A survey of the strategic responses to competition in retail banking used by financial institutions in Samburu County, Kenya

Abstract

Globally, retail banks are entering a new era. The challenge remains to keep the customer experience and wider brand perceptions central to all strategic thinking. Retail banking is a regional business directly influenced by local cultural drivers, so global trends are few and far between. Seismic forces are reshaping the banking landscape. The fallout from the credit crisis is limiting discretionary spending. Consolidation and globalization are diminishing once-safe regional or national franchises. The rapid growth of merging markets and the rise of players in other industries pose new competitive threats. This paper examines the strategic responses to competition of retail banking used by financial institutions operating in Samburu County. This study analyzes the link between a business strategy and the ability of its staff and core systems to implement a customer-centric organization. The specific objectives examined the strategic responses to competition with focus in Business Intelligence and Controlling, Multichannel Customer Management, People and Organization and IT and application Systems. The consisted of target population of 6 financial institutions providing retail banking services in Samburu country. Data was collected using personal administered structured questionnaires. Secondary data was obtained from the websites and other relevant publication and journals. Data collection was edited then coded. Descriptive statistics was used to analyze the data. This were percentages, frequency distribution tables and other descriptive statistics such as mean and standard deviation. The statistical package for social sciences (SPSS) was used for this analysis. This information was displayed by use of bar charts, graphs and pie charts. A sample size of 50% of the entire population was obtained.