CUSTOMERS-BANKERS RELATIONSHIP AND BANK PERFORMANCE IN NIGERIA: AN APPRAISAL OF BANK SERVICES

Abstract

The study examined the customers/banker's relationship and bank performance in Nigeria: An appraisal of Bank services. The specific objectives are Customer demand, Information technology, banker/customer, bank services and bank performance. Primary data were sourced through the use of a structured questionnaire while one hundred and twenty questionnaires were administered to customers of which eighty were returned and used for this research. Both descriptive and inferential statistics were used. The descriptive involved frequency and percentage while inferential are regression and Correlation analysis. The results revealed that banker/customer and bank performance (r[80] = 0.975, p<0.01); customer demand (p< 0.05) and banker/customer and information technology (r[80] = 0.818, p<0.01). The study concluded that formal training of bankers on how to treat customers improves customer satisfaction and likewise, the effective policy on banker/customer relationship facilitates banks efficiency, there is high satisfaction of customer demand of bank services which means that there are effective and efficient services that enhance customers' satisfaction and with the way they treat their customers and the introduction of information technology has been of a benefit to customers and the banks which has a greater impact in attracting the customers to the bank.

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CUSTOMERS–BANKERS RELATIONSHIP AND BANK PERFORMANCE IN
NIGERIA: AN APPRAISAL OF BANK SERVICES
Olowo, Samson Oluwole
Economics Accounting and Finance Department, Bells University of Technology, Ota, Ogun State Nigeria
Email:olowosamson1@gmail.com
Nnoli, T. Ikenna
Economics Accounting and Finance Department, Bells University of Technology, Ota, Ogun State Nigeria
Email: nnolis22@yahoo.com
Ajibola A. Alao
Economics Accounting and Finance Department, Bells University of Technology, Ota, Ogun State Nigeria
Email: aaajibola@bellsuniversity.edu.ng
Oresanwo M. Adeniyi
Department of Economics, Michael Otedola College of Education, Noforija-Epe, Lagos, Nigeria
Email: oresanwoam@mocped.edu.ng
Hassan O. Christiana
Economics Accounting and Finance Department, Bells University of Technology, Ota, Ogun State Nigeria
Email: hassanchristiana3@gmail.com
Adewole A. Olusola
Group Financial Controller, Gary Young Agencies limited. prince George, British Colombia, Canada
ABSTRACT
The study examined the customers/banker’s relationship and bank performance in Nigeria: An
appraisal of Bank services. The specific objectives are Customer demand, Information
technology, banker/customer, bank services and bank performance. Primary data were
sourced through the use of a structured questionnaire while one hundred and twenty
questionnaires were administered to customers of which eighty were returned and used for this
research. Both descriptive and inferential statistics were used. The descriptive involved
frequency and percentage while inferential are regression and Correlation analysis. The
results revealed that banker/customer and bank performance (r[80] = 0.975, p<0.01);
customer demand (p< 0.05) and banker/customer and information technology (r[80] = 0.818,
p<0.01). The study concluded that formal training of bankers on how to treat customers
improves customer satisfaction and likewise, the effective policy on banker/customer
relationship facilitates banks efficiency, there is high satisfaction of customer demand of bank
services which means that there are effective and efficient services that enhance customers’
satisfaction and with the way they treat their customers and the introduction of information
technology has been of a benefit to customers and the banks which has a greater impact in
attracting the customers to the bank.
Keywords: Customers’ demands, information technology, bank services, bank performance.
1. INTRODUCTION
Customer relationship management is defined as the overall process of building and
maintaining profitable customer relationships by delivering superior customer value and
satisfaction. (Kotler and Armstrong 2010). Also, it could be defined as managing detailed
information about individual customers and carefully managing customer “touchpoints” to
maximize customer loyalty (Kotler, John and James, 2010). According to Eta (2016), providing
high-quality service to consumers is without a doubt one of the most essential issues in the
banking business. All banks have continuously and repeatedly proclaimed their efficiency in
providing high-quality personal service to their consumers in their advertising messaging. The
bank is aware of the need for customer service and is making an effort to meet those demands.

