000097083 001__ 97083
000097083 005__ 20210902121908.0
000097083 0247_ $$2doi$$a10.1177/1094670519856119
000097083 0248_ $$2sideral$$a120850
000097083 037__ $$aART-2020-120850
000097083 041__ $$aeng
000097083 100__ $$0(orcid)0000-0003-0575-375X$$aGao, L. (Xuehui)$$uUniversidad de Zaragoza
000097083 245__ $$aCustomer equity drivers, customer experience quality, and customer profitability in banking services: the moderating role of social influence
000097083 260__ $$c2020
000097083 5060_ $$aAccess copy available to the general public$$fUnrestricted
000097083 5203_ $$aFinancial service organizations are increasingly interested in ways to improve the service experience quality for customers, while customers progressively perceive the commoditization of banking services. This is no easy task, as factors outside the control of the service firm can influence customers’ perceptions of their experience. This study builds on the customer equity framework to understand the linkages between what the firm does (customer equity drivers: value equity, brand equity, and relationship equity), the social environment (social influence), the customer experience quality, and its ultimate impact on profitability. Using perceptual and transactional data for a sample of customers of financial services, we demonstrate the central role played by factors under the control of the firm (value, brand, and relationship equity) and those outside its control (social influence) in shaping customers’ perceptions of the quality of their experience. We offer new insights into the moderating role of social influence in the linkages between the customer equity drivers and the customer experience quality. The managerial takeaway is that the impact of customer equity drivers on the customer experience quality is contingent on the influence exerted by other people and that enhancing customer experience quality can be a way to increase monetary returns.
000097083 536__ $$9info:eu-repo/grantAgreement/ES/DGA/S54-17R$$9info:eu-repo/grantAgreement/ES/MICINN-FEDER/ECO2017-83993-P$$9info:eu-repo/grantAgreement/ES/UZ/JIUZ-2018-SOC-11
000097083 540__ $$9info:eu-repo/semantics/openAccess$$aby-nc-nd$$uhttp://creativecommons.org/licenses/by-nc-nd/3.0/es/
000097083 590__ $$a10.667$$b2020
000097083 591__ $$aBUSINESS$$b8 / 153 = 0.052$$c2020$$dQ1$$eT1
000097083 592__ $$a4.434$$b2020
000097083 593__ $$aInformation Systems$$c2020$$dQ1
000097083 593__ $$aSociology and Political Science$$c2020$$dQ1
000097083 593__ $$aOrganizational Behavior and Human Resource Management$$c2020$$dQ1
000097083 655_4 $$ainfo:eu-repo/semantics/article$$vinfo:eu-repo/semantics/acceptedVersion
000097083 700__ $$0(orcid)0000-0002-2620-0639$$aMelero-Polo, I.$$uUniversidad de Zaragoza
000097083 700__ $$0(orcid)0000-0001-5321-8052$$aSese, FJ.$$uUniversidad de Zaragoza
000097083 7102_ $$14011$$2095$$aUniversidad de Zaragoza$$bDpto. Direc.Mark.Inves.Mercad.$$cÁrea Comerci.Investig.Mercados
000097083 773__ $$g23, 2 (2020), 174-193$$pJ. serv. res.$$tJournal of Service Research$$x1094-6705
000097083 8564_ $$s624591$$uhttps://zaguan.unizar.es/record/97083/files/texto_completo.pdf$$yPostprint
000097083 8564_ $$s270200$$uhttps://zaguan.unizar.es/record/97083/files/texto_completo.jpg?subformat=icon$$xicon$$yPostprint
000097083 909CO $$ooai:zaguan.unizar.es:97083$$particulos$$pdriver
000097083 951__ $$a2021-09-02-10:40:40
000097083 980__ $$aARTICLE