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The purpose of this paper is to study the influential factors in changing customers’ behaviors from online banking to mobile banking based on Tiller and Tad model.

A quantitative method was used. This study is a practical research work by using 400 people, among whom 384 participants were selected based on simple random sampling.

The results indicated that the perceived advantage of using mobile banking, the influence of peer groups, source facilitator conditions as well as technology had the highest correlation. Among the influential components on attitude, the highest level belongs to perceived advantage of using mobile bank. Among the effective factors on behavioral control, source facilitator conditions and technology facilitator conditions had the highest correlation.

It is suggested that the provided services be expanded via mobile banking and more customers be encouraged to use mobile banking services. For instance, the transaction of currency, stock, etc. via mobile banking is suggested. It is recommended that mobile banking software should be designed in a way that the process of mobile banking services is very easy for customers. Bank staff and employees should be trained to be active promoters of mobile banking services not only inside branch locations, but in other places and work environments as informers, messengers and models of using mobile banking.

It is recommended that bank managers should make use of the mass media such TV, billboard, radio, press, etc., in order to increase public awareness of mobile banking, and try to take effective steps in creating positive attitude in their customers on using mobile banking.

Mobile banking has evolved as a wireless communication interface for producing value by customers in banking transactions. Todays, one of the substantially remarkable modern techniques in providing banking services is the provision of financial and banking services by using smart phones (mobiles). Although the life of using smart phones for banking and financial operations is not too long, significant advancements have been observed in this area within a short time, which could highly promise the extensive development of this modern electronic banking technique in future.

During the last decade, information technology has had tremendous impacts on banking industry through guiding and introducing new financial products with a specific delivering to its customers, enabling the banks to be able to provide distinguished products and special services to their customers safely and reliably. It is more than 200 years since banks have served their customers through their branch systems. However, with the emergence of various types of technology, the nature of providing financial services has greatly changed, with the increasing growth in electronic commerce.

The purpose of this paper is to investigate the relationship between customer satisfaction and six dimensions of service quality (CARTER model) in Islamic banks of Pakistan, the UK and UAE.

This study uses a sample of 225 customers of Islamic banks; 75 responses have been taken from each country. Structured questionnaire technique has been used to collect data.

The paper's findings reveal that Pakistani and UK Islamic banking customers consider assurance, reliability and empathy as significant factors for customer satisfaction, whereas UAE customers consider assurance and tangible as significant dimensions of satisfaction.

The study's limitation relates to the sample size of the respondents.

This study is significantly important for the academic point of view, as well as for the practitioners, managers and policy makers to find out the pattern of customer satisfaction in terms of service quality for Islamic banks.

The current study is of particular value because it is a comparative study of customer satisfaction and service quality dimensions (CARTER model) of Islamic banks in Pakistan, UK, and UAE.

The purpose of this paper is to investigate bank customers' attitudes toward various bank services.

The design includes a survey, which looked into determinants of customer satisfaction in the retail‐banking sector in the Middle East, with particular attention to the State of Kuwait. A total of 605 usable questionnaires were randomly distributed to retail customers at various banks within the country.

Using descriptive statistics methods and ANOVA test, the findings of this paper suggest that in general customers in Kuwait (Kuwaiti and non‐Kuwaiti customers) are satisfied with services provided by the retail‐banking sector.

The research does not include samples of customers represented among all the bank branches in Kuwait due to cost and time limitations.

The paper has implications for management in the banking sector in the State of Kuwait.

The paper presents original research for determining customer satisfaction of bank services in Kuwait. The results can be of much value to bank managers using these data to retain customer satisfaction and maintain their competitive advantage.

Notes how banks have changed radically in recent years, from being providers of simple banking services, to vast groups selling a range of services from banking, insurance, loans, mortgages, business advice, asset finance and fleet services. Banks hold an extensive amount of data on their customers but struggle to share and use it effectively. Information about customers is the key to increasing sales and instituting profitable relationships, so banks need to organise these data, to easily differentiate their key customers and prospects and to grow relationships by offering relevant services and proactively developing relationships. By adapting internal process and culture to a customer‐centric one, that is shared across the group, banks can vastly improve the way they manage customer relationships and the returns from one of their greatest assets.

