Internship Report

On
Customer Satisfaction of Dutch-Bangla Bank Limited

Prepared For:
Professor M.A Yousoof
Dean, BBA Program
University of Development Alternative (UODA)

Submitted To:
Farah Tabassum
Senior Lecturer, BBA Program
University of Development Alternative (UODA)

Submitted By:
Rumana Rahim
ID: 021133048
Batch: 45th, BBA Program
University of Development Alternative (UODA)

Submitted on: 20th December 2017

 Customer Satisfaction
Of
Dutch-Bangla Bank Limited
 Letter of Transmittal

20th December 2017

Farah Tabassum
Senior Lecturer
BBA Program
University of Development Alternative

Subject: Submission of Internship Report.

Dear Madam,
I am here by submitting my Internship Report, which is a part of the BBA Program curriculum. It is
a great honor to work under your active support and supervision. This report is based on, “Customer
Satisfaction of Dutch-Bangla Bank Limited.” I have got the opportunity to work at Dutch-Bangla
Bank Limited. To prepare this report I have collected most relevant information to make this report
more logical and reliable. My primary sources of information regarding this report are my superior’s
and colleagues. I have tried my best to achieve the objectives of the report and hope that my effort
will serve the purpose.

I will be grateful if you are kind enough to enlighten me by providing your valuable judgment
regarding this report. It would be my huge pleasure if you find this report useful and informative to
have an apparent perspective on the issue. Thank you for your concentration and patience.

Sincerely Yours,

Rumana Rahim
ID: 021133048
Batch: 45th
University of Development Alternative

iii
Acknowledgment
I am grateful to many individuals for completing my internship report successfully. First of all, I
wish to express my gratitude to the almighty Allah for giving me the strength to perform my
responsibilities as an intern and complete the report within the stipulated time. I am deeply indebted
to my University Advisor Farah Tabassum, Senior Lecturer of University of Development
Alternative for her whole-hearted supervision during my organizational attachment period. I am also
grateful to Shirajul Islam, Deputy Manager, Dutch-Bangla Bank Limited as my organizational
supervisor. It would have been very difficult to prepare this report up to this mark without their
guidance. My gratitude goes to entire BBA Program of University of Development Alternative for
arranging Internship Program that facilitates integration of theoretical knowledge with real life
situation. Last but not the least; I would like to convey my gratitude to Ibrahim Khalil Foysal for
helping me in furnishing the report. Moreover, I would also like to express my gratitude to my
DBBL fellows, seniors and colleagues who gave me good advice, suggestions, inspiration and
support. I must mention the wonderful working environment and group commitment of this
organization that has enabled me to deal with a lot of things.

iv
Executive Summary
The report is the reflection of my learning and observation acquired through my internship program
in Dutch-Bangla Bank Limited (DBBL). DBBL is one of the leading commercial banks of
Bangladesh. Banking industry in Bangladesh is very competitive and in commercial banking sector,
the competition is highest. To compete and survive in this competitive world, each and every bank
offers wide range of products and services to attract the customers. DBBL is also providing various
kinds of facilities that a commercial bank offers like different kinds of accounts, ATM card
facilities, FDR & DPS service, loan and advances, foreign exchange, remittance service, locker
service and so on to cater the various customer demands. To know about the customers’ satisfaction
level of DBBL, I have been assigned to prepare an internship report on “Customer Satisfaction of
Dutch-Bangla Bank Limited”. In this report I have analyzed to which extent customers are satisfied
with the products and services of DBBL. As I am assigned to do my internship in general banking
sector so I focused on four significant departments of DBBL general banking sector on which I
worked, those are: ATM service, deposit plus scheme (DPS), mobile banking (Rocket) and
customer care service. To make the report informative and representative, I have surveyed 30
customers of DBBL Keranigonj branch. Based on their opinion, I interpreted the data and tried to
figure out the actual satisfaction level of customers of DBBL regarding those specific departments.
After analyzing the data I found, even though customers have several complaints against the service
quality of DBBL like ATM booths problem, employee shortage problem, understanding problem
about the instruction of mobile banking, long waiting in the queue but they are fairly satisfied with
the products and service of DBBL. Considering the benefits provided by other commercial banks in
Bangladesh, customers has stated that DBBL is providing them good benefits and services also and
they are quite satisfied with it. As the sample size is small so there might be some lacking in
information of the report but still it may be representative & informative one for further study. This
report also contains information of the organization itself, products and services of the bank, my
duties and responsibilities there as an intern and my observation and finally some recommendations
that I gave regarding the improvement of the service quality to satisfy their valuable customers.

v
Table of Contents
1. Introduction.......................................................................................................................................2
1.1 Introduction to the Report...........................................................................................................2
1.2 Objectives....................................................................................................................................3
1.3 Scope...........................................................................................................................................3
1.4 Limitations..................................................................................................................................3
1.5 Methodology...............................................................................................................................4
2. Literature Review and Hypothesis....................................................................................................7
2.1 Literature Review........................................................................................................................7
2.2 Hypothesis...................................................................................................................................8
3. Company Overview........................................................................................................................10
3.1 History.......................................................................................................................................10
3.2 Mission and Vision Statement..................................................................................................11
3.3 Board of Directors.....................................................................................................................11
3.4 Dutch Bangla Bank Managements............................................................................................12
3.5 Other Department/ Section/ Wing.............................................................................................14
3.6 Electronic Banking....................................................................................................................15
4. Data Interpretation..........................................................................................................................23
5. Findings and Analysis.....................................................................................................................40
6. Recommendation and Conclusion..................................................................................................45
6.1 Recommendations.....................................................................................................................45
6.2 Conclusions...............................................................................................................................46
Bibliography.......................................................................................................................................48
References.......................................................................................................................................48
Appendix.........................................................................................................................................49
List of Acronyms................................................................................................................................53

vi
 Chapter-01

Introduction

1
1. Introduction

1.1 Introduction to the Report

Organizational attachment is an obligatory requirement for the completion of BBA program,

University of Development Alternative. And accordingly within the internship period at Dutch-
Bangla Bank Limited, I have found the report work under the recommendation and close
supervision of my internship supervisor Farah Tabassum. The intern supervisor helped me to find
and work on the topic: “Customer Satisfaction of Dutch-Bangla Bank Limited.”

Customers are one of the most important factors for an organization. To be successful, organizations
must focus on the customers’ needs and wants. Through fulfilling customers’ demands and
satisfying them, a company can achieve their goal easily. Because when a customer is satisfied with
the products and services of an organization, he/she becomes loyal to the company’s product and
that leads him to repurchase it. But satisfying customers and creating long term relationship with
them is very critical task. In this high competition based world, every company competes with each
other by offering new and innovative products and services according to the customer’s demand and
customers also switch to that brand from which they get more benefits. In this situation, every
company should be very conscious to satisfy the customers for the company’s overall success.

The banking sector of Bangladesh is becoming competitive day by day; new banks are opening,
existing banks are trying to add innovative products in its product line and make their services more
efficient, new technologies are coming for convenient banking. Among all of the banks operating in
Bangladesh, Dutch-Bangla Bank Limited is one of the prominent commercial banks of Bangladesh.
The bank has started its journey on June 3, 1996 and within 16 years it has brought a revolutionary
change in the banking sector. The bank always gives priority to their customer’s demands and
focuses on customers’ satisfaction. For this reason, time to time they add new products & services,
add new technologies & update their software and employs qualified & trained employees to serve
customers properly. DBBL grew its reputation through CSR activities and now they are one of the
largest donors in Bangladesh. The bank has currently 169 branches in 43 districts, 1,165 ATM
booths and 153 fast tracks all over Bangladesh.

