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African Journal of Agricultural Marketing ISSN: 2375-1061 Vol. 3 (2), pp. 193-199, February, 2015. Available online 
at www.internationalscholarsjournals.org © International Scholars Journals 

 

Author(s) retain the copyright of this article. 

 
 
 

Full Length Research Paper 
 

Customers Patronage with regards to physical 
architecture: A survey on banks in Southern Nigeria 

 

Okonkwo T. Vincent 
 

Department of Marketing, Faculty of Management Sciences, Delta Sate University, Abraka, Nigeria. 
E-mail:Ok.vincent@gmail.com 

 

Accepted 4 January, 2015 
 

This study assesses the impact of physical architecture on customer patronage of quoted banks in South-

south zone of Nigeria. 14 quoted banks at the Nigeria Stock Exchange Market were used for the study. The 
research considered firm level of analysis and top managers unit of analysis. Customers of the chosen 

banks were also used. By this arrangement, 42 managers and seven customers randomly selected 
constituted our respondents for the study. Descriptively, data were generated and presented while 
inferentially, the Spearman’s Rank Correlation Coefficient was used in testing the postulated hypotheses. 

The result of the analysis showed that there is a positive and significant correlation between physical 
architecture and customer patronage. The study specifically revealed that physical architecture 

significantly impacts sales volume, profit margin, and customer retention. Furthermore, the study 
concluded that physical architecture strongly affects customer patronage. The authors therefore 

recommended that the improvement on customer patronage is predicated on the bank’s ability to efficiently 
improve on its operational equipment and to ensure that they perform optimally while reducing customers’ 
waiting time. 
 
Key words: Spatial layout, functionality and retail bank patronage. 

 
 
INTRODUCTION 
 
Design factors can create attraction and uniqueness to 
appeal to people at the focal point by signaling a pleasant 

and worthwhile experience. The design aspects of banks 
and retail stores are an ideal convergence of artistic 
ideas, instinct and business in a planned and profitable 

manner. According to Din (2000), retailers need to create 
or find out new environment in which space, cost and 

flexibility are designed in such a way that they effectively 
communicate brand value and attract consumers. Bank’s 

design  layout  may   communicate   value  by   increasing 

 
 
 

 
search efficiency, comfort, inventory capacity, product 
quality, price, product displays etc. Signage and window 

dressing is the face index of the store that can attract or 
repel customers from the store. Customers may develop 
associations of trust, value, quality of goods and services, 

price warranty and guarantees, as they come across 
visuals such as signage, window dressing, logo, etc 

based on past shopping experiences, signs and graphics 
used in the store act as bridge between the merchandize 

and the target  market.  Design  factors  create theoretical 



Okonkwo       193 
 
 
 

 
effect, add Spersonality, beauty and communicate store 

image. Therefore, this study is designed to examine the 

impact of physical architecture on customer patronage of 

banks in the South-south zone of Nigeria. 
 
 
THEORETICAL BACKGROUND 
 
Physical architecture and customer patronage 
 
Physical architecture refers to the ways in which 
machinery, equipment, and furnishings are arranged, the 
size and shape of those items, and the spatial 
relationships among these elements. More so, it refers to 
the functional ability of the same items to facilitate 
performance and the accomplishment of goals. Within the 
leisure service context, architecture accessibility refers to 
the way in which furnishings and equipment, service area 
and passage ways are arranged; and the spatial 
relationships among these elements (Bitner, 1992). An 
effective layout will provide for ease of entry and exist, 
and will make ancillary service areas such as 
concessions, restrooms, and souvenir stands more 
accessible to customers. Effective architecture in 
discount stores and banks facilitates the fulfillment of 
functional needs (Wakefield and Blodget, 2005). 
Interesting and effective physical architecture may also 
facilitate fulfillment of hedonic or pleasure needs. That is, 
by making ancillary service areas more accessible 
customers are able to spend more time enjoying the 
primary service offering.  

