Revietv ofCommumcation and Media Studies \if,y jom | j«;3Vol.l/No. 2 May, 2015. pp

Effect ofAtmospherics on Bank PatronageBehaviour: Lessons from Nigeria Retail Banks

Kenneth C. Adiele' and Lawrence 1. Nweke^

This studyassessesthe impaetofatmospherieson euslomerpatronageof quoted Banksin south-southzoneof Nigeria.14quoted Banks at the Nigerian Stock Exchange market were used for the study. The research considered finn level ofanalysis and top managers unit of analysis. Customers of the chosen banks were also used. By this arrangement. 42managers and seven customers randomly selected eonstituted our respondents for the study. The Spearman's RankCorrelationCoefllcientwasusedin testingthevarioushypotheses. The resultof theanalysisshowedthat thereisastrongand signiilcant correlationbetween atmospherieseffect and customerpatronage.The study specifically revealed thatefTicient designof work place ambience;physicalarehiteeturc and signs significantly impact on sales volume,profitmargin, andcustomerretention. Thestudyconcludedthatatmospherics significantly affectcustomerpatronage. Hence,it wasrecommended that thesolution to poorcustomerpatronage is anchored on the bank'sabilityto effieiently adoptatmospherics effectdimensions usedforthisstudyasstrategiesinorderto improvetheirlevelofcustomerpatronage.Keywords: Environmental Ambience, physical architecture and Retail Bank Patronage.

/

Introduction

The importance of atmospherics to perception of a serviceis gaininggreat interest in literature(Shostack, 2002). Service setting plays a critical role in shapingexpectations, differentiatingservicefimis, facilitating customerandemployee goals,and influencing thenatureof customerexperiences (Bitner, 2000).A number of studies identified that customers' reactions to the physical- environment may bemoreemotional thancognitive, particularly, when hedonic consumption ishighly involved (Ryuand Jang, 2007; Wake field and Blodgett 2002). Bitner (2000) has offered an integrativeframework that incorporates atmospherics andenvironmental psychology. Thisholistic serviceenvironment is called an "Atmospherics" or a "Services cape"; as against Atmospherics andEnvironmentalPsychology.The atmospherics effect could be referred to as "the environment inwhich the service is delivered and where the firm and customer interact, and any tangiblecomponents that facilitates the performance or communication ofthe service".The atmospheric effect recognizes the importance of physical surroundings on employees aswell as customers. The framework further illustrates that the environment is made up of acombination of environmental dimensionsincluding AmbientConditions (temperature, music).Physical architecture (layout and furnishing) and Signs (Corporate Branding) (Zeithaml andBitner, 2003). According to these researchers ambience include weather, temperature, andqualityof air,sound, music,smell, colourand light. Physicalarchitecture isall about the waytheequipmentandfurniture aremanaged. Signsentailthesignageor directions andthedecorusedtocommunicate.

Atmospherics have received a lot of attention from researchers. Turley and Milliman (2000)provided a useful review of that research. Although many articles that examine atmosphericeffects on consumer behaviour credit Kotler (1973), for initiating the literature stream. Eventhough, Kotler was the first to use and define the term 'atmospheric" as the intentionalcontroland structuringof environmental cues, several other researchershad manipulatedelements intheenvironment in studies previous to Kotler's article (Cox, 1964, Curhan, 1972; Smith andCumovv, 1966).As this literature stream has evolved from these early articles, marketing researchers have cometo the realization that if consumers are influencedby physicalstimuli experiencedat the pointofpurchase, then, the practice of creating influential atmospheres should be an importantmarketing strategy for most exchange environments. As noted by Biter (1992) article, suchatmospheric planning can make the difference between a business (success or failure). Works inthis area have used a variety of terms to describe these facility based effects onconsumers/customers.

