Effectiveness of ABSA business bank's customer relationship management practices in maintaining loyalty among customers in the Eastern Cape province

Abstract

Traditionally, commercial banking in South Africa has been dominated by the big four namely Amalgamated Banks of South Africa (ABSA), First National Bank (FNB), Nedbank, and Standard Bank. Although still dominated by the big four, other smaller banks such as Capitec and African Bank have made inroads into retail banking. This situation arose due to liberalization of the financial services sector since democratisation in South Africa in 1994 which has paved the way for proliferation of the banking industry. This has in turn led to intense competition among banks for customers. Banks in South Africa therefore have the uphill task of retaining their existing customers whilst acquiring newer ones. As a result, South African banks are being compelled to become more customer focused/ oriented. Meanwhile, a key component of most initiatives to become more customer-oriented is the successful implementation of customer relationship management (CRM). A compelling view of CRM is that organisations generate a great deal of data about customers that they can use to build customer profiles in order to serve them better. South African banks therefore need to adopt and implement innovative CRM strategies to maintain a competitive edge in the marketplace. Most banks have a section that only deals with business clients. This is referred to in banking parlance as Business Banking. One of the critical elements of Business Banking is the high level of relationship banking – a service designed to meet the financial needs of clients through the development of a long-term relationship. This type of service delivery is unique and expensive compared to the traditional retail bank delivery system. As a result, the bank must be in position to monitor the profitability of each relationship to ensure that the right clients are serviced in the right way and are meeting the required value proposition. Therefore, if the South African banks in general need to adopt and implement effective CRM strategies, then the need is even greater for the Business Banking section in order to survive in the marketplace. Absa Business bank went through an operating model change in 2011 which necessitated some structural changes including changes in its CRM practices. Mindful of the value of retaining existing customers and attracting new ones, Absa would want to know whether its current CRM practices are effective in ensuring that customers become more loyal to Absa business bank. In general terms, this study investigated the concept of CRM and its influence on customer loyalty and retention. Specifically, the study investigated Absa Business Bank’s CRM practices in relation to customer loyalty and retention using primary data from employees, management, and customers from the Eastern Cape Region in South Africa. The results of the study are very revealing. Among others, the study shows that bank staff commitment to offering excellent service; building trust with customers; communicating with customers in a timely manner; and proactive conflict handling are important for bank image, customer word-of-mouth behaviour towards the bank and these ultimately influence bank customer retention and loyalty. On the basis of evidence from the study it is safe to conclude that customer loyalty can be attributed to CRM and more specifically those aimed at building trust, demonstrating commitment to service, communicating with customers in a timely, reliable and proactive fashion, and handling conflict efficiently. This report contains the major findings of the study alongside recommendations for practice and further research.