Customer retention, loyalty and satisfaction are extremely important elements in any company’s strategy, especially in the highly competitive South African banking industry. Understanding the various factors that could influence these constructs is therefore critical to organizational success. Several studies showed the impact of these measures on profitability and shareholder value, but there has been little effort to access the factors that might lead to higher levels of retention, loyalty and satisfaction, especially in the banking industry. This paper examines the antecedents of customer retention, satisfaction and loyalty. These possible factors include: perceived value, perceived corporate image, perceived competitive advantage, perceived switching barriers, communication, knowledgeable employees, empowerment, personalisation, ethical behaviour, fees, relationship marketing, service quality (core and relational) as well as enabling service features. The results indicated that customer loyalty, customer satisfaction, switching barriers and communication had a significant impact on customer retention; customer loyalty, perceived value, perceived corporate image, retention, empowerment and relationship marketing had a significant impact on customer satisfaction; and customer satisfaction, switching barriers, perceived value, customer retention, fees, competitive advantage and relationship marketing had a significant impact on customer loyalty. It is evident that there is a close relation between satisfaction, retention and loyalty as all three influence each other in some way or another. / Thesis (MBA)--North-West University, Potchefstroom Campus, 2013.

The aim of this study was to evaluate if there was a connection between performance management and customers service within retail branches in Gauteng. In the service industry service is the key component of retaining customers and gives the competitive edge over their rivals. A thorough literature study was conducted by using the views of different authors and combining them. The concept of service delivery was defined and discussed looking at the various components of service. Further to this the concept performance management was defined. Based on the literature study it was found that there is a large human component in service delivery and the perception of the customer in terms of that service delivery. “Knowledge where value resides and what constitutes customer value from the standpoint of the customer has been very critical in the strategies of firms in all industries and elsewhere (Day, 1990. Mckenna, 1991. Ibidunni, 2004). Ensuring that individual values and goals are aligned to the organisation and that each is driving the same strategies becomes fundamental to their success. PM can be used as a tool to align these strategies and to strive towards one goal, retaining the customer through exceptional service delivery and ensuring that the brand talks to one standard service delivery throughout all of its channels. Conclusions regarding the findings of the research were presented and recommendations were made. It is important to note that these recommendations are guidelines that correlates directly to the empirical analysis made. The research study was evaluated against the primary and secondary objectives with the correlation that both were achieved. / Thesis (MBA)--North-West University, Potchefstroom Campus, 2013

Customer retention, loyalty and satisfaction are extremely important elements in any company’s strategy, especially in the highly competitive South African banking industry. Understanding the various factors that could influence these constructs is therefore critical to organizational success. Several studies showed the impact of these measures on profitability and shareholder value, but there has been little effort to access the factors that might lead to higher levels of retention, loyalty and satisfaction, especially in the banking industry. This paper examines the antecedents of customer retention, satisfaction and loyalty. These possible factors include: perceived value, perceived corporate image, perceived competitive advantage, perceived switching barriers, communication, knowledgeable employees, empowerment, personalisation, ethical behaviour, fees, relationship marketing, service quality (core and relational) as well as enabling service features. The results indicated that customer loyalty, customer satisfaction, switching barriers and communication had a significant impact on customer retention; customer loyalty, perceived value, perceived corporate image, retention, empowerment and relationship marketing had a significant impact on customer satisfaction; and customer satisfaction, switching barriers, perceived value, customer retention, fees, competitive advantage and relationship marketing had a significant impact on customer loyalty. It is evident that there is a close relation between satisfaction, retention and loyalty as all three influence each other in some way or another. / Thesis (MBA)--North-West University, Potchefstroom Campus, 2013.

