| dc.description.abstract | The business environment for the firms in the service industry such as insurance firms
is continually changing in the context of the organizational competitiveness,
organizational performance and operational performance. This creates a need to
continually improve on operational processes due to growth of international trade, the
customer assertiveness in demand for high quality services, rapid technological
development, and shortened product life cycles. In order to cope with this changing
business environment, the firms need to undertake an organizational change
methodology such as Business Process Re-engineering (BPR). BPR aims to achieve
improvements in the contemporary measure of performance that is cost, quality,
service and speed. The aim of BPR is the redesigning of the work to better support
organizational objectives while reducing on the cost implications. Therefore, the
overall aim of BPR is delivering more value to the customer through rethinking of
existing processes, use technology to improve data dissemination and decision
making, redesigning the functional organization into cross-functional teams. This
study aimed at examining the role of BPR on customer relationship management, cost
management and operational efficiency at UAP insurance company. The study used
the Resource Based View, Dynamic Capabilities Theory, and Human Capital Theory.
Descriptive research design and structured questionnaires were utilized for data
collection. In the context of the order of influence of BPR on operational performance
metrics (in decreasing order): demonstration of flexibility in dealing with service
requests actions, BPR helping UAP achieve customer promise, improvement in the
turnaround timelines for services provision, simplification of operational processes
and better coordination between branch based services and head office based services.
In the context of the influence of BPR helping in Customer Relationship Management
aspects, the order of significance in ascending order was reception of useful alerts,
improvement in the tracking of complaints, simplification of operational process
leading customer loyalty, improvement in customer acquisition process, and
consistency in service delivery. The order of importance (in increasing significance)
in the context of BPR helping in Operational Efficiency metrics; the ability to serve a
higher number of customers with fewer head count, faster product development,
agility in reacting to market environment, improvement of the workflow processes,
and provision of better results in service requests. | en_US |