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Customer relationship management has piqued the interest of many practitioners and
academics. For effective and efficient customer relationships, an increasing number of
businesses are adopting customer-centric strategies, programs, tools, and technology. They
recognize the importance of in-depth customer understanding to develop close mutual and
collaborating ties with their consumers. The emergence of new channels and technology is
dramatically altering how businesses interact with their customers, resulting in a greater degree
of integration between marketing, sales, and customer support responsibilities in educational
institutions. In the Nigerian banking industry, Customer Service Management (CSM) has
grown increasingly significant. According to Ezeoha (2007), the banking industry is today
facing fundamental business issues, including survival and success in a volatile market.
To ensure improved performance, Nigerian banks must adopt down to business ways as they
face more changes, increased competition, and continually growing client needs and prospects.
As a result, establishing and maintaining a good business reputation has become increasingly
difficult (Khong, 2005); the result of internal division, which customers notice and comment
on, is now visible globally in the era of the social customer. To address fragmentation, an
organization's philosophy and culture must change so that everyone analyses the influence of
policy, decisions, and actions on customers (Hart-Davidson, Bernhardt, McLeod, Rife, and
Grabill, 2008; Kostelnick, 1998). Human interaction at all levels of the organization can have
a positive or negative impact on the customer experience; even one disgruntled customer can
deliver a body blow to a company (Pennington, 2007). The purpose of this study is to look into
and analyse the strategic performance of Customer Relationship Management and its impact
on the performance of Nigerian banks. The hypothesis is an assumption about a population that
may be examined or verified to satisfy the research's goal and objective. The study's goal is to
see if the following hypothesis is true.
Hypotheses
H
01
: There is no effective relationship between bankers/customers and banks' performance;
H
02
: There is low satisfaction of customer demands on banks services;
H
03
: There is no significant relationship between technology and banker/customer relationship.
2. LITERATURE REVIEW
Conceptual Framework of Banking
In a financial institution, the importance of the banker-customer connection cannot be
overstated in terms of the services provided by the banker to the consumers. The importance
of bank-customer connection has prompted modern banking to focus on or investigate more
financial packages capable of retaining existing customers while also attracting new ones.
According to Patrick I. Osiebgu, the connection between bankers and customers is more akin
to that between debtors and creditors. Only when the customer opens an account with the bank
is the relationship stated to begin. Relationship banking is a tactic employed by banks to
increase their profit margins. They accomplish this through cross-selling financial products and
services to customers to strengthen their relationships and increase customer loyalty.
Relationship banking entails providing a wide range of financial products and services to
customers that extend beyond simple checking and savings accounts. Customer Relationship
Management (CRM) has evolved as a strategy for sustaining positive customer connections,
boosting client loyalty, and enhancing customer lifetime value (Brassingtor& Pettit, 2000).

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Customer Relationship Management (CRM) is described as a company's procedures for
systematically managing customers to optimize value throughout the relationship lifecycle
(Martin, Oliver, and Jacquelyn, 2010). Customer relationship management is also defined as
the practice of establishing and maintaining profitable customer relationships by providing
superior customer value and satisfaction. (Kotler and Armstrong 2010, for example)
Furthermore, it could be regarded as carefully managing customer "touchpoints" and managing
precise information about individual consumers to maximize customer loyalty (Kotler and
Armstrong 2010). As the company seeks to improve its return through long-term connections
with customers, anticipating customer needs and offering value-added relationship
management is becoming increasingly important. Many years ago, financiers introduced the
concept of value maximization, in which a company optimizes profits while maximizing utility.
We now have the notion of Customer Relationship Management (CRM). Many companies
have previously invested extensively in Information Technology (IT) assets to better manage
their interactions with customers before, during, and after purchase (Bohling, Lavalle, Mittal,
Narayandas, Ramani, and Varadarajan, 2006). As a result, the more we learn about how
companies successfully build and combine their technological and organizational capabilities,
the more we'll understand how Customer Relationship Management affects performance
(Swift, 2000), Bharadwaj, 2000; Piccoli & Ives, 2005). Shain and Taylor (1992) defined
relationship marketing as an integrated effort to identify, maintain, and strengthen a network
with individual customers. (Kubat and Harrision, 2003; Giudici & Passerone, 2002).
Furthermore, the high competition encourages them to switch items quickly if they are
dissatisfied. As a result, consumer retention is essential. To keep customers, effective customer
service is required. as a result of this, an effective CSM (Khong and Richardson, 2003).
Theoretical Framework of Banker Customer Relationship
Relationship banking, as typified by retail banks, is a valuable enabling approach that increases
competitiveness and delivers long-term success, according to Ravestyn, (2003) "the effect and
relationship of banking in customer loyalty on the retail business banking environment."
Relationship banking as a banking strategy to boost client retention, create customer loyalty,
and eventually increase long-term returns is a relatively new concept, first introduced in the
1980s and gaining traction in the 1990s. The proper submission of relationship banking could
have a positive impact on banks' baseline.
As a result, the purpose of this study is to look into the impact of relationship banking on
customer loyalty, as well as its use in determining customer loyalty and long-term value from
relationship banking schemes. Banks must understand their customers' behaviour and trading
habits to promote relationship strategies. Market fragmentation is a critical part of relationship
marketing, and corporate customer segmentation must reflect the various degrees of
relationship contributions. Because of this fragmentation, banks will be able to provide the
appropriate relationship banking help to the appropriate customer.
Banks must be able to determine individual client returns to assist in the segmentation process.
After segmentation, banks must implement and employ appropriate "CRM" (customer
relationship management) strategies and CRM systems to support the relationship banking
offering.
Customers across all industrial sectors are becoming more aware of the level of choice and
competition for their business, according to Morgan Sarshar and Paul Parry. This has taken
precedence over firms' obligations to expand and maintain marketing strategies that will boost
their competitiveness within their industry. Relationship marketing (RM) is a marketing theory
that has benefited businesses in a variety of industries, while its perspective in the service (FM)