2
1.2 Objectives

Broad Objectives

The objective of this report is to find out the customer satisfaction level of Dutch Bangla Bank
Limited, Keranigonj branch.

Specific Objectives

 Besides the primary objectives, some objectives are as follows:

 To find out the common reasons of using ATM cards, types of problems customers’ faces
and satisfaction level with DBBL ATM card service.
 To learn the reasons behind opening DPS account at DBBL and customers satisfaction level
on it.
 To observe the awareness of the customers about the mobile banking service of DBBL.
 To find out the overall situation of customer service department of DBBL, Keranigonj
branch.

1.3 Scope

This report will be helpful to those people who intend to prepare further researches on the banking
industry of Bangladesh in future. From this report they can gather knowledge about the products
and services offered by DBBL, tools uses for satisfy their customers, customers’ satisfaction level
on ATM service, DPS service, mobile banking service and customer care service of DBBL and so
on. As the preparing time of this report was short and I didn’t visited all the departments of the bank
so there may be some lacking on information about the services provided by DBBL.

1.4 Limitations

There were some limitations and obstacles that I have faced during preparing this report. The main
difficult part was to collect necessary information from the company. To collect primary data some
individuals did not show interest while trying for interviewing them. Along with these, there were
some other major limitations which I have faced while collecting the information. The can be
pointed out as below:

3
  I have only worked some division of general banking sector of DBBL, Keranigonj branch.
 Officials of DBBL haven’t disclosed some information as those are highly confidential to be
disclosed.
 Sample size is too small to figure out the real picture of customer satisfaction.
 Some of the customers were hesitating and weren’t interested to fill up the survey form.
 As the internship time is only 3 months so I haven’t got the opportunity to collect broad idea
about the banking sector of Bangladesh.
 Interns were not allowed to have access in some areas.
 Soft copies of the data were sometime inaccessible for the interns.
 Relevant data collecting was very difficult as the organization remains confidential.

1.5 Methodology

It is an approach which gives a better meaning of the issue of research. This is an exploratory
research. By name it helps to explore the knowledge which is unknown without giving any finalized
answer. Through this research the evidence can be gathered of a problem which requires further
analysis. This research also gives a floor to the new issues on which no research has been done
previously. Because of having all these criteria, the research I have done is an exploratory research
as no research had been made on Dutch-Bangla Bank before I did. In addition to that, I want to
gather information about the problem to fulfill the customer’s target of Dutch-Bangla Bank.

It is the approach of research which provides answers of views and opinions. The research helps to
get in depth information about topic. Through this research the qualitative information gathered
through interview and survey. It has been conducted to get more in depth information of sales.
Respondent: 30
Questioner: 19
Question type: Likert Scale and Open ended
Data Collection Instrument: Laptop, Pen & Paper.

Primary Sources:
Primary Data was derived from the practical deskwork. Moreover, the employees of Dutch-Bangla
Bank of Keranigonj branch helped me to get information directly by informal discussion.

4
Secondary Sources:
Internal sources - Different documents provided by Plan Executive of Dutch-Bangla Bank and
different circulars, manuals and files of the organization.
External source - Different websites related to the customer satisfaction of different banks and
online resources.

5
 Chapter-02

Literature Review

6
2. Literature Review and Hypothesis

2.1 Literature Review

So far research has been conducted on ways to measure and improve customer satisfaction,
measuring & ensuring customer satisfaction of Bank clients, tools of customer satisfaction

E. C. Malthouse and B. J. Calder (2004) suggest a method for studying whether the drivers of
overall satisfaction vary across such units. For cases where the drivers do vary across subunits, they
show how additional variables can be included in a model to account for the variation. The authors
illustrate this approach by studying customer satisfaction in the newspaper and health care
industries. They use general theory to evaluate the reliability of scales from multistage cluster
sample designs. It is argued that the approach has important implications for both theory and
practice.

Levesque. T McDougall, G.H.G. (1996) studied on Determinants of Customer Satisfaction in retail

banking, and the study investigated the major determinant of customer satisfaction and future
behavioral intensions in the retail banking sector. The study identifies the determinants that include
service quality dimensions (e.g. getting it right the first time), service features (e.g. competitive
interest rates), service problems, service recovery and products used. The study finds, in particular,
that service problems and the bank's service recovery ability have a major impact on customer
satisfaction and intention to switch banks. However, the results do not support the view that
satisfactory problem recovery leads to greater customer satisfaction or closer 'bonding' of the
customer with the provider. At best a satisfaction problem recovery leads to the same level of
customer Satisfaction as when a problem had not occurred.

According to Murali Chemuturi (2009), Project-based organizations place a lot of emphasis on

customer satisfaction, and rightly so, as customer satisfaction is the key for improving these
companies' internal processes. A customer satisfaction rating (CSR) is often obtained through a
questionnaire-the customer satisfaction survey (CSS). This method, however, suffers from the
drawback of customers likely being emotionally influenced while filling out these questionnaires.

Dr. Manoj Kumar Dash and D.M. Mahaptra (2005) suggest that with better understanding of
customers' perceptions, companies can determine the actions required to meet the customers' needs.

7
They can identify their own strengths and weaknesses, where they stand in comparison to their
competitors, chart out path future progress and improvement. Customer satisfaction measurement
helps to promote an increased focus on customer outcomes and stimulate improvements in the work
practices and processes used within the company.

According to M.S. Khondaker and Monir Zaman Mir (2006) Customer satisfaction is a grossly
neglected area for performance measurement in almost all Least Developed Countries (LDCs) and
Bangladesh is no exception. Like most LDCs. Bangladesh is also coming under pressure from the
IMF, World Bank, ADB etc. to reform its inefficient financial sector. Anecdotal evidence suggests
that state owned commercial banks (SCBs) have lost their market share and are near to closure
because of their poor service quality as perceived by their customers. In contrast private and foreign
commercial banks working in the same social-economic and cultural settings are growing rapidly
with higher profits and market share. The mentioned researches, journals and books have been used
to develop clear thoughts about the topic Customer satisfaction and as a guideline to prepare &
organize this report.

2.2 Hypothesis

To evaluate customers’ satisfaction, four hypotheses are chosen.

Hypotheses are:

 Hypothesis One: Customers are satisfied with the ATM card service of DBBL.
 Hypothesis Two: Customers are satisfied with the DPS service of DBBL.
 Hypothesis Three: Customers are satisfied with the mobile banking system of DBBL.
 Hypothesis Four: Customer care department is efficient enough to solve different queries
of the clients within shortest possible time.

8
 Chapter-03

Company Overview

9
3. Company Overview

3.1 History

Dutch-Bangla Bank started operation is Bangladesh's first joint venture bank. The bank was an
effort by local shareholders spearheaded by M Sahabuddin Ahmed (founder chairman) and the
Dutch company FMO. From the onset, the focus of the bank has been financing high-growth
manufacturing industries in Bangladesh. The rationale being that the manufacturing sector exports
Bangladeshi products worldwide. Thereby financing and concentrating on this sector allows
Bangladesh to achieve the desired growth. Dutch Bangla Bank other focus is Corporate Social
Responsibility (CSR). Even though CSR is now a cliche, Dutch Bangla Bank is the pioneer in this
sector and termed the contribution simply as 'social responsibility. Due to its investment in this
sector, Dutch Bangla Bank has become one of the largest donors and the largest bank donor in
Bangladesh. The bank has won numerous international awards because of its unique approach as a
socially conscious bank.