Surprisingly, little has been published about the effects 
of physical architecture on sales volume in commercial 
service settings such as banks (Wener, 2000; Seidel, 
2002). Logic suggests that physical architecture and 
functionality of the environment are highly salient to 
customers in self service environments where they must 
perform on their own and cannot rely on employees to 
assist them. Similarly, if the tasks to be performed are 
very complex, efficiency of layout and physical 
architecture will be more important than when the tasks 
are mundane or simple. When either the employees or 
customers are under time pressure, they will also be 
highly conscious of the relative ease with which they can 
perform their tasks in the environment.  

However, it is important to emphasize that physical 
architecture that makes people or customers to feel 
constricted may have a direct effect on customer quality 
perceptions excitement levels, and indirectly on their 
desire to return (customer retention). This implies that 
service or retail facilities that are specifically designed to 
add some level of excitement, arousal or satisfaction to 
the service experience such as in an upscale restaurant 
or commercial bank should provide ample space to 
facilitate exploration and stimulation within the physical 
environment  (Wakefield and  Blodgett;  2005).  From  the 

 

 
 
 
 
 
 

forgoing discussion, we are inclined to believe that 
physical architecture can influence patronage in banks.  

Furthermore, services encounter environments are 
purposeful environments (i.e. they exist to fulfill specific 
needs of consumers, often through the successful 
completion of employee actions); this underscores the 
relevance of physical architecture of business 
surroundings. The study of Baker et al (2002) showed 
strong evidence that customer’s perception towards 
display and layout influence the customer’s value 
perception. The value perception has a strong impact on 
customer patronage. When customers find that the 
merchandise or services is easily identified, the higher 
the possibility that customers will purchase on the 
merchandise. Efficient design of layout aids people in 
getting the right direction and to understand signs in 
stores and offices (Bitner, 1992). More so, customers that 
are successfully attracted to a store or office have a 
chance to purchase on product and spread positive word 
of mouth to friends and family (Barth, 1993).  

On the other hand, physical architecture refers to the 
ability of the same items to facilitate performance and the 
accomplishment of goals. Much of the empirical research 
in organization behavior and psychology illustrated 
effects of the physical architecture and from the 
employee’s point of view. Little has been published about 
the effects of physical architecture on customers in 
commercial service settings.  

The impact of furnishing can be evidenced through the 
affective response of comfort; and this is also an 
important aspect of service environment that attracts 
profit margin and retention. For instance, seating comfort 
is likely to be a particularly salient issue for customers of 
leisure and banking services that must seat for a number 
of hours or minutes observing or participating in some of 
banking transactions and or some form of entertainment. 
Seating comfort is affected by both the physical seat itself 
and by the space between the seats. Some seats may be 
comfortable or uncomfortable because of their design or 
condition (new vs. deteriorating, padded vs non padded, 
bench seats vs seats with backs). Seats may also be 
comfortable or uncomfortable because of their proximity 
to other seats; customers may be physically or 
psychologically affected if they are forced to seat too 
close to the customers next to them (Baker, 2000). 
Indeed, previous research related to perceived crowding 
(Eroglu and Michelet, 1990; Hui and Bateson, 1991) 
suggests that cramped seating quarters are likely to be 
perceived as displeasing and of poor quality, hence may 
negatively impact on customer retention, sales volume 
and resultant profit level. 

Furthermore, the amount of space between rows of 

seat is also an important dimension; because it affects 

the ease with which customers may exit their seats to use 

ancillary service such as rest rooms, concession areas, 

etc. More so, when rows are too narrow  other   customer 



194          Afr. J. Agric. Mark. 
 
 

 

Concept Measures 
 

 Sales Volume 
 

Physical Architecture 
Profit Level 

 

 
 

 Customer Retention 
 

 
Figure 1. Customer patronage measures. Source: authors Desk Research (2014). 

 
 
 
are frequently forced to stand or shift in their seats to let 
other customers pass by. However, the arrangement of 
space i.e. efficient positioning of items to pave way for 
easy movement and access to facilities by customers in a 
banking environment will significantly impact on sales 
volume, customer retention and profit margin.  

