CHAPTER FIVE

ANALYSIS OF DATA
4.1 Introduction
The chapter discusses the data collected from both staffs and customers of GCB and UBA on
the customer satisfaction activities of the banks. It begins with the background of the
respondents and proceeds in order of the objectives of the study.
4.2 Background of the Respondents
4.2.1 Gender Distribution
Table 4.1: Gender Distribution
Customers
Gende

Frequency

Percentage (%)

Staff

Total

Frequency Percentage (%)

Frequency

Percentage (%)

r
Male

121

60.5

34

56.7

155

59.6

Femal

79

39.5

26

43.3

105

40.4

e
Source, field survey 2013
The data from table 4.1 above shows that out of the total of 200 customers involved in the
study, 121 (60.5 percent) were males while the remaining 79 (39.5 percent) were females.
Also, 56.7 percent of the staffs were males while the remaining 43.3 percent were females. It
is therefore clear that a majority of the respondents involved in the study are males.
4.2.2 Age Distribution
Figure 4.1: Age distribution

Age Distribution
Age Distribution
98
75
37
13
Below 25

25 30

31 35

36 40

20

15

41 45

Above 40

Source, field survey 2013

From Figure 4.1 above, it can be seen that majority of the respondents, that is 98 (37.7%) fall
between the ages of 31 35. Seventy-five (75) of them, representing 28.8 percent also fall
between 36 40 years, 7.7% fall between 41 - 45 while 14.3 percent fall between 25 -30
years. 6.5% are of ages above 40 years while the remaining 25% are of ages below 25 years.

4.2.3 Respondents Bank

The respondents were required to indicate whether they bank with GCB or UBA. The results
are presented in the figure below.
Figure 4.2: Respondents Bank

UBA; 36%
GCB; 64%

Source, field survey 2013

Figure 4.2 shows that out of the 260 respondents, 159 representing 61.2% indicated that they
are associate with GCB whiles the remaining 101 (38.8%) pointed out that UBA their banker.
It is therefore clear from the data above that a greater percentage of the respondents receive
their banking services from GCB.
Moreover, the respondents were asked to indicate how long theyve been customers with
their bank. The following results show the results after analysis of the data.
4.2.4 Customers Year of Engagement
Table 4.2: Customers years of engagement with the bank
Years
Below 1 year
1-2 years
2 3 years
3 4 years
4 5 years
5 years and above
Source, field survey 2013

Frequency
19
55
57
28
16
25

Percentage (%)
9.5
27.5
28.5
14
8
12.5

Table 4.2 shows that a greater percentage of the customers have engaged with their bank for 2
3 years while a smaller percentage, that is 8% have also engaged with their bank between 4
5 years. Also, 14% between 3 - 4 years, 27.5 between 1 -2 years while the remaining 9.5%
have also engaged with their banks in a period below a year.

4.2.5 Educational Qualification

Figure 4.3: Educational Qualification of the respondents

Educational Qualification
90
80
70
60
50
Number of Respondents

40
30
20
10
0

SSCE

HND

1st Degree 2ndDegree

Source, field survey 2013

The analysis of the data revealed that 78 of the customers have an SSCE qualification,

48 have an HND qualification, 51 with 1st degree while the remaining 23 possess a 2 nd degree
qualification. Also, 9 of the staffs possess an SSCE qualification, 35 with HND, 32 with a
first degree and the remaining 4 with a 2nd degree qualification.
4.2.6 Numbers of years Staffs have worked with their bank
Item 3 of the staff questionnaire touched on the number of years that the staffs of the banks
have been in employment at their banks. The results after the collection of the data from the
field survey are presented in figure 4.4 below:

Figure 4.4: Experience of staffs

Sales
Below 1 year

1-2 years

2 3 years

3 4 years

4 5 years

5 years and above

7%

8%

17%
22%
5%

42%

Source, field survey 2013

The data from the figure above reveals that 25 (21.7) out of the 60 have worked in their banks
between 2 -3 years. A smaller percentage of them (5%) have also worked for 3 4 years,
16.7% have also worked for 4 - 5 years while 6.7% have also worked for 5 years and above.

4.3 The Factors that Constitute Customer Satisfaction in GCB and UBA

To ascertain the factors that constitute customer satisfaction from the position of the
customers from both GCB and UBA, customers were ask to rank on a scale of 1-5 the factor
that influence their level of satisfaction. They were to indicate whether they are; Very
satisfied (1),

satisfied (2), good (3), dissatisfied

(4) or very dissatisfied (5).The responses

gathered from the customers of both banks have been presented below.