Dutch Bangla Bank was the first bank in Bangladesh to be fully automated. The Electronic-Banking
Division was established in 2002 to undertake rapid automation and bring modern banking services
into this field. Full automation was completed in 2003 and hereby introduced plastic money to the
Bangladeshi masses. Dutch Bangla Bank also operates the nation's largest ATM fleet and in the
process drastically cut consumer costs and fees by 80%. Moreover, Dutch Bangla Bank choosing
the low profitability route for this sector has surprised many critics. Dutch Bangla Bank had pursued
the mass automation in Banking as a CSR activity and never intended profitability from this sector.
As a result it now provides unrivaled banking technology offerings to all its customers. Because of
this mindset, most local banks have joined Dutch Bangla Bank banking infrastructure instead of
pursuing their own.

Even with a history of hefty technological investments and even larger donations, consumer and
investor confidence has never waned. Dutch-Bangla Bank stock set the record for the highest share
price in the Dhaka Stock Exchange in 2008.

10
3.2 Mission and Vision Statement

Mission
Dutch-Bangla Bank engineers enterprise and creativity in business and industry with a commitment
to social responsibility. "Profits alone" do not hold a central focus in the Bank's operation; because
"man does not live by bread and butter alone".

Vision
Dutch-Bangla Bank dreams of better Bangladesh, where arts and letters, sports and athletics, music
and entertainment, science and education, health and hygiene, clean and pollution free environment
and above all a society based on morality and ethics make all our lives worth living. Dutch-Bangla
Bank’s essence and ethos rest on a cosmos of creativity and the marvel-magic of a charmed life that
abounds with spirit of life and adventures that contributes towards human development.

Core Objectives
Dutch-Bangla Bank believes in its uncompromising commitment to fulfill its customer needs and
satisfaction and to become their first choice in banking. Taking cue from its pool esteemed clientele,
Dutch-Bangla Bank intends to pave the way for a new era in banking that upholds and epitomizes
its vaunted marquees "Your Trusted Partner"

3.3 Board of Directors

Name of the Directors Designation

Mr. Sayem Ahmed Chairman

Mr. Abedur Rashid Khan Director
Mr. Bernhard Frey Nominee Director
Mr. Md. Fakhrul Islam Director
Mr. Md. Nazim Uddin Bhuiyan, FCMA Independent Director
Mr. Mohd. KhorshedAlam Independent Director
Mr. AbulKashem Md. Shirin Managing Director & CEO

11
3.4 Dutch Bangla Bank Managements
Name Designation Division

AbulKashem Md. Shirin Managing Director & CEO --

Md. Sayedul Hasan Deputy Managing Director & --
CRO
Khan Tariqul Islam Deputy Managing Director & --
CFO
Md. MonzurMofiz Deputy Managing Director & --
CBO
Md. AbulKashem Khan Senior Executive Vice --
President & CTO
Mohammad Abdulla Al Senior Executive Vice Office of the CAMLCO
Mamun President
Md. Abedur Rahman Senior Executive Vice --
Sikder President & CRBO
ShamsulAzam Executive Vice President Research & Development
Division
Abdul Executive Vice President Credit Administration
HadiGholamSanjari Division
Md. AhteshamulHaque Executive Vice President & --
Khan COO
K.M. Awlad Hossain Executive Vice President Branch Business Division
Masud Hossain Executive Vice President Centralized Trade
Service(CTS)
Md. ShamsuddinYousuf Senior Vice President Internal Control &
Khaled Compliance Division
Md. MonirulAlam Senior Vice President Board Secretariat
Mahbub Jan Chowdhury Senior Vice President Credit Risk Management
Division
Uttam Kumar Saha Senior Vice President Corporate Business
Division
Uttam Kumar Saha Senior Vice President Treasury Division (Front
Office)

12
 Md. Kamruzzaman Senior Vice President Retail Banking Division
Md. Kamruzzaman Senior Vice President e-Business Division
Md. Ashraful Haque Senior Vice President Accounts Division
Muntasir Hossain Senior Vice President Commercial Business
Division
Mir Mominul Huq First Vice President Alternative Delivery
Channel Division
Md. Iftekhar Uddin First Vice President Special Asset Management
Division
Mohammad Emdadul First Vice President IT Operation Division
Haque Khan
Abdul Monem First Vice President International Division
(Treasury Back Office)
Abdul Monem First Vice President Offshore Banking Unit
(OBU)
Md. Mosharraf Hossain First Vice President Human Resources Division

Md. Mosharraf Hossain First Vice President Branch Operation &

Liability Division
Md. Mosharraf Hossain First Vice President Public Affairs and Brand
Communication Division
Md. Sharif Al Kashem First Vice President Cards Operation Division

Md. Moazzem Hossain First Vice President IT Development Division

Khan
Shah Mohammad Zakir Vice President SME (PPG) Division
Hossain
Zahid Uddin Vice President Small Business Division
Mohammad Arif
Mohammed Masud Vice President Foreign Remittance
Parvez Division

13
 Saiful Alam Mohammad Senior Assistant Vice Financial Inclusion
Kabir President Division
Fouzia Parvin Sultana Senior Assistant Vice Management Information
President System Division
Pronab Kumar Roy Senior Assistant Vice Risk Management Division
President
Sk. Shakil Ahmed Senior Assistant Vice IT Security Division
President
Md. Ali Akbar Mullick First Assistant Vice President General Service Division

3.5 Other Department/ Section/ Wing

Name Designation Division
Mohammad Abdulla Al Senior Executive Vice Office of the CAMLCO
Mamun President
Mohammad Abdulla Al Senior Executive Vice Central Customer Services & Complaint
Mamun President Management Cell
Mohammad Harun Senior Vice President Vigilance Cell
Azad
Md. Shahid Ullah Senior Vice President Tax Management and Compliance Cell

Kazi Shahidul Hoq Senior Assistant Vice Training Wing

President
Kazi Riaz Hossain Senior Assistant Vice Call Center
President

14
3.6 Electronic Banking

Core Banking
Dutch Bangla Bank has been using world famous Core Banking Solution, Flexcube Retail (FCR)
and Flexcube Corporate (FCC) from the house of Oracle Corporation since 2004. In the course of
time, the bank has grown very large. The mass people of the country has put their trust, faith and
confidence on Dutch Bangla Bank, the technology being one of the most important factors in doing
so. The Dutch Bangla Bank management, officers and executives are well concerned about it and
trying to meet their expectations. Dutch Bangla Bank has never allowed the interest of its valued
clients to fall. Considering these, the Dutch Bangla Bank management has decided to upgrade its
Core banking Solution from FCR & FCC to Flex cube Universal Banking Solution, FCUBS 11.2.

