私人银行业务的服务质量外文文献翻译最新译文

文献出处：Horn C, Rudolf M. Service quality in the private banking business [J]. Financial Markets and Portfolio Management, 2011, 25(2): 173-195.

原文

Service quality in the private banking business

Carsten Horn · Markus Rudolf

1 Introduction

Service quality is the core concept for ensuring a successful supply of services in general. This holds in particular for the private banking sector, which is a pure service industry (Chase 1981) in which the service is performed almost entirely in the presence of the customer. Private banking involves intangible goods requiring the participation of the customer in the production process (Gronroos 1984). In such an environment, the suppliers of private banking services aim to optimize the service quality in order to achieve a higher outcome level. The outcomes of service quality, i.e. what firms gain by delivering a good service quality, is analyzed in the literature. In particular, the return on quality concept of Rust et al. (1995), the service profit chain of Heskett et al. (1997) and Schlesinger and Heskett (1991) and the work of Zeithaml (2000) were developed for many services but not yet for private banking.

Schlesinger and Heskett (1991) and Heskett et al. (1997) establish linkages between service quality, the value of the service, customer satisfaction, customer loyalty and financial results. Service quality can be defined as the customer’s satisfaction with the actual performance of the service. This is often modeled using the disconfirmation paradigm, in which service quality is evaluated as a difference between customers’ expectations about a service and the actual performance of the service (Gronroos 1984; Parasuraman et al. 1988). Parasuraman et al. (1988), Bitner (1990) and Bolton and Drew (1991) see service quality as the superordinate construct to customer satisfaction, which is confirmed by Cronin and Taylor (1992) in their empirical analysis.

Rust et al. (1995), Pont and McQuilken (2005), van Birgelen et al. (2006) and

Manrai and Manrai (2007) find that customer satisfaction results in favorable behavioral intentions leading to customer loyalty. The linkages between customer satisfaction and service quality are also empirically confirmed by Loveman (1998) and partly also by Silvestro and Cross (2000). Direct impacts of customer satisfaction on financial results are found by van der Wiele et al. (2002) and Meyer Goldstein (2003), while Zeithaml et al. (1996), Loveman (1998) and Hallowell and Schlesinger (2000) see only an indirect relationship to customer loyalty, and Silvestro and Cross (2000) and Gelade and Young (2005) find only a very weak direct relationship.

In addition to the concepts of service quality and customer satisfaction, service value is also analyzed in the literature. According to Rust and Oliver (1994), the value of a service can be defined as the difference between the positive utility (benefits) a customer receives from consuming the service and the negative utility (price) he has to pay. Other authors such as Zeithaml (1988), Cronin et al. (1997) and Chen et al. (1994) also analyze the service value, but define the negative utility more broadly as a sacrifice which comprises other factors in addition to the price, such as time. While this definition already shows that service quality is the primary factor influencing the service value (Chen et al. 1994; Cronin et al. 1997; Allen and Grisaffe 2001), Cronin et al. (2000) analyze the impact of service value and find positive relationships between service value and customer satisfaction.

Consequently, concentrating on service quality is fruitful because it enhances the level of customer satisfaction and loyalty and is ultimately the most important factor driving the financial performance of a private banking services provider—whether measured by assets under management or by profitability. This subject has received attention from many researchers, notably Gr nroos (1984), Parasuraman et al. (1985, 1988), Rust and Oliver (1994) and Brady and Cronin (2001), who develop and analyze different models of service quality in various industries.

There are only few sources addressing the private banking industry. Among them are Hens and Bachmann (2008) and Rudolf and Baedorf (2011) who address Private Banking as an own discipline in a very fundamental way. Behavioral finance to explain private banking is also used by Pompian (2006). More specifically,

Burgstaller and Cocca (2011) compare the private banking efficiency in Switzerland and Liechtenstein. A discussion of the book of Pompian (2006) can be found in Ising (2007), and the book of Hens and Bachmann (2008) is discussed in Oesch (2011). Private banking—in contrast to retail banking, which is consider-ably more standardized—comprises a set of services which are individually adapted to the client’s needs (Til mes 2002; Howald 2007). HNWIs are typically identified according to different lower boundaries in liquid assets. These boundaries lie between US $250,000 and US $1,000,000 (see Capgemini & Merrill Lynch 2007; PricewaterhouseCoopers 2007; IBM Corporation 2005; Datamonitor 2003, or Meiers and Schilling 2007). We will define private banking for our analysis as follows: Private banking is an integrated, individual- and needs-oriented financial and risk planning service for HNWIs who require individualized advice. The minimum investment requirement is usually around 250,000 Euro. The client-provider relationship is generally long-term and is based on trust and discretion.

