 2006). With these technologies, the service is delivered without

the intervention of the staff in contact.

Perceived service quality

of self-service

technologies (the Internet,

telephone, automata)

Age, income and occupation are three individual variables influencing the choice

of channels (Exploratoire study).

Sociodemographic

variables

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Sociodemographic factors influence customers’choice and evaluation of different

channels (Daholkar, 1996).

Situational variables

The urgency of the moment, the temporal pressure or the situation of the moment

influences the choice of the different channels (Exploratoire study).

Depending on where they are, the urgency of the situation or the time constraints

they have, they will favor one channel over another (Hervé Bregeard, 2000;

Patrício, Fisk, and Falcão e Cunha, 2003)

Need for interaction

This refers to the need that some individuals feel for interacting with the service

employee in a service encounter (Dabholkar, 1992).

The need for human contact in a service encounter was very important to some

customers (Langeard et al., 1981; Bateson, 1985).

Table 3: Variables and conceptual definition of model in the study

5. Managerial implications

Analyzing the influence of each service delivery channel on overall customer satisfaction allows banks to

identify or target the key dimensions of each channel with the greatest impact on customer satisfaction. This will

allow them, on the one hand, to have a better design and management of the different channels according to the

client’s expectations, better allocation of resources (Johnston, 1997) and a better improvement of the multi-

channel organization’s system in order to better cover and saturate as quickly as possible the needs and desires of

customers. In this context, banks need to integrate and reconcile the different information sources for a holistic

overview of the customer, in order to be able to provide a consistent experience across channels. On the other

hand, banks will be able to better target their marketing actions for better customer satisfaction, guaranteeing

customer loyalty and better channel profitability. The various interviews confirmed bank’s need to ensure the

integration of their various channels. Indeed, our exploratory study shows that customers use the channels in a

complementary way. In particular, Internet channel and the branch become inseparable to the customer as one of

the respondents pointed out: “When we deposited savings at branches, the Internet allows us to see if it has been

taken into account”.

In a sector where the products offered and the prices charged are approximately the same from one bank to

another, these banks can only differentiate themselves from their competitors through good management of the

various distribution channels. This cannot be done without the integration and coordination of the different

channels as well as without a more customer-oriented management.

6. Conclusions and future research

This research enriches the existing literature and contributes a deeper understanding of overall consumer

satisfacton in a multi-channel banking service delivery with the context of Vietnam. In a context of multi-

channel banking service distribution, different factors can influence customers’ choice as well as their

assessment of different distribution channels. Among these factors, we have: the nature of the transaction or the

type of services, individual variables and situational variables. Also, the perceived service quality by the

customer in each of the different channels can have a differential impact on overall customer satisfaction

(Krishnan et al., 1999). In general, practitioners can use the findings to determine which of their service offered

by appropriate channels.

Our results show that more and more customers are trusting technological channels like the Internet. The

latter, unlike a few years ago, is one of the channels most used by customers in the banking sector mainly for its

informational and practical sides. Today, customer service experience’s quality in the banking sector is definitely

improved thanks to the arrival of Internet, which is pointed out in this study and in accordance with previous

studies. And more and more banks are going so far as to offer the “bank without a counter”. Face-to-face

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interaction for the branch channel, even if it is less and less used, has a strong effect on the overall assessment of

the client, especially for non-routine services. The customer uses this channel mainly for complex, risky, or

“high service value” transactions and mainly seeks the interactivity and competence of the staff in contact. The

arrival of technological channels has led, as many authors have pointed out, to a change in the roles of traditional

channels.

However, this research has some limitations that can lead to future research pathways. Due to the exploratory

nature of this research, the results cannot be generalized. It would be interesting to supplement it with a

quantitative bank customer survey that will allow us to test and measure the influence of different channels on

overall customer assessment of its service experience in a multi-channel banking environment. Few studies to

our knowledge have focused on service quality and customer satisfaction in a multichannel distribution context.

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