Though it is being termed as an up gradation, it was actually a full Implementation. A core team
comprising of 18 best resources of the bank from different branches and of various discipline (e.g.,
General Banking, Credit, and Foreign Trade etc.) was formed. They were assisted by an equally
numbered strong technical team of IT division. Both the teams have worked united months after
months day and night under a project. Every module and every function has been explored and
matched with bank's requirements. All the products and services rendered by the bank have been
parameterized, configured and tested. Dummy End of Day (EOD), End of Quarter (EOQ), half year-
end, Year-end processes have been run in the User Acceptance Test (UAT) cycle. At the end, the
project is in live operation since August 2012. With this up gradation Dutch Bangla Bank is able to
serve its valued clients even better and it has given Dutch Bangla Bank a technological advantage
over other banks in the country.

The upgraded FCUBS has some added features. To name few of them, the first is the uninterrupted
ATM service. The ATM service is not required to be stopped during 24 hours of the day, not even
during End of Day (EOD) processing. The next is its flexibility of defining product parameters
which has given the bank the ease to design new products.

Oracle Flexcube has following Key Technical Capabilities-

 24/7 processing of large transaction volumes, with high availability.
 Multiple delivery channel support, including branches, ATMs, point-of- sale terminals, call
centers, mobile devices, and internet banking.
 An XML Web-based user interface with context-sensitive help.

15
  Security management covering application and role-based access.
 Online validations and automated exception processing.
 Centralized, decentralized, and combination deployments.
 Ease of integration with existing systems using flexible Java Platform, Enterprise Edition
technology.

Operational risk management controls, including limits, collateral, and nonperforming assets. This
software facilitates a customer to do all his banking transactions from any of our branches. Since
2004, all the new branches are opened with the online connectivity from the very first day of
operation.

Internet Banking

 Internet Banking Login

 Internet Banking Features
 2FA For Internet Banking
 Internet Banking Guidelines
 2FA Guidelines
 2FA Pin Set

Dutch-Bangla Bank Rocket

Dutch-Bangla Bank pioneered Mobile Banking in Bangladesh. It was the first bank to offer banking
facilities through a wide range of mobile phones. Rocket is a Banking process without bank branch
which provides financial services to unbanked communities efficiently and at affordable cost. To
provide banking and financial services, such as cash-in, cash out, merchant payment, utility
payment, salary disbursement, foreign remittance, government allowance disbursement, ATM
money withdrawal through mobile technology devices, i.e. Mobile Phone, is called Rocket.

Alternative Delivery Channel

 Switching Software
 ATM
 ATM Location
 Fast Track
 Fast Track Location

16
  POS
 POS Location

Debit Card
 Debit Cards
 OD Cards
 EMV Cards

Credit Card System

 Software
 Credit Cards

Dutch-Bangla Bank Agent Banking

Following the successful launch of the Rocket services, DBBL realized the potential to increase
customer reach by offering Agent Banking services through agents for the rural customer who does
not have access to formal banking system even through Rocket. For smooth operation of Agent
Banking function a separate Department in the name and style "Agent Banking Department" has
been created. The Department will serve wide range of customers throughout the country by
providing banking and financial services with the help of mobile telecommunication
devices/computer system/using biometric technology. Especially for clients in remote locations,
Agent Banking Department will help them deposit and withdraw funds and other admissible
services at banking agents, i.e., retail outlets that turn Deposit to electronic funds and vice versa.
With the help of the agent banking service customer can enjoy the convenience of banking service
at any place of the country.

Agent banking offers the Following Services-

 Registration: Customers will be registered first to get any Agent Banking services
 Cash-Deposit: DBBL's nominated outlets can receive money against registered account
 Cash-Withdraw: Account holders can withdraw money from nominated outlets
 ATM-Withdraw: Account holders can withdraw money from any DBBL ATM
 Balance Inquiry: Account holders can inquire their balance from Sub-Agent Points.
 Statement Enquiry: Account holders can inquire their Statement from nominated outlets

17
  Bill Payment: Utility Providers can collect their bills from their consumers.
 P2P: One customer can transfer money to other account
 Deposit Plus Scheme: Biometric Deposit Plus Scheme (DPS) is a special type of savings
 Fixed Deposit Receipt: Biometric Fixed Deposit (FDR) is a special type of Term Deposit.

Internet Payment Gateway

 Internet Payment Gateway
 IPG Software
 IPG Services
 E-Merchant Location

SMS Alert Banking

Considering the availability of mobile phones in the hand of every individual, the bank has
introduced SMS and Alert banking for the convenience of the customer. This is becoming very
popular and useful means of enquiring bank account information. With this small device a customer
can enquire about his account balance, see on the screen last few transactions, transfer funds, pay
utility bills and many more.

A statistics of SMS and Alert Banking is furnished as of Dec 2013 as under:

Description No. of users No. of transactions

SMS Banking 506,126 171,280

Alert Banking 28,55,904 2,81,59,932

SMS Banking
This is a customer initiated service where the customer types some keywords and sends sms to the
short code-3225. In reply SMS the related information is fed back. It is very convenient and easy to
use. Some of the uses of SMS banking are

Balance Inquiry

18
Statement Inquiry:

Post-Paid Bill Pay:

Alert Banking
This is a bank initiated service. This service is very convenient, useful & easy way to know the
activity of the bank account. When an account is debited or credited more than a certain amount, an
automatic alert is sent to the account holder's mobile phone informing about the transaction's time &
amount. Similar alerts are sent for transaction in credit card account too. Moreover a message is sent
to account holders' mobile at the end of each month. The client can register for this service free of
cost.

19
Some of the services of alert banking are:

Debit Alert: Debit alert sent when the customer's account is debited by more than a specific
amount.

Credit Alert: Credit alert sent when the customer's account is credited by more than a specific
amount.

Monthend Alert: Monthend alert the account balance at the end of a month is sent to the customer.
The balance is also sent at the end of each quarter, half year-end and year-end. In December 2012,
more than two million customers of Dutch Bangla Bank were informed of their year-end balances at
their mobile phones.

Credit Card Alert: Credit card alert sent to credit card holder on each of his/her credit card
transactions. Thus, by knowing the credit card transaction alert in time, the customer can prevent
any unauthorized or fraudulent activities in the card account.

Call Center
Considering the growing number of customers, cardholders and transactions, Dutch Bangla Bank
has set up a state-of-the-art all center. It is a world renowned Cisco hardware based call center
comprising of all the services a call center can provide, e.g. interactive voice response (IVR) by
virtue of which the customers are able to choose his/her options using keypads of a cell phone and
listen to the responses related to his/her account or card or transactions from the system or through
live agents. The customers can dial at 16216 any time from any land or mobile phone and connect to
IVR or Live Agent, and get desired services. Call Center also handles ATM transaction related
disputes by instantly logging the issues in the disputed management software (DMS), which is then
resolved within next one working day by ADC Division. In the year 2012, Call Center has been
updated with an Escalation Matrix (EM).

