...PERFORMANCE OF INVESTMENT BANKS IN KENYA | NICHOLAS KIPYEGOMEN CHEPKOIWO | FACTORS AFFECTING THE DEVELOPMENT OF EMERGING CAPITAL MARKETS. THE CASE OF NAIROBI STOCK EXCHANGE | KIPKURUI KIMOSOP | THE RELATIONSHIP BETWEEN CORPORATE GOVERNANCE AND FINANCIAL PERFORMANCE OF INSURANCE COMPANIES IN KENYA | OMENDA CHRISTOPHER ODHIAMBO | EFFECT OF STOCK SPLITS ON STOCK LIQUIDITY OF COMPANIES QUOTED AT THE NSE | GEORGE MARTIN NZIVE KASYOKA | THE USE OF STRATEGIC POSITIONING TO ACHIEVE SUSTAINABLE COMPETITIVE ADVANTAGE AT SAFARICOM LIMITED | MUTIE PETER KIOKO | RELATIONSHIP BETWEEN PRIOR PERIOD DIVIDENDS AND FINANCIAL PERFORMANCE OF FIRMS LISTED AT THE NSE | EVANS ODHIAMBO OYIEYO | BALANCE SCORE CARD AS A STRATEGIC MANUFACTURING INDUSTRY IN KENYA | SAMBA STEPHEN MIDEGA | INVESTIGATION OF CAPACITY MANAGEMENT STRATEGIES AND THEIR INFLUENCE ON SERVICE QUALITY: CASE OF NAIROBI SUPERMARKETS. | LUCY MUTHEU KIILU | CAUSES OF INDUSTRIAL DISPUTE IN GARMENT FACTORIES AT THE ATHI RIVER EXPORT PROCESSING ZONES, KENYA | JENIFFER N. MULI | THE RELATIONSHIP BETWEEN HOUSE PRICES AND MORTGAGE CREDIT IN KENYA | LOISE KINYUA WANJIRU | STRATEGIC RESPONSES OF EQUITY BANK TO FRAUD RELATED RISKS | DOMSIANA ANYANGO ONYANGO | THE RELATIONSHIP BETWEEN FINANCIAL PERFORMANCE AND INVESTMENT STRATEGIES OF PENSION FUNDS IN KENYA | MARGARET W. GICHANE | ADOPTION OF SOCIAL MARKETING CONCEPT BY PRIVATE HOSPITALS IN NAIROBI. | SHIUNDU OGUNJA MIRRIAM | CHALLENGES OF EMPLOYEE EMPOWERMENT...
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...RESEARCH PROJECT CHALLENGES FACING THE PERFORMANCE OF COMMERCIAL BANKS IN KENYA A CASE STUDY OF CO-OPERATIVE BANK OF KENYA 1.0 INRODUCTION 2.1 Background of the Study Commercial banks are institutions which accepts deposits, makes business loans, and offers related services. Commercial banks also allow for a variety of deposit accounts, such as checking, savings, and time deposit. These institutions are run to make a profit and owned by a group of individuals, yet some may be members of the Federal Reserve System. While commercial banks offer services to individuals, they are primarily concerned with receiving deposits and lending to businesses. 2.2 Profile of the Co-operative Bank of Kenya The Co-operative Bank of Kenya Limited ('the Bank') is incorporated in Kenya under the Company's Act and is also licensed to do the business of banking under the Banking Act. The Bank was initially registered under the Co-operative Societies Act at the point of founding in 1965. This status was retained up to and until June 27th 2008 when the Bank's Special General Meeting resolved to incorporate under the Companies Act with a view to complying with the requirements for listing on the Nairobi Stock Exchange (NSE). The Bank went public and was listed on December 22 2008. Shares previously held by the 3,805 co-operatives societies and unions were ring-fenced under Coop Holdings Co-operative Society Limited which became the strategic investor in the Bank with...