Physical architecture can be an effective way to 
manage perceptions of progress in a queuing situation 
(Haynes, 2000). Furthermore, physical architecture may 
lead consumers to attribute the cause of a delay to the 
service organization. For example, bank customers were 
angry at delays they attributed to the bank when they 
observed tellers waiting for their computers to respond. 
After the bank installed partitions concealing computer 
terminals, tellers where perceived to be busy throughout 
the entire transaction and complaints decline (Martin, 
2001). Physical architecture thus contributed to con-
sumers’ affective responses, and this led to lower 
perception of waiting time duration. Similarly, if 
consumers attribute delays to an organization due to poor 
facility layout and design then negative effect and 
increased time perception may result.  

Conversely, effective and proper arrangement of faci-
lities, equipment and their optimal/efficient performance 
will resultantly enhance the organization’s customer 
retention. Parasuraman et al. (1988) conceptualized 
customer retention as “a global judgment, or attitude 
relating to the superiority of the service. In this regard, 
understanding and meeting customers’ needs are 
essential for the success of any business or organization, 
no matter how small or large (Timm, 2008). There is 
general agreement that the delivery of high service 
quality can create a competitive advantage for retailers by 
differentiating them in terms of meeting the needs of their 
customers better than their competitors do (Darshan, 
2006; Chiliya et al., 2009) (Figure 1).  

Therefore, from the forgone discussion, we are inclined 

to  think  that  the  design  of physical architecture, i.e. the 

 
 
 
equipment spacing, and spacious banking hall that will 

enhance easy customer traffic and mobility will 

encourage patronage, increase retention, volume of 

transactions and ultimately impact on the firms profit 

level. Hence, we develop the following hypotheses for the 

study. These are stated as follows: 
 
H1: There is a significant relationship between physical 
architecture and sales volume  
H2: There is a significant relationship between physical 
architecture and Profit margin.  
H3: There is a significant relationship between physical 

architecture and Customer Retention. 

 
STUDY METHODOLOGY 
 
This study adopted the cross sectional survey method and the 
objectivist research strategies. The major decisions of the study 
were based on the nomothetic methodology. This approach focuses 
attention upon the process of developing questionnaire and testing 
hypotheses in accordance with the canons of scientific rigor 
(Ahiauzu, 2006).  

The primary data were drawn from fourteen (14) functional and 
registered quoted banks in the south-south zone of Nigeria which 
also constitute our target population and level of analysis. More so, 
these banks were registered with the Corporate Affairs Commission 
(CAC), Nigerian Deposit and Insurance company (NDIC), and the 
Nigeria Stock Exchange (NSE). Forty two (42) copies of structured 
questionnaire were distributed on the ratio of three copies per bank. 
Our unit of analysis constitutes the bank’s general managers and 
other top management staff who have direct contact with the 
customers. 

The generated data were presented in tables and percentages 
and the various hypotheses were tested by employing the 
Spearman’s Rank Correlation Coefficient to ascertain the 
relationship between physical architecture and customer patronage. 
The research instrument was designed using likert scale in the 
measurement of the two Constructs, Physical Architecture and 
Customer Patronage which ranges from “very high extent” to “very 
low extent”. Most of the instruments used to measure the constructs 
in this study were adapted from previous studies in order to ensure 
content validity (Bitner, 1992).  Items  measuring  physical  architec- 



Okonkwo       195 
 
 
 
Table 1. Reliability coefficient of variables measured. 
 

S/NO Dimensions/measures of the study variables No of items No of cases Cronbach’s Alpha 

1 Physical Architecture 5 42 0.762 
2 Sales Volume 5 42 0.906 
3 Profit Margin 5 42 0.875 
4 Customer Retention 5 42 0.935 

 
Source: SPSS Output version 15.0. 
 
 
 

Table 2. Result of spearman rank correlation coefficient between physical architecture (PA) and sales volume (SV). 
 