Other Services
Personal Banking: Electronic Banking, Dutch-Bangla Bank Life Line, Dutch-Bangla Bank Future
Line

20
Corporate Banking: Corporate Banking Services Overview, Electronic Banking for Your
Business, LC Trade

Deposits and Advances: Deposits, Term Deposits, Loans and Advances

Delivery Channel: ATM Locations, Branch Locations, Merchant Locations

SME Banking: Dutch-Bangla Bank Smart Cash Credit, Dutch-Bangla Bank Smart Term Loan,
Dutch-Bangla Bank Smart Festival Loan, Dutch-Bangla Bank Smart Women Entrepreneurs
Financing, Dutch-Bangla Bank Smart Distributor Financing, Cash Credit (Hypo) Under Small Shop
Financing Scheme

Miscellaneous: Dutch-Bangla Bank Web Mail, Charges And Fees, Career Opportunity (Apply
Online), Dutch-Bangla Bank Scholarship, Dutch-Bangla Bank Tender Notice, News Room,
Remittance Services for Exchange Houses, Online Remittance Status, Western Union Terms &
Conditions, Customer Awareness, Customer Charter

Investor Relations: Financial Statements, Interim Report, Price Sensitive Information

Risk Based Capital, Financial Inclusion and Literacy, Contact Person

With the focus of providing one counter service to clients, Dutch Bangla Bank Limited (DBBL) has
its journey. Dutch-Bangla Bank is a second generation commercial private Bank. Dutch Bangla
Bank supports social work extensively and is one of the largest private donors in Bangladesh.

Under the vision of M Sahabuddin Ahmed, the bank contributes extensively through its foundation
Dutch Bangla Bank Foundation. This has been one of the biggest priorities for the bank since its
inception. As a result the organization has been granted numerous national and international awards
for its role in the development of Bangladesh. The Dutch-Bangla Bank Foundation was established
under the vision of its founder chairman, M Sahabuddin Ahmed, in order to help the people of
Bangladesh. However, the continuous improvement of the services will certainly place the bank in
the best position in one decade.

21
 Chapter-04

Data Interpretation

22
4. Data Interpretation
To analyze the report topic “Customer satisfaction of Dutch-Bangla Bank Limited”, four hypotheses
are chosen. As I have worked only on general banking so the entire hypotheses are developed on the
activities of general banking. The four areas concerned to the hypotheses are,
 DBBL ATM service
 DBBL Deposit Plus Scheme (DPS)
 DBBL Mobile Banking
 DBBL Customer Care

I will evaluate customer satisfaction level on each of the mentioned facility and at last I will try to
comment on overall satisfaction level based on customer opinion.

As mentioned before, this survey was done by randomly choosing 30 customers. Among them 18
were male and 12 were female.

Gender

40%

60%

From the sample of 30 respondents, there were 8 respondents whose age range is between 21-25 and
their percentage is 27%; 10 respondents whose age range falls between 26-30 and the percentage is
33%; 5 respondents whose age range is between 31- 35 and the percentage is 17%; 3 respondents
whose age ranges between 36-40 and the percentage is 10% and there were 4 respondents whose
age is above 40 and the percentage is 13%.

23
Age distribution of sample was:

Age range No. of customers In percentage

21-25 8 27%
26-30 10 33%
31-35 5 17%
36-40 3 10%
More than 40 4 13%

Hypothesis One: Customers are satisfied with the ATM card service of DBBL.
To justify this hypothesis and to get interrelated customer opinion, some ATM card related
questions were asked to the customers. Presented below are the findings from customer survey and
the analysis from their opinion.

Question 1: “What kind of ATM card you use for transaction?”

In response customers has given mixed opinion as given below, but here one thing to mention that
customer can use more than one type of card for a single account. The reason for using different
kinds of card is making his transaction more convenient. It is found that within the 30 respondents,
the user of Nexus card is 18, Master card is 10, Visa card is 3 and Virtual card is 1 and the
percentage is 56%, 32%, 10% and 3% respectively. As one customer can use more than one card so
number of ATM cards used is more than the number of users.

Types of ATM cards

4%
9%

31% 56%

24
Question 2: “Why do you use ATM card mostly?”
To find out the general purpose of using ATM card, this question was asked to the customers and
their response summarized in the following table:

Purpose No. of customers In percentage

Shopping 5 14%
Everyday use 18 52%
Emergency withdrawal 12 34%
Other reasons 0 0%

From the above table it can be seen that, out of 30 respondents 5 respondents use ATM card for
shopping purpose, 18 customers use ATM card for everyday use , 12 customers use ATM card for
emergency withdrawal and the percentage is correspondingly 14%, 52% and 34%.

Question 3: “Which kind of problem you face mostly on ATM booth?”

To know whether customers face problems on ATM booths or not and to identify pattern of the
problems faced, above question was asked to the customers and the response was, out of 30
customers 7 customers faced captured money related problem, 5 customers faced captured card
related problem, 14 customers faced fund unavailability problem and rest of the customers faced
problems like network problem, long queue at ATM booths, power failure and the percentage is
respectively 22%, 16%, 43% and 19%.

Problems faced by customers

13%
23%

17%

47%

25
Question 4: “According to you, what can be the reason behind these kinds of problem?”
By asking this question, it has been tried to find out what reasons customers think for occur the
mentioned problem on ATM booths. Within 30 customers, 4 of them are thought that the problem
behind ATM booth is lack of fund and the percentage is 12%, 12 customers thought that the
problem behind ATM booth is lack of maintenance and the percentage is 35%, 15 customers
thought that the problem behind ATM booth is huge number of customers and the percentage is
44% and rest 3 customers thought that the problem behind ATM booth is electricity problem,
manpower problems etc. and the percentage is 9%.

Reason behin ATM booths problem

9% 12%

35%
44%

Question 5: “How satisfied you are with the DBBL ATM card charges and costs?”
Customers satisfaction level were, out of 30 respondents 7 are very satisfied with ATM card
charges and costs, 10 customers are fairly satisfied with the ATM cards charges and costs, 8
customers are neutral, 2 customers are fairly unsatisfied and 3 customers are very unsatisfied with
the ATM cards charges and costs and the percentage is correspondingly 23%, 33%, 26%, 7% and
11%.

DBBL ATM card charges and costs

5%
27%
31%

38%

26
Question 6: “Please rate your satisfaction level with DBBL ATM card facility.”

Clients opinion were as the following in response to this question, it can be seen that, out of 30
respondents 5 respondents are very satisfied with ATM card facility, 16 customers are fairly
satisfied with the ATM cards facility, 3 customers are neutral, 3 customers are fairly unsatisfied and
3 customers are very unsatisfied with the ATM cards facility and the percentage is correspondingly
16%, 54%, 10%, 10% and 10%.

Satisfaction level with DBBL ATM card facility

11%
19%

11%

59%

Justification of Hypothesis One

From the above findings and analysis, it can say that majority of the DBBL clients are satisfied with
the ATM card service. So hypothesis one is true.

If I breakdown the question number six findings as it is directly related to hypothesis one into
opinion of male and female customers, then the satisfaction rating will be like the following,
Rating No. of male No. of female In percentage In percentage

clients clients (Male) (Female)

Very satisfied 3 2 16.67% 16.67%

Fairly satisfied 8 8 44.44% 66.67%

Neutral 2 1 11.11% 8.33%

Fairly unsatisfied 3 0 16.67% 0.00%
Very unsatisfied 2 1 11.11% 8.33%

27
From the above table, we can see females are more satisfied with the ATM card service compared
to male clients. The reasons can be females find it more convenient to use cards on shopping or
daily use rather carrying cash while males don’t go shopping too much and they keeps some money
on wallet for daily use.

Hypothesis Two: “Customers are satisfied with the DPS service of DBBL”
To justify this hypothesis and to get interrelated customer opinion, some DPS related questions were
asked to the randomly chosen customers. Presented below are the findings derived from customer
survey and analysis from their given opinion.

Question 7: “Do you have Deposit plus scheme (DPS) in DBBL?”