The paper is structured as follows. Section 2 presents the theoretical foundations for the analysis conducted in the paper. Section 3 introduces the data for the empirical study. Section 4 shows the results and Sect. 5 discusses these results. Section 6summarizes the paper.

2 Model

Three service quality models have received particular research attention:

●The “Nordic Model” advocated by Gronroos (1994) and Brady and Cronin (2001).

●The SERVQUAL approach of Parasuraman et al. (1985, 1988) and the SERV-PERF approach of Cronin and Taylor (1992). The SERVQUAL model is criticized by various authors, among them Asubonteng et al. (1996) or Cronin and Taylor (1992), for the disconfirmation paradigm, which was defined above. Consequently, in the SERVPERF model, service quality is measured on an absolute scale instead of as a difference between expectations and performance. In a direct comparison to SERVQUAL, both Cronin and Taylor (1992) and Brady et al. (2002) find better results with the SERVPERF scale.

●The hierarchical, multidimensional model of Brady and Cronin (2001) based on the work of Rust and Oliver (1994). Rust and Oliver (1994) present a three-dimensional model which is based on the Gronroos (1984) model plus one additional dimension describing the environment in which the service is delivered.

We will proceed according to Brady and Cronin (2001) and Fassnacht and K se (2006) and develop a three-dimensional model of service quality in private banking. The three main dimensions are: (i) service environment quality, (ii) interaction quality, and (iii) service product quality. Various sub-dimensions will be examined in greater detail below. The sub-dimensions will be developed based on literature as well as on open qualitative interviews with 13 relationship managers of three different private banking providers.

The first dimension of service quality we consider is service environment. This dimension and its sub-dimensions are covered in many literature sources, among them Parasuraman et al. (1988), Bitner (1990, 1992), Bahia and Nantel (2000), Brady and Cronin (2001), and Zeithaml and Bitner (2003). Security has been identified as a sub-dimension by Parasuraman et al. (1985), Johnston (1995) and Bahia and Nantel (2000). Financial stability is included as a sub-dimension of the service environment by Lepak (1998). The additional sub-dimensions access, branch locations or geographic presence are discussed in Parasuraman et al. (1985), Johnston (1995), Lepak (1998), Jun and Cai (2001), and Oppewal and Vriens (2000). Interviews with relationship managers confirm these sub-dimensions and add the sub-dimensions corporate identity of a company, its ambient conditions, and its international presence. In sum, this lets us conclude that the dimension service environment in private banking consists of four sub-dimensions: ambient conditions, financial security of the provider, geographic presence and corporate identity.

The second dimension is the interaction quality, which is described in Gronroos (1984). Brady and Cronin (2001) identify attitude, behavior, and expertise as sub-dimensions of interaction quality. The remaining SERVQUAL dimensions of Para-suraman et al. (1988)—reliability, responsiveness assurance, and empathy—would also mostly fall under the interaction quality dimension. Lepak

(1998), based on a banking industry study, also includes the dimensions friendliness, professionalism, and experience of the client relationship manager. Jun and Cai (2001) also analyze the factors understanding the customer, collaboration, continuous improvement and credibility. Based on the interview conducted with the relationship managers in this study, we add additional sub-dimensions for interaction quality in the private banking industry. Besides job satisfaction and employee training, other factors considered important were continuity of the relationship between customer and relationship manager, the accessibility of the relationship manager and employees’ competence in financial aspects. Relationship managers also highlighted the importance of the employees’ emotional competence, the way a customer is addressed individually in the investment process and the quality of the investment proposal. In sum, both the literature review and the interviews with relationship managers allow us to define the following five sub-dimensions of the quality of interaction: the continuity of the relationship with the customer, the job satisfaction, competence and emotional competence of the employees, and the quality of the investment proposal.

