ISO 9001:2015

A Study on Assessing the Impact of Digital Marketing on Customer Behaviour in Commercial Banks

Barkha Chaurasia, Dr. Shilpa Mishra & Sandeep Agarwal

The rapid digital transformation of the banking sector has significantly altered the way commercial banks communicate with and serve their customers. Digital marketing has emerged as a strategic tool for enhancing customer engagement, satisfaction, and loyalty. The present study focuses on the Impact of digital marketing practices adopted by commercial banks and analyses their influence on customer perception, satisfaction, trust, and retention. Using a descriptive research design, primary data were collected from 100 customers actively using digital banking and marketing platforms through a structured questionnaire based on a five-point Likert scale. The study focuses on key dimensions of digital marketing, including effective digital customer support, trust enrichment, satisfaction, loyalty, information consistency, personalized communication, and digital onboarding. Descriptive statistical tools such as mean score analysis, ranking method, and graphical representation were employed for data analysis. The findings reveal that effective digital customer support systems and regular digital updates exert the strongest influence on customer perception and engagement, followed by user-friendly digital interfaces and personalized communication. While digital promotions and onboarding processes positively affect customer acquisition, long-term loyalty is primarily driven by trust, consistent communication, and quality digital experiences. The findings provide valuable insights for banking professionals and policymakers to design relationship-driven digital marketing strategies aimed at sustaining customer retention and competitive advantage in an increasingly digital banking environment.

Chaurasia, B., Mishra, S., & Agarwal, S. (2025). A Study on Assessing the Impact of Digital Marketing on Customer Behaviour in Commercial Banks. Journal of Modern Management & Entrepreneurship, 15(04), 171–178. https://doi.org/10.62823/jmme/15.04.8228

DOI:

Article DOI: 10.62823/JMME/15.04.8228

DOI URL: https://doi.org/10.62823/JMME/15.04.8228


Download Full Paper:

Download