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sector may be relatively recent. The goal of this article is to see if the Nigerian financial market
sector is aware of the RM theory and is putting it into practice today.
Empirical Framework of Banker Customer Relationship
According to Nnolin (1995), who wrote an article for the journal "the management in Nigeria,"
commercial bank goods that the Nigerian consumer desires are:
i. Credit facilities
ii. Payment facilities
He went on to clarify that the order in which he desires them is not determined by his
impression of the services or products' availability to him. Furthermore, it was said that the
Nigerian commercial bank customer has become rather sophisticated in his need for non-basic
services, yet the number has not expanded as quickly as one might think. Customer satisfaction
is recognized as a key aspect of every bank's business strategy. It's a location on the worktable
where a company must set its goal. When a company's goods or services match the expectations
and needs of its clients, it thrives.
A strong customer service administration effort can also help Nigerian banks manage their
client relationships more effectively, resulting in increased productivity. Given the foregoing,
it is clear that successful CSM activities should result in improved business results. Market
orientation, according to Piercy and Cravens (2003), is a philosophy that governs the process
of delivering customer value. Superior performance will result from superior customer value.
According to Kumar and Reinartz (2006), customer happiness is a vital mediator that leads to
increased retention or loyalty, which leads to increased profit for a company.
These linkages are not always well-built, however, because they are affected by environmental
factors such as the ferocity of competition, the degree of switching cost, and the level of
perceived risk in various industries (Kumar & Reinartz, 2006).
Customer satisfaction is a conceivable task in a business, according to Hoffman and Bateson
(2006). It covers a wide range of activities, including product and service quality, fair pricing,
human resource development, and on-time delivery. Enriching these aspects can help close the
gap between consumer expectations and perceptions; these gaps emerge when what customers
anticipate receiving falls short of their expectations. As a result, delighting customers entails
closing the customer gap to meet or surpass customer expectations, according to Kolter and
Keller (2006).
Quality, innovation, and distinctiveness of products and services are always inspired by
transforming and improving their features, approaches, and distinctiveness. Transforming and
improving product and service features aims to increase customer sensitivity and create
competitive advantages due to their exceptionality. Furthermore, new features can help to
establish "the Company's image as an innovator" and win the allegiance of market segments
who value these characteristics (Kolter & Keller, 2006).
Customer happiness is the best strategy to maintain customers' future purchases if a firm wants
to keep them (Taylor & Baker, 1994; Cronin & Taylor, 1992; Parasuranmanet et. al, 1988).
Individual needs, wishes, and expectations concerning the value of the product or service can
be measured by some of the following elements, according to Jamal and Naser (2003): "service
quality has been described as a form of attitude that results from the comparison of expectations
with performance." Individual needs, wishes, and expectations concerning the value of the
product or service can be measured by some of the following elements, such as friendly and

