Author
Abstract
The study's primary objective was to analyze the effectiveness of e-customer service platforms on customer satisfaction in commercial banks in Botswana, using ABSA bank as a case study. The secondary objectives were to assess the effectiveness of reliability, responsiveness, assurance, empathy and tangibles of e-customer service platforms on customer satisfaction at ABSA bank. A positivist research philosophy was adopted. A cross-sectional survey design was used to collect data and probability sampling was employed. Data were collected from 180 customers who use ABSA e-customer services platforms using a structured questionnaire with Likert-type questions. Reliability was assessed using Cronbach’s alpha (?). Data were analysed using descriptive statistics, which include mean and standard deviation. Regression and correlation were applied to test research hypotheses. Results indicate that reliability, responsiveness, assurance, empathy and tangibles of e-customer services platforms at ABSA are positively linked to customer satisfaction. ABSA Bank management is therefore recommended to focus on continuous improvement on customer experiences to satisfy customers. Thus, ABSA should ensure that its services are unique, unforgettable and memorable such that customers are satisfied and share the positive word of mouth about the benefits offered by the bank. ABSA should also consider customer experience and continuous improvement of digital banking platforms as tools that can be used to increase customer satisfaction and loyalty. It is recommended that future studies be carried out across other banks in Botswana and the African context as well. Key Words:Commercial banks, e-customer services platforms, customer satisfaction, Customer services, service quality, digital banking platforms.
Suggested Citation
Douglas Chiguvi, 2023.
"Analysis of the effectiveness of e-customer service platforms on customer satisfaction at ABSA, Botswana,"
International Journal of Research in Business and Social Science (2147-4478), Center for the Strategic Studies in Business and Finance, vol. 12(1), pages 57-71, January.
Handle:
RePEc:rbs:ijbrss:v:12:y:2023:i:1:p:57-71
DOI: 10.20525/ijrbs.v12i1.2283
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