Customer feedback capabilities and mechanisms were identified and evaluated in30 bank and credit union sites in Las Vegas, Nevada, USA. Additionally, 82 US Internet bank sites were identified and evaluated withrespect to their customer feedback capabilities. Comparisons were made between the brick/mortar and Internet banks and their respective feedback mechanisms. While this study identified a number of value‐enhancing customer feedback characteristics employed in banks, many of these financial institutions were found to be lacking even the most basic methods of feedback collection. Suggestions for improvement and areas for future research were included in the study.

Banks have worked hard to improve their bottom‐line performance by focusing relentlessly on cutting costs. The effort made banks leaner, but essential as those efficiency gains have been, they did little to reduce costly customer defections. This article demonstrates that banks' long‐term growth and profitability hinge on their ability to attract and retain loyal customers and describes the key disciplines they need to master to become customer‐led organizations.

The article is based on the results of a global benchmarking survey of senior executives and customers at 30 major retail banks serving 170 million clients in 15 countries to ascertain what factors they saw to be most important to the success of strategies to promote organic revenue and profit growth.

The study revealed that the best‐performing banks garner the highest marks across the entire spectrum of managing the customer relationship. On average, banks that excel across all dimensions of acquiring and retaining loyal customers outgrow their peers and boost their return on equity.

Putting customer loyalty at the heart of their growth efforts requires banks to nurture the faithful core of their customer base and hone their skills for spotting and attracting the right new customers. The article describes how banks can design the right propositions by identifying target segments and crafting experiences to delight them, deliver on these promises by focusing the entire company on them, and use customer metrics to refine their products and services and develop organizational capabilities to delight customers again and again.

Banking has traditionally operated in a relatively stable environment for decades. However, today the industry is facing dramatically aggressive competition in a new deregulated environment. Positioning is an attempt to distinguish the bank from its competitors along real dimensions in order to be the most preferred bank for a certain market segment or prospect. A key way to build a strong competitive position is through @ management, IT and product/service quality and differentiation. Evaluation of the relationship between quality, and positioning requires an understanding and examination of the elements of service quality relative to the operations strategy. The main objectives of this study are to develop theoretically and empirically an understanding of the relationship between service quality and bank strategic positioning. The present research surveyed how Swedish commercial banks have been selected and perceived from the point of view of their customers in relation to their competitors in the marketplace.

Intense competition in banking has forced retail banks to take greater interest in customer‐oriented approaches. Because of the increased interest in consumer banking and consumer responses to banking activity, bankers need better ways to evaluate their performance in the consumer banking area. The relationship between the marketing orientation of a bank and consumer satisfaction with its retail operations is examined, using a questionnaire sent to the marketing manager/general manager of each full licence bank in Singapore. Efficiency and courtesy are the most important attributes to customer satisfaction, followed by location convenience. By identifying the order of importance of attributes managers can concentrate their promotional and operational efforts on the more important attributes to achieve higher levels of customer satisfaction.

County Community Bank (CCB), the largest community bank in the state of Mississippi, built its success in the regional business market through relationship marketing and a high‐touch approach. However, by the mid‐1990s, CCB management began to believe that its image as “a small town bank” would be detrimental to future success. To be better aligned with new national competition, an image change was undertaken whereby the bank shifted its competitive advantage to include the area of technology, eventually becoming one of the most technologically aggressive banks in the state, and even the region. Had CCB become too product‐driven in its business‐to‐business marketing decisions, or were they still customer‐driven? Had the changes resulted in the intended outcomes? Consequently, CCB commissioned a market research study in which current business customers were surveyed. The results of this study are presented. This case ends with discussion questions that will assist in guiding the instructor and students in the interpretation of the research results and, ultimately, in making recommendations to the bank regarding how best to attract and manage business customers.

Any banking institution’s success depends heavily on customer satisfaction. Understanding and evaluating customer satisfaction has become crucial with the rise of small finance banks (SFBs) in India, which serve the underserved and unbanking segments of society. In the context of SFBs in India, this chapter aims to examine the variables affecting customer satisfaction as well as how it affects these banks’ overall performance and sustainability. This study will help us better understand the dynamics of customer satisfaction in the Indian financial landscape by examining the particular difficulties and opportunities that SFBs face.