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...THE GROWTH OF AGENCY BANKING IN KENYA BY JOEL WANJOHI D63/73163/2012 A RESEARCH PROPOSAL SUBMITTED AS ASSIGNMENT FOR DFI 513: MASTER OF SCIENCE IN FINANCE, UNIVERSITY OF NAIROBI NOVEMBER 2012 DECLARATION I hereby declare that this proposal is entirely my own composition. It has not been presented in any University or college for examination purposes. All references made to works of other persons have been duly acknowledged. Permission from the author or examining body should be sought before any part of this work is reproduced. Signed: __________________ …………………………………. Reg. No. D63/73163/2012 Date: 25/11/2012 ABSTRACT Agency banking is a new banking concept introduced in Kenya by the Central Bank (CBK). The main objective is to increase financial services outreach and to promote financial inclusion to the un-banked and under-banked population without risking the safety and soundness of the banking system. The concept is also geared towards encouraging financial institutions to use agents in the provision of banking services so as to reduce the cost of financial services and to foster financial inclusion, reach and depth. Commercial Banks worldwide offer similar kinds of services, but they could provide differences in terms of service quality. This paper analyzes past studies regarding service quality improvement in the agency banking sector. The continuing trend to a model of service quality improvement, from personnel...
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...1.5 Significant changes and reasons for this 10 1.6 Growth patters- past strategies, present stategies 10 1.7 Performance record 18 1.8 Challenges facing KCB Group 22 References 22 1.1 INTRODUCTION 1.1.2 History The KCB Group is a significant institution in Kenya's banking and financial sector with an asset base of over KShs 170 billion. The history of KCB dates back to 1896 when its predecessor, the National Bank of India opened an outlet in Mombasa. Eight years later in 1904, the Bank extended its operations to Nairobi, which had become the Headquarters of the expanding railway line to Uganda. The next major change in the Bank’s history came in 1958. Grind lays Bank merged with the National Bank of India to form the National and Grind lays Bank (KCB, 2008). Upon independence the Government of Kenya acquired 60% shareholding in National & Grind lays Bank in an effort to bring banking closer to the majority of Kenyans. In 1970, the Government acquired 100% of the shares to take full control of the largest commercial bank in Kenya. National and Grind lays Bank was renamed Kenya Commercial Bank (KCB, 2008). In 1972, Savings & Loan (K) Ltd was acquired to specialize in mortgage finance. In 1997, another subsidiary, Kenya Commercial Bank (Tanzania) Limited was incorporated in Dar-salaam, Tanzania to provide banking services and promote cross-border trading. Since then, three branches, namely, Dar es Salaam, Arusha and Mwanza, have been opened. Today, KCB...
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...BBA 861(GLOBAL STRATEGIC MANAGEMENT) ASSIGNMENT GLOBAL STRATEGIC PLAN FOR KENYA COMMERCIAL BANK LTD NAME : GUYO ABDUBA ADAMS REG NO : D53/OL/23O72/2012 LEC TURER : DR LINDA KIMENCU INTRODUCTION Kenya commercial bank also known as KCB group is a financial service provider with its headquarters domiciled in Nairobi Kenya with substations in Tanzania, South Sudan, Burundi, Uganda and Rwanda. KCB group is the largest financial service provider in the great lakes by asset base estimated to be over 380 billion and also its superiority is based on its large network of branches which stand at over 220. The history of Kenya Commercial Bank dates back to 1896, at the time known as National Bank of India which was operating in the port town of Mombasa. It later merged with Grindlays bank to form National and Grindlays bank, upon independence the government of Kenya acquired 60% shareholding in order to bring banking closer to the people of Kenya and later in 1970 the government acquired 100% shareholding and it was renamed Kenya Commercial Bank. Kenya Commercial Bank has been the dominant bank in Kenya for very many years enjoying the monopoly as there were only few international banks and local banks came much later, although KCB brought banking services closer to the people, it was only accessible mostly to middle and high income people locking out majority of the population who are low income earners. In the late 20th century, in the footsteps of organizations...