Table 4.3: Factors constitute customer satisfaction in GCB and UBA

Satisfaction
Factors
Tangibility

Fulfillment

Convenienc
e&
Availability

Accuracy

Responsive
ness

Specific Attributes

Responses (%)
1

Giving customers individual attention

45

42

13

The behavior of employees instilling confidence in their

customers

43

49

Physical facilities with the bank is appealing

33

36

31

Error free record of my transactions

96

Online banking facilities are always up

54

21

Customers feeling safe in their transactions

65

35

Employees are never too busy to respond to customers requests

55

27

18

Operating hours convenient to all their customers

43

45

12

Core Banking facilities is serves me in the manner I want

20

26

36

ATM is easily available

86

14

Keeping promise to do something by a certain time

86

14

Providing the service at the time the service was promised

46

54

Phone banking facilities should always be there

88

12

The employees are always neat & tidy in appearance

91

The employees of the bank are always well dressed

89

11

25

12

Empathy

Promptness

Personal
Assistance

Employees of bank are always ready to help

95

ATM is always be in working condition

80

20

Bank offers special counter for privileged customer

49

16

The employees understanding the specific needs of customers

63

27

Employees telling customers exactly what services will be

performed

61

39

Employees giving prompt service to customers

91

Employee having the knowledge to answer customers questions

55

22

23

Bank implement latest technology in working

44

25

31

35

Source; field survey, 2013

From the responses elicited from the customers, it was discovered that, tangibility; fulfilment;
convenience and availability; accuracy; responsiveness; empathy; promptness; and personal
assistance from staffs of the banks constitute the major factors that influence the level of
satisfaction of the customers (see Table 4.3).
Taking tangibility into consideration, 87 (being 45 percent very important and 42 percent
important) were of the view that, giving customers individual attention is very important
while 13 percent were of the view that giving customers individual attention is good. Meanwhile,
92 percent (made up of 43 percent very important and 49 percent important) indicated that, the
behavior of employees in instilling confidence in their customers is important while 96 percent
believed that error free record of their transactions is very important. Also 33 percent of the sampled
customers indicated that, it is very important for their banks to have appealing physical facilities with
36 percent indicating that it is important while 31 percent believed it is good.
The study also sought to find whether fulfilment as cited in literature contributes to customer
satisfaction. On that basis, it was identified that, 75 percent (made up of 54 percent very important
and 21 percent important) of the sampled supported the idea that it is important for Online banking
facilities to be always up while 25 percent said it is good. In much similar way all (100 percent) of the

sampled customers indicated that it is important for customers to feel safe in their transactions while
82 percent (being 55 percent very important and 27 percent important) of them supported the idea that
respond to customers requests is important.
With regard to convenience and availability, 43 percent of the sampled customers were of the view
that it is very important while 45 percent indicated that it is important with 12 percent indicating that
it is good to operate at hours convenient to all their customers. Also responses gathered from the
sampled customers shows that, it is 79 percent very important and 21 percent important to serve
customers in a manner that they want. Again, the responses asserted that it is 86 percent very
important and 14 percent important for ATM service of the banks to be easily available.
Considering accuracy, it found was found that, keeping promise to do something by a certain time is
86 percent very important and 14 percent important to customers while providing the service at the
time the service was promised is 46 percent very important and 54 percent very important with
availability of phone banking facilities being 88 percent very important and 12 percent important.
Responsiveness as determinant of customer satisfaction was also considered in terms whether; the
employees are always neat and tidy in appearance, the employees of the bank are always well dressed,
employees of bank are always ready to help and ATM always being in good working condition.
Responses gathered from the sampled customers revealed that, 91 percent of the sampled customers
were of the view that it is very important for employees to always appear neat and tidy while 89
percent supported the assertion that it is very important for employees of the bank to be well dressed
always. Also, 95 percent of the sampled customers were of the view that it is very important for
employees of bank to be always ready to help customers with 80 percent indicating that it s very
important for ATM to always be in working condition.
On empathy as a constituent of customer satisfaction, it was realised that, it is 49 percent very
important, 16 percent important and 35 percent good for the banks to offer special counter for
privileged customers while it is 63 percent very important and 27 percent important for employees to
understanding the specific needs of customers.

In terms of promptness of service, it was discovered that, employees telling customers exactly what
services will be performed is 61 percent very important and 39 percent important to customers while
employees giving prompt service to customers is 91 percent very important and 9 percent important to
customers. Also, it was found that, employee having the knowledge to answer customers questions is
55 percent very important, 22 percent important and 23 percent good to customers while bank
implementing latest technology in working is 31very important, 25 percent important and 44 percent
good to customers of both banks.

