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Customer Satisfaction in
the Banking Industry
Case Study – Barclays
Bank of Kenya Ltd.
Customer satisfaction is a major issue
in almost all sectors. This can basically determine the success and
profitability of a company as a satisfied customer would most likely to ‘spread
the good word’ or would have be happy to do business again with the firm. It is
an important theoretical and practical issue for market researchers and
consumer researchers (Meuter et al, 2000). With positive results in most
research, the significance of customer satisfaction and customer retention in
strategy development for a “market oriented’’ and “customer focused’’ firm
cannot be underestimated (Kohli and Jaworski, 1990). Specifically, Levesque and
McDougall (1996) stated that customer satisfaction and retention are critical
for retail banks, because of their impact on the company’s profit. With this,
there is the challenge for banks to deliver a satisfactory quality service.
After all, customer satisfaction is inarguably one of the two core concepts
that are at the root of the marketing theory and practice (Spreng and Mackoy,
1996). The other one is service quality but it can be said it is not purely
intertwined with customer satisfaction as a customer can be satisfied even
though the service is not of high quality. But then, customer satisfaction is
considered a must for customer retention and loyalty, and undoubtedly helps in
realizing economic goals like profitability, market share, return on investment
and other corporate target (Reichheld, 1996; Hackl and Westlund, 2000).
This paper presents the proposal to
investigate customer satisfaction in the banking industry and link it with the
profit of the company. As mentioned, this theory is also plays an important
role to banks. The study will focus specifically on the Barclays Bank of Kenya. Barclays
is a UK based brand that has
made a huge impact on Kenya.
The study will look at how Barclays retain and satisfies its customers and what
type of measurement they used and how it can be further improved. In this
proposal, a background of Barclays Kenya will be presented along with some
insights on the personal experience of the author on their service. Furthermore,
a literature review will also be presented. This will include contents of literatures
about customer satisfaction, examples of how satisfaction is measures, results
of other studies, etc. Other important divisions such as the objectives of the
study, the problem, limitation and the methodology will be presented.
Background of the Study
Barclays
is the UK’s
third biggest banking company. It is engaged mainly in retail banking,
investment banking and investment management. In 2002, it generated revenues of
£11.32 billion (Datamonitor, 2004). Through its subsidiary Barclays Bank, the
company operates about 2,000 offices in the UK,
particularly in both England
and Wales.
Its overseas business is managed by Barclay Bank International, which operates
over 500 branches in around 60 countries. Other subsidiaries include the
Woolwich, Barclaycard, Barclays Capital, and Barclays Global Investors. The
company is headquartered in London,
UK
(Datamonitor, 2004).
One of its overseas business locations
is in Kenya,
where the company is considered as one of the key players in the country’s banking
industry. Started in the 17th century in London,
the company directly invested in Kenya in 1916 and has operated continuously
until the present day (Barclays, 2005). Barclays in Kenya
is considered the leading contributor of profit and size of operations in Africa (Barclays, 2005). As stated in the Website of the
Barclays Kenya, “The bank is the market leader in the retail segment and is
aggressively growing its corporate business with numerous world class financial
services products. The bank pioneered the concept of unsecured retail lending
in Kenya
where it currently holds a market share of 30%” (Barclays, 2005). With a world
renowned brand, Barclays is one of the most successful investors in Kenya,
with 69 computer-linked outlets across the country and 82 ATMs.
Based on personal experience, the
Barclays Bank of Kenya
offers quality professional service to its customers. The employees are
moderately friendly and they welcome customers thoroughly. However, the
employees themselves are not quite persuasive as they should be, but
nonetheless, services are satisfactory in terms of speed of service delivery
and customer orientation. But perhaps, a more persuasive and friendly approach
can be possible. Sometimes, employees are inconsistent with the service
quality. Cross-selling is also poor which can be considered as one of the weak
points of the bank.
SWOT Analysis of Barclays
Generally, Barclays have many
strengths that they can boast as well as opportunities that they can grab. However,
with strengths there also weaknesses that are needed to be fixed. Furthermore,
there are also threats should also be addressed with strategy and care.
