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dc.contributor.advisorVan Zyl, H.
dc.contributor.advisorTait, M.
dc.contributor.authorCoetzee, Johan
dc.date.accessioned2018-03-23T06:42:55Z
dc.date.available2018-03-23T06:42:55Z
dc.date.issued2010-06
dc.identifier.urihttp://hdl.handle.net/11660/8063
dc.description.abstractEnglish: Banks place more emphasis on building mutually beneficial relationships with their clients in order to capitalise on cross-selling opportunities that improve profitability. By collecting information, they are able to identify the needs of their clients and build a relationship that is mutually beneficial. This relationship is between the contact personnel and clients and occurs through multiple interactions in the branches over a period of time. This study focuses on this bank-client relationship in five locations where three of the Big Four South African retail banks are situated. Data was collected from both clients and contact-personnel in branches in Bloemfontein, Bethlehem, Kimberley, Kroonstad, and Welkom. This was done in order to compare the perceptions of clients with those of the contact-personnel who the clients interact with in the branch. Six constructs are identified that reflect various stages or aspects of the retail bank client relationship. These are bank selection criteria, service quality, client satisfaction, client loyalty, the nature of the relationship, and aspects of client centricity. The findings reveal that the most important bank selection criteria for clients to choose a bank for the first time relates to their perceptions of service quality, image and reputation of the bank. Furthermore, using an adapted SERVPERF questionnaire, service quality is found to be an essential determinant of client satisfaction, with only the empathy dimension reflecting no statistical significance in the perceptions of clients and contact-personnel. There is therefore a statistically significant difference between the perceptions of clients and contact personnel for all the remaining dimensions of service quality. Clients are also more satisfied and loyal to their main bank than what contact-personnel perceive them to be and contact-personnel feel that they are in general empowered to achieve the client-centric objectives of the bank. Contact-personnel feel that support from management and up-to-date information on clients through effective technology is essential, and in some cases, however, contact-personnel indicated that line management was not always supportive of the day-to-day functions of contact- personnel. Smaller branches in more rural-based areas in particular found this to be the case. A structural equation model (SEM) was used to test whether a relationship exists between the relationship dimension of service quality, client satisfaction, and client loyalty. The findings indicate that if the contact-personnel within a branch are accessible, offer sound advice, communicate effectively, and are able to make speedy decisions, client satisfaction and loyalty is improved. Further to this, the SEM found that if client satisfaction and loyalty increases, clients are less likely to consider switching to another bank. Therefore, building mutually beneficial bank-client relationships causes client satisfaction and loyalty and also reduces the likelihood that clients will switch to another bank. This holds important implications for management of the Big Four banks as it confirms that their current strategy of building relationships in a client-centric context does improve client satisfaction and loyalty. Several studies have found that if loyalty improves, profitability concomitantly improves and due to banks being privy to client information based on their fundamental role as an intermediary, they can capitalise by cross-selling additional bank products and services to clients and increase the revenue generated from each respective client. Therefore, because a client-centric approach facilitates an approach whereby the needs of clients are addressed, banks must ensure that they pursue a strategy that is proactive in nature as this will attract profitable clients. This strategy is further supported by the findings that client perceptions of service quality are important throughout the relationship. Indeed, service quality is an important antecedent to selecting a bank for the first time, and is also a major reason for clients to stay at their main banks for over twenty years.en_ZA