2.4 The new developments in customer service delivery exist in GCB and UBA
As part of the objectives, the study sought to find out the new development in customer
service delivery existing at both banks under study. As such, customer were ask to indicate
whether they; to a great extent (1), somewhat (2), very little (3) or not at all (4) sure of the
level of availability of the services (as listed in Figure 4.5 and 4.6) in the banks.
Figure 4.5: Level of availability of services at GCB
9
5

New Service Developments

53

79

91
20
95
22
80
47
26
78
20 33 54
81
13
77
8 19 35
87
67 92
33
65
0
50
100

Percentage

Source; Field survey, 2013

21

To a great extent
Somewhat
Very little
Not at all

Figure 4.6: level of availability of services at UBA

Systems Integration
Call Centers
Customer Service Helpdesk
Sales Force Automation
Electronic Point of Sale (EPOS)
Introduction of new loan schemes as per the customers needs
Introduction of two in one accounts
New
Service
Developments
Introduction of Plastic Money: Credit Card, Debit Card, Smart Card.
Mobile and E-Mail Alerts
Internet Banking
Mobile Teller System
Single Window Service
Modern & Biometric ATMs

25
16
28

75
84
32
72
18
68
36 52 82
20 38
74
37 61
62
182939 63
82
21
7179
48

To a great extent
Somewhat
Very little
Not at all

0 20 40 60 80 100
Percentage

Source; Field survey, 2013

From Figure 4.5and 4.6 above, it could be observed that, 79 percent of sampled customers
from the GCB and 75 percent of the sampled customers from UBA indicated that systems
integration is to a large extent are available while 29 percent from GCB and 25 percent from
UBA also indicated that, system integration are somewhat available. Also, 91 percent of the
sampled customers from the GCB and 84 percent of the sampled customers from UBA
indicated that, call centers are to a large extent available at both banks while 95 percent of
those from the GCB and 72 percent of the sampled customer from UBA said that customer
helpdesk are to a large extent available at their respective banks. However responses elicited
from the sampled customers of both banks shows that, the sales force automation are limited
at both banks. In answering the question as to whether sales force automation is available or
not, 53 percent of the sampled customers from GCB said it is somewhat available while 47
percent said it is very little available. Also, 48 percent of the sampled customer from the UBA
indicated that sales force automation is somewhat available while 52 indicated that it is very
little available.

With electronic point of sales device, 80 percent of the sampled customers from GCB and 68
percent of those from UBA said it is to a great extent available while 82 percent and 78
percent of the respondents from the UBA said the introduction of new loan scheme as per
customer is to a large extent available at their bank. The introduction of two in one account
was found to be 54 percent available to a large extent, 26 percent somewhat available and 20
percent very little available at GBC and to a larger extent available(76 percent) at UBA,
following from the responses of the sampled customers of the banks. The introduction of
plastic money: credit card, debit card, smart card was said be largely available by 77 percent
and somewhat available by 33 percent of the sampled customers of GBC and 67 percent
greatly available and somewhat available by the sampled customers of UBA. Mobile and EMail Alerts was also found to be available to a great extent at both banks by 87 percent of the
respondent from GCB and 67 percent of the respondents from UBA.
Internet banking was said to be available to a great extent by 65 percent of the sampled
customers of GCB and 71 percent of the sampled customers from UBA while mobile teller
system was said to be available to a great extent by 81 percent of the sampled customers of
the GCB and 61 percent of the sampled from UBA. Single window service was said to be
available to a great extent by 92 percent of the sampled customers of GBC while modern and
biometric ATMs was said to be available to a large extent by 67 percent of the sampled
customers of GCB. Reponses from the sampled customers of the UBA on the same services
(that Single window service and modern and biometric ATMs) stood at 82 percent and 89
percent available to a large extent.
Thus it can be concluded that majority of the new services considered under the study are
available at both banks and as can enhance the customer service delivery of the banks.

4.4 Type (s) of Customer Service Strategies being Implemented by GCB and UBA
The study sought to find out the types of customer service strategy that is being implemented
by GCB and UBA. On that objective, staffs of both banks were ask to indicate from some set
of options (as can be seen from Table4.4 and 4.5), how important they are in terms of their
banks customer service strategy. They were to indicate whether the various options are; Very
Important (1), Important (2), Moderately Important (3), Of Little Importance (4) or
Unimportant (5).