Dimension three is the service product quality as proposed by Gronroos (1984). Brady and Cronin (2001) identify the sub-dimensions tangibles, waiting time, valence, and social factors. In addition, interviews with relationship managers reveal the clie nts’ assets to be the most important sub-dimension, followed by the breadth of the product and finally the service range of the service provider. The quality of reporting was also mentioned (see also Viebahn 2005). From these findings, we add three sub-dimensions based on the empirical investigation: the performance of the investment, product and service scope, and the quality of reporting..

3 Methodology and data description

We designed a questionnaire inspired by Churchill (1979), Gerbing and Anderson (1988), and Churchill and Iacobucci (2005). The questionnaire consisted of 137 questions subdivided into sections, as shown in Table 1. All items of the measurement model are reflective items, mirroring the dimension instead of forming it. All items of the latent variables are furthermore examined thoroughly with the criteria set of Jarvis et al. (2003) in order to prevent a misspecification of formative

and reflective indicators, which is a common source of misspecification in service quality models (Jarvis et al. 2003). Furthermore, items are operationalized purely performance-based as proposed by Cronin and Taylor (1992) and measured on a 5-point Likert scale (Miller 1956; Devlin et al. 2003). Content validity was ensured by consulting with seven researchers and three practitioners in the private banking sector. Their responses and suggestions led to the elimination of a number of items until a consensus about validity was reached.

The questionnaire is addressed to client relationship managers and not to private banking clients, which is in accordance with the literature about key informants as reported e.g. in Phillips (1981) and Kumar et al. (1993). This allows us to generate sample data which is very diverse in terms of the companies offering private banking services. There is only one comparable study in the field of private banking provided by Lassar et al. (2000), which is limited to client data from one single bank. Our questionnaire allows us to obtain information about the entire spectrum of private banking suppliers and therefore to compare results across the private banking providers. On the other hand, the client relationshi p managers’ view is valuable because of their close relationship to their clients and their day to day experiences with customer feedback. Because the questionnaires are anonymous, we can also expect unbiased and honest answers from the client relationship managers.

The questionnaire was addressed to client relationship managers and distributed to 502 private banking service providers in Germany, Austria, Switzerland, Luxembourg and Liechtenstein either by phone, email, or mail. In each case, the head of the private banking department was contacted. All companies furthermore received an individualized and anonymous benchmark report in order to provide an incentive for honest answers and, hence, to prevent positive response biases. A screening of the data set led to the elimination of two responses. Both revealed a strong yea saying bias and a high number of missing values. The remaining responses showed no strong bias in either direction and the number of missing values was very low. The net response rate was 24.7% (i.e. 124 relationship managers responded), with relationship managers in Luxembourg having the highest response rate of 50% and those of

Switzerland having the lowest response rate of 15.6%. The difference can be explained by the fact that most of the Luxembourg companies already took part in a previous study of Meierset al. (2008) and were thus familiar with the research project. The Swiss sample, in contrast, contained many companies which have not been contacted before. Tables 2 and 3 show the response rates by country and by way of contact. In total, 84 respondents replied online and 40 responded by mail or by fax. A screening of the data set shows that only 2 questionnaires contained missing values which corresponds to a fraction of 1.4% of the 124 questionnaires received. For the further analysis, missing values were replaced by sample means, which is also recommended by Roth (1994) if the number of missing values is less than 10%. The median minimum deposit sums required from the companies was 250,000 Euro, with 53 companies having a minimum investment requirement of less than 250,000 Euro and 64 companies with a minimum requirement of 250,000 Euro or more. Seven companies did not reply to this question and are excluded from this sample as a replacement of this variable does not make sense.

4 Results

4.1 Model evaluation

The evaluation of the measurement model with SmartPLS 2.0 and SPSS 15.0 shows a generally good fit of the items and their respective dimensions—with two exceptions. The service environment dimension generated only three sub-dimensions.