Strengths
and Opportunities
Barclays is already an established
brand in financial services. Thus, no matter where they are located overseas,
they are known as one of the largest financial service groups in the UK. Their
corporate identity and features is basically one of their strengths that they
can show. They are also the leading provider of coordinated global services to
multinational corporations and financial institutions worldwide, and have been
involved in banking for over 300 years and with over 73,600 employees
(Datamonitor, 2004).
Another strong point of the company
is its global reputation and being globally diverse. Operating business in 60
countries, its diverse geographical spread allows the company to spread its
risk of the adverse effects of operating in a single country such as economic
downturn etc. (Datamonitor, 2004). For instance, despite the economic slump in Kenya, Barclays
can still survive as it can ask support from its International office. In Kenya, poverty
is widespread with 55 percent of the population below the poverty line. Specific
weak points of Kenya’s economy include: lack of budget discipline, government
corruption, slow progress on privatization of parastatal companies, a weak
banking sector, poor infrastructure, an inconsistent judicial system
(CountryWatch, 2005). But despite these weaknesses of Kenya, especially in the banking
sector, Barclays has the strength to stand up in the competition with a strong
international aid and support from subsidiaries (Datamonitor, 2004). In
addition, one of its strategies for penetrating in foreign markets is its good
acquisition. The company has been able to achieve solid growth, fend off
external pressures and global expand through successful acquisitions.
In terms of opportunities, Barclays
in Kenya
can profit from the unique all in one bank account approach. Furthermore,
Barclays is offering legal and general life, pensions and investment products
to Barclays’ customers. This offers an opportunity to breathe life into the
group’s bancassurance operations (Datamonitor, 2004). There is also the growth
of customers in Kenya.
The BBK Annual Report (2004) stated that the continued growth in customer
deposits is attributed to the attractiveness of Barclay Kenya’s deposit
products and the level of confidence their customers have in the Bank. The
managing director stated that they continue to focus their efforts in lending
to the personal and business sector in Kenya and are considering new products
to facilitate this process (BBK Annual Report, 2004). Furthermore, the
continuous investment in state-of-the-art technology and the effort to improve
staff performance might give the company the edge in providing customer
satisfaction in financial services.
Weaknesses
and Threats
The
biggest weakness of Barclays is its bad publicity. Comments of the CEO made to
MPs described how he didn’t use credit cards as they were "too expensive"
and that he’d advised his children to not get into too much credit card debt
causing an embarrassing situation (Datamonitor, 2004). Furthermore, the OFT
pulled the plug on a marketing campaign as it described as "misleading"
and possibly illegal offering "0% interest forever" (Datamonitor,
2004). In 2002, its reductions in local and village branches had been
criticized and accused of arrogance for its "Big Bank" advertising
campaign (Datamonitor, 2004). As mentioned, majority of Kenya’s population is poor, and the
grand image might not satisfy customers greatly.
In
addition, the company has also been criticized for its half-hearted efforts at
cross-selling products to existing customers, and the lack of brand clarity has
led to the loss of customers who failed to realize that differentiated services
were available to those with the requisite cash (Datamonitor, 2004).
The main threat of the company, on
the other hand, is the poor economic condition of Kenya itself. Furthermore, Kenya's economy
is hindered by the onslaught of AIDS in the region (CountryWatch, 2004). In
addition, the continuous conflict in Central Africa
might result in a slack of customers. Thus, this gives them the challenge to
provide satisfactory service to retain as much customers as possible.
Objectives of the Study
The aim of the study is to conduct an
investigation on the customer service of Kenya, which is categorized into
three main objectives. They are as follows:
1. To find out what factors contribute to
customer satisfaction in the banking industry.
2. To develop mechanisms for accurate
measurement of customer satisfaction.
3. Review existing literatures on models
of customer satisfaction and correlate this with the existing study.
4. Extend current understanding of customer satisfaction.
5. Provide feedback on level of satisfaction
Statement
of the Problem
The problem in the study is that the
Barclays Bank of Kenya or
the general Barclays brand is used to European policies and has been most
recognized in terms of success in Europe than in Africa.