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...SME Customers. Some Experiences in Kenya By Anyim Kevin Ouma and Dr Justus M Munyoki Paper for presentation during the 1st AIBUMA Conference to be held in Nairobi from 25th to 27th August 2010 in Nairobi, Kenya ABSTRACT This study sought to establish the strategies used by ccommercial banks in Kenya in Managing Service Breakdown among SME Customers. The study focused on five commercial banks namely Barclays, Kenya Commercial Bank, Standard Chartered, Equity and Fina bank which currently offer services to SME customers. A self-administered open and closed ended questionnaire was utilized in collecting primary data from the field. Data collected was analyzed using descriptive statistics. The study found that lack of clear communication with customers, long procedures; intrusive documentation and lack of flexibility are some of the causes resulting in service breakdown. It also established that the main strategies used by banks to deal with services breakdown include; designing services to fit the needs of customers; ensuring that services are always oh high quality without compromise; putting relevant systems in place; having competent employees in place; on time delivery of services and ensuring that services are driven by customers to increase acceptance and satisfaction. Key words: Services Break down, strategies Introduction This study sought to examine the strategies used by Commercial banks in Kenya to deal with Service brieakdown. The...
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...European Scientific Journal May 2013 edition vol.9, No.13 ISSN: 1857 – 7881 (Print) e - ISSN 1857- 7431 THE STRATEGIC BENEFITS AND CHALLENGES IN THE USE OF CUSTOMER RELATIONSHIP MANAGEMENT SYSTEMS AMONG COMMERCIAL BANKS IN KENYA Maximillah Bitutu Muro, PhD Candidate Department of Management Science, University of Nairobi, Nairobi, Kenya Peterson Obara Magutu Lecturer, Department of Management Science, University of Nairobi, Nairobi, Kenya Kepha Nyankora Getembe, PhD Candidate Department of Management Science, University of Nairobi, Nairobi, Kenya Abstract Nowadays, many businesses such as banks, insurance companies, and other service providers have realized the importance of Customer Relationship Management (CRM) and its potential to help them acquire new customers, retain existing ones and maximize their lifetime value. At this point, close relationship with customers requires strong coordination between IT and marketing departments to provide a long-term retention of their customers. The purpose of this study was to establish the use of CRM systems and further determine the challenges facing the use of CRM systems among the commercial banks in Kenya. The study used descriptive design. The study targeted forty five (45) commercial banks in Kenya. Primary data was obtained using self administered questionnaires. The successfully filled up questionnaires containing responses were first edited for accuracy, consistency and completeness. The data...
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...MBA/EXE/MWZ/047/T.13 QUESTION 24 "Carry out the industry analysis in which your company operates" ............................... 1.0 INTRODUCTION The Tanzania banking sector embarked on a plan for financial liberalization in 1992 in order to sustain its economic growth. and the plan has been accomplished through the mobilization of financial resources as well as by increasing competition in the financial market and by enhancing the quality and efficiency of provision of banking services especially lending, since the liberalization, the banking sector in Tanzania has been booming, particularly over the past ten years thanks to the general economic growth and friendly financial investment environment for foreign and local banks With a total of 34 banks and a few non-banking financial institutions, which are not allowed to open current accounts, the market is characterized by a few big players and several small banks falling between local and foreign banks, local banks primarily service local customers while foreign banks tend to operate as subsidiaries of large groups, such as Citigroup and Barclays, using strategies oriented to the international market. Banks can be categorized according to orientation towards different markets and clientele operating in Tanzania: local private banks, regional banks, international banks and multinational banks, Overall, the outlook for the banking industry in Tanzania is very positive and there are appealing...