A service recovery performance model is proposed and tested with data from frontline bank employees in Turkey. The model is derived from Bagozzi's (1992) reformulation of attitude theory. The empirical results suggest that top management commitment to service quality, as manifested by frontline employees' appraisal of training, empowerment, and rewards, has a significant effect on their perceptions of service recovery performance. The influence of management commitment to service quality on service recovery performance is mediated by frontline employees' affective commitment to their organization and job satisfaction. Implications of the results and further research avenues are discussed.

The banking industry in Ghana has seen tremendous growth in recent times. This exponential growth has led to high levels of competition and necessitated that all banks devise strategies to improve customer satisfaction to gain competitive advantage. The growing demands of customers have a significant impact on bank management's ability to attract and retain them. The ability to retain customers depends on the strategy in place to exceed customer expectations and satisfaction. Grounded in relationship marketing theory, the purpose of this qualitative multiple case study was to explore strategies banking leaders use to increase customer satisfaction. Data were collected through semistructured interviews from 6 bank leaders in 3 banks in Accra. Member checking confirmed the interpretation of participant data. Three themes emerged from the data analysis. The themes were customer centricity, customer relationship management, and service quality standards. Adopting customer-centric strategies, building strong relations with customers, and implementing quality service standards might increase customer satisfaction, retention, and profitability. The social change outcomes include the opportunity for the banks to give back to the community through corporate social responsibility and extending credit to improve the quality and standards of living of the people. Improved standards of living could result in the people in the Ghanaian community doing more business with banks, resulting in a ripple effect of profitability and giving back to society.

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Information technology (IT) plays an important role in contemporary organisations and this role continues to expand in scope and complexity and affects business operations dramatically. Advances in the IT industry have caused major changes in every industry sector. The banking industry is no exception and it has undergone a dramatic change over the past few decades. With the coming of the information age, IS investments are becoming increasingly important to banks` survival, growth and prosperity. IS managers are under increasing pressure to justify the value and contribution of IS expenditure to the productivity, quality and competitiveness of the organisation. This study aims to propose a model which investigates the success of information systems in the banking industry in order to help bank managers to evaluate the success of their IS, to be able to develop these systems and to improve the performance of bank managers and employees. Given that the ultimate dependent variable for this research is individual impacts, DeLone and McLean (2003) updated IS success model is leveraged and extended in this research. The study proposes a research model which is guided by the decision to select a suitable number of key potential demographic and situational variables, in addition to the adoption of DeLone and McLean (2003) updated model. This model proposes that a variety of factors were found to affect IS success in general, however, from the socio-technical viewpoint, IS success should capture both technological and human elements. Therefore, an effective Banking Information System (BIS) typically requires an appropriate combination of both. As such, Thus, the technological dimensions (i.e. system, service and information quality) and the human dimensions (e.g. user satisfaction, perceived system benefits, user involvement, user training, age, education and system use) can be a good starting point when considering suitable constructs for measuring BIS success. The research methodology of this study involved interviews with BIS practitioners and professionals to shape and refine the research model. Further, questionnaire survey was employed to collect data from bank managers in Egyptian banks. Structural Equation Modelling (SEM) using Partial Least Square (PLS) was used to test the research model. Three research models were proposed according to age groups and initial results from PLS analysis reported different results in each research model. Findings indicated that system, information and service quality, level of training, age, length of system use, user involvement and top management support were the main predictors (success constructs) of user satisfaction and individual impacts in the three proposed research models. However, the relationships between these constructs varied according to each age group of managers. The study offers important academic and practical contributions. Firstly, as a contribution to research, the study serves to extend the DeLone and McLean (2003) IS success model by introducing some key human and situational dimensions and confirming certain links in that model with the context of banking industry. The contribution to practice is especially relevant for bank CIOs, software designers and developers looking for ways to improve BIS developments by providing them with directions regarding the BIS success dimensions that should be considered to encourage bank managers to adopt and be more satisfied with BIS which in turn influence their job performance.