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RCM§ Kenneth C. Adicic' and Lawrence I. Nwekc' 1154

Thus to consolidate the knowledge gained in this area and to encourage additional research, thispaper presents a review of literature stream that attempts to further the theoretical and empiricalunderstanding of atmospherics effect influences on customer behaviour. However,Spangenberg, et al (2000), noted that environmental psychology draws from the stimulusorganism response (S-O-R) paradigm. In this context, the atmosphere or atmospherics effect isthe stimulus (s) that causes a consumer/customer evaluation (o) and causes some behaviouralresponse (R) (Merhabian and Russel, 1974; Donovan and Rossiter, 1999). Therefore, anatmosphere that produces a certain response in one individual or group ofpeople at a given pointin time may produce an entirely different response in another individual or group. Theatmospherics effect is the outward appearance of the organization and thus can be critical informing initial impressionor setting up customer expectations (Amand, 2008). In arguably, theability of physicalsurroundingsto facilitateachievementoforganizational as well as marketinggoals is apparent.However,in this work,weconceptualizedand adopteda modifiedthreedimensional frameworksimilar to that of Bitner's (1992). The dimensions are ambient condition, physical Architectureand signs. The choice of these dimensions is anchored on the fact that they will best suit/matchthe finns under investigation. A long standing marketing principle is that understanding andsatisfyingcustomersleadsto superior business results (Zhu andNakata,2007).An organizationrelates to its customers to achieve the understanding and increase patronage through the designofits service environments, service quality and service personnel.In other words, if the service environment (i.e. ambient condition) and the Physical architectureof theequipment areconsistent withcustomerexpectations, satisfaction will increase whichwillsignificantly increasethe levelof customerpatronage. Arguably, webelievethat the designandefficientmanagementof Bankservice environment is critical to customerpatronage and overalllevel of businessperformanceand so we argue that it is possiblethe levelofcustomerpatronageof a firm (Bank) has a connection with the way it designs its service environment and thefunctional nature ofits equipment.However,because servicesgenerally are purchased and consumedsimultaneously and typicallyrequiredirecthumancontact,customersandcompanyemployeeneedto interactwitheach otherwithinthe organization'sphysicalfacility. Turley and Milliman(2000),emphasized the need foradditional theoretical development and that the review of literature indicates that theatmospherics effectsexistsbut therehasnotbeenenougheffortdevotedtoexplaining, predictingand controlling the behavior of consumers. Even though there has been a surfeit of articles onservices marketing, to the best our knowledge, there seems to be a surprising lack of empiricalmarketingresearch or theoretically based frameworks addressing the impact of atmosphericseffect on Customer Patronage ofBanks in Nigeria. Managers continually plan, build and changeorganization's physical surroundings in an attempt to control its influence on Patronage butfrequentlythe impactof a specificdesignor design changeson ultimateusersof the facility isnotfully understood (Bitner, 2000). This therefore will constitute our point of departure whichanchored on the knowledgegap between atmospherics effect and Customer Patronage of Banksin the South-South Zone ofNigeria.

a

Theoretical BackgroundNature ofAtmosphericsAtmospherics could be seen as the environment in which the service is assembled and in whichthe seller and customer interact; combined with tangible commodities that facilities performanceor communication of the .service (Booms & Bitner, 1992). It is important for serviceorganizations including hospitality entities, to manipulate their physical environmenteffectively to enhance patronage and increase repeat business (Namasivayam & Lin.2008).Similarly. Bitner (1992). defined Services Cape as the built environment which has artificialphysical sunoundings as opposed to the natural or social environment. Furthennore.Namasivayam and Lin (2008) described atmospherics effect as the physical environment ofanorganization encompassing se\ eral different elements, such as overall layout, design and decorof a store. The atmospherics effect also includes aspects of atmo.spherics such as temperature,lighting, colours, music and scent. (Bitner. 1992; Namasivayam & Lin, 2008). Atmo.spherics

