PROJECT PROPOSAL

ON
THE EFFECTS OF CUSTOMER RETENTION ON BUSINESS
PERFORMANCE
[A CASE STUDY OF STANBIC BANK]

BY

GBENLE OLUSHOLA .O
PAC/0419/UG/BUS/012

BEING A PROJECT PROPOSAL SUBMITTED TO THE DEPARTMENT OF

INTRODUCTION
Customer retention has become important with the proliferation of banks. Customers of

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late are seen hopping from one bank to the other depending on the kind of services

offered. The problems envisaged as a result of loss of customer’s service are damage to

corporate image, low profitability, and loss of competitive edge, etc. This proposal if

approved will therefore, be designed to assess the effects of customer retention using

Stanbic bank as a case study. The main project will be aimed at examining customer

retention strategies of the branch and customers’ perception of quality at the branch. A

sample size of some respondents will be chosen for the study. Data will obtained through

the use of questioning and interview session. Data presentation and discussion will also

be supported with line graphs and tables. It will futher revealed that Stanbic Bank has

established customer retention strategies as evidenced by the response rate. As the study

found, these strategies included ‘Timely service delivery’, ‘Effective handling of

complaints’, ‘customer acknowledgement’, and ‘reliable technology such as ATM

service. On the average, most customers were satisfied with the bank’s strategies and

general banking system. Results pointed to a reliability of service delivery at the branch

although there were complaints of long waiting time sometimes. The study generally

found that the bank is responsive to the customer’s needs and that customer assurance is

embedded in the bank’s service delivery. The study recommended the need for the bank

to know the demands of the customers in relation to the service they provide .Again, the

bank should focus on the reliability issues that may be overcome by training the

employees.

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So for easy assimilation and analysis this research work is divided into five chapters.

 Chapter One deals with the introduction, background of study, statement of research
problem, statement of purpose etc while
 Chapter Two deals on the literature review of customer retention on business performance
 Chapter. Three deals on the research methodology, under this we have the research design,
sources of data collection, study population and sample size, sampling techniques,
description of data analysis etc.
 Chapter four emphases on data analysis where the data collected and presented, analyzed,
interpreted using ration of percentage and square
 Chapter five treats the major summary of findings, conclusion and recommendation of the
research work. From the research, it is found that Corporations who understand the
importance of customer retention on business performance, and do not underestimate
customer service and satisfaction have a strong starting point in gaining competitive
advantage and have major profits to collect.

CHAPTER ONE

1.0 Introduction

This chapter presents a background to the study which is an assessment of the effects of

customer service strategies on customer retention in the banking industry using Stanbic

Bank as a case study .Objectives of the study as well as the statement of problem are

clearly stated in this chapter. The chapter further describes the scope of the study,

methodology used as well as a justification and organisation of the study.

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1.1 Background to the study

Corporations who understand the importance of, and do not underestimate customer

service and satisfaction have a strong starting point in gaining competitive advantage and

have major profits to collect (Bazan, 1998).There is a strong relationship between

customer satisfaction and loyalty (Horstmann, 1998). Customer satisfaction influences

loyalty; the higher the level of customer satisfaction, the higher the level of loyalty.

Customer satisfaction is the feeling a customer experiences when the customers’

expectations are met (Chaston, 1993) whilst loyalty is shown when a customer repeatedly

turn to the same provider to get a service.

A business can in no point function without its customers and the financial losses and

loss in reputation can be devastating for it when losing customers. When assessing the

financial value of a life-long customer one can gain an insight in why every customer

matter. The value varies heavily from industry to industry, often between several

thousands to hundreds of thousands of dollars. The cost of gaining a new customer is five

times higher than keeping an existing one (Walsh et al 2009).

Customer satisfaction is not an element that businesses can put only semi-focus on. These

instead demand an objective of complete focus on satisfying the customers from all

employees and in every single step of operation in the business. However, in order to

communicate this objective to the employees, the extent of the consequences from failure

must be fully understood.

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1.2 Statement of the Problem

Over the last decade, banks have undergone many changes as mergers and acquisitions,

and regulatory changes shape the industry into one that provides more than just the

traditional deposit and loan products. As banks continue to provide an increasing number

of financial services and products, they face the challenge of integrating these disparate

systems into a coherent, efficient infrastructure, while delivering the highest level of

customer service and convenience without exposing their customers to the bank's internal

system integration problems.

While there is existing research about customer service in the banking industry around

the world, there are no clear conclusions as to the most important customer service

dimensions and strategies for satisfying bank customers in order to retain them. As a

result of the proliferation of banks, customers of late are seen hopping from one bank to

the other depending on the kind of services offered.

1.3 Objectives of the study

Based on the background and the statement of problem of this study, the main objectives

are to:

1. Identify customer service strategies used by Stanbic Bank PLC.

2. Assess customer perception about the quality of customer service strategies

used by Stanbic Bank.

3. Assess the effect of service strategies on customer loyalty and retention at the

Stanbic Bank.