Management in Europe is different from the management in Kenya, although
they are trained by the principles of the company. Yet, it may be harder for a
corporate company to deliver customer satisfaction in developing countries
because mainly of social and cultural differences. Satisfaction perceived by
British customers is different from how Kenyan’s perceive satisfaction. Thus,
an investigation on the factors that influence customer satisfaction in the
Barclays Bank of Kenya might
open new doors to new information such as what customer service should the bank
focus on quality to retain customers in Kenya branch. Along with this, it
will be given effort that an effective mechanism for measuring satisfaction be
discovered, based on the method to be used and the result of the study.
Research
Questions
To attain the objectives of the
study, key questions will be answered. The answers to these questions will
provide light to the problem and will open new perspectives or support to
existing perspectives in customer satisfaction. The research questions are:
1. What are the strategies of Barclays
Kenya in giving customer satisfaction or retaining customers?
2. In what area of their service do they
receive the most satisfactory remarks from customers?
3. What area of Barclay Kenya’s
services that customers are mostly not satisfied with the service?
4. What are the methods that the Barclays
Kenya used to measure the satisfaction of the customers?
5. How do customers’ view the service
performance of Barclays Kenya?
6. Why is it important to assess customer satisfaction?
7. What are the consequences of ignoring customer satisfaction?
Limitations
The study will be limited only to the
survey and literature and review. Furthermore, 100 of existing customers of
each 5 branches in Kenya
will be interviewed because of limited time and budget. Also, the study will be
limited only with the extent of which the Barclays Kenya will allow such study
to take place. There might be changes in respondents, schedules of survey etc.
depending on the how much the company will allow them. The confidentiality of
information about their customers can be one of the biggest limitations of the
study as it is the choice of the company which information is to disclose.
Significance
of the Study
The results of the study could play a
great role in improving customer satisfaction in banks. By unearthing the
factors that affect customer satisfaction, banks in Kenya would not have a blind eye on
what to do anymore, rather the will easily know what and where they should
improve their customer service to give customer satisfaction. Also, by proving
it to be related with profit, banks in Kenya would be motivated to improve
customer service. Furthermore, the study might encounter new issues that
deserve to be investigated in future studies. Finally, the findings of the
study can be reviewed and used for comparison in future studies about customer
satisfaction. Thus, this study will be beneficial to both banking companies and
market and consumer researchers.
Brief Review of Literature
According to Zineldin (2000),
customer satisfaction brings many benefits as satisfied customers are not very
price sensitive, buy additional products, are less influenced by competitors
and stay loyal longer. Rust and Subramanian (1992) stated that customer
satisfaction has been deemed directly to affect customer retention and
companies’ market share (Rust and Subramanian, 1992). In banks, service
quality, service features, and customer-complaint handling determine customer
satisfaction (Hansemark and Albinsson, 2004). Some factors that affect
satisfaction are extended hours of operation and competitive interest rates as
confirmed by the study of Levesque and McDougall (1996). In addition, there are
researchers who discuss the links between satisfaction, loyalty, and
profitability (Heskett et al, 1994; Anderson and Fornell, 1994; and Rust et al,
1995). They are proponents of the theory called service management, which
argues that “customer satisfaction is the result of a customer’s
perception of the value received in a transaction or relationship relative to
the value expected from transactions or relationships with competing vendors.
Pertaining to this theory, Hansemark and Albinsson (2004) stated: “Loyalty
behaviours, including relationship continuance, increased scale or scope of
relationship, and recommendation (word of mouth advertising) result from
customers’ beliefs that the quantity of value received from one supplier is
greater than that available from other suppliers” (p.28). They continued: “Loyalty, in one or more of the forms
noted above, creates
increased profit through enhanced revenues, reduced costs to acquire
customers, lower customer-price
sensitivity, and decreased costs to serve customers familiar with a firm’s service delivery system”
(Hansemark and Albinsson, 2004, p.28).
In the
survey of Coulson-Thomas and Brown (1990), it has been noted that quality,
customer satisfaction, and identification of customer value were identified by
their respondent companies as either important or very important. Those
companies that have high quality of services as well as goods had higher market
share, higher return on investment and asset turnover than companies with
perceived low quality (Ghobadian et al, 1994). It basically affects the
competitiveness of the company, long-term profitability and “repurchase
intentions” of both existing and potential customers (Ghobadian et al, 1994).
