dc.contributor.author | Mugambi, Doris K | |
dc.date.accessioned | 2013-03-01T11:48:42Z | |
dc.date.issued | 2012 | |
dc.identifier.citation | MBA Thesis 2012 | en |
dc.identifier.uri | http://erepository.uonbi.ac.ke:8080/xmlui/handle/123456789/13015 | |
dc.description | Master Thesis | en |
dc.description.abstract | Agent banking has drawn interest from financial institutions. The banking model that was first
rolled out in 2010 in Kenya is taking transactions out of bank branches into retail stores in every
neighborhood. This study focuses on establishing the implementation of agent banking strategy
by commercial banks in Mombasa County as well as identifying the factors influencing the
implementation process. This is important given that agent banking is fairly new in the banking
sector. Agent banking is vital especially with Vision 2030 seeking to increase access to financial
services and products to a wider section of Kenyans, particularly the poor, low income
households and micro and small scale enterprises.
Data was gathered from fifteen branches of three commercial banks that were first to roll out
agent banking in Mombasa County. The data was collected over a period of two weeks from
branch managers and supervisors in charge of agent banking. The data collection involved
indicating on a Likert scale the extent to which the respondent agreed on the given statements.
Permission was first sought from Agent Banking Regional Managers and in some cases Human
Resource Managers to allow the data collection from the branches. Questionnaires were left
behind at the various branches and collected later for compilation and analysis.
The results of the study indicates that agent banking strategy is under implementation in the
various branches of the three banks that is Equity Bank, Kenya Commercial Bank and Cooperative
Bank of Kenya in Mombasa County. There were variations in some cases. For
instance, the involvement of managers and employees in strategy formulation and the changes in
organization structure necessitated by agent banking strategy. Other variations were evident on
the factors impeding the implementation process. Some factors were impeders in some branches
while in others they were not. Lack of hundred percent agreement on the given factors is an
indication that context matters in the implementation of a strategy. | en |
dc.description.sponsorship | University of Nairobi | en |
dc.language.iso | en | en |
dc.title | Implementation of agent banking strategy by Commercial Banks in Mombasa County | en |
dc.type | Thesis | en |
local.embargo.terms | 6 months | en |
local.publisher | School of Business, University of Nairobi | en |