4.

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1.4 Research Questions

Some of the major research questions to be answered by the study are:

1. What are the customer service strategies used by Stanbic Bank.

2. How do customers perceive customer service strategies used by Stanbic Bank

3. What is the effect of service strategies on customer loyaltyand retention at the

Stanbic Bank.

1.5 Significance of the Study

It would help management of banks to put in place measures that addressed the

problems relating to customers. It would also assist banks to identify other needs they

could used to meet customers’ expectation, thereby ensuring sound, secured and

profitable banking in Ogun state. This would enhance banks’ ability to play their

intermediation role effectively and contribute to the growth of the economy.

1.6 Scope of the Study

The study centered on the effect of customer service strategy on customer retention. The

study focuses on Stanbic Bank, This concentration of study ensures easy access to

information given the time constraint. The research is limited to the banks service

strategies and customer retention and not extended to other areas of the bank’s operations

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 CHAPTER TWO

LITERATURE REVIEW

2.0 Introduction

Chapter two reviews literature relevant to the study. Our current focus is on customer

service strategy and customer retention. Accordingly, the review looks at the concept of

customer service and customer retention.

2.1 Customer Service Strategy

As suggested by Kotler (2003), growth is the fundamental strategic challenge for

business leaders. Creativity is essential for sustained growth. Effective execution of

existing strategies can bring increased revenue and profits, but the most successful

strategies are often the most creative, delivering growth by developing new ones.

Many organizations are faced with significant challenges in the area of customer service

and service delivery, both internally and externally. The constant change in demographics

coupled with high customer expectations is making organizations rethink its customer

service strategies. Kotler again says that strategies and tactics that worked in the past are

less effective and require more effort to execute. In an era where service has become a

defining factor for customers, organizations of all types struggle to find the unique

balance between delivery of a service, the cost of the delivery and customer expectations.

A winning customer service strategy, according to Julie Mohr (2008) includes six steps:

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Solicit: Solicit customer complaints and feedback; Resolve: Resolve customer

complaints on first contact; Track: Track, trend and proactively eliminate customer

complaints using the problem management system; Survey: Survey customers on a

regular basis; Train: Train employees, based upon complaints, survey results and

performance metrics, to increase quality of customer service and improve complaint

resolution; and Market: Market the winning customer service strategy to help desk

employees and customers to establish expectation.

2.2The Effect of Good Customer Service

According to Smith (Demand Media, 2009), good customer service has the potential to

alter consumer viewpoints and provide businesses with important feedback related to the

products and services they offer.

Profits: Good customer service departments understand the relationship between the way

they greet, treat and handle customers and the bottom line. Efficient customer service

departments seek to solve problems as they occur, and, if possible, prevent them in the

first place. For instance, when processing an order for products or services, good

customer service departments will ask necessary questions to ensure the customer is

ordering the correct item or service, and will verify the data before ending the call or

contact to verify accuracy. This can reduce the drain on company resources and increase

customer satisfaction by reducing the number of returns, complaints and problems that

crop up because of poor handling. In addition, properly trained representativescan

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effectively cross-sell additional products or services while processing customer orders,

thereby increasing sales.

Loyalty: Treating customers with respect, greeting them with enthusiasm and going

above and beyond to resolve any problems and issues can keep customers coming back.

When companies seek to resolve problems and issues in a quick, pleasant and efficient

manner, customers remain confident in the company and continue the business

relationship. In addition, happy customers help spread positive word-of-mouth, resulting

in an additional avenue for marketing and advertising for your company.

Internal Benefits: Good customer service provides exceptional customer service to

external and internal customers. Internal customers, including marketing and product

development, depend on the data collected from customer service contacts to improve

existing products and services. This data can include information related to safety issues,

production problems and poor performance. The internal benefits of good customer

service also stretch beyond current products and services. Good customer service

departments capitalize on the ideas customers provide for suggested products and

services, leading to opportunities for new innovations and revenue streams(Pilkington et

al 2006).

2.3 Determinants of CustomerSatisfaction

Since the early 1970s, in the literature of consumer satisfaction, numerous theoretical

structures have been proposed to examine the antecedents of satisfaction and develop

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meaningful measures of the construct. Most of these studies have used some variant

of the disconfirmation paradigm which holds that satisfaction is related to the size

and direction of the disconfirmation experience, relating to the persons

initialexpectations.

Oliver (1977) has stressed the importance of measuring disconfirmation apart from

expectation, as he maintains the construct has an independent, effect on satisfaction.

Disconfirmation is determined jointly by the combination of the expectation and

performance manipulations. More specifically, an individual's expectations are: (1)

confirmed when a product performs as expected, (2) negatively disconfirmed when

the product performs more poorly than expected, and (3) positively disconfirmed

when the product performs better than expected. Dissatisfaction results when a

person's expectations are negatively disconfirmed. The full disconfirmation

paradigm encompasses four constructs: expectations, performance, disconfirmation,

and satisfaction. Churchill, Surprenant,(1982)

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