PRINCIPLES OF MANAGEMENT.pdf

1.

planning of managerial activity
Management of
Kaspi.kz
Presented by:
Madina Dauletkyzy
Azhgaliyeva Zhanel
Ykhsan Inzhu
Zhumabek Kamilla
Asyp Aisha
Zhetkergen Nurdana
Bakytbai Nazerke
2024-2025
academic year

2.

Management of Kaspi.kz
Table Of Content
01
Introduction
02
Literature review
05
Methodology
06
Findings &
Analysis
03
Company
background
07
Conclusion &
Recommendations
04
Task environment
08
References

3.

Management of Kaspi.kz
Introduction
Kaspi is one of the illustrative examples of how planning can become an
integral element of corporate strategy, ensuring the success of a company in the
long term. The fundamental purpose of planning in this company is to establish
a systematic approach to solving problems that allows you to optimize all
business processes, encompassing financial flow management, innovative
product development, and customer service. Our research aimed to understand the
intricacies of Kaspi.kz’s planning strategies that contribute to sustained market
leadership. We adopted a qualitative research approach, conducting detailed
interviews with Kaspi.kz’s team members.

4.

Litterature review
How to take over half of online sales in just eight years
because of planning (Kaspi case )
Kaspi.kz’s success is deeply rooted in effective planning, which enables the
company to adapt to market dynamics, manage risks, and drive
innovation. As a leading financial technology and e-commerce provider in
Kazakhstan, Kaspi.kz integrates its key services—fintech, marketplace,
payments, and government services—into a seamless ecosystem. This
approach not only positions Kaspi.kz as a market leader but also
enhances customer convenience, making it a vital part of everyday life for
millions of Kazakhstani users.
KEY
SERVICES
OF
fintech
marketplace
payments
Kaspi
government
services

5.

literature review
Planning Approach
STRATEGIC PLANNING
is a process in which an organization's leaders define their vision for the future and
identify their organization's goals and objectives, , supported by tools like SWOT
analysis to identify strengths, weaknesses, opportunities, and threats
OPERATIONAL PLANNING
Operational planning is the process of creating actionable steps that your team
can take to meet the goals in your strategic plan.
FINANCIAL PLANNING
Financial planning is the process of assessing the current financial situation of a
business to identify future financial goals and how to achieve them.
KEY ASPECTS OF KASPI
Is approach is the incorporation of customer feedback, using
proprietary data analytics to refine strategies and maintain its
competitive edge.

6.

Management of Kaspi.kz
Challenges and
Solutions in Planning
Despite its achievements, Kaspi.kz encounters challenges in its
planning processes, including the risk of unclear goals and the need
to remain adaptable to external factors such as economic shifts or
regulatory changes. The company addresses these challenges
through a proactive approach, which includes conducting monthly
NPS surveys to gather customer feedback and making necessary
adjustments to strategies. By fostering collaboration across
departments and ensuring flexibility in its plans, Kaspi.kz remains
agile and responsive in an ever-changing market environment

7.

Background of the company
Foundation and Early Years:
Kaspi.kz was founded in 1991, originally as a traditional financial institution focused on banking
services. The company started by providing credit services and other financial products to
individuals and businesses in Kazakhstan.
Shift to Digital and Expansion into E-Commerce:
In the early 2000s, Kaspi.kz began its transition from traditional banking to embracing
digital technologies. The launch of online banking and mobile apps in the 2010s marked a
significant step toward becoming a fintech leader in the region.
Chairman of the board: Mikhail
Lomtadze
Chairman of the Board of Directors:
Vyacheslav Kim
The main indicators of the company:
Vyacheslav Kim.
Kaspi.kz offers a comprehensive suite of services through a single app,
including
Kaspi Pay (mobile wallet),
Kaspi Shop (e-commerce),
Kaspi Gold (loans and payments),
providing users with a seamless financial experience.

8.

Management of Kaspi.kz
Task
environment
Implementing a task environment for Kaspi.kz,
leading fintech innovation which provides a
wide range of spectors financial and digital
services, can be organized by recognising the
stakeholders, comprehending their key
interests, and summarizing the company’s
actions to meet these interests

9.