在全球化、自由化的浪潮及科技變革的引領下，帶給企業競爭優勢之資源，不再侷限於有形資產，更須仰賴無形資產(智慧資本)的有效管理與運用。王耀興(2002)分析我國銀行業經營績效不彰原因，顯示我國銀行業亟須透過智慧資本衡量指標之建置與管理，以改善經營績效。一般認為外國銀行較具智慧資本管理經驗，故本研究以某外國銀行之在台分行為研究對象，分析該行之重要智慧資本衡量指標，以供我國銀行業參考，主要探討之問題包括： (一)辨認銀行業智慧資本具重要性之衡量指標為何？ (二)辨認銀行業智慧資本具重要性之衡量指標是否因業務性質互異而不同？ 此外，並發展銀行業智慧資本衡量指標先導性問卷，以供後續研究者大量施測問卷之參考；另針對王耀興(2002)之分析，嘗試提出以策略為核心之組織績效衡量架構。 本研究除建立銀行業智慧資本衡量指標先導性問卷外，有關結論如下： (一)銀行受訪者認為重要之智慧資本衡量指標計34項，其中組織資本佔16項為最高，其次為人力資本及顧客資本各9項。訪問結果顯示組織資本在銀行業之重要性，惟有提升作業效率，才能增加客戶滿意度。 (二)由於業務性質不同，銀行兩部門受訪者對於若干智慧資本衡量指標重要性之認知，有相當之差異性，並多見於衡量人力資本之指標。 (三)銀行業務性質特殊，建議本國銀行多重視人力資本之經營團隊領導力、徵募與訓練計畫完整性及員工績效表現等指標，組織資本之組織架構調整性、組織體系具風險控管能力及整合性風險管理等指標，以及顧客資本之產品獲利率及目標客戶群貢獻度等指標。 關鍵字：智慧資本、衡量指標、策略 / Under the wave of globalization, deregulation and rapid change in information technology, the sources of competitive advantages of an organization rely heavily on the management of its intangible assets (intellectual capital). The operating performance of domestic banks in Taiwan has been slow. Analysis shows that consideration for the measurement and management of intellectual capital could be helpful. Based on interviews with officers from a foreign bank’s branch office located in Taipei, the main research questions explored in this thesis are as follows: 1. What are the important intellectual capital indicators to a bank? 2. Will the nature of the business influence cognition of the importance of intellectual capital indicators? In addition, built on measures reviewed from the literature and interviews with practitioners, this research develops a preliminary questionnaire that provides an initial basis for further research. The primary findings of this research are shown as follows: (1) There are 34 important indicators, including 16 indicators for organizational capital, 9 indicators for human capital and customer capital respectively. The results show that organizational capital is extremely important to the bank interviewed. An enhanced organization capital can improve efficiency and better serve its customers. (2) Differences in the nature of banking business influence the cognition of importance of indicators. The essential differences are found mostly in human capital. (3) It is suggested that emphases on indicators such as management team leadership, recruiting and training program, employees’ performance, adjustability in organizational structure, risk management, product profitability and profitability for target customers could be considered for domestic banks as a starting point to improve their performance. Key words: banking industry, intellectual capital, indicators, strategy.

The research attempts to determine how an effective loan officer training program should be designed and implemented in Texas Commerce Bank. A comprehensive program would prepare newly hired college graduates for positions as commercial lending officers as quickly, thoroughly, and effectively as possible. In order to accomplish this objective, three steps are necessary in the research. The first step is to determine the generally accepted principles of training and development. Application of these principles in a program certainly increases the likelihood of successful training results. The second step is to survey a sample of the banking industry to determine what approaches to this problem are currently in use by other banks. If successful procedures, techniques, or ideas are now working for banks similar to Texas Commerce, perhaps they can be adapted to work in this bank. The final step in designing the program is to tailor the gathered information for the specific needs of Texas Commerce. The purpose of this step is to assure that the principles of step one and the successful approaches from step two are realistically and specifically matched with the training needs at Texas Commerce Bank.