I. INTRODUCTION
Today, with the opening up of China's retailing banking industry, all of China's banks must seek to further grow up under the competitive and complicated circumstances. Based on vargo and Lusch (2004)[38], because marketing is a process in which banks frequently interact with customers, a customer is not a passive service receipt, but an active participant, an operand, and a co-creator of services during the relational exchanges. If China's banks can motivate customer voluntary performances (CVP), which refers to helpful, discretionary customer behaviors that support a service company's service performance and quality (Bettencourt, 1997)[22], they would have the initiative in the competition and hold much more profit spaces. CVP include providing banks suggestions and feedbacks to improve service delivery processes, and spreading the positive word of mouth about the bank through various media, etc. It is these voluntary performance that make customer become the “partial employee” of banks, and then banks decrease the operating costs. As a result, it is a pivotal objective for retailing banking marketers, who wish to increase their profitability and win the competition through significant marketing efforts, to engender CVP.