Methodology
THIS SECTION OUTLINES THE METHODOLOGY EMPLOYED TO ANALYZE THE SUCCESS OF KASPI.KZ, A LEADING KAZAKHSTANI
FINTECH COMPANY. OUR ANALYSIS AIMS TO UNDERSTAND THE KEY FACTORS CONTRIBUTING TO ITS DOMINANCE IN THE
MARKET AND IDENTIFY POTENTIAL AREAS FOR FUTURE GROWTH.
1.Market analysis and competetive landscape
Market analysis:We will employ comparative analysis to assess Kaspi.kz’s market share,
revenue growth, and profitability against its competitors. Porter’s Five Forces framework
will be used to analyze the competitive landscape and identify Kaspi.kz’s competitive
advantages. SWOT analysis will be applied to provide a comprehensive overview of the
company’s strengths, weaknesses, opportunities, and threats.
2.Operational efficiency and business model
We will use ratio analysis to assess Kaspi.kz’s operational efficiency, focusing on metrics such as
customer acquisition cost, transaction processing costs, and return on equity. We will also analyze
the company’s business model, examining its revenue streams, cost structure, and value
proposition to identify key drivers of profitability and sustainability. Benchmarking against other
successful fintech companies will provide further context.

10.

3. Customer experience and Brand
Perception
1.DATA SOURCES: WHILE DIRECT ACCESS TO KASPI.KZ’S INTERNAL CUSTOMER DATA IS
UNAVAILABLE, THIS SECTION WILL UTILIZE PUBLICLY AVAILABLE INFORMATION SUCH
AS CUSTOMER REVIEWS AND RATINGS FROM ONLINE PLATFORMS (E.G., APP STORE,
OPENAI PLAY), SOCIAL MEDIA SENTIMENT ANALYSIS (MONITORING MENTIONS ON
TWITTER, FACEBOOK, ETC.), AND NEWS ARTICLES DISCUSSING CUSTOMER
EXPERIENCES.
2.ANALYTICAL TECHNIQUES: THIS ANALYSIS WILL EMPLOY SENTIMENT
ANALYSIS TO GAUGE OVERALL CUSTOMER SATISFACTION. WE WILL ANALYZE
THE FREQUENCY AND NATURE OF POSITIVE AND NEGATIVE CUSTOMER
FEEDBACK, LOOKING FOR TRENDS AND PATTERNS. THIS WILL BE
COMPLEMENTED BY A QUALITATIVE ANALYSIS OF ONLINE REVIEWS TO
UNDERSTAND SPECIFIC ASPECTS OF THE CUSTOMER EXPERIENCE VALUED OR
CRITICIZED BY USERS.

11.

Management of Kaspi.kz
Main
findings
The company's planning process:
Standing plan
MBO strategy(management by objectives)
Top-Down Communication
Main indicators
~KPI(key performance indicator)
~NPS survey (index of determining the efficiency of
the company)

12.

Management of Kaspi.kz
Types of departmentalization
Functional deparmentalization
Product departmentalization
Costumer departmentalization
Special analytical department
Analyze big data related to the company and
participate in the planning process
Decision-making based on costumer
needs
By analyzing state of costumer satisfaction level

13.

Management of Kaspi.kz
Compensation:
Direct
(monetary compensation)
Indirect
(private compensation)
involving employees in the planning process
Interview individually with employees
and get their opinions, as well as suggestions for improving the work and goals of the
companies.
Positive feedback loop
Satisfyed team =Satisfyed costumer

14.

Top managers (CEO, COO,
key board members)
Develop strategic plans that set the
direction for the company. These plans
focus on key performance indicators
(KPIs) related to customer satisfaction,
employee
engagement,
expected
revenue, and market coverage.
Analysis of structured
approach of planning
Middle managers (by region,
by product, by function)
Play a critical role in translating these
strategies into actionable plans. They
meet with regional managers to
establish goals, outline necessary steps,
and
ensure
alignment
across
departments.
This hierarchy ensures that strategic
decisions flow efficiently from the top down,
with each level contributing to the
company’s overall objectives.
First-line managers (branch
and online managers)
Receive specific responsibilities to
execute these plans. Work and allocate
resources and responsibilities with other
employee to meet the requirements.
Then prepare reports with results for
middle managers.

15.

