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This paper presents the first known empirically-tested model of Digital Marketing Strategy to gain Customer Value, through the building of Website Quality, Website Credibility, to achieve Online Customer Trust, Online Customer Loyalty, performing results on creating and sustain the Competitive Advantage. In doing so, it provides insight into not only how organizations can effectively manage the strategic digital brand building process but, more importantly, appreciate the subsequent non-employee effects on digital banking services as organization-s digital benefits. Data were collected via an field survey of 300 lounge banking service, sourced from a market research Bank Indonesia data base list. SEM analysis was conducted for several model test, and LISRELL software was used to statistically validation. Strong support was found for 10 of the hypothesized relationships thus providing strong validation for the proposed model. The employment of surveys can present data collection problems stemming from such things as lack of willingness to participate on behalf of the respondent, loss of validity when using structured questionnaires and inherent challenges of wording questions properly. However, in acknowledging these limitations, actions, such as the utilization of a national database of ‘opt in- survey participants coupled with the good reliability results and the methodical two-stage survey design process undertaken, it is suggested that every effort was made to negate this limitation. Knowledge gained from empirically validating of Digital Marketing Strategy: 1) further enriches the application of traditional brand management techniques; 2) provides a framework for digital brand communication training; 3) increases organizational understanding of how to engender positive non-employee actions and; 4) increases the accountability of such an internal investment by identifying measurable organizational digital benefits that accrue as a result of such efforts. This research makes three important contributions including: 1) expanding the existing digital brand equity literature to incorporate relevant perspective, that being employed; 2) the adoption of a multi-disciplined approach to addressing a digital marketing issue and, in doing so, extending beyond the connection on cognitive psychology view of digital brand equity to incorporate a contextual/organization cultural element and; 3) reflecting the perceptions of non-employees services, who are currently underrepresented in the digital brand management literature.