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helpful salespersons, informed advice, reasonable price, high quality, and a long guarantee
period (Adjamiet al, 2008).
3. METHODOLOGY
Research Design
The research approach is a rational way to come up with a solution to a specific problem. This
chapter explains the methodology used to conduct the research. The sample and sampling
technique, data gathering, and data analysis are the study mechanisms used. The research
design is a blueprint that outlines how data or information about a study problem should be
acquired and processed while keeping time and resources in mind (Annyiwe, Idahosa, & Ibeh,
2005).
This study employed a survey research design rather than an experimental research design. The
situation was researched and analysed thoroughly. Nonetheless, data collected from surveys
were reviewed and evaluated as part of the study. The surveys were given to 120 people,
however, only 80 of them answered all of the questions completely.
Population and Sample Size
The overall population of this study for detailed evaluation was commercial banks in the
Shagamu metropolitan area; the scope of this study was confined to the following banks.
i. First Bank of Nigeria PLC
ii. Zenith Bank of Nigeria PLC
iii. Wema Bank of Nigeria PLC
iv. Guarantee Trust Bank Limited
v. United Bank for Africa
Sampling Techniques
A sample is that part of the population on which further analysis is sought, while the act of
sampling as opined by Chinelo (1996) “is the process of selecting a subset of observations from
among many possible observations, to conclude the larger set of possible observations”. The
purpose of this sampling technique is that is a method that permits the researcher to objectively
se1ect the sample units from the researcher population based on his understanding of the
population.
To avoid unbiased data collection, a simple random sampling technique was used, in other to
sample out the five commercial banks in Nigeria.
Methods of Data Collection
It is unmistakably clear that in other to achieve the objectives of the study and to have an
extensive understanding of it, data must be sourced. The data collected for this research
comprises Primary data which are information sourced from respondents although the
administration of questionnaires, interviews or by participation and observation for better
illumination.
Techniques of Data Analysis
The data was evaluated employing Analysis of Variance ANOVA, this is adopted to assess the
significance of distinct options for both the customers and the bankers. The ANOVA statistics
will make use of F- statistics. Regression correlation analysis is also to be used because the R-
value of the relationship between two variables will be Measured Also regression analysis is
also adopted to analyse the hypothesis.

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4. RESULTS AND DISCUSSION
The Gender distribution of respondents revealed that thirty-six (45%) of the respondents are
female while forty-four (55%) are male. Age distribution of the respondents showed that
fourteen (17.5%) are between 18-27ears out of eighty respondents, twelve (15%) of the
respondents are between 28-37years, and ninety (23.8%) are between 38-47years while thirty-
five (43.8%) of the respondents are 48years and above. The marital status of the respondents
revealed that twenty-five (31.2%) are married while fifty-five (68.8%) are Single. Educational
qualifications revealed that twenty-four (30%) are NCE/ND holders, fifty (62.5%) are
HND/B.Sc. while six (7.5%) are MBA/M.Sc. holders.
Occupation of respondents revealed that forty-eight (60%) are civil servants while thirty-two
(40%) are private workers. It was also revealed that twenty-nine (36.3%)of the respondents are
the customers banking with First Bank Nigeria Plc., thirteen (16.3%) are the customers banking
with Union Bank of Nigeria Plc, ten (12.5%) are the customers banking with Eco Bank Nigeria
Plc and twenty-eight (35%) are the customers banking with Keystone bank Limited. The years
of banking with the bank showed that thirty-one (38.8%) have been dealing with the bank
between 1-10 years, twenty-five (31.3%) have been banking with the bank between 11-20years
while twenty-four have been banking with the bank between 21-30years.
Table 4.1: Demographic Distribution of Respondents
Variables Frequency Percent
Gender Distribution
Female
Male
Total
36
44
80
45.0
55.0
100
Age Distribution
18-27Years
28-37 Years
38-47 Years
48 Years and above
Total
14
12
19
35
80
17.5
15.0
23.8
43.8
100.0
Marital Status
Married
Single
Total
25
55
80
31.2
68.8
100.0
Educational Qualification
NCE/ND
HND/B.Sc.
MBA/M.Sc.
Total
24
50
6
80
30.0
62.5
7.5
100.0
Occupation
Civil Servant
Private
Total
48
32
80
60.0
40.0
100.0
Bank
First Bank of Nigerian Plc.
Union Bank of Nigerian Plc.
Eco Bank Nigeria Plc.
Keystone Bank Limited
Total
29
13
10
28
80
36.3
16.3
12.5
35.0
100.0
Years
1-10 years
11-20 years
21- 30 years
Total
31
25
24
80
38.8
31.3
30.0
100.0
Source: Author’s Computation (2021)