Because it affects those factors, then it certainly affects customer
satisfaction (Anderson and Fornell, 1994). Gronroos (1984), Parasuraman et al
(1985) and Johnston (1987) have emphasized the link of service quality with
customer satisfaction, which is, the degree of fit between customer’s
expectations and perceptions of service.
According to Groth and Dye (1999),
customer criteria determine the definition of quality and the variables that
affect perceptions of quality. They explained that variables may change with
circumstance, experience, and time. In addition, service providers may
influence the variables that drive customer perception to service quality. The
perception of the customers may also vary by circumstances, time, and
experiences (Groth and Dye, 1999). Groth and Dye (1999) explained that the
total perceived value of a service comes from two sources. First, customers
perceive value that originates from the service act itself; second, customers
perceive value that originates from the quality of the service act. However, as
mentioned in the introduction, it is difficult to measure the perception of the
customers because of its intangible nature – and this complexity triggers the
complexity of controlling or managing service quality. For instance, the intangibility
of services and the simultaneity of service production and consumption make it
complicated for customers to evaluate the quality of the desired service before
it is provided or rendered (Berry et al, 1988).
Armstrong
and Seng (2000) attempted
to conceptualize a
comprehensive model
of satisfaction at the business-to-business level incorporating guanxi (Chinese
business relationships),
relationship marketing
and the disconfirmation
paradigm. Using the path analysis, their study found that fairness exerts a
negligible impact on corporate customer satisfaction. Its other term is equity,
and is included in the expectations of customers for competent professional
services and fair deals in terms of pricing or credit facility advance basis.
On the other hand, the study found that the association of relationship
marketing, disconfirmation and performance on satisfaction was significant at
the 95 per cent confidence interval (Armstrong and Seng, 2000). Relationship
marketing is simply to secure continued business relationships through customer
retention strategies (Armstrong and Seng, 2000). The principle of the
disconfirmation paradigm, on the other hand, is that “if performance exceeds
expectations, customers will be positively disconfirmed (satisfied). On the
other hand, if performance fails to meet expectations, customers will be negatively
disconfirmed (dissatisfied)” (Armstrong and Seng, 2000, p.98). Finally,
performance is based on the perception of the consumers or costumers on the
service quality of the bank.
Quality can also be used to measure
satisfaction as quality basically means to satisfy costumers. One of the known
models to measure quality is SERVQUAL. It is an instrument being used to
measure perceived service in terms of the gaps between customer expectations
and actual judgment of performance along five dimensions of service quality namely:
tangibility, reliability, responsiveness, assurance and empathy (Parasuraman et
al, 1998). Mersha and Adlakha (1992) conducted a study that aims to seek
service quality attributes from consumers based on the SERVQUAL model. However,
the list of quality attributes was first obtained from MBA students used as Delphi experts and were asked to provide or list
attribute that they consider important to poor or quality service. In the
result, it was seen that top six attributes that are important for good quality
were: knowledge of the service; thoroughness and accuracy;
consistency/reliability; reasonable cost; willingness to correct errors; and
time/prompt service (Mersha and Adlakha, 1992). On the other hand, the most
important attributes for poor service quality were: lack of knowledge about
service; employee indifference or “I don’t care” attitude; reluctance to
correct errors; service inconsistency; sloppy service; and high cost (Mersha
and Adlakha, 1992). The study then found out that there was no significant
relationship between cost of service and quality. It was also found out –
because most of the service covered were expensive – most of the respondents
would be willing to trade some conveniences for a price –off.