A closer analysis shows that the items of the proposed sub-dimensions ambient conditions and corporate identity load on only one single dimension, which will be called the outer appearance. For the sub-dimensions of the outcome quality dimensions, the items of the proposed reporting sub-dimension load on two different sub-dimensions. The items of these dimensions reflect a reporting sub-dimension which can be called “standard reporting,” as it includes items such as the performance of the investment and the asset weights in the portfolio of the customer. The second sub-dimension can be called “other reporting” as it includes more sophisticated items such as bench-marks and indices for a performance comparison.

4.2 Model comparison

In a comparison between the proposed model and the two alternative models based on Gronroos (1984) and the model with direct effects, the proposed model achieves superior results. Table 7 summarizes the results. It can be seen that the Gronroos (1984) model also has an adequate Rof 49%, which is still lower than the R2 of the proposed model (57%). Furthermore, the R2 of the interaction quality dimension of 49% is only slightly higher than in our proposed model, so that the four additional dimensions could only contribute 3% to the explanation of the interaction quality dimension. An assessment of the path weights shows numerous insignificant relationships: besides financial security and continuity, the sub-dimensions competence, emotional competence and geographic presence are not significant in this model.

The same is true for the model with direct effects. Here, the R2 of 50% can be considered adequate, but it is also lower than in the proposed model, and a further analysis of the path weights shows that only four of the 12 proposed relationships are significant. Therefore, we can conclude that the model based on Rust and Oliver (1994) and Brady and Cronin (2001) produces the best results and can best explain service quality in private banking. This result is in line with the finding that service quality is a complex construct which can be explained by a multidimensional, hierarchical construct (Dabholkar et al. 1996).

4.3 Group analysis

After the analysis of the proposed structural model, various subgroups of the data set are analyzed. In order to analyze group differences, the data set is split into two groups, each comprising approximately half of the sample. The first analysis examines differences between companies within Germany and outside Germany (Austria, Switzerland, and Liechtenstein). Luxembourg is excluded from this sample. Whether Luxembourg is included or not has only a very small impact, however; the results are hardly affected. Differences are interpreted according to the significance of path weights in the groups or—if path weights are significant in both groups—a t -test is conducted to determine whether the strength of the relationship is significantly different.

5 Discussion

The results of the present analysis produce several interesting insights. First of all, it can be seen that a multidimensional, hierarchical model based on Brady and Cronin (2001) better explains service quality in private banking than the other two models.This finding is in line with Dabholkar et al. (2000) and Brady and Cronin (2001), who conclude that the complexity of service quality can best be described by a hierarchical approach. Furthermore, the analysis of the proposed model reveals some insignificant relationships. Financial security, continuity of the relationship, and other reporting aspects were not significant. It can be assumed that the financial security sub-dimension affects customer loyalty more than service quality, because if a customer feels that his bank is insecure, he will most likely terminate the relationship. The significance of the financial security sub-dimension for foreign companies demonstrates that the three analyzed countries particularly benefit from their high reputation for security. The low significance of the continuity of the relationship can be explained by the fact that this factor might influence customer satisfaction or customer loyalty rather than service quality. Although this factor is significant in the subsample with higher lower boundaries, significance appears only at the 10% level and the relationship is too weak to be explained only by service quality. A previous analysis of Meiers et al. (2008) showed that the relationship manager is a very important factor for the generation of new customers. The sub-dimension other reporting turned out to be insignificant, too. This contradicts the result of Viebahn (2005).

Our study based on the views of the customer relationship managers shows that the outer appearance of the company is the most important factor of the service environment quality dimension. This is in line with existing research in the field of service quality. However, the fact that the geographic or international presence of the company was not considered to be important for the quality of the environment implies that the private banking business is locally focused. All four remaining sub-dimensions of interaction quality are considered to be relevant, which is also in line with other studies (e.g. Meyer Goldstein 2003). However, interaction quality

turns out to reveal a high degree of complexity. It can be concluded that there are additional sub-dimensions of interaction quality which have not been analyzed here, although these might contribute little. Finally, it is not surprising that performance is the most important sub-dimension of the dimension outcome quality. What is surprising, however, is that the reporting sub-dimension does not receive much attention from companies.