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Hypothesis One
There is no effective relationship between Banker/customer and banks performance
The correlation of two variables, banker/customer and bank performance was analyzed. Data
were obtained from 80 respondents using Pearson Product moment correlation.
The result as presented in Table 4.2 shows that there is a significant positive relationship
between banker/customer and bank performance (r [80] = 0.975, p<0.01). Obtaining a
probability of 0.000 which is less than the 0.01 significance level for a two-tailed test, the
banker/customer and bank performance is significant. Therefore, we reject the null hypothesis
and accept the alternative hypothesis, that there is no significant relationship between
banker/customer and bank performance. This suggests that formal training of bankers on how
to treat customers improves customer satisfaction and likewise the effective policy on
banker/customer relationship facilitates banks' efficiency.
Table 4.2: Correlation Co-efficient between banker/customer and Bank performance
Correlations
Banker/customer
Bank Performance
Banker/customer
Pearson Correlation
1
0.975
**
Sig. (2
-
tailed)
0.000
N
80
80
Bank Performance
Pearson Correlation
0.975
**
1
Sig. (2
-
tailed)
0.000
N
80
80
Correlation is significant at the 0.01 level (2
-
tailed).
Source: Author’s Computation (2021)
Hypothesis Two
There is no low satisfaction of customer demands on bank services
To test this hypothesis, the respondents’ scores on two variables customer demand for bank
services were computed and subjected to simple regression analysis. From Table 4.3, the R
(correlation Coefficient) gives a positive value of 0.747; this indicates that there is a very strong
and positive relationship between customer demands for bank services. The R
2
is a portion of
the total variation in the dependent variable that is explained by the variation in the independent
variables. From the results obtained, R
2
is equal to 0.558, this implies that customer demand
for bank services brought about 55.8% variance in bank services, this is further proven by the
adjusted R
2
that shows the goodness of fit of the model which gives a value of 0.553, implying
that when all errors are corrected and adjustments are made the model can only account for
55.3% by customer demand while the remaining 44.7% are explained by the error term in the
model.
The unstandardized beta co-efficient of customer demand is 0.563 with t= 9.931 and (p= 0.000
< 0.05). These results showed that customer demand affects bank services. It is found
significant; therefore, we accept the alternative hypothesis and reject the null hypothesis. This
suggests that is high satisfaction of customer demand for bank services which means that there
are effective and efficient services that enhance customers’ satisfaction and the way they treat
their customers. The findings are in line with Hoffman and Bateson (2006) who said customer
satisfaction is a possible task in an organization.

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Table 4.3: Estimated effect of Customer demand and bank services
Dependent variable Bank Services
Variables Coeff. Std. Error t-value Sig.
Constant
2.030
0.202
10.070
0.000
Customer Demand
0.563
0.057
9.931
0.000
R
0.747
R Square
0.558
Adj. R Square
0.553
F
-
Stat.
(98.631)
0.000
Source: Author’s Computation (2021)
Hypothesis Three
There is no significant relationship between technology and banker/customer relationship
The correlation of two variables, banker/customer and information technology were analyzed.
Data were obtained from 80 respondents using Pearson Product moment correlation. The result
as presented in Table 4.4 shows that there is a significant positive relationship between
banker/customer and information technology (r [80] = 0.818, p<0.01). Obtaining a probability
of 0.000 which is less than the 0.01 significance level for a two-tailed test, the banker/customer
and information technology is significant. Therefore, we reject the null hypothesis and accept
the alternative hypothesis, that there is a significant relationship between banker/customer and
information technology. This implies that the introduction of information technology has been
of benefit to customers and the banks which has a greater impact on attracting the customers
to the bank. The findings correlate with the work of Piercy and Cravens (2003) who derived
market orientation as a philosophy contriving the process for delivering customer value. Also,
Eta (2016) found out there is a positive link between the adoption of cutting edge technology
by the firm and the banker/customer relationship. This is in agreement with Kolter and Keller
(2006) who confirmed that the quality and innovation of products and services are always
inspired by transforming and improving their features, approaches and distinctiveness
transform the features of products and services aim to raise customer sensitivity and create
competitive advantages due to their exceptionality.
Table 4.4: Correlation Co-efficient between banker/customer and technology
Source: Author’s Computation (2021)
5. CONCLUSION AND RECOMMENDATIONS
Based on the findings, it is concluded that formal training of bankers on how to treat customers
improves customer satisfaction and likewise, the effective policy on banker/customer
relationship facilitates banks efficiency, there is high satisfaction of customer demand of bank
services which means that there are effective and efficient services that enhance customers’
Correlations
Banker/customer
Technology
Banker/customer
Pearson Correlation
1
0.818
**
Sig.
(2
-
tailed)
0.000
N
80
80
Technology
Pearson Correlation
0.818
**
1
Sig. (2
-
tailed)
0.000
N
80
80
**
Correlation
is
significant
at the 0.01 level (2
-
tailed).

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satisfaction and with the way they treat their customers and the introduction of information
technology has been of a benefit to customers and the banks which has a greater impact in
attracting the customers to the bank.
Recommendations
The study recommends the following to the banks in Nigeria and other parastatals that will
need the results to work with.
i. Banks should ensure that well trained and experienced professionals should be in
charge of customer service to have good results.
ii. The adoption of customer relationship marketing requires the involvement of everyone
in the bank from the customer service department up to the top management staff should
be part of those involved in establishing cordial relationships with customers.
iii. It could be related to more marketing of the product by the staff as well as the bank
itself on a wider scale.
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