  Physical architecture Sales volume 
 

 Correlation coefficient 1.000 .692** 
 

Physical architecture Sig. (2-tailed . .000 
 

Spearman's rho 
N 42 42 

 

   
 

 Correlation Coefficient .692** 1.000 
 

Sales volume Sig. (2-tailed .000 . 
 

 N 42 42 
  

**. Correlation is significant at the 0.01 level (2-tailed). Source: Research Data 2014 and SPSS ver. 15 window output. 
 
 
 

Table 3. Result of spearman rank correlation coefficient between physical architecture (PA) and profit margin (PM). 
 

  Physical architecture Profit margin 
 

 Correlation coefficient 1.000 .622** 
 

Physical architecture Sig. (2-tailed . .000 
 

Spearman's rho 
N 42 42 

 

   
 

 Correlation coefficient .622** 1.000 
 

Profit margin Sig. (2-tailed .000 . 
 

 N 42 42 
  

**. Correlation is significant at the 0.01 level (2-tailed). Source: Research Data 2014 and SPSS ver. 15 window output. 
 
 
 
ture, including facility layout, facility design and equipment 
functionality are obtained from Darshan, (2006) and Haynes, 
(2000). Customer patronage was measured by items such as: sales 
volume, profit level and customer retention which were adapted 
from Cronin et al. (2000), Asiegbu et al. (2011), Adiele et al. (2011) 
and Athanasoglou et al. (2005). The validation process led us to 
seeking the opinion of experts in services marketing and service 
environment strategist. Towards this end, ten copies of structured 
questionnaire were pretested on selected managers of the different 
banks within the context of our study.  

The Cronbach’s Alpha coefficient was used to ascertain or test 
for instrument reliability. It is also an indicator of the internal 
consistency of a measure (Witney, 1996; Ahiauzu, 2006). From the 

analysis the results were all above the threshold of (0.70) as 
suggested by Nunnaly (1978), indicating that our research 
instrument was reliable. We therefore regard the items in the 
instrument as being internally related to the factors they are 
expected to measure (Table 1). 

 
 
 
ANALYSES OF RESULTS 
 
The hypotheses and data on Physical Architecture and 

Customer Patronage of banks in the south-south zone of 

Nigeria are presented in Tables 2, 3 and 4 respectively. 

 
Result of spearman rank correlation coefficient 

between physical architecture (PA) and sales volume 

(SV)  
Ho1: There is no significant relationship between physical 

architecture and sales volume in Banks in South-South 

Zone of Nigerian 
 
Table 2 shows that the correlation coefficient variables 



196          Afr. J. Agric. Mark. 
 
 
 

Table 4. Result of spearman rank correlation coefficient between physical architecture (PA) and customer retention (CR). 
 

  Physical architecture Customer retention 
 

 Correlation coefficient 1.000 .704** 
 

Physical architecture Sig. (2-tailed . .000 
 

Spearman's rho 
N 42 42 

 

   
 

 Correlation coefficient .704** 1.000 
 

Customer retention Sig. (2-tailed .000 . 
 

 N 42 42 
  

**. Correlation is significant at the 0.01 level (2-tailed). Source: Research Data 2014 and SPSS ver. 15 window output. 
 
 
 
ranked x and Y is (.692). This positive value of rs says 
that there is a strong rank correlation between Physical 

Architecture (x) and sales volume (Y) in the sample of 
banks in south-south zone of Nigeria. Furthermore, the 

Cronbach’s Alpha values for physical architecture and 
sales volume are (.762) and (.906) respectively as shown 
in Table 2. Since the p-value (0.000) is less than the level 

of significance at (0.05), we therefore reject the null 
hypothesis and uphold the alternate hypothesis which 

says that there is a significant relationship between 
physical architecture and sales volume in the Banks in 

south-south zone of Nigeria. 

 
Result of spearman rank correlation coefficient 

between physical architecture (PA) and profit margin 

(PM)  
Ho2: There is no significant relationship between physical 

architecture and profit margin in the banks in South-South 

Zone of Nigerian. 
 