Methodology
Sampling
The respondents of the study will
consist of customers of Barclays Kenya and managers. The criteria for the
customers are that they should at least do business with the company for two
months up. The reason for this is to make sure that they have enough time to
evaluate the service of Barclays Kenya and if it satisfies them. The managers
to be surveyed, on the other hand, should have knowledge about customer complains
and customer satisfaction in the company. They should be aware of what is
usually being complained and being praised. The survey will be conducted on
five branches of Barclays. The sampling technique to be used is convenience
sampling to make the process faster and easier. 100 customers from each branch
will be surveyed. However, 20 questionnaires will be piloted first to test the
validity of the questionnaire. Five managers on the other hand, will be surveyed
from each brand for basic information about their customer satisfaction
approach and how they measure it.
Data
Collection
The survey method, also known as the questionnaire method, will be used in gathering the data. Surveys
are the most common form of research method for collection of primary data (Commonwealth of Learning, 2000). One of its purpose is
to describe, e.g., to count the frequency of some event or to assess the
distribution of some variables such as proportion of the population of
different age groups, sex, religion, castes and languages, knowledge, attitude
and adoption of practices about particular issues, and other information of
similar nature about the population (Commonwealth of Learning, 2000).
A self-administered
questionnaire, or the type of questionnaire that is usually completed by
respondents (Saunders et al, 2003), will
be constructed to gather the needed data. This questionnaire will have two
sections: the first part intended to acquire the demographic profile of the
respondents, and the other section comprised of a set of attitude statements
that intends to determine the level of agreement or disagreement using a
five-point Likert scale. In the Likert technique, the degree of agreement or
disagreement) is given a numerical value ranging from one to five, thus a total
numerical value can be calculated from all the responses. (Underwood, 2004) The
equivalent weights for the answers were:
Range Interpretation
4.50 – 5.00 Strongly
Agree
3.50 – 4.00 Agree
2.50 – 3.49 Uncertain
1.50 – 2.49 Disagree
0.00
– 1.49 Strongly
Disagree
The framework to be used in
measuring customer satisfaction in the study will be the group of paradigms
used by Armstrong and Seng (2000). They are: transactional paradigm; repurchase
intention; fairness; and relationship marketing. The Guanxi or Chinese business
relationship paradigm will be omitted because it is not applicable in Kenya. Instead,
the social trait of Kenya
regarding bank transactions will be used.
Data
Analysis
The frequency distribution analysis,
and the comparison of mean, median and mode will be used in the study.
To
interpret the data to be gathered, the researcher will use the following statistical formulae:
1. Percentage – to determine the magnitude of the responses
to the questionnaire.
n
% = -------- x
100 ; n – number of responses
N N
– total number of respondents
2. Weighted Mean
f1x1 + f2x2
+ f3x3 + f4x4
+ f5x5
x =
---------------------------------------------
;
xt
where: f – weight given to each response
x – number of responses
xt
– total number of responses
Conclusion
Customer satisfaction is a crucial
factor that can determine the success of a business. However, people have
different perception of satisfaction because of the diversity of culture.
Barclays has its roots in the UK
and obviously practices UK
policies in banks. However, with its direct investment in developing countries
like Kenya,
satisfaction might be looked on a different perspective. The study of Armstrong
and Seng (2000) found in Singapore
that customer satisfaction of Singaporean people in bank transaction has little
relevant with fairness of treatment. However, they found customer satisfaction
highly significant with disconfirmation, relationship marketing and performance
on the service. But do these results can also be seen in the African setting?
There are many possibilities and the results might reveal important
characteristics on how Kenyans perceive customer satisfaction.
Quantitative research method is the
only method that will be used in this study. The main purpose of avoiding
qualitative research is to be able to categorize the responses easily with a
considerable amount of sample size. The statistical results based on the
framework of Armstrong and Seng (2000) will help determine the level of
satisfaction among Kenyan bank customers. Furthermore, the survey with the
managers of Barclays will help determine the type of measurement they use on
determining customer satisfaction. By reviewing the weak and strong points of
the different measurements used, it is hoped that the researcher can conclude
measurement model that will be effective.
Assumptions
The
following are the assumptions of the study:
1. That the 500 customers will represent the total number of
customers
2. That respondents will answer the questionnaires truthfully.
3. That results will reveal the factors that affect customer
satisfaction and will confirm customer satisfaction’s link to profit.
Timeframe
Primary research will
begin during Easter. Then, analysis and literature review will progress through
June up to September.
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