The analysis of the subgroups generates further important insights. Differences between the countries are rather small, but it becomes evident that companies outside Germany benefit from their reputation for security more than German private banking services providers. Security outside Germany loads positively on service environment. Product and service scope is not significant for foreign private banking service providers. Furthermore, companies outside Germany focus more on the competence of their relationship managers, which has a strong relationship to the interaction quality. German companies, on the other hand, consider emotional competence of relationship managers to be more important. These companies focus on the quality of their background processes in the form of the investment proposal.

6 Conclusion

The present study generated new insights about services in the private banking sector. It was shown, both theoretically and empirically, that the service quality in a high contact service environment can best be explained by a multidimensional, hierarchical model. Furthermore, the heterogeneity of the private banking sector can be illustrated by a closer analysis of differences between provider groups. Although all service provider are active in the private banking industry and call themselves private banking service providers, it may be said that the group of clients with liquid assets less than 250,000 Euro has more in common with the retail sector than with the high contact industry to which the private banking industry belongs.

译文

私人银行业务的服务质量

卡斯藤·霍恩；马库斯·鲁道夫

1引言

服务质量是服务的核心概念，它是确保组织成功的一个必备要素。对于私人银行来说，尤其如此。萨斯认为私人银行是一个纯粹的服务行业组织，几乎完全是为客户提供服务的组织。私人银行业务涉及到无形商品，这需要客户的参与。在这种环境下，私人银行的目标是不不断地改善服务质量，以达到一个更高的服务水平。有很多关于提高服务质量的相关研究文献结果，比如：鲁斯特等人1995年的研究，赫斯科特1997年的研究，施莱辛格1991和哈曼2000年的研究。

施莱辛格和赫斯克特认为，服务质量、服务的价值、客户满意度、客户忠诚度和财务业绩都是紧密联系在一起的。服务质量可以被定义为顾客对银行所提供服务的满意程度。这通常是通过对服务质量进行评价，可以反映出一个客户对服务的预期和实际的感受之间的差异。帕拉休拉曼等人1988年，比特内1990年，以及博尔顿和德鲁1991年的研究中，都认为服务质量是构建客户满意度的基础，这也证实了克罗宁和泰勒(1992年)的实证研究。鲁斯特等人 1995年，普安特和麦克坎恩 2005年，范和伯格勒等人2006年，以及马瑞2007年的研究，认为客户满意度的直接结果就是可以导致顾客忠诚度。顾客满意度与服务质量之间的联系也经证实了洛夫曼1998年和希尔韦斯特2000年的研究结果。客户满意度也会直接影响到私人银行的财务业绩，这一结果由范德在2002年和迈耶戈尔茨坦在2003年所发现，而哈姆尔等人在1996年，洛夫曼在1998年以及哈洛威尔和施莱辛格于2000年只看到客户满意与顾客忠诚度之间的一个间接关系，而希尔韦斯特和格拉德发现两者之间只有很弱的直接关系。

除了服务质量和客户满意度的概念，关于服务价值也有不少的研究文献。根据鲁斯特和奥利弗1994年的研究，服务价值可以定义为一个客户消费中获得的服务质量的积极效用(收益的和负面效用(价格) 之间的区别。其他学者，比如哈尔曼，克罗宁等分析了服务价值,对服务价值进行了定义。虽然这个定义表明，服务质量也是影响服务价值的主要因素(陈等人，1994;克罗宁等人，1997;艾伦和萨法，2001；克罗宁等人2000)，他们都分析了影响服务价值和服务价值的人际关系因素。

因此，专注于私人银行的客户服务质量水平是很富有成效的，因为它可以增强私人银行的客户满意度和忠诚度，最终也是推动私人银行服务的财务业绩发展的最重要的一个因素。私人银行基金管理下的资产或盈利能力，这个问题已经得到了许多研究人员的关注，尤其是格鲁诺斯(1984)和帕拉休拉曼等人(1985、1988)，鲁斯特和奥利弗(1994)，以及布兰迪和克罗宁(2001)，他们都对分析服务质量，开发了不同的分析模型。

目前，研究私人银行业的文献还不多。其中有亨斯和巴赫曼(2008)，鲁道夫和巴道夫(2011)。珀姆用行为金融学来解释私人银行的相关理论。还有博格斯塔勒和库卡(2011)，他们比较了瑞士和列支敦士登两国的私人银行的服务效率。私人银行与其他性质的银行相比，谁更加考虑客户，最适应客户的需求(蒂姆斯2002)。高资产值客户的资产边界通常介于250000美元和1000000美元。我们将私人银行的定义分析如下:

