Strategic responses of Kenya commercial bank limited to changes in the Kenyan banking industry

Abstract

The objective of the study was to establish strategic responses of KCB to changes in the Kenyan banking industry as well as determine the effectiveness of these strategies. In order to meet this objective, the pertinent primary and secondary data was collected. Primary data was obtained from personal interviews with the respondents who were responsible for developing the strategic responses by KCB to changes in the banking industry. Secondary data was collected from various sources including the strategic planning manuals, annual reports and periodic bulletins of the bank. The data was then analysed qualitatively. The study established that the competitive forces in the banking industry have been countered by strategic responses by KCB. The challenges that were raised arose from the interplay and presence of all porter’s five forces in the banking industry. This forces are the threat of new entrants, threat of substitutes products, rivalry within the industry, the bargaining power of suppliers and the bargaining power of buyers. According to the research findings, KCB has responded to the competitive forces through restructuring, information technology, product innovation and wide range of product, customer care and branch expansion, and aggressive sales and marketing. Most of the respondents felt that KCB had responded well to the changes and the strategic responses were effective in competing in the changing banking industry