EHerl of.ilniosphirics on Bank Pulronugc Bi'luivioiir: Lessonsfrom .\f^aia Rckiil Bunks \

eftect Ls impoilant since it intluences not only consumers' cognitive, emotional andphysiologicalstates but also their behaviors(Namasivayam & Lin2008).Notably. Blogett (1999) opined that there are three main dimensions of atmospherics effectwhich are:Building design, decorequipment andambience. Theyconsidered thefixed elementsol" ser\ icescape: its arcliilecturc. landscape and site design. Moreso. Bakerct a/ (2002), useddesign perceptions, employee perception, music perceptions time/ effoii cost perceptions,monetary price perceptions, iitterpersonal service quality perceptions, merchandise qualityperceptions, merchandise \'alue perceptions andstorepatronage intentions. Furthemiore. Lucas(2003). measured atmospherics effectwith: seatingcomfort,ambientconditions, interiordecor,cleanliness, layout/ navigation. stalTfriendliness andservice promptness. However, inthiswork,we conceptualized and adopted a modified three dimensional framework similar to that ofBitner's (1992). The dimensions are ambient condition, physical Architecture and signs. Thechoice ot these dimensions is anchored on thefact that theywill bestsuit/match the firms underinvestigation. In this study we operationally define atmospherics effect as the environment inwhich service isoffered and where the company and customers interacts combined with tangiblecommodities that facilitates performance orcommunication ofthe service (See figure 1).

Ambient ConditiofT

AtmosphericsPhysical Architecturei

Fig. 1 Atmospherics Effect Dimensions 'Sources; Authors Desk Research (201^ 1-

Customer PatronageAccording to the Concise Oxford English Dictionary (2008). the word customeror consumerpatronage mean a personor thing that eats or uses something or a personwho buys goods andservices for personal consumption or use. People patronize organizations products/services atone time or the other. In the context of this study, we may use customer patronage and loyaltyinterchangeably because customer patronage precedes loyalty.Similarly, any customer who is loyal to the services of a particular bank say 'Skye' Bank willalways patronize and recommend the bank to his friends, family members and well wishers.There isa strong relationship between patronage andloyalty. Patronage isburn outofa desire tobe committed toan organization either based on its service quality orperceived ser\'ice qualities.Hence, the extent to which a customer will patronize the services ofa bank depends on how thecustomerperceives the banksphysical environment (servicc.s cape) and how the customeralsothinks and feels that the condition of the service environment is consistent with his/herpersonality (Adiele &Justin. 2013). Customers willalways patronage organizations whose levelofservice quality isconsistent and reliable. Repeat patronage over time will always impact onthe company's turnover rate which will enhance its market share, sales volume and profitability.Notably,banks in the 21 ' centuiy often compete for customers in order to increase their marketshare.Thepossibility ofany ofthese money depositor retailbanksto achievetheir.stated aims ishinged ontheirability toe\ olveproducts (services) that will satisfy the needs and wants of theirchosen target customers belter than their competitors. Also, their service quality and deliverystrategies should be improv ed while looking fornewav cmies to regularly attract andretain theircustomers. 1 he importance or essence of repeat cusiomer patronage is thai an increase in salesvolume will ultimately and significantly impact onthe company's profitability level (.Adiele and.Iu.stin.2()l3).Remarkably, the worksot previous I'esearehers on patronage ol"Banks wereanchored on relatedmeasures used by the researchers on Business performance, marketing performance oreffectiveness etc. Here, in measuring customer patronage, most researchers adopted measures

Kenneth C. Atliek-' niul l.nwrcncc 1. Nwekc"

similar lo business or marketing performance.Thebanking industry ingeneral has e.xperienced someprofound changes in recent decades, asinnovations in technology and the ine.xorable forces driving globalization continue tocreate bothopportunities for growth and challenges for bank managers to remain profitable in thisincreasingly competiti\'e en\'ironmeni (James and Jose. 2011). Notwithstanding the enormouslycomplex and dynamic nature of the environment in which they compete, there isagrowing bodyofevidence that suggests it ispossible todiscern rele\'ant measures or indicators ofpatronage inbanks.

Accordingly, and in line with previous studies, Goddard el ol (2004a). Akpan (2009).Ramakrishnan (2006). BenNaceur (2003), Asiegbu ei r// (2009), and especially Kosmidou etal(2006). This study views customer patronage asthe means ofa respondent's rating for his orherfirm's salesvolume/volume of transactions, profitmarginandcustomerretention level.

