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Service-profit-chain is a theory that connects the interaction process between internal service quality (i.e. employee satisfaction) and external service value (i.e. customer satisfaction and loyalty). The theory addresses that satisfied employees are more likely to be more productive at work and loyal to the company that eventually provides high service value to customers. High service value will yield customer satisfaction that ultimately leads to company’s growth and profitability. Based on that premise, ample studies have been done to better explain the process of which employee’s interactions with customers that would generate customer satisfaction. However, due to varying degree of service attributes and service category, findings of those studies are still inconclusive and it leaves some gaps remained, especially in emerging countries context. This research, therefore addresses the gap, specifically by examining the role of team engagement in employee side that may affect customer engagement through service quality. It also investigates whether the relationship of team engagement and perception of physical servicescape affect service quality and customer engagement. As many as 236 respondents from one of the biggest national private bank in Indonesia participated in a cross-sectional survey. Structural Equation Modeling was used to determine the relationships of the variables. The results revealed that team engagement perceptions and physical servicescape perceptions have significant positive effects on service quality, while service quality positively affects customer engagement. However, team engagement and physical servicescape perception did not have direct effect on customer engagement. Type of paper: Empirical

Analysis of team engagement and physical servicescape perception effects on branch service quality and customer engagement