Customer Value Anticipation and Behavior | Banking Sector

The University of Zambia
Module 3 Assignment
Student Name: Mando Chalwe
Marketing for managers
Introduction
Anning-Dorson, Christian, and Tackie (2021, p.321) stated in their introduction that what
comprises customer value as well as how essential it is has gotten a considerable interest in
the management literature, though from diverse perspectives. Customer benefit is the key
paradigm for comparative edge and long-term performance of business organizations in
marketing.
The value of the client is linked positively to the performance of the company among most
marketing professionals and industrial-organization economists, and is generally
acknowledged throughout most business strategy models.
In this project, I will analyze the Emerald Insight Journal article by Anning-Dorson,
Christian, and Tackie (2021, p.321). Customer loyalty and value anticipation: does regarded
competition matter? investigates the moderating effects of rivalry on the connection among

customer value anticipation (CVA), satisfaction, and retention, as perceived by customers.
The research looked at data from 587 different sorts of clients and reflected the competitive
spirit of Ghana's banking business. The impact of competition on CVA and customer
behavior is demonstrated in this study. The study also suggests that, regardless of
competition, banks with a high CVA reputation will get their own loyal clientele..
Conceptual background and hypotheses
The authors looked at the following under this heading:
Empirical context
Ghana's banking sector has undergone some structural reforms led by the Bank of Ghana
(BoG) focused on recapitalization. This has happened three times in the last decade, 2007,
2012 and 2017, with an increased minimum capital requirement, mergers and acquisitions as
expected. Reforms in the financial services sector, combined with the increased likelihood of
changing banking brands and growing demand for better delivery and quality of service, have
ignited competition in the industry (YuSheng and Ibrahim 2019). According to Anning-
Dorson (2017b), a regulatory structure has an impact on an industry's competitiveness.
Today's players are adopting innovativeness, overall IT development, service delivery,
process development, and business efficiency optimisation as part of overall competitive
strategies.
CVA and satisfaction
Anning-Dorson, Christian, and Tackie (2021) suggest that anticipation of value will effect
satisfaction since expectations are important in shaping satisfaction and the CVA process
incorporates consumer expectations. Due to the cancellation of licenses in the Ghanaian
banking sector, customers of the former banks have been forced to relocate. Given the

development in the banking business, the authors anticipate that clients will be satisfied with
banks with high CVAs.They suggest that, given the constraints encountered by players in
Ghana's banking system, clients' current happiness would be linked to banks' ability to meet
their needs in the future. As a result, Anning-Dorson, Christian, and Tackie believe;
H1. Customer satisfaction is favorably and significantly connected to customer
perceptions of CVA.
CVA and customer loyalty
Customers in the Ghanaian banking sector are prone to developing attitudinal and
behavioural loyalty to their bank, or both, according to the author. Due to recent industry
events, however, customers' perceptions of a bank's ability to meet their demands in the
future: the ability to foresee perceived value, will impact the formation of loyalty to a
particular banking brand.Because CVA also includes the perception of customers of their
service providers' ability to forecast and actually yield the required future offerings, Anning-
Dorson, Christian, and Tackie propose that customers will be more loyal both in their
behavior and attitude toward banks that can anticipate their future needs, and thus propose
that:
H2. Customer perceived CVA is linked to both attitudinal and behavioural loyalty in a
positive and significant way.
Competition as a moderator
Competition is a significant component leading to environmental antagonism, according to
Anning-Dorson, Christian, and Tackie (2021). According to studies, a hostile business
environment is marked by repeated fluctuations in client preferences and unpredictable
competition strategies. Market uncertainty are anticipated by the fluid nature of economic