How chatbot e-services motivate communication credibility and lead to customer satisfaction: The perspective of Thai consumers in the apparel retailing context

Sustainable growth and development can be the most important lesson that banks have learned in recent decades. Banks would gain many benefits, win the competition and develop sustainably if there have been more and more loyal customers. Customer satisfaction will help build customer loyalty. In order to have loyal customers, service quality must be good. Quality customer service of the bank is to ensure customer satisfaction and take their needs into consideration to improve service quality. High customer service quality will generate value not only to meet customer needs but also the expectations of customers and make banks more prominent than their competitors. This study identifies factors that affect customer satisfaction with the service quality at Vietnamese retail banks. The results are obtained by qualitative and quantitative method. The research model with a questionnaire consisting of 22 variables, 5 scales for a survey of 554 customers, is identified and developed through interviews with experts and group discussions. The findings show that customer satisfaction with the service quality at retail banks is influenced by “reliability”, “responsiveness”, “empathy”, “security”, and “tangibles”. Based on the findings, solutions for improving service quality are proposed for Vietnamese retail banks.

This paper intends to analyze the impact of store layout, ambient factors, and employees on impulsive decision-making among female customers visiting the apparel outlets. The responses were collected through a single-stage mall intercept survey method using a structured questionnaire from 385 respondents in leading apparel stores in selected Tier I and Tier II cities in the state of Karnataka, India. The responses were analyzed using multiple regression analysis. Constructs such as store layout, ambience and employees were found to be significantly positively correlated with impulse buying behavior. The variables largely explain the variation in impulse buying under store ambiance. Except ‘attention to the window display’ and ‘friendly staff’ all other twelve variables considered in the study were found to have significant impact on the impulse buying behavior. Though store ambiance, well-structured layout, and pleasant shopping experience are essential determinants of customer satisfaction, the study results imply that the number of store staff and sales skills are critical aspects of impulse buying in the apparel business and true assets to the retail organization. Additionally, poor customer interaction, staff shortage, and high employee attrition could discourage the store’s revenue generation.

Organizational performance can be seen as dependent on employee job performance and productivity. One of the factors that influence employee job performance and productivity is the working relationship between employees and their managers. This paper examines the influence of the relationship between employees and their managers on enhancing employee performance and productivity. The study was conducted in a financial organization based in Durban (South Africa). A quantitative approach was utilized with a census method targeting a total population of 40 administrative employees. A questionnaire was constructed based on the research aims and was administered to all 40 respondents. As a result, the response rate was 65%. Key findings indicated that the relationship between managers and employees did affect employee performance and productivity. A positive relationship with a manager is closely linked to increased motivation and performance, while a negative relationship is linked with poor performance. An overall negative impact and high level of dissatisfaction amongst employees were found due to the current bureaucratic management style that managers adopt in their organization. Thus, it makes employees less productive and decreases their work performance. Furthermore, it was found that employees’ perception of their relationship with managers plays a significant role in predicting job performance. Recommendations for a better working relationship to promote employee performance and productivity include manager-employee training, team building activities, skills development programs for managers, employee rewards and recognition, increased communication platforms, and more consideration for employee well-being.