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...1.0 INTRODUCTION The concept of micro finance is not new in the world, sub-Sahara Africa and in Kenya. Savings and credit groups have operated for centuries all over the world. They include the Chit Funds of India, Tandas in Mexico, and Arisan in Indonesia. In Africa such groups consist the “Susu” of Ghana, BOSCA of Botswana, ADESSI of Burkina Faso, ACCORD of Uganda, Zusa of Zambia among others. In Kenya on the other hand Micro Finance Institutions (MFIs) include Faulu Kenya, Kenya Women Finance Trust (KWFT), KUSCCO (Kenya Union of Savings and Credit Cooperatives), Economical Locus Fund (ECLOF), Small and Medium Enterprise Programme (SMEP), Kenya Small Traders and Entrepreneurs Society (KSTES), the Kenya Post Savings Bank (KPSOB) and Vintage Management (Jitegemee Trust). Microfinance is the provision of financial services to low income households and micro and Small Enterprises (MSEs). The sector provides an enormous support to the economic activities of the poor thus contributing to poverty alleviation. Micro finance is usually understood to entail the provision of financial services to micro entrepreneurs and small businesses, which lack access to banking and related services due to the high transaction costs associated with serving these clients’ categories. The two main mechanisms for the delivery of financial services to such clients are relationship based banking for individual entrepreneurs and small businesses; and group based models, where several entrepreneurs...
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...PGPPM 2013-15 TERM II Term Paper On CORPORATE FINANCE A study on Mobile Banking initiatives taken by Reserve Bank of India (RBI) to enable financial inclusion SUBMITTED BY A Naga Jyoti 1313009 Scope: This term paper envisages to study the major initiatives taken so far by Reserve Bank of India to enable financial inclusion using mobile device and the way forward to take the initiatives to the next level. Financial inclusion is the delivery of financial services at affordable costs to the disadvantaged and vulnerable segments of society. Indian banking sector has been facing severe challenges in bringing these under privileged sections of the society into the formal financial system. More than 70% of the population, in India, live in the rural areas and these people do not have any access to organized banking facilities. Extending the financial services to these unbanked population is a major challenge to the banks as operating cost of providing the services to this population is much higher than the monetary value that is carried by their financial transactions. Several innovative measures have been initiated by RBI to drive growth in financial inclusion like: 1. No-Frills Accounts (NFAs): RBI encouraged the banks to review their existing practices to enable financial inclusion. Banks extended financial services to the unbanked households by opening “no-frills” account (NFAs) with nil or very low minimum balance. Banks have even relaxed Know your Customer...
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...A SURVEY OF THE FACTORS INFLUENCING CUSTOMER SATISFACTION IN ORGANIZATIONS WITHIN THE BANKING SECTOR IN KENYA ONE: INTRODUCTION 1.1 Background to the study Customer satisfaction within the banking institution is measured by many factors, which may or may not be quality related and is the key determinant as to whether a customer will be loyal to the baking service provider (Taylor and Baker, 1994). Satisfied customer will refer other to the same services by word of mouth. In the contrary, unsatisfied customers will seek better service elsewhere, give negative reference to the poor service provider, and blame their former service providers. Therefore, banks must aim at fostering long-term relations with their customers (File and Prince, 1992). Banks need to proposition their services from the operational to marketing aspects such as retail, business and corporate banking, insurance and investment. In order to satisfy each type of customer segments, the banks prefer to subdivide the tasks in different divisions. The Commercial bank of Africa and Barclays banks are examples of diversified banking institution which have been successful in satisfying customer needs even during current global market adjustments (Qin & Prybutok, 2009). In Kenya, customer satisfaction is a bank’s strategy for increasing revenues, since it signifies the retention of customers which is much economical than drawing new customers. There are varied views about what satisfies a customer, given...
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...FACTORS AFFECTING PERFORMANCE OF COMMERCIAL BANKS IN KENYA BY MAURICE MUIRURI KAARIUKI A RESEARCH PROPOSAL SUBMITTED TO THE SCHOOL OF BUSINESS IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE AWARD OF MASTERS IN BUSINESS ADMINISTRATION, DEGREE OF KENYATTA UNIVERSITY. JULY, 2014 DECLARATION Declaration by the Researcher This research is my original work and has not been presented for a degree in any other University. No part of this study may be reproduced without prior authority of the author and/or Kenyatta University. Signature……………………………………………………… Date………………………. Maurice Muiruri Kariuki Declaration by the Supervisor This research proposal has been submitted for examination with my approval as the university supervisor. Signature……………………………………………………… Date………………………. Name (PhD.) School of Business ACKNOWLEDGEMENT I take this opportunity to express my gratitude and regards to Professor name (PhD.) for his guidance. I am indebted to all the persons and institutions that offered support, encouragement and prayers to me during the entire research. Lastly, I thank almighty, my parents, brother, sisters and friends for their constant encouragement without which this assignment would not be possible. ABSTRACT The study seeks to investigate the factors affecting performance of commercial banks in Kenya. The Background of the study reveals that there has been continued globalization and economic cooperation among the...