Table 4.4: Customer service strategies of GCB

Prevailing Factors

Response
1

Difference in expected service and service actually received

87

13

Extent of difference between service expected and service received

83

17

Customer attitude towards service at your bank

90

10

Services that aid customers during transaction, in and out of the

banking hall

73

27

Preference of bank branch with high quality service

70

30

Demographic factors affects on attitude towards customer services

23

47

30

Sources of customer service expectations

43

50

Level of service patronage at perceived bank branches

87

13

Opportunities for shared learning in terms of customer service

83

17

Tools needed to deliver on expected customer service deliverables

77

23

Flexibility of the service to meet unexpected clients need

47

33

The ability of work unit to regularly apply the client service standards

90

10

Work unit has clearly defined client service standards

93

The needed mechanisms in place for linking client feedback or

53

47

20

complaints to employees who can act on the information

The flexibility of all staff to deal with clients concerns on customer
service

70

30

The ability to achieve defined customer service deliverables

53

47

The cost of providing practical and relatable training in customer

service

83

17

Leadership by example by managers in terms of customer service

40

47

The proactive nature of customer service strategy

90

10

The practicality of the concept of The Customer is Always Right

30

27

13

43

Source: field survey, 2013

Table 4.5: Customer service strategies at UBA

Prevailing Factors

Response (%)
1

Difference in expected service and service actually received

75

25

Extent of difference between service expected and service received

80

20

Customer attitude towards service at your bank

83

17

Services that aid customers during transaction, in and out of the

banking hall

86

14

Preference of bank branch with high quality service

78

18

Demographic factors affects on attitude towards customer services

34

40

Sources of customer service expectations

41

59

Level of service patronage at perceived bank branches

76

24

Opportunities for shared learning in terms of customer service

83

17

Tools needed to deliver on expected customer service deliverables

77

23

Flexibility of the service to meet unexpected clients need

47

53

The ability of work unit to regularly apply the client service standards

74

26

Work unit has clearly defined client service standards

80

20

26

The needed mechanisms in place for linking client feedback or

complaints to employees who can act on the information

68

32

The flexibility of all staff to deal with clients concerns on customer

service

70

30

The ability to achieve defined customer service deliverables

67

33

The cost of providing practical and relatable training in customer

service

87

13

Leadership by example by managers in terms of customer service

33

47

The proactive nature of customer service strategy

73

27

The practicality of the concept of The Customer is Always Right

37

63

40

From the responses gathered from the staffs of both bank on the customer service strategy
that is been implemented by the banks, it was found that, difference in expected service and
service actually received is very important to 87 percent and 75 percent of the staffs of GCB
and UBA respectively while it important to 13 percent those from GCB and 25 percent those
from UBA. The extent of difference between service expected and service received was
found to very important to be very important to 83 percent of the sampled staffs of GCB and
80 percent of those from UBA. Also, customer attitude towards service at banks was found to
be very important to 90 percent of the sampled staffs of GCB and 83 percent of those from
UBA while services that aid customers during transaction, in and out of the banking hall was
said to be very important by 73 percent of the sampled staffs of from GCB and 86 percent of
the staffs from UBA. Also, 70 percent of the staffs from GCB and 78 percent of those from
UBA indicated that, preference of bank branch with high quality service is a very important
strategic consideration while 87 percent and 76 percent from GCB and UBA respectively
supported the assertion that level of service patronage at perceived bank branches are very
important. On whether demographic factors affect the customer services of the banks or not,
23 percent of the sampled customers from GCB said it is very important, 47 percent said it is

important while 30 percent said that it is good. Meanwhile, 34 percent of the sampled staffs
from the UBA said it is very important, 40 percent said it is important while 24 percent said it
is a good strategy been implemented by the bank. With regards to sources of customer service
expectations, it was said to be 43 percent very important, 50 percent important and seven
percent good by the sampled staffs of GBC while it was said to be 41 percent very important
and 59 percent important by their counterparts at UBA. Opportunities for shared learning in
terms of customer service was confirmed to be 83 percent important by staffs of both banks
while tools needed to deliver on expected customer service deliverables was affirm to be very
important by 77 percent each of the sampled staffs of the banks. On the need for flexibility of
the service to meet unexpected clients need 47 percent of the respondents from GCB said it
is very important while 53 percent of them said it is important, also 47 percent of those from
UBA said it is very important, 33 percent said it is important while 20 percent said it is good.
The ability of work unit to regularly apply the client service standards was rank to be very
important by 74 percent of the sampled staffs of GCB and 90 percent of those from UBA
while work unit having clearly defined client service standards was rank to be very important
by 80 percent of the interviewed staffs of the GCB and 95 percent of those from UBA. The
needed mechanisms in place for linking client feedback or complaints to employees who can
act on the information was also found to be 68 very important and 32 percent important to
sampled staffs of GCB as well as 47 percent very important 53 percent important to the staffs
of UBA. Added to the above, the flexibility of all staff to deal with clients concerns on
customer service was indicated to be very important by 70 percent each of the sampled staffs
from both banks while 57 of those from GCB and 67 percent from UBA indicated that, the
ability to achieve defined customer service deliverables is very important. Also 83 percent
and 87 percent each of the respondents from GCB and UBA respectively, indicated that, the
cost of providing practical and relatable training in customer service is very important. Again,