The opinion of customers on above question was as follows, out of 30 customers 20 customers have
DPS account at DBBL and 10 customers didn’t have DPS account at DBBL and the percentage is
respectively 66% and 34%.

Deposit plus scheme (DPS) in DBBL

33%

67%

Question 8: “Why you have preferred opening DPS in DBBL over other banks?”
To find out the reason behind opening DPS in DBBL, following question is asked to the customers
and their response summarized, it can be found out that, within 20 customers 10 of them preferred
DPS account at DBBL for better interest rate and the percentage is 50%, 5 customers preferred DPS
account at DBBL for better service facility and the percentage is 25%, 5 customers preferred DPS
account because they already have an account at DBBL and the percentage is 25%.

28
 Preferred opening DPS in DBBL over other banks

25%

50%

25%

Question 9: “How satisfied you are with the interest rate of DPS?”
To measure customers’ satisfaction level with the bank’s given interest rate, this question is asked,
out of 20 respondents 9 respondents are very satisfied with interest rate of DPS, 9 customers are
fairly satisfied with the interest rate of DPS, 2 customers are neutral and no one is unsatisfied with
the interest rate and the percentage is correspondingly 45%, 45%, 10%. The most important thing is
that no one is dissatisfied with this service. Most of the respondents said that they are satisfied with
DPS service of DBBL for its better interest rate.

Satisfection of interest rate of DPS

10%

45%

45%

29
Question 10: “How likely would you be to recommend others to open DPS account at DBBL?”
Within 20 respondents 11 respondents would definitely recommend others to open DPS account at
DBBL, 8 respondents will probably recommend others to open DPS account at DBBL and 1
respondent definitely not recommend others to open DPS at this bank and the percentage is
respectively is 55%, 40% and 5%.

Recommend others to open DPS account at DBBL

5%

40%
55%

Justification of Hypothesis Two

From the above DPS related analysis, it can be said among the customers of DBBL, DPS account is
popular and most of them prefer DPS for its better interest rate. Here one thing is important to
mention that DBBL very frequently changes interest given on DPS like while I entered here DPS
rate was 11% later it was reduced to 10.50%. Actually this DPS rate varies depending on demand
and supply of money.

Listed below are some banks DPS rates; one thing you will notice here that each bank have different
name for its DPS like account, its only to attract customer but the main principle of DPS accounts is
followed by all the mentioned banks :
Bank name Account name Interest rate (avg.)

Agrani bank ltd Monthly deposit scheme 10%

Prime bank ltd Contributory Savings Scheme 11%

Eastern bank ltd EBL secure DPS 10.25%

30
 National bank ltd Monthly deposit scheme 10.25%

Dutch Bangla bank ltd Deposit Plus Scheme 10.50%

From the table you can see DBBL stands as the second highest position in terms of interest rate on
DPS and all the other banks interest rate also stands near DBBL’s. As mentioned earlier, DBBL’s
rate was also 11% like Prime bank but they reduced it just on the month of August. If other factors
are counted, like DBBL gives opportunity to open 5 DPS against 1 saving/current account, their
service quality is good, branches of DBBL are available throughout Bangladesh and most
importantly customers are satisfied with the interest rate and most of them are willing to recommend
other to open DPS at DBBL; so it can be said hypothesis two is true that customers are satisfied
with the DPS service of DBBL.

4.3 Hypothesis Three

“Customers are satisfied with the mobile banking system of DBBL.”
To justify this hypothesis and to identify customer view towards this new banking system, I have
asked customers some mobile banking related questions. Presented below are the findings derived
from customer survey and my analysis from their given opinion.

Question 11: “Do you have mobile banking account at DBBL?”

To know how many people have mobile banking account at DBBL and to draw an idea about
acceptance of this new way of banking, above question was asked, out of 30 customers 12
customers have mobile banking account at DBBL and 18 customers didn’t have any mobile account
at DBBL and the percentage is respectively 40% and 60%.

Mobile banking account at DBBL

40%

60%

31
Question 12: “Are the instructions or process of mobile banking are clear to you?”
To assume the level of customer awareness about the process of mobile banking system, I asked this
question and the opinion of 12 customers who have mobile banking account. Within 12 customers
who have mobile banking account 4 respondents are clearly understands the process of mobile
banking and 8 customers are still don’t know much about this banking process and the percentage is
respectively 33% and 67%. But the factor that counts is majority of the customers are still partially
unaware about the system of mobile banking and it may create huge dissatisfaction in customers
mind as they’ll face hassle while banking through mobile. Most of the customers said that the
procedure of deposit, withdraw and transferring money using mobile account is different from other
bank accounts and for this reason they face difficulties using this account.

The instructions or process of mobile banking

33%

67%

Question 13: “From the following, which kind of problem you face mostly on mobile
banking?”
By asking this question, it is tried to find out what types of problems customers faces with mobile
banking system. It can be seen that, out of 12 respondents 7 respondents reported problem with
mobile banking account is they has lacking of knowledge about this new banking system, 4
customers faced technical problem, 1 customer faced mobile operator related problem and the
percentage is correspondingly are 58%, 33% and 9%.

32
 Problem faced mostly on mobile banking
6%
5%

33%
57%

Question 14: “Please rate your satisfaction level with DBBL Mobile banking system.”
Clients opinion were out of 12 respondents 2 respondents are very satisfied with mobile banking
service, 8 customers are fairly satisfied with this service, 2 customers are neutral and no one is
unsatisfied with the interest rate and the percentage is correspondingly 17%, 66% and 17%.

Satisfaction level with DBBL Mobile banking system

17% 17%

67%

33
Question 15: “How likely would you recommend other to open mobile banking account at
DBBL?”
It can be analyzed that from the 12 customers who have mobile account at DBBL 8 customers
would definitely suggest others to open mobile banking account at DBBL and rest of the customers
may suggest others to open mobile account at DBBL and the percentage respectively are 67% and
33%. The reason behind this seems most of the customers are benefited with the services and
facilities of mobile banking.

Recommend other to open mobile banking account at

DBBL

33%

67%

Justification of Hypothesis Three

Question number 14 was directly related to hypothesis three and from the mentioned findings we
have seen majority of customers are satisfied with mobile banking of DBBL, as they find it
convenient enough so greater part of current mobile banking account holders are willing to
recommend others to open account also. Therefore hypothesis three is true.

As it is new banking system so customers aren’t fully aware of the process or benefits of mobile
banking. To make mobile banking popular and to increase the amount of mobile account holder,
DBBL should increase their advertising and make people understand about the process of this
banking system by increasing the number of mobile banking agent.

4.4 Hypothesis Four

34
“Customer care department is efficient enough to solve different queries of the clients within
shortest possible time.”
To justify the above hypothesis and to identify customer satisfaction level in terms of service quality
of DBBL customer care, some customer care related questions were asked to the customers.
Presented below are the findings derived from customer survey and analysis from their given
answer.

Question 16: “What is your average waiting time on customer care to get solution of your
problem?”
The average waiting period of customers at DBBL, Keranigonj branch are given bellow, out of 30
customers 17 customers responded that they need to wait 1-10 minutes to get the solution of their
problems, 9 customers need to wait 11-20 minutes, 2 customers’ need to wait 21-30 minutes and
rest of the customers need to wait more than 30 minutes and the percentage is respectively 57%,
30%, 7% and 7%.