Table 3 shows that the correlation coefficient variables 
ranked x and Y is (.622). This positive value of rs (.622) 
indicates that there is a strong rank correlation between 
physical architecture (x) and profit margin (Y) in the 
sample of Banks in south-south zone of Nigeria. Moreso, 
the Cronbach’s Alpha values for physical architecture and 
profit margin are (.762) and (.875) respectively as shown 
in (Table 1). Since the p-value (0.000) is less than the 
level of significance at (0.05), we therefore reject the null 
hypothesis and uphold the alternate hypothesis which 
says that there is a significant relationship between 
physical architecture and profit margin in Banks in south-
south zone of Nigeria. 
 
 
Result of spearman rank correlation coefficient 

between physical architecture (PA) and customer 

retention (CR) 
 

Ho3: There is no significant relationship between Physical 

 
 

 
Architecture and Customer retention in Banks in South-

South Zone of Nigeria. 
 
The Spearman’s Rank test result in Table 4 shows that 
the correlation coefficient of the variables Rank- x and 
Rank –Y is .704. The positive value of rs (.704) revealed 
that there is a strong rank correlation between physical 
architecture (x) and customer retention (Y) in the sample 
of Banks in south-south zone of Nigeria. More so, the 
Cronbach Alpha values for physical architecture and 
customer retention are (.762) and (.935) respectively 
(Table 1). Since p-value (0.000) is less than the level of 
significance at (0.005), we therefore reject the null 
hypothesis and uphold the alternate hypothesis .This 
implies that there is a significant relationship between 
physical architecture and customer retention in the banks 
in South-south zone of Nigeria. 
 
 
DISCUSSION OF THE FINDINGS 
 
Relationship between physical architecture and 

customer patronage 
 
The test of hypotheses one, two and three as shown in 
Tables 2, 3 and 4, respectively revealed that a strong and 
positive relationship exists between physical architecture 
and each of the measures of customer patronage in the 
sample of banks in South-south zone of Nigeria. The 
positive value of (.692), (.622) and (.704) also showed the 
strength of the relationships between the variables. The 
Cronbach’s Alpha values for physical architecture (.762), 
sales volume (.906), profit margin (.875) and customer 
retention (.935) indicated the rate at which our research 
instruments were reliable (Table 1).  

Furthermore, the p-value (0.00) is less than the level of 
significance of (0.05); therefore, we reject the null 
hypotheses and conclude that a positive and significant 
relationship exists between physical architecture, sales 
volume, profit margin and customer retention.  

This finding corroborates the views of Wakefield and 

Blodget  (2005),  that an effective layout will provide ease 



Okonkwo       197 
 
 

 
of entry and exist, and will make ancillary service areas 
such as concessions, restrooms, and souvenir be more 
accessible to customers. Similarly, Wakefield and Blodget 
(2005) argued that effective architecture in discount 
stores and banks facilitates the fulfillment of functional 
needs. Notably, interesting and effective physical 
architecture was found to facilitate fulfillment of hedonic 
or pleasure needs. That is, by making ancillary service 
areas more accessible customers are able to spend more 
time enjoying the primary service offering. However, it is 
important to emphasize that physical architecture that 
makes people or customers to feel constricted may have 
a direct effect on customer quality perceptions excitement 
levels, and indirectly on their desire to return (customer 
retention). This is consistent with the views of Wakefield 
and Blodget (2005) that service or retail facilities that are 
specifically designed to add some level of excitement, 
arousal or satisfaction to the service experience such as 
in an upscale restaurant or commercial bank should 
provide ample space to facilitate exploration and 
stimulation within the physical environment (Wakefield 
and Blodgett; 2005). From the foregone discussion, we 
are inclined to opine that physical architecture can 
influence patronage in banks.  

Skogland and Siguaw (2004) similarly examined the 
people factor and satisfaction with hotel and bank 
ambience and reported that they positively affect word-of-
mouth loyalty. Their finding corroborates with the views of 
Timm (2008), that underscored the importance of bank 
design and amenities as drivers of sales volume. Hence, 
Chiliya et al. (2006) opined that organizations build 
themselves around what is good for their customer and 
change their organizational ambience, structures, 
systems and processes to build great customer 
experiences in order to continually sustain growth despite 
fierce competition. This assertion is in line with our 
findings in Table 2 which showed a significant 
relationship between physical architecture and sales 
volume as evidenced in the strong value of (69.2%). 