leadership by example by managers in terms of customer service, the proactive nature of

customer service strategy and the practicality of the concept of The Customer is Always
Right was found to be 40 percent, 90 percent and 30 percent very important by the sampled
customers of GCB while 33 percent, 73 percent and 37 percent of their counterparts from
UBA.
From the discussion above, it is clear that both banks are very much aware of the various
strategies indicated and as such have placed premium on them.

4.5 Barriers impeding the successful implementation of various customer service

strategies in GCB and UBA
The research, as part of its objective sought to find out the factors that is impeding the
implementation of strategies at two banks under study. In that regard, the sampled staffs of
the bank were ask to indicate, from their experience in the bank and its customer service
strategy, how satisfied they are in terms of the deliverables given in Table 4.6 and 4.7 below.
They were to choose on whether they are ; very satisfied (1), satisfied (2), good

(3),

dissatisfied (4), or very Dissatisfied (5).

Table 4.6: Barriers impeding the successful implementation of various customer service
strategies in GCB
Deliverables

Response
1

3
2
0

Quick resolution of problems relating to customer service

3
3

4
7

Staff keeping your words on promises of customer services complains

6
7

2
7

Staff understanding the power of personal touch in relation to customer

4 5

service

Providing prompt response to customer complaints

5
7

4
3

Recognizing the importance of customer first impressions

3
3

6
7

Ensuring consistency of quality of customer service

7
7

2
3

Keeping customer service simple

3
3

2
7

Showing appreciation as part of customer service

8
3

1
7

Always asking the most important question to ensure customer satisfaction

4
0

6
0

10

Keeping promises made to aggrieved customers

9
0

1
0

11

Converting innovative ideas and concepts into superior services for

customers

4
3

5
7

12

Solving problems with effective and enduring solutions

2
3

7
7

13

Controlling costs and risks that can potentially destroy carefully created
value

8
7

1
3

14

Learning from successes and failures to manage new challenges and

opportunities

8
3

1
7

4
0

Source; field survey, 2013

Table 4.7: Barriers impeding the successful implementation of various customer service
strategies in GCB
Deliverables

Response
1

3
4
0

Quick resolution of problems relating to customer service

1
3

4
7

Staff keeping your words on promises of customer services complains

6
0

4
0

Staff understanding the power of personal touch in relation to customer

service

7
3

2
7

4 5

Providing prompt response to customer complaints

6
3

3
7

Recognizing the importance of customer first impressions

5
3

4
7

Ensuring consistency of quality of customer service

7
0

3
0

Keeping customer service simple

5
7

4
3

Showing appreciation as part of customer service

8
7

1
3

Always asking the most important question to ensure customer satisfaction

5
3

2
0

10

Keeping promises made to aggrieved customers

8
3

2
7

11

Converting innovative ideas and concepts into superior services for

customers

6
7

3
3

12

Solving problems with effective and enduring solutions

5
7

4
3

13

Controlling costs and risks that can potentially destroy carefully created
value

8
7

1
3

14

Learning from successes and failures to manage new challenges and

opportunities

6
3

3
7

2
7

Source; field survey, 2013

From the responses elicited from the sampled staffs of the banks on possible factors impeding the
implementation of their customer service strategies, it was found that, 80 percent (being 33 percent
very satisfied and 47 percent satisfied) of the sampled staffs from GCB and 60 percent (made up of
both very satisfied and satisfied) of the sampled staffs from UBA were satisfied with the level at
which problems bothering on customer satisfaction is resolved in time. On the issue staff keeping
words on promises of customer services complains, 67 percent of the sampled staffs from GCB and
60 percent of those from UBA indicated that they were very satisfied while 80 percent from GCB and
UBA respectively were very satisfied with the level of staff understanding of the power of personal
touch in relation to customer service. Providing prompt response to customer complaints was found to
be very satisfactory to 57 percent of the interviewed staffs of GCB and 63 percent those of UBA while