Average waiting time on customer care

4%
7%

31%
58%

Question 17: “For which kind of problem you require customer care help mostly?”
Clients opinion were as the following in response to this question, out of 30 customers 18 customers
said that they need customer care service mostly for ATM card related problems, 11 customers said
that they need customer care service mostly to get clearance on their cheque and 6 customers’ said

35
that they need customer care service for account related query and the percentage is correspondingly
51%, 32% and 17%.

Problem you require customer care help mostly

17%

51%

31%

Question 18: “How you would like to rate the customer care service quality of DBBL,
Keranigonj branch?”
Clients’ opinions were as the following in response to the question on service quality of DBBL,
Keranigonj branch, out of 30 respondents 9 respondents are very satisfied with customer care
service of DBBL, 18 customers are fairly satisfied with the customer care service of this bank, 1
customer is neutral and 2 customers are fairly unsatisfied with the customer care service of DBBL
and the percentage is correspondingly 30%, 66%, 3% and 7%.

Customer care service quality of DBBL

7%
3%

30%

60%

36
Question 19: “According to you, how can DBBL improve the customer care service quality?”
Clients’ recommendations were as the following in response to the question on improving customer
care service of DBBL, Keranigonj branch, it can be seen that, out of 30 customers 9 customers
recommended that to improve customer service quality it is important to increase the number of
employees, 3 customers recommended that to improve customer service quality it is important to
making constraints on opening new accounts and 18 customers’ recommended that to improve
customer service quality it is essential to segmenting the customer service area and the percentage is
respectively 30%, 10% and 60%.

DBBL improve the customer care service quality

30%

60%

10%

Justification of Hypothesis Four

In the above analysis about customer care of DBBL, Keranigonj branch, I have shown customers
average waiting time for service, why they mostly come to customer care, ways to improve service
quality and most importantly customers satisfaction level on the services given. Most of the
customers are satisfied with the service of customer care, they are satisfied because DBBL customer
care department, Keranigonj branch is efficient enough to solve queries of the clients within shortest
possible time and employees are very helpful. So Hypothesis four is true.

The main objective of this report is to give an idea about customers’ satisfaction level of DBBL,
Keranigonj branch through some hypothesis test and I tested the satisfaction level within my

37
working departments as mentioned earlier and within the narrowed down sample. After the analysis
of customer’s opinion as collected by survey it can be said that customers of DBBL, Keranigonj
branch are fairly satisfied with the kind of facilities and benefits given. Even though there are some
improvements which needs to be done to ensure highest level of customer satisfaction but
considering other factors like benefits given by other banks, current liquidity crisis, critical period of
local and world economy, it is obvious that Dutch Bangla bank is doing a fair job. They are not only
giving customers good benefits but also spending larger portion of profit in CSR also.

38
 Chapter-05

Findings and Analysis

39
5. Findings and Analysis
 The users of Nexus card is more because DBBL provide a charge free Nexus card to the
account holder who newly opens account at DBBL. Customers also use Master and Visa
cards for shopping purpose or to punch ATM card on emergency cases from any other banks
booth where DBBL’s ATM booth is not available. The user of virtual card is very low.
Because this card is only used through internet and this card is usually used for pay fees for
registration, admission, examination of TOEFL, SAT, ACCA or foreign educational
institutions.

 Most of the clients use ATM cards for everyday use followed by emergency withdrawal.
Everyday uses include withdrawal of money to meet daily expenses, for pocket money, to
pay utility or other bills. Significant number of customers also use ATM card for shopping
also. Now a day the uses of ATM card are increases because people feel secure to carry
ATM card with them rather than cash.

 Most of the customers complained that they face ATM booth fund unavailability problem.
Significant number of customer also complained sometimes their withdrawn money or card
gets captured by the machine and to get the card and money back they need to contact with
the branch of the DBBL. Fund unavailability can be caused by lack of maintenance by
ATM supervision authority. While I was at ATM card division I also got many complains
that very often customers face this funding related problem. They also faces other problems
like: network problem, huge serial, power failure, out of service etc.

 Most of the customers think huge number of customers is the main reason for facing
problems on ATM booth followed by lack of maintenance. Huge line of customers in the
booth is another problem that they face sometimes. Moreover customers used to complain
that very often they find ATM machines out-of-order and authority takes 1-2 days to repair
it.

 Most of the customers are fairly satisfied followed by very satisfied with the DBBL’s ATM
charges and costs. In the ATM banking sector, DBBL’s competitors like BRAC bank and
Standard Chartered bank charges higher than DBBL for their ATM service.

40
 The clients are fairly satisfied with the ATM card facility of DBBL followed by the number
of very satisfied clients. Among the sample of 30 clients, more than 60% of the clients are
satisfied with it. The possible reasons behind their satisfaction factor can be numerous ATM
booths availability countrywide, convenient ATM banking experience, multiple uses of
DBBL cards and so on.

 Most of the customers prefer to open DPS at DBBL for better interest rate compared to other
banks. The interest rate of DPS is 10.50% at DBBL. Other customers open DPS for the
better service facility like auto transfer of installment amount from saving account to DPS
account. Customers who already have saving/current account at DBBL also prefer to open
DPS in this bank. DBBL also gives opportunity to open 5 DPS accounts against one
saving/current account. So it is convenient to the customers to maintain more than one DPS
account in this bank rather maintaining several accounts in multiple banks.

 Most of the customers would recommend others to open DPS account to DBBL. Majority of
the respondents said that the attractive rate of interest is the main reason behind opening
DPS accounts at DBBL. Some customers said that the facility to open 5 DPS account against
one saving/current account and auto transfer facility of monthly DPS from saving account to
DPS account also influenced them to open DPS account. There are only 5% customers who
would never suggest others to open DPS account at DBBL. The reason can be the
respondents aren’t satisfied with the DPS service of DBBL at all.

 Mobile banking (Rocket) is a new kind of service provided by DBBL for the customers and
DBBL introduced this system in Bangladesh. Only BDT 100 is required to open a mobile
banking account. Through this account customers can easily deposit, withdraw and transfer
money like other accounts. As mobile banking is a new concept in Bangladesh and most of
the people do not have much idea about this, so percentage of mobile banking account
holder is relatively low.

 Most of the customers have lacking of awareness about this new system. The other problems
they face are technical problems like how to use mobile for banking, how to deposit, how to
transfer money through it, the procedure of withdrawing money from ATM booths and so
on. Sometimes they also face mobile operator related problem like message appears on

41
 mobile screen like: your action can’t be performed. Also in DBBL, any subscriber registered
with any mobile phone operator operating in Bangladesh can open account but number of
services provided varies from operator to operator can get more benefits. The subscribers of
mobile operators can transfer balance by their own, inquiry their balance and can pay money
for mobile cards.

 Most of the mobile banking account holder is fairly satisfied with the service and others are
either neutral or very satisfied. Most importantly nobody is dissatisfied with this system as
this banking is very much convenient for the customers, opening this account is easy and
also there is no yearly charge is applicable.

 Most of the customers need to wait for 1-10 minutes and followed by 11-20 minutes. Rest of
the customers need to wait more than 20 minutes but as the respondent number is low so we
can say customers need to wait longer on unusual circumstances when there is huge
customer pressure on bank. Also computer problem or employee absence creates
interruption in service time. So the management of DBBL should be more concerned about
giving customers service within shortest possible time.

