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According to our results, learning costs best explain perceived average costs, followed by continuity costs. Lost costs do not significantly explain perceived average costs. This regression tells us that to obtain a strong perceived average cost, one variable with a significant impact is learning costs. However, this variable is more difficult to manipulate. In addition, increasing learning costs may create induced loyalty, which would be perceived poorly. Clearly, making a financial institution’s processes more complicated just to create barriers to leaving would not be a very good strategy.

Continuity costs are a variable that financial institutions could control in order to achieve “desired” loyalty. For example, loyalty programs would grant customers special privileges. Customers would be less likely to leave, for fear of losing these benefits. Non-monetary privileges such as the increased availability of a financial advisor or simply the fact that an advisor knows a customer’s name can increase the switching costs perceived by customers.

Banks can make substantial profits in some people’s eyes; they must also demonstrate transparency in their communications and position themselves as being in touch with their customers. They should not come across as cold businesses that are only care for people with money. They should welcome customers warmly and treat each one fairly, especially if they want to appeal to a younger population (18-30 years old). Younger customers should be treated in the same way and just as seriously as older customers.

Switching costs have a minimal impact on loyalty even though, as we have observed, there is clearly a connection between perceived switching costs and loyalty. Nonetheless this variable is not a requirement in a loyalty strategy for young people.

In summary, a loyalty program with special benefits for young people could be an effective part of a loyalty strategy, but financial institutions must first ensure that customers trust them and are satisfied with their products and services.

This study also highlights the essential role of main bank power, measured by equity holdings, in enabling firms to change “inside” banks. Apparently, switching to a new bank which holds equity of the firm reduces the switching costs. In addition, the researcher finds no evidence that main bank power has a material effect on firm performance, but it does affect the loan ratio by increasing the amount of credit with a term of one year or more.

Banks with a high level of nonperforming loans are compelled to curtail lending due to their impaired financial health. In contrast, less capitalized banks are associated with higher loa本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。