ensuring consistency of quality of customer service was found to be very satisfactory to 77 percent of
those from GCB as well as 70 percent to those from UBA. Also, 33 percent of the sampled customers
of the GCB indicated that they were very satisfied while 67 percent said they are satisfied with the
level at which the bank is ensuring consistency of quality of customer service. On the same ground,
53 percent of the sampled staffs from UBA said they were very satisfied while 47 percent said they
were satisfied. Also, 83 percent of the sampled staffs of GCB and 87 percent from UBA asserted that
they were very satisfied with the level at which they show appreciation to their customers as part of
the customer service strategies of their bank while 90 percent from GCB and 80 percent from UBA
said they were very satisfied with the level at which the bank keep promises made to aggrieved
customers. Always asking the most important question to ensure customer satisfaction was found to
be very satisfactory to 43 percent of the sampled staffs of GCB and 57 percent of those from UBA
while it was satisfactory to 60 percent of those from UBA and 20 percent of those from UBA.
Converting innovative ideas and concepts into superior services for customers was found to be very
satisfactory to 43 percent of the respondent from GCB and satisfactory to 57 percent of them while it
was very satisfactory to 67 percent and 33 percent of those from UBA. Also, controlling costs and
risks that can potentially destroy carefully created value was very satisfactory to 87 percent and 67
percent to the sampled staffs from GCB and UBA respectively while solving problems with effective
and enduring solutions was found to be very satisfactory to 83 percent and 57 percent of the
interviewed staffs from GCB and UBA respectively.

As part approaches towards assessing the factors impeding the implementation of customer strategies
of the banks, the study sought the views of the sampled staffs on the factors that constitute the major
impediment to their expected standards of quality customer service. The responses from the staffs are
presented in Figure 4.7 and 4.8 below.

Figure 4.7: Impediment to expected standard of quality customer service at GCB

10%

30%

20%

10%

17%

ICT Deployment Cost

Transactional Security
Operational Cost
Revenue erosion
Huge Branch Setup Cost
Economic Cost

13%

Figure 4.8: Impediment to expected standard of quality customer service at UBA

33%

40%
20%

7%

ICT Deployment Cost

Transactional Security
Operational Cost
Huge Branch Setup Cost

From the figure above it could be observed that huge branch setup cost is the major (that 30
percent at GCB and 40 percent at UBA) obstacle to the delivery of quality customer services
at both banks. ICT development cost represented the second highest impediment which was
cited by 33 percent of the staffs of UBA and 20 percent of those of GCB. Also, 17 percent of
the staffs GCB and 20 percent of those at UBA cited operational cost while 10 percent and

seven percent of the staff from GCB and UBA respectively cited transactional security as the
major impediment to the delivery of quality customer service at their banks. Added to the
above, 13percent and 10 percent of the staffs of GCB cited revenue generation and economic
cost as the major factors hindering the delivery of quality customer services at the bank.

4.6 Customer expectations of service delivery in GCB and UBA

The expectations of customers on the service delivery at banks were also sought as part of the
objectives of the study. To achieve the said objective, the sampled customers of the bank were
asked to indicate how much importance they attach to choosing their banks. They were to
whether the factors being considered were; Very Important (1), Important (2), Moderately
Important (3), Of Little Importance (4),

or Unimportant (5)

Table 4.8: Customer expectations of service delivery of GCB

Expectation Factors

Response (%)

Banks brand presence and reputation

67

33

Banks branch location(s)

77

23

Days and Hours of operation

43

Price (reduced interest rate on loans and high interest rate on savings)

90

10

The provision of convenience of service

87

13

Friendliness and cordiality of employees

27

83

Modern nature of bank facilities

53

Quality of services rendered by the Bank

90

10

Reliability of service rendered by the bank

77

23

Service efficiency offered by the bank staff

87

13

General ambiance of the banking environment

Table 4.9: Customer expectations of service delivery of GCB

20

27

30

47

60

37

Expectation Factors

Response (%)
1

Banks brand presence and reputation

6
4

4
4

Banks branch location(s)

7
1

2
9

Days and Hours of operation

Price (reduced interest rate on loans and high interest rate on

savings)