 Majority of the clients need customers care help for card related problems. The number of
ATM card user is high and they face different types of problems regarding ATM cards as
discussed and to solve those problems they seek assistance from customer care. Also they
need customer care help for cheque clearance related inquiry. Other customers are visit
customer care to inquiry the balance of their account or to know whether the interest of FDR
coming to their account regularly or not and so on.

 The respondent are fairly satisfied with the customer service quality of DBBL and some
customers are very satisfied with the customer care services of the branch. There are a
portion of customers who are fairly unsatisfied with the customer care service of DBBL. The
factors that are creating dissatisfaction in customers mind can be longer waiting time,
unprofessional behavior of employees and technical problems of branch like computer
interruption, balance shortage, not having adequate number of employees and so on.

42
 The customers think that segmentation the customer service area can be a solution to
improve the customer service quality. Some customers complained that an employee does
different types of work at a time. Like the employee who deals with ATM cards also
receives the application form of closing account and fund transfer. It creates a mass and
customers need to wait longer time to get solution of his problems. If the customer care is
segmented based on customer’s problems, then customers can easily go to his required desk
and take service rather waiting with others in long queue. As DBBL customer care at
Keranigonj doesn’t have that much number of employees for customer cares so currently
they can’t implement segmentation. Customer’s second opinion is that increasing the
number of employees can improve the service facility because the current number of
employees is not adequate enough to serve the customers within shortest time. Some
customers also advised that to strict the rules of opening new account can resolve this
problem more or less. The reason behind this kind opinion is that the number of clients is
increasing day by day but the manpower is not increasing at the same ways which is
hampering reputation of the bank.

43
 Chapter-06

Recommendation
And
Conclusion

44
6. Recommendation and Conclusion

6.1 Recommendations

 Dutch Bangla Bank Limited should upgrade the machines on ATM booths. Most of the customers
come to complain about ATM booth problems. So they should give more concern on ATM booths
problems like fund unavailability, network problem, power failure and solve these sought of
problems as soon as possible.

 The Management of DBBL should increase the number of employees at Keranigonj branch.
Compare to the customers, the number of employees is not sufficient. So at the pick hour employees
couldn’t give quality service to the customers and customers have to wait for long time to get their
service which may affect the reputation of DBBL.

 The management of DBBL should provide more computers to Keranigonj branch. I

observed that, most of the computers don’t work properly or backdated which hampers
employee’s performance quality as they can’t do their work smoothly and sometimes
employees couldn’t do their works on time for the shortage of computers.

 There should be a policy about after how many days DBBL should change its DPS rate,
frequently changes in rate creates confusion in customer mind.

 DBBL should emphasis more on empathy to customers which means that DBBL should take
more attention to individual care of customers and solves their specific needs.

 Difficulties in account opening procedure should be reduced. If they cancel the introducer
system they can collect more deposit through opening of new accounts and, hence, it will
also satisfy the customers.

 They ought to likewise concentrate on the marketing aspects to tell clients about their items
and offerings and more advancement ought to be given to pull in new client. With the goal
that client will know the advantage of getting to be client in Dutch Bangla Bank Limited
through various notice and marketing program. For that, they can use print media, electronic

45
 media or they can distribute leaflets to customers and also they can set up stall in different
trade fair.

 DBBL should reduce their ATM and Credit card charge. Extra charge is discouraging
customers to make business with DBBL.

 As long queues are found in the first week of the month and on Sunday as well as on
Thursday, Flexible Multipurpose Counter can be opened for Customer Services. Opening
more counters is very important part for the customer’s satisfaction in the bank.

 As the contenders offering a higher financing cost on deposits and lower charges in
advances, Dutch-Bangla Bank ought to consider it and if conceivable then keep up the loan
fee and bank charges as comparative as to its rivals.

 DBBL ought to rehearse a member minor process in light of the fact that in this every one of
the representatives gets chance for taking an interest in issue acknowledgment and critical
thinking and this will improve the workers feel which will function as an inspiration
weapon.

6.2 Conclusions

In this competition based world to be a successful and profitable every organization should try their
level best to satisfy their customers. If and only if customers are satisfied with the products and
services of any company then they can survive in this competitive world of business. Though Dutch
Bangla Bank Limited is one of the potential banks in the banking sector and they are doing quite
good but if they want to maintain a strong position among all the commercial banks running in
Bangladesh then they must emphasize more on continuous improvement of the service to satisfy
their valuable customers. Dutch-Bangla Bank Limited is one of the top level banks in Bangladesh. It
has earned a good reputation around Bangladesh. Despite competition among banks operation in
Bangladesh both local and international, DBBL has made remarkable progress, practically in every
sphere of its activities. But they have their competitors who actively striving to take the advantages
in every side. They should aware about this. They have reputation about online banking transaction.
Customers are quite satisfied about the online banking. But the users of online banking are limited

46
in regard to their total customers. It must be a concerning fact. They try to satisfy their customer
through providing different service. So, they should improve their service quality to attract more
customers. None the less, they have launched new technology to give fastest service to their
customers. For sustainable growth, by implementing new technology and innovation they have to
walk with the time. And to keep pace in this competition, Dutch-Bangla Bank Limited must work
on its distinctive strength and focus on its weaknesses to recover.

47
Bibliography

References

 Edward C. Malthouse and Bobby J. Calder (2004) “Customer Satisfaction across

Organizational Units”
 Levesque. T and McDougall. G.H.G. (1996) “Determinants of Customer Satisfaction in
retail Banking, Internations Journal of Bank Marketing”
 MuraliChemuturi (2009) “How to Measure Customer Satisfaction”
 Dr. Manoj Kumar Dash and D.M. Mahaptra (2005) “Measuring Customer Satisfaction in
The Banking Industry”
 M.S. Khondaker and Monir Zaman Mir (2006) “Customer Satisfaction Measurement for
The State-Owned Banks in the Developing Countries – The case of Bangladesh

Websites:

1. https://www.dutchbanglabank.com
2. https://www.dutchbanglabank.com/about-us/board.html
3. http://app.dutchbanglabank.com/DBBLWeb/DbblManagement
4. https://www.dutchbanglabank.com/agent-banking/agentbanking.html
5. https://www.dutchbanglabank.com/social/social-cause.html
6. https://www.dutchbanglabank.com/rocket/rocket.html
7.

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Appendix

Survey Questionnaires
Customer Satisfaction Level at DBBL

Age: …………… Gender: Male / Female

ATM card facility

1) What kind of ATM card you use for transaction?
a. Nexus debit Card
b. Master debit Card/Master credit card
c. Visa debit Card/Visa credit card
d. Virtual card

2) Why do you use ATM card mostly?

a. Shopping
b. Everyday use
c. Emergency withdrawal
d. Any other (Please specify)……………………….

3) From the following, which kind of problem you face mostly on ATM booth?
a. Captured money
b. Captured card
c. Not enough fund available
d. Any other (Please specify)……………………….

4) According to you, what can be the reason behind these kinds of problem?
a. Lack of fund
b. Lack of maintenance
c. Huge number of customers
d. Any other (Please specify)……………………….

5) How satisfied you are with the DBBL ATM card charges and costs?
a. Very Satisfied
b. Fairly Satisfied
c. Neutral

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d. Fairly Unsatisfied
e. Very Unsatisfied

6) Please rate your satisfaction level with DBBL ATM card facility.
a. Very satisfied
b. Fairly satisfied
c. Neutral
d. Fairly