Customer Patronage

Fig. 2: Customer Patronage MeasuresSources: Authors Desk Research (2015

Sales Volume

Profit Level

Customer Retention

Relationship between Environmental Ambience and Customer PatronageThis is the first dimension of Bitners (1992) framework. Attiiospheric effects are backgroundfeatures such as temperature, air quality, noise, music, lighting and Olfaction. Yalch andSpangenberg (2005), noted that "music isone ofthe most frequently used atmospheric factors toenhance the delivery of services to customers. To date, the main research variable has beenmusic. Chebatet al 2009: Dubeand Morin. 2001;Yalch and Spangenberg (2001) suggestedthatmusic is aparticularly appealing atmospheric element because it is relatively inexpensive, easilychanged and has predictable appeals locustomers based ontheir age. gender and life styles.Yalch (2000) noted that therange of possible music choices is vast anddifferent musical stylesmay lead to varying consumer responses'. Furthermore, as a general rule, ambient conditionsaffect the five senses. However, sometimes such dimensions may be totally imperceptible(gases, chemicals, infrasound), yet may have profound effects particularly on ernployees whospend long hours in the environment.In anotherstudy, familiarity ofmusic played indicated how customers perceived how long theyspent shopping; when the music was unfamiliar to subjects, they believed they had spent morelime shopping. Hundreds ofstudies ot the work place spanning in abank and store settings haveshown that lighting, temperature, noise, music and color can allintluence employee performanceand job satisfaction. It isoften recognized that when a guest \ isits a restaurant, hewould like anenvironment, which would make him feel comfortable and relaxed during the duration of hisstay. Temperature canbeafactor, which can beunpleasant ifnot controlled adequately. Extreme,hot orcold can produce negative emotional states incustomers. More so.the type oflighting in anenvironment directly intluences an individual's perception ol the detinilion and quality ot thespace, intluencing his or her awareness ot physical, emotional, psychological and spiritualaspects ofthespace, 1lowe\ er. when e\ aluaiing aimosphei ics etfect. researchers should perhapscombine music with other environmental cues, because as tliscussed abo\ e. when we e\ aluate aservice environment, we tend to view an environment holistically prior to making specificjudgments. .A piece of music that does not fit the surroundings will not contribute positively tocustomer's evaluations (Nora/.ah. 2011).Notablv'. the way the physical selling is created in oiganizations has barel.v been tapped as a

Efjc'cl of Almosplwrics on Bank Patronage Behaviour: Lessons from Nigeria Retail Banks l^fny. 2015 \