8
1

1
9

The provision of convenience of service

8
4

1
6

Friendliness and cordiality of employees

3
2

6
8

Modern nature of bank facilities

1
5

4
7

Quality of services rendered by the Bank

8
5

1
5

Reliability of service rendered by the bank

7
5

2
5

10

Service efficiency offered by the bank staff

8
2

1
8

11

General ambiance of the banking environment

3
9

2
4

4
1

2
0

3
8

5
8

1
8

From the tables above, it can be seen that, Banks brand presence and reputation was asserted
to be very important by 67 percent of customers of GCB and 64 percent of those of stomers
of UBA) while banks branch location(s) was cited by 77 percent and 71 percent by the
sampled customers of GCB and UBA as the reason behind the choice of their bank. Days and
hours of operation of cited as 43 percent important, 27 percent moderately important and 30
percent of little important by the sampled customers of GCB and 31 percent important, 49
percent moderately important and 20 percent of little importance by the sampled customers

of UBA . Price (reduced interest rate on loans and high interest rate on savings) was seen to
be 90 percent very importance (by customers of GCB) and 81 percent very important (by
customers of UBA) in the choice of their banks. The provision of convenience of service was
very important to 87 percent of the customers of GCB and 84 percent of those of UBA.
Friendliness and cordiality of employees was found to be very important to 27 percent and 32
percent of the customers of GCB as well as important to 73 percent and 68 percent of them.
The modern nature of bank facilities was found to be 53 percent important and 47 percent
moderately important to the sampled customers of GCB while it was 15 percent very
important, 47 percent important and 38 percent important to the sampled customers of UBA.
Quality of services rendered by the bank, reliability of service rendered by the bank, service
efficiency offered by the bank staff was found to be very important to 90 percent, 77 percent,
87 percent of the respondents from GCB and 85 percent, 75 percent, 82 percent to the
sampled customers of UBA. However, 37 percent and 18 percent of the sampled customers of
GCB and UBA asserted that general ambiance of the banking environment was of little
important in the choice of their bank.

2.7 How perceived service quality impact customer satisfaction in GCB and UBA
In terms of how perceived service quality impact on customer satisfaction in the banks under
study, the sampled customers of the banks were ask to indicate their level of agreement to
some statement as shown in Figure 4.8 and 4.9 they were to indicate whether they; Strongly
Agree (1), Agree (2), Undecided (3), Disagree (4), or Strongly Disagree (5).

Figure 4.8: Treatment towards customer of GCB

Staffs are creative in showing appreciation for banking with the bank

24

55

Customer problems are dealt with quickly

23

54

Bank staffs always give genuine and open feedback to customers

Staff is honest in dealing with customers
Measuring Statement
Staff shows empathy towards customer concern

33

60

18
29
28

Bank staff really listens to customers

22
11
12

Much attention is paid to customers

1017 35
55
18
15
54
13

Customers are always put first

82
72
88

0 20 40 60 80 100
Percentage

Figure 4.9: Treatment towards customer of UBA

Strongly Agree
Agree
Undecided
Disagree

Staffs are creative in showing appreciation for banking with the bank
Customer problems are dealt with quickly

3441
9

91

treatment towards customer

Staff shows empathy towards customer concern

21

Bank staff really listens to customers

21
1319

Much attention is paid to customers

Customers are always put first

54

12

Bank staffs always give genuine and open feedback to customers

Staff is honest in dealing with customers

59

20

46 64

9 16

81

Strongly Agree
Agree
Undecided
Disagree

4961

22
20
21 37
0 20 40 60 80 100

Precentage

Responses elicited from the customers of both banks on how service quality impact of the
level of satisfaction shows that, 29 percent of the customers from GCB and 21 percent of
those from UBA disagree with the assertion that, staffs are creative in showing appreciation
for banking while 22 percent of the customers from GCB and 21 percent of those from UBA
disagree with the assertion that, customer problems are dealt with quickly with 18 percent
and 22 percent from GCB and UBA disagreeing with the assertion that customers are always
put first. However, all the sampled customers of both banks either strongly agree or agree to
the assertion that, bank staffs always give genuine and open feedback to customers, staffs are
honest in dealing with customers, staff shows empathy towards customer concern and bank
staff really listens to customers.

CHAPTER FIVE
SUMMARY OF KEY FINDINGS, RECOMMENDATION AND CONCLUSION
5.1 Summary
5.1.1 The Factors that Constitute Customer Satisfaction in GCB and UBA
It was discovered that, tangibility; fulfilment; convenience and availability; accuracy;
responsiveness; empathy; promptness; and personal assistance from staffs of the banks
constitute the major factors that influence the level of satisfaction of the customers.
All, the sampled customers of both banks considered these factors as very important,
important or good constituents of customer satisfaction.

