IMPLEMENTATION CHALLENGES OF RESOURCE BASED STRATEGY BY BARCLAYCARD KENYA

Resource based view strategy implementation is still a challenge in many organizations. The problem is illustrated by the unsatisfying low success rate (only 10 to 30 percent) of intended strategies (Raps and Kauffman, 2005). The primary objectives are somehow dissipated as the resource based view strategy moves into implementation and the initial momentum is lost before the expected benefits are realized. Successful implementation is a challenge that demands patience, stamina and energy from the involved managers. This study therefore sought to determine the challenges faced by Barclaycard (Kenya) in the implementation of resource based view strategy. The study was a case study design where emphasis was given to primary data which was collected using an interview guide. The respondents were the head of strategy and functional heads in charge of finance, risk management, information technology and operations, human resources, marketing and research division, and public affairs and communication division. The collected data was thoroughly examined and checked for completeness and comprehensibility. From the findings, the most important resources that are in line with resource based strategy implementation in Barclaycard Kenya are intangible resources. Others include tangible resources, sustainable competitive strategy, human resource, suitability in delivering and organization capacity. The challenges faced in developing and implementing resource based strategy in Barclaycard Kenya include credit card crime, poor technology and infrastructure, competition from other banks, miss-selling by sales people, inadequate knowledge by customers, poor processes within the organization, economic crunch/poverty, lack of awareness and poor reputation of cards. The study therefore recommends that in order to cope with the challenges faced in developing and implementing resource based strategy in Barclaycard Kenya customers should be assured of maximum security when using the credit card, and an assurance assured that there is a legal recourse in case of any fraud or crime when using the card. ICT in rural areas should be enhanced so as to ensure that even people in the rural areas are able to use Barclaycard. Sales people should be given adequate training and skills on how to sell the card to the potential customers in order to avoid miss-selling.

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