私人银行业务是一个集成的、为个体客户和为高资产人士所提供的个性化服务。私人银行的投资门槛通常是250000欧元左右。客户关系通常是基于私人银行和客户之间的信任。

本文的结构如下：第二节介绍了本文的理论基础；第三节介绍了实证研究；第四节则阐述了研究结果；第五节讨论了这些结果；第六节是总结。

2模型

对三种服务质量模型进行了特定的关注:

格鲁诺斯 (1994)，布兰迪和克罗宁(2001) 的“北欧模型”。

帕拉修拉曼等(1985，1988)的服务质量评价法，克罗宁和泰勒(1992)的服务绩效模型。服务质量评价模型并不能得到所有学者的认可，其中，就有阿苏波藤等人(1996)，克罗宁和泰勒(1992)等人。因此，在服务质量评价模型中,服务质量只是一个衡量的指标，而不是作为客户期望和银行业绩的影响因素。

布雷迪和克罗宁在2001年，基于鲁斯特和奥利弗(1994年的研究，提出了层次多维模型。鲁斯特和奥利弗在1994年则提出一个三维模型，该模型是基于的是格鲁诺斯1984年提出的分析模型。

我们将继续根据布雷迪和克罗宁(2001)和费思南特和凯斯(2006)的研究，开发一个私人银行业务服务质量的三维模型。这一模型有三个主要的维度:(1) 服

务环境质量；(2)服务提供的质量；(3)服务的产品质量。各种子维度，我们将在下面进行一个更详细的阐述。本文基于前人的文献以及对三种不同私人银行的13位客户关系经理进行了采访。

我们考虑的关于服务质量的第一个维度，是服务环境。这一维度及其子维度已经有很多文献对他们进行了相关的研究，其中就有帕拉修拉曼等(1988)，比特勒2003，巴伊亚和兰特(2000),布兰迪和克罗宁(2001)，以及哈默，比特勒(2003)，约翰斯顿(1995)等。采访客户关系经理就是为了确认这些子维度，并分析了企业形象、其环境条件及其国际影响力。总之，这使我们能够得出这样的结论:私人银行服务环境包括四个字维度:环境条件；私人银行；地理环境和银行形象。

第二个维度是服务质量。布雷迪和克罗宁(2001)确定了服务质量子维度的相关于行为和专业知识等。而服务质量评价等也大多属于服务质量维度。里帕可(1998)，基于银行业的一项研究中，他认为私人银行服务质量还包括客户友好以及客户关系经理的专业性经验。钧和采等人还分析了客户、合作、持续改进服务质量。基于客户关系经理的采访进行的这项研究中,我们添加了额外的私人银行业服务质量的子维度。除了工作满意度和员工培训, 其他因素也被认为是很重要的，比如客户关系经理，经理和员工在金融业务方面的能力等。客户关系经理的重要性，还强调了员工的情感能力、客户单独处理的投资过程方式和投资建议的质量等。总之,前人的研究文献和我们对客户关系经理的访谈，可以使我们定义私人银行服务质量的五个子维度：客户关系的管理连续性、工作满意度、员工的工作能力和情感能力以及投资建议的质量。

服务质量的第三个维度是由格鲁诺斯于1984年提出来的。布兰迪和克罗宁(2001)确定了它的子维度：有形资产、等待时间、价值和社会因素。此外，通过对客户关系经理的采访，客户的有形资产这一子维度是最重要的，次而是产品的广度，以及私人银行的服务范围。从这些研究文献，以及基于实证调查，我们发现，可以添加三个子维度：投资的绩效、产品和服务范围以及质量报告。

3研究方法和数据描述

我们设计了一份调查问卷用于本文的研究，灵感来自于丘吉尔1979年、安德森(1988)以及丘吉尔和雅克布奇2005年的研究。调查问卷包括137个问题。所有项目都是反映的潜在变量，而且检查了指标，贾维斯等人(2003)认为要防止

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