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...AF Project to Prof. Vaibhav Bhamoriya Future of Payment Services in Rural Areas Submitted By Group 5 Amrita Dokania, Anjali Neha Lakra, Ashish Negi, Bhawna Nirmal, Veeru Kumar Prajapati INDIAN INSTITUTE OF MANAGEMENT, AHMEDABAD Introduction Payments are indispensable parts of our daily transactions, be it B2B, B2C or C2C, and be it rural areas or urban areas. Payment system of a country should be “safe, secure, efficient and accessible” owing to its vital role in raising the GDP of a nation. Payments being one of the most important parts of the financial system, different channels that accelerate the process efficiently constitute the focus of the system. Banking industry has witnessed a tremendous growth in the last few decades in terms of volume and the complexities in the banking system. Even if banks have made significant improvements in the recent years for achieving financial viability and profitability there have been concerns regarding reach and serving a huge population of interior areas. There has been a skewed distribution of population i.e. 6000 per bank branch in urban and 24000 in the rural areas. India has approximately 6.4 lakh villages out of which 5 lakh villages are still unbanked because of the operational and structural issues for example viability, long distance, costs etc. Although rural India comprises of 68% of population, it constitutes only 9% of total deposits and 8% of advances which is extremely low compared to urban area...
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...Name: Ogayo Julius Muga Diploma in Business Management University of Nairobi BANKING & INSURANCE CENTRAL BANK A central Bank is a public institution that usually issues the currency, regulates the money supply, and controls the interest rates in a country. The central bank often also oversees the commercial Banking system within its country. A central Bank is distinguished from a normal commercial bank because it has a monopoly and creating the currency of that nation, which is usually that Nations legal tender. Central Bank of Kenya is the highest Banking institution in the country and responsible for ensuring the smooth working of banking sector and other financial institutions. Central Bank differs from commercial banks in that it does not engage in ordinary banking activities e.g. accepting deposits from the general public. It is owned by the government while commercial banks are owned by shareholders. CBK usually implements certain government policies. OBJECTIVES OF CENTRAL BANK OF KENYA i. To formulate and implement monetary policy directed to achieving and maintaining stability in the general level of prices. ii. The Bank fosters the liquidity, solvency and proper functions of a stable market based financial system. iii. Support the economic policy of the government including its objectives for growth and employment. iv. Formulate and implement foreign exchange policy v. Hold and manage its foreign exchange reserves. vi. License and...
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...Research http://www.ibimapublishing.com/journals/JHRMR/jhrmr.html Vol. 2011 (2011), Article ID 598896, 20 pages DOI: 10.5171/2011.598896 The Adoption of Strategic Human Resource Management Practices in Commercial Banks: The Process and Challenges in Kenya George O. Omondi1, Peterson Obara Magutu2, Cliff Ouko Onsongo3 and Linda A. Abong’o4 1 Department of Business Administration, School of Business, University of Nairobi, Nairobi - Kenya 2 Department of Management Science, University of Nairobi, Nairobi - Kenya 3 School of Business, Jomo Kenyatta University of Science and Technology, Nairobi - Kenya 4 Central Bank of Kenya, Nairobi - Kenya ______________________________________________________________________________________________________________ Abstract Developing an effective human resource system that is compatible with organizational strategy is critical for the functioning and success of an organization in the competitive business arena. The main objectives of the study were to establish the extent of adoption of strategic human resource management practices among commercial banks in Kenya; and to determine the factors that influence adoption of strategic human resource management practices by commercial banks in Kenya. The research questions were systematically generated from the objectives. In the data analysis, descriptive statistics and factor analysis were used to help draw comparisons and conclusions based on the results. It was assumed in the data...
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