dc.description.abstractAfrikaans: Banke plaas al meer klem op die bou van wedersydse voordelige verhoudinge met hul kliente om sodoende te kapitaliseer op kruis-verkoop geleenthede wat winsgewendheid verbeter. Deur inligting te versamel is hulle daartoe in staat om die behoeftes van hul kliente te kan identifiseer en om 'n verhouding te bou wat wedersyds voordelig is. Hierdie verhouding tussen die kontakpersoneel en kliente vind melter tyd plaas deur veelvoudige interaksies in verskeie takke. Hierdie studie fokus op die bank-klient verhouding in vyf plekke waar drie van die Groot Vier SuidAfrikaanse kleinhandel banke gelee is. Data was versamel vanaf beide die klient en kontakpersoneel in takke in Bloemfontein, Bethlehem, Kimberley, Kroonstad en Welkom. Dit was gedoen met die oog daarop om persepsies van kliente met die van kontakpersoneel, met wie die kliente omgaan.in die tak, met mekaar te vergelyk. Ses samestellings was ge'identifiseer wat verskeie stadiums of aspekte van die kleinhandel bank-klient verhouding weerspieel. Dit is bank keuse kriteriums, dienskwaliteit, kliente satisfaksie, kliente lojaliteit, die aard van die verhouding en aspekte van klientgerigtheid. Die bevindinge het bekend gemaak dat die belangrikste bank keuse kriteriums vir kliente om 'n bank vir die eerste keer te kies hou verband met hulle persepsie van die dienskwaliteit, beeld en reputasie van die bank. Verder, deur 'n aangepaste SERVPERF vraelys was dit bevind dat dienskwaliteit 'n wesenlike bepaling van kliente satisfaksie is, met net die empatie dimensie wat geen statistieke betekenis in die persepsie van kliente en kontakpersoneel reflekteer het nie. Daar is dus 'n statistiese verskil tussen die persepsies van kliente en kontakpersoneel vir die oorblywende dimensies van dienskwaliteit. Kliente is ook meer tevrede en lojaal teenoor hulle hoof bank as wat kontakpersoneel waargeneem het en kontakpersoneel voel dat hulle oor die algemeen bemagtig is om die klientgerigtheid doelwitte van die bank te kan bereik. Kontakpersoneel voel dat die bestuur se ondersteuning en bydertydse inligting rakende kliente deur middel van doeltreffende tegnologie essensieel is, alhoewel in sekere gevalle het kontakpersoneel aangedui dat die lynbestuur nie altyd ondersteunend was rakende die dag-tot-dag funksionering van kontakpersoneel nie. Kleiner takke in meer plattelandgebaseerde areas het veral gevind dat dit wel die geval was. 'n Struktuurvergelykingsmodel (SVM) was gebruik om te toets of 'n verhouding bestaan tussen die verhoudingsdimensie van dienskwaliteit, kliente satisfaksie en kliente lojaliteit. Die bevindinge het gedui dat indien die kontakpersoneel binne die tak toeganklik is, suiwer advies verskaf, effektief kommunikeer en spoedige besluite neem sal kliente satisfaksie en lojaliteit verbeter. Verder het die SVM bevind dat indien kliente satisfaksie en lojaliteit vermeerder sal kliente minder geneig wees om dit te oorweeg om na 'n ander bank te skuif en sal minder geneig wees om hierdie oorweging te bewerkstellig. Dus lei die bou van wedersydse voordelige bank-klient verhoudinge tot kliente satisfaksie en lojaliteit en verminder ook die waarskynlikheid dat kliente na 'n ander bank sal skuif. Dit hou belangrike implikasies vir die bestuur van die Groot Vier banke in aangesien dit bevestig dat hulle huidige strategie rakende die bou van verhoudinge in 'n klientgerigte konteks wel kliente satisfaksie en lojaliteit verbeter. Verskeie studies het al bevind dat indien lojaliteit verbeter sal winsgewendheid daarmee te saam verbeter en as gevolg van banke wat toegang tot heimlike kliente inligting het, kan hulle kapitaliseer deur die kruisverkoop van addisionele bankprodukte en dienste aan kliente en kan so hul inkomste wat vanaf elke onderskeie klient genereer word vermeerder. Daarom, aangesien 'n klientgerigte benadering 'n benadering fasiliteer waar die behoeftes van kliente aangespreek word moet banke verseker dat hulle 'n strategie navolg wat pro-aktief van aard is omdat dit winsgewende kliente sal aantrek. Hierdie strategie is verder ondersteun deur die bevindinge dat kliente persepsies van dienskwaliteit deurgaans die verhouding belangrik is. lnderdaad, dienskwaliteit is 'n belangrike voorloper wanneer dit by die seleksie van 'n bank vir die eerste keer kom en ook 'n vernaamste rede vir kliente om by hulle hoof bank te bly vir meer as twintig jaar.en_ZA
dc.description.sponsorshipNational Research Foundation (NRF)en_ZA
dc.language.isoenen_ZA
dc.publisherUniversity of the Free Stateen_ZA
dc.subjectRelationship bankingen_ZA
dc.subjectBanksen_ZA
dc.subjectRetail banken_ZA
dc.subjectlnformation reciprocityen_ZA
dc.subjectBank selection criteriaen_ZA
dc.subjectService qualityen_ZA
dc.subjectClient satisfactionen_ZA
dc.subjectClient loyaltyen_ZA
dc.subjectClient-centricityen_ZA
dc.subjectStructural equation modellingen_ZA
dc.subjectRelationship banking -- South Africaen_ZA
dc.subjectBanks and banking -- Customer services -- South Africaen_ZA
dc.subjectConsumer satisfactionen_ZA
dc.subjectStructural equation modelingen_ZA
dc.subjectThesis (Ph.D. (Economics))--University of the Free State, 2010en_ZA
dc.titleRelationship banking in a client-centric contexten_ZA
dc.typeThesisen_ZA
dc.rights.holderUniversity of the Free Stateen_ZA


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