Furthermore, in the view of Goddard et al. (2004a), as 
banks move into the twenty first century, they must focus 
more than ever before on creating new streams of 
revenue in order to increase shareholders value. Critical 
to this effort is the need to assess and analyze the 
profitability of the bank’s current customers, relationships, 
services customer retention rate and products. It is only 
through such analysis that bank can determine which 
customers to fight for, which customer relationship to 
expand, and which prospective customer to pursue. This 
statement corroborates with our study finding in Table 3 
which indicated a significant relationship between 
physical architecture and profit margin as evidenced in 
the positive value of 62.2%. 

Similarly, for any business organization, even the 

banking industry to perform creditably and remain in 

business,  there  must   be  inherent   customer   retention 

 

 
 
 
 
program and strategies. Customer retention affects both 
revenues and cost in the equation of profitability. This 
equation equates profitability to be equal to revenue and 
cost is lowered due to lesser generation and marketing 
costs of such revenue. Sales volume plays a key role in 
the profit level of any organization. Higher sales volume 
will always reflect in higher profit margin or increasing 
demand and the number of units sold. Arguably, from the 
above discussions, there is a relationship between 
physical architecture, sales volume, profit margin and 
customer retention. This statement agrees with our 
finding in Table 4 which indicated a strong and significant 
relationship between physical architecture and customer 
retention as observed in the strong value of 70.4%. 
Another positive consequence of customer retention is 
that it can help the firm gain competitive advantage and 
an expansion of their market share as customers willingly 
buy other products as well as refer others to the 
organization (Christopher and James, 2012). The impact 
of furnishing can be evidenced through the affective 
response of comfort; and this is also an important aspect 
of service environment that attracts profit margin and 
retention. The study of Baker et al. (2002) showed strong 
evidence that customer’s perception towards display and 
layout will influence the customer’s value perception. The 
value perception has a strong impact on customer 
patronage. From the discussion thus far, we conclude 
that physical architecture positively and significantly 
affects customer patronage. 
 
 
CONCLUSION AND RESEARCH IMPLICATIONS 
 
This article has explored some of the pertinent areas in 
which physical architecture and customer patronage are 
predicated upon and also established the relationship 
between these constructs. Based on the findings 
obtained from summary of discussion, empirical related 
literature; thus far, we conclude that physical architecture 
affect customer patronage of banks in the south-south 
zone of Nigeria. Furthermore, amongst the measures of 
patronage, physical architecture strongly affects customer 
retention of banks under investigation as evidenced in 
Table 4.  

Similarly, the implication of the study is that the use of 
physical architecture as a strategy to enhance customer 
patronage in banks should be recognized since both 
theoretical and empirical evidence has proven that the 
dimensions of physical architecture positively correlate 
with customer patronage. 

 

We suggest that, banks should take cognizance of the 

fact that physical architecture (i.e. efficient facility layout, 

facility design and functionality of their equipment) can 

help facilitate their service delivery process thereby 

reducing customer waiting time, crowding and complaint. 

From  our  findings  and discussion thus far, we develop a 



198          Afr. J. Agric. Mark. 
 
 
 

 

     
 

     
 

   Facility  
 

   Layout  
 

Physical     
 

  

Facility   

Architecture    
 

  

Design  
 

    
 

     
 

   Equipment  
 

   functionality  
 

     
 

     
 

 
Customer  

Sales
Volume 

 
Patronage  Profit  

Margin  
Customer  
Retention 

 
Figure 2. Physical architecture and customer patronage model. 

 
 
 

 

new physical architecture and customer patronage 

heuristic model presented in Figure 2. 

 

Conflict of Interests 
 
The authors have not declared any conflict of interests. 

 

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