Analysis
Super-App Engagement statistics (2020-2021)
An important insight from interviews with firstline managers is the shift in workload due to the
increasing use of Kaspi’s mobile app. Managers
observed that the volume of tasks in physical
branches has significantly decreased compared
to pre-pandemic years, while the demand for
online services continues to rise. This trend
underscores the need for Kaspi to strengthen its
online service capabilities by expanding its team
of online managers and enhancing digital
infrastructure.
Notes: DAU stands for daily average user. MAU stands for monthly average user. The DAU/MAU ratio measured
how often users engaged with the product and became repeat users. The average DAU/MAU for businesses in the tech
sector in Kazakhstan was around 10-20% in 2021.

16.

Analysis
The literature review further supports the significance of
Kaspi’s Net Promoter Score (NPS) system. Managed by Bota
Turapbaeva, this department plays a pivotal role in
enhancing customer satisfaction by collecting feedback,
analyzing complaints, and collaborating with other
departments to address issues.
Managers emphasized that this system has
been instrumental in Kaspi’s success, as it
allows the company to respond quickly to
customer needs and continuously improve its
services.

17.

Analysis of areas for improvement
Customer Service Response times
Managers acknowledged that during peak
periods, the response time for customer
inquiries, both in the app and on the hotline,
could be slow.
Improving the efficiency of customer support
through better training and resource allocation
could significantly enhance customer
satisfaction.
Financial education for customers
Managers suggested that Kaspi could develop
educational initiatives to improve financial
literacy, helping customers better manage loans
and credit products.
This would not only benefit customers but also
reduce the risk of loan defaults, positively
impacting Kaspi’s financial performance.

18.

Analysis of areas for improvement
Service diversification
While Kaspi already offers a wide range of financial
products, the introduction of long-term financial
instruments, such as pension savings and
investment programs, could attract new customers
and provide existing clients with more
comprehensive financial planning options.
To sum up, the research findings demonstrate
that Kaspi Bank’s success is built on strong
management practices and a commitment to
innovation.

19.

Management of Kaspi.kz
Conclusion
Our primary goal was to understand how planning can evolve into a critical component
of Kaspi.kz’s corporate strategy, ensuring the company’s long-term success. Through
our research, we aimed to analyze and identify the mechanisms and strategies that
contribute to sustained leadership within the organization.
As a result, we successfully achieved our objective by uncovering insights into
Kaspi.kz’s systematic approach to solving problems. The company excels in optimizing
financial flows, fostering innovation, and delivering exceptional customer service. This
outcome demonstrates that the planning strategies of Kaspi.kz not only align with its
strategic vision but also enable its continued growth and success.

20.

Management of Kaspi.kz
The planning processes at Kaspi.kz highlight how strategic foresight
and adaptability can secure market leadership. By integrating
customer feedback and prioritizing innovation, the company
consistently enhances its services and operational efficiency. To
further strengthen its position, Kaspi.kz could actively involve
employees at all levels in the planning process, launch initiatives to
improve financial literacy among its customers, and diversify its
service offerings to include long-term financial solutions like pension
plans and investment programs

21.

Recommendations
1.Employee Participation in the Planning Process
Involving middle and lower-level employees in the strategic planning process, not
just top management. Holding regular meetings or introducing a system for
collecting employee suggestions will bring fresh ideas and different perspectives.
2. INTRODUCING ADDITIONAL WAYS TO MOTIVATE EMPLOYEES
Kaspi Bank can implement additional motivation systems, such as performancebased bonuses or recognizing employees for outstanding work. These initiatives
will not only boost morale but also encourage employees to take greater
ownership of their roles.
3. Focusing on Innovation and Technology Development
Investing in technology is crucial for maintaining competitiveness. Creating a
dedicated department for implementing new technologies or providing ongoing
training for employees will help Kaspi Bank stay at the forefront of innovation.

22.

Management of Kaspi.kz
Outlook:
In the coming years, Kaspi.kz will be able
to strengthen its leadership position by
entering new markets, expanding its
digital capabilities, and developing hightech solutions for it. To achieve these
goals, the company will further improve
its planning system and continue to
constantly monitor external markets and
internal processes.

23.

Thank you for your attention!

24.

References
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25.

References
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