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Developing a communication model between banking services quality via mediating variables of quality of relationship with customers and satisfaction with customer loyalty: A case study of Tejarat Bank
This study develops a communication model. The purpose of this research was designing a regression model and developing a structural equation modeling (SEM) for earning loyalty of Tejarat Bank customers. Given this concept, a questionnaire was designed and distributed among branches of Tejarat Bank in Ardabil. The data analyzed using LISREL software within the framework of path analysis using SEM model. Research results suggested that the quality of banking services, customer satisfaction, and the quality of bank relationship with customers had the most effects on customer loyalty, respectively. The findings of the study are discussed in detail.
Hossein Rahimi Koloor (2015). Developing a communication model between banking services quality via mediating variables of quality of relationship with customers and satisfaction with customer loyalty: A case study of Tejarat Bank. International Journal of Organizational Leadership, 4(1), 86-99. doi: 10.33844/ijol.2015.60442
Hossein Rahimi Koloor. "Developing a communication model between banking services quality via mediating variables of quality of relationship with customers and satisfaction with customer loyalty: A case study of Tejarat Bank". International Journal of Organizational Leadership, 4, 1, 2015, 86-99. doi: 10.33844/ijol.2015.60442
Hossein Rahimi Koloor (2015). 'Developing a communication model between banking services quality via mediating variables of quality of relationship with customers and satisfaction with customer loyalty: A case study of Tejarat Bank', International Journal of Organizational Leadership, 4(1), pp. 86-99. doi: 10.33844/ijol.2015.60442
Hossein Rahimi Koloor Developing a communication model between banking services quality via mediating variables of quality of relationship with customers and satisfaction with customer loyalty: A case study of Tejarat Bank. International Journal of Organizational Leadership, 2015; 4(1): 86-99. doi: 10.33844/ijol.2015.60442
