The impact of business reengineering on customer satisfaction in the banking industry. A case study of Stanbic Bank Ghana, Limited

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July, 2015
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Business Process Reengineering is essential to the success of every organization of which banks cannot be left out. The keen competition in the service industry has made business processes reengineering in banking services very vital. Banks have therefore come under increased demands to provide quality services and continuous quality improvement programs for customer satisfaction and even customer delight. In spite of the positive trends and reforms in the banking industry situation in Ghana, it still remains a fact that there is more than much room left for improvement. It is against this locale, that the research was conducted to investigate the impact of business process reengineering on customer satisfaction in the banking industry, a case study of Stanbic bank Ltd. The objectives of this study were to identify the type of BPR practice Stanbic Bank Ltd uses, ascertain the level of customer satisfaction with the introduction of BPR at Stanbic Bank Ltd, find out the attitude of employees to BPR project and lastly examine the challenges management faced with the introduction of BPR practice at Stanbic bank Ltd. The literature looked at what other researchers have said about BPR, the importance of BPR, types of BPR and customer satisfaction.. The study was structured in five chapters. The main method for the study is the survey method where a questionnaire and interview. The responses of the respondent indicated BPR has an impact on customer satisfaction in the area of software change. The recommendations were that provision should be made to cushion employees especially in the area of change receptivity. Also, employees should be given early awareness of change processes which may be engineered at one point or the other during the induction session into the organization. It is recommended that attention be directed to those ones that strengthen the patronage of customers.
A thesis Submitted to the Department of Marketing and Corporate Strategy, Kwame Nkrumah University of Science and Technology (KNUST), in partial fulfillment of the requirement for the degree of Masters of Business Administration (Strategic Management and Consulting Option),