The Influence of Rebranding on Customer Service Delivery in Kenyan Government Corporations: A Case Study of Business Registration Services

Abstract

Rebranding has increasingly emerged as a strategic approach not only in the private sector but also within public institutions seeking to enhance efficiency, visibility, and customer satisfaction. This study examined the influence of rebranding on customer service delivery in Kenyan government corporations, focusing on the Business Registration Service (BRS). The specific objectives were to: (i) examine customers’ perceptions and awareness of rebranding strategies at BRS; (ii) evaluate the operational and communication interventions implemented after rebranding; (iii) assess the effect of rebranding on customer service delivery; and (iv) determine the relationship between rebranding and customer satisfaction. A descriptive research design was adopted, employing a mixed-methods approach to collect data from 156 respondents through structured questionnaires and two focus group discussions (FGDs) involving 21 BRS staff members, achieving an 87% response rate. Quantitative data were analyzed using descriptive statistics—frequencies, percentages, and Likert-scale measures while qualitative data were subjected to thematic analysis to capture in-depth perspectives. Findings revealed that 82.7% of customers were aware of BRS’s rebranding, and most perceived it positively, associating it with improved professionalism, digital efficiency, and institutional modernity. Operational and communication reforms were widely recognized, including enhanced online platforms, clearer communication channels, and greater staff responsiveness. Rebranding had a significant positive effect on service delivery, with 75.6% of respondents reporting improved service quality, efficiency, and customer-friendliness. Overall customer satisfaction averaged 7.8/10, with rebranding contributing 7.2/10 to perceived satisfaction. However, the study also identified challenges such as occasional system downtimes, regional service disparities, and inconsistent user experiences across service points. The study concludes that rebranding at BRS has yielded measurable improvements in customer awareness, perceptions, and service delivery, though outcomes were unevenly distributed across regions. It recommends strengthening outreach to rural clients, enhancing digital infrastructure, institutionalizing continuous feedback mechanisms, and standardizing service delivery across all branches. Finally, the study suggests further research on the long-term impact of rebranding in the public sector, comparative analyses across multiple state corporations, and cost–benefit evaluations of rebranding as a public management strategy.