5.1.2 The new developments in customer service delivery exist in GCB and UBA
It was observed that, new customer services like single window service, internet banking,
mobile and e-mail alerts, introduction of plastic money: credit card, debit card, smart card,

introduction of two in one accounts, introduction of two in one accounts, introduction of new
loan schemes as per the customers needs, electronic point of sale (epos), customer service
helpdesk, call centers, systems integration are to a large extent available at two banks under
study.
However, it was found that, modern and biometric ATMs, mobile teller system, sales force
automation limited at both banks. Thus it was concluded that majority of the new services
considered under the study were available at both banks.

5.1.3 Type (s) of Customer Service Strategies being Implemented by GCB and UBA
The study found that, strategies such as; difference in expected service and service actually
received, extent of difference between service expected and service received, customer
attitude towards service at your bank, services that aid customers during transaction, in and
out of the banking hall, preference of bank branch with high quality service, demographic
factors affects on attitude towards customer services, sources of customer service
expectations, level of service patronage at perceived bank branches including all those
considered under study, were either very important, important or good in the view of sampled
staffs of the bank. Thus, the strategies are been employed in one way or the other by both
GCB and UBA.

5.1.4 Barriers impeding the successful implementation of various customer service

strategies in GCB and UBA

It was found that, huge branch setup cost is the major (that 30 percent at GCB and 40 percent
at UBA) obstacle to the delivery of quality customer services at both banks. ICT development
cost represented the second highest impediment which was cited by 33 percent of the staffs of
UBA and 20 percent of those of GCB. Also, 17 percent of the staffs GCB and 20 percent of
those at UBA cited operational cost while 10 percent and seven percent of the staff from GCB
and UBA respectively cited transactional security as the major impediment to the delivery of
quality customer service at their banks. Added to the above, 13percent and 10 percent of the
staffs of GCB cited revenue generation and economic cost as the major factors hindering the
delivery of quality customer services at the bank.

5.1.5 Customer expectations of service delivery in GCB and UBA

The study found that factors such as; banks brand presence and reputation, banks branch
location(s), price (reduced interest rate on loans and high interest rate on savings), the
provision of convenience of service, friendliness and cordiality of employees, modern nature
of bank facilities, quality of services rendered by the bank, reliability of service rendered by
the bank and service efficiency offered by the bank staff were either very important or
important in the eyes of the customers.
However, factors like general ambiance of the banking environment and days and hours of
operation were of little importance to customers.

5.1.6 How perceived service quality impact customer satisfaction in GCB and UBA
Responses elicited from the customers of both banks on how service quality impact of the
level of satisfaction shows that, 29 percent of the customers from GCB and 21 percent of

those from UBA disagree with the assertion that, staffs are creative in showing appreciation
for banking while 22 percent of the customers from GCB and 21 percent of those from UBA
disagree with the assertion that, customer problems are dealt with quickly with 18 percent
and 22 percent from GCB and UBA disagreeing with the assertion that customers are always
put first. However, all the sampled customers of both banks either strongly agree or agree to
the assertion that, bank staffs always give genuine and open feedback to customers, staffs are
honest in dealing with customers, staff shows empathy towards customer concern and bank
staff really listens to customers.

5.2 Recommendation
In the face of the findings of the study, it is recommended that;

The banks should concentrate of less costly apartment by reducing the amount that
goes into the general ambiance of the banking environment since it is of less
important to customers. By doing so the banks could have the high branch setup cost
which represent the highest impediment to the delivery of quality services partly dealt
with.

The bank should put in more efforts towards improving their ability to meet their
customers needs and satisfaction by promptly responding to customer needs

The bank should consider the introduction of 24 hours banking to resolve customers
complaints about their in ability to serve them promptly

The bank needs to increase on the number of ATMs as well placing them in a
convenient area for customers as part of the measure to promptly serve their
customers.

Banks should introduce new service delivery approaches in orders strengthen their
relationships with customers and to meet the expectations of their customers.

5.3 Conclusion
It is obvious from the study that the banks are aware of the many expectations of customers
and as such a developing new customer service strategies to respond to the very expectations
their customers. However, certain impediment such as, high branch setup cost amongst others
have weighed down effort of the banks toward giving their customers the best of services.
Thus, customers are not much satisfied especially in the manner that the banks serve them
with promptness and accuracy. Consequently the banks need to put in more efforts towards
quality customer service and satisfaction.