tangible organizational resource, (Becker 2005). Management ofthe physical setting typically isviewed as tangential in comparison with other variables which may satisfy the customers. Theambience ofan organization truly has a significant impact onthe level of Sales Volume. Bankshave learnt how to design their physical setting/environment in such a way that can get theircustomers attracted and satisfied. Furthermore, the ambience ina bank orany organization canaid or hinder the accomplishment otboth internal organizational goals and external marketinggoals. Physical settings (ambience is in general more important in service settings becausecustomers aswell asemployees often experience the firm's facility (Lovelock, 2002).Furthermore, the perceived ambience in an environment may elicit cognitive responses(Golledge 2000, Kaplan 2002; Rapoport, 2000), influencing people's beliefor perception aboutan organization and the products and services they offer. In that sense, the ambience of anenvironment can be viewed as afomi ofnon verbal communication (Rapoport 2000), impartingmeaning through what Ruesch and Kees (2002) called "object language". For instance,particularly environmental cues (Ambience) such as the type ofoffice furniture and decor, theoutfit won bystaffin abank, colour ofpaints on the wall, signage, smell, music etc may influencea potential client's beliefabout the organization with respect toservice quality. In addition, theperceived services cape may also affect people in purely physiological ways. Noise that is tooloud may cause physical discomfort, the temperature ofa room may cause people to shiver orperspire, the air quality may make itdifficult to breathe, and the glare oflighting may decreasethe ability to see and cause physical pain. All ofthose physical responses may in turn directlyinfluence whether ornot people stay inand enjoy aparticular environment. Research has shownthat when people are physically uncomfortable because ofambient temperature, their affectiveresponse to strangers isless positive than when they are physically comfortable (Griffitt, 2002).Hence, agood ambient temperature significantly impacts on Sales Volume (Obome; 2003).Similarly, Griffen (2002), examined seven small lodging operations in San Jose, Costa Rica andfound that ambience was one ofthe factors contributing to the success ofthe lodging operations(customer retention). Research also indicated that the ambience ofan organization (hotel, banketc) affects a customer's selection decision. (Levis 2000; Anonymous, 2003 Link 1999),suggested that sales volume, customer retention, and profit margin can be enhanced whenorganizations deliberately improve their ambience to meet the needs of the target marketsegments. Furthermore, Skogland and Siguaw (2004) examined the people factor andsatisfaction with hotel ambience and reported that satisfaction with a hotel's ambience didpositively affect word-of mouth loyalty. Their findings support another study that underscoredthe importance ofhotel design and amenities as drivers ofguests' satisfaction. (Siguaw &Enz,1999) Sulek and Hensley (2004), reported that in examining Sales Volume in restaurants,restaurant atmosphere was oneofthefactors thathadsignificant effects.Therefore, it is expedient that organizations build themselves around what is good for thecustomers, and change their organizational ambience, structures, systems and processes to buildgreat customer experiences in order tocontinually sustain growth despite fierce competition(Mascarenhas et al 2006). This arguably underscores the fact that organizations ambience,whether it is in the hospitality and tourism industry, entertainment industry, or banking industrysignificantly contributes tocustomer patronage level which can be inthe form ofsales volume,customer retention, and profit margin. From the discussion on the review of literature, we areinclined to think that an organization's ambience may likely influence the level ofpatronage. Onthis basis thus, we develop the following hypotheses ofthe study which are:Ho,: There isno significant relationship between atmospherics andsales volume.Ho,: There isno significant relationship between atmospherics andprofitmatgin.Hop There isnosignificant relationship between atmospherics andcustomer retention.

Hi

Study MethodologyOntologically, this study took arealist view and apositivist epistemology. It therefore, adoptedquantitative research approach and cross-sectional research design in a non- contrived settiim.where the researchers were not incomplete control oftheelements oftheresearch.However, primary data were drawn from fourteen (14) functional and registered quoted banks in

KCM§ Kcnncili C. Adicic' and Lawrence I. Nwekc' 158

the south-south zone of Nigeria which also constitute our level ot analysis and target population.More so, these banks were registered with the Corporate Affairs Commission (CAC), NigerianDeposit and Insurance company (NDIC), and the Nigeria Stock Exchange (NSE). Forty two (42)copies ofstructured questionnaire were distributed on the ratio ofthree copies per bank and ourunit ofanalysis constitutes the bank's general managers and other top management staff whohave direct contact with the customers. Ideographically, qualitative data were obtained fromsevencustomers ofthesebanks which wererandomly selected.Furthermore, the generated data were presented in tables and percentages and the hypotheseswere tested by employing the Speannan's Rank Correlation Coefficient which was facilitated bythe Statistical Packages for the Social Sciences (SPSS) version 15.0. Similarly, the researchinstrument was designed toadopt the likert scale point method in the measurement of the twoConstructs; Atmospherics effect and Customer Patronage which ranges from "very high extent"to "very low extent." Most ofthe instruments used to measure the constructs in this study wereadapted from previous studies in order to ensure content validity. Items measuring Atmosphericseffect, including ambient condition, physical architecture and signs are adapted from Bitner(2000), Rosembaum and Messiah (2011), and Lucas, (2003). Customer patronage was measuredby items including sales volume, profit level and customer retention which were adapted fromCronin e/ al(2000), Asiegbu etal(2011), Adiele et al(2011) and Athanasoglon etal(2005). Thevalidation process led us to seeking the opinion ofexperts in services marketing and serviceenvironment strategist. Towards this end, the questionnaire was pretested on selected managersofthe different banks within the context ofour study. More so, academic knowledgeable in thisarea ofstudy were consulted to help correct errors in the questionnaire such as ambiguity,contradictoryquestions, poor wording ofquestions, misleading orpoor instructions etc.Remarkably, the Cronbach's Alpha coefficient was used to ascertain or test for instrumentreliability. It is also an indicator of the internal consistency ofa measure (Witney, 1996 &Ahiauzu, 2006). From the analyses, the results were all above the threshold of (0.70) assuggested by Nunnaly (1978), indicating that our research instrument were both reliable andvalid. We therefore regard the items in the instrument as being internally related to the factorstheyareexpected tomeasure (Seetable I).

Table I: Reliability Coefficient ofVariables Measured

S/NO Dimen sions/measures of the

study variablesNumber of

Items

Number of

Cases

Cronbachs

Alpha

1 Atmospherics and CustomerPatronage

5 42 0.969

2 Ambient Condition 5 42 0.868

3 Physical Architecture 5 42 0.762

4 Signs 5 42 0.878

5 Sales Volume 5 42 0.906

6 Profit Margin 5 42 0.875

7 Customer Retention 5 42 0.935

Source: SPSS Output version 15.0

.Analysis of DataThe hypotheses and data on the elfeet o( Atmospherics orEn\ ironmentai ambience on customerpatronage ofretail banks in the south-south zone ofNigeria are presented and discussed in tables2. .1 and4 respecti\ely.

Hflect ql AiniosplicTiix tin BankPairtina^e Behaviour: Lessonsfiinn Nigeria BeiailBanks

The testof hypotheses one.two, and three in table2. 3. and4 respectively, shows that thereisastrong positive relationship between atmospherics and each of the measures of customerpatronage in the sample of banks in south-south zone of Nigeria.The positive large values of (0.647, 0.743 and 0.580) show the strength of the relationshipsbetween the variables. The P-value (0.00) is less than the level ofsignificance at (0.05). More so,their CranaclVs Alpha valuesare atmospherics effect (0.868), sales volume(0.906), and profitmargin(0.875) and customerretention (0.935) respectively. As shown in (table 1), they are allindicative of the reliable nature of our research instruments. This suggests that a strong andpositive relationship existsbetween environmental ambience, salesvolume, profit margin andcustomer retention. Hence, the null hypotheses are rejected.However, this finding corroborates with the views of (Griffitt, 2002) that when people orcustomers are physically uncomfortable because of ambient temperature, their affectiveresponse to strangers is lesspositive than whenthey are physically comfortable. Hence, a goodambient temperaturesignificantly impactson Sales Volume (Obome, 2003).Furthennore, (Lovelock 2002) opined that ambience is in general more important in servicesettings because customers as well as employees often experience the finn's facility. Theambience in a bank can aid or hinder the accomplishment of both internal organizational goalsand external marketing goals. Nowadays, Banks have leamt how to design their physicalsettings/environment insucha way that canget their customersattractedand satisfied (Rapoport,2002). Everyfirmshould inprincipleseek profitablegrowthover maximumsalesalone.The role of marketing in an organization is basically to generate sales for the organization(Futrell, 1991). Andthesearegeneratedwhetherthe companyis productor serviceoriented.Anorganization (Bank) sales volume is one of the major indicators of patronage and businesseffectiveness. Ahighersalesvolume depictsan appreciable customer retentionlevelanda goodcustomer retention level will resultantly lead to an increase in the levelofprofit.For example profit index management studies (PIMS) find that a strong positive link existsbetween sales volumeand retention on investment (Hooley et al, 2005). Further,they argued thatsuperior market perfonnance (Customer Patronage) likely results in superior financialperformance (profit margin).Furthermore, Akpan (2009), asserts that maximizing returns and optimizing profitabilitybecame the focus of banks and these can only be achieved through enhanced patronage, that is,increased customer base, sales volume with attendant satisfaction sufficient to consolidatecustomerloyalty andretention. Fromthis discussion, it isapparent thatAtmospherics effecthasthe capability to influence sales volume, profit margin and customer retention in banks. Wetherefore, concluded that Atmospherics Effects positively and significantly affect customerpatronage.

V

Conclusion and Research ImplicationsAmbience (Atmospherics) istheconscious designofspacetocreatecertaineffectsonbuyersandis based on an organization's atmosphere being understood by the five senses of touch, sight,taste, smell and hearing. Hundredsof studies of the workplace spanning in a department store,commercial banks etc showed that lighting, temperature, noise, music and colour can influenceemployee performance, job satisfaction and customer retention (Sundstrom & Sundstrom,2000). This article has exploredsome of the essential areas in whichAtmospherics Effectandcustomer patronage are hinged upon and also established the relationship between theseconstructs.

Based on the findings obtained from summary of di.sciLssion. empirical data analyses, and thereview of empirical related literature thus far. we conclude that Atmospherics affect cu.stomerpatronage of banks in the south-south zone of Nigeria. Furthermore, amongst the indicators ofcustomerpatronage, atmospherics .strongly affect piolu margin of banks under investigation asevidenced in (table 2). Consequently, the implication of the study are that the use ofatmospherics dimensions used in this study as strategies to improve customer patronage inbanksshould be recognized since both theoretical and empirical e\ idence has proven that thedimensions of atmospherics used in this studs positively correlate with cu.stomerpatronage.Theoretically, banks should recoenize that the env ironment of their business can help increase or

MCMS Kciinctli C. Adicic' and Law rencc 1. Nwckc" 1160

Result of Spearman Rank Correlation Coefficient between EnvironmentalAmbience (EA) andSales Volume (SV) , . /c/ inHo,: There is no significant relationship between Atmospheric effects and Sales lolinnc in

Banks in South-South Zone ofNigerian.

Table 2

Spearman's rho

Correlations

Ambient Condition Correlation CoefficientSig. (2-tailed)

N

Sales Volume Correlation Coefficient

Sig. (2-tailed)N

Ambient

Condition

1.000

42

.647

.000

42

Sales Volume

.647

.000

42

1.000

42

".Correlation issignificant atthe 0.01 level (2 -tailed).

Result of Spearman Rank Correlation Coefficient between EnvironmentalAmbience (EA) and ProfitMargin(PM)

Hoj: There is no significant relationship between Atmospheric effect and Profitmargin in Banks in South-South Zone ofNigei ian.

Correlations

Ambient

Condition

Profit Margin

Spearman's rho Ambient Condition Correlation Coefficient 1.000 .743 **

.000Sig. (2 -tailed)

N 42 42

Profit Margin Correlation Coefficient

Sig. (2 -tailed)

N

.743

.000

42

1.000

42

Source: Research Data2014 aitdSPSSvtT. 15window

Result of Spearman Rank Correlation Coefficient between EnvironmentalAmbience (EA) and Customer Retention

Ho,: There is no significant relationship between Atmospheric effects and Customer retentionin Banks in South-South Zone ofNigerian.

Correlations

Ambient

Condition

Ciestomer

Retention

Spcamian's rho Ambieni Condilion CoiTclalion Coefficient l.O(K) .580 •'

.000Sig. (2-tailed)

N 42 42

C'usiomcr Rciciilion Correlaiion Coenicieni

Sig. (2-laiIcd)

N

.580 ♦

.()()()

42

1.000

42

Source: Research Data 20t4 and SPSS ver. I.y windows

Dis ussion of the FindingsRe itionship between .Atmospherics and Ciistoniei Patronage

Ef/ecl of Aliiioxi/fwrics on Bank Pniroiw^c Bvluiviotir: U-xsons /row \i;^cria Reiail Banks Maw yil.^

reduce their le\el ofbusiness viability, employee performance and sales volume. From ourfindings and discussions, we develop a new atmospherics and customer patronage heuristicmodel presented in llcure 3.

AtmosphericsEffect r

Ambient

Condition

Physical

Architecture

Customer

Patronage

f'gnre.3:Atmospherics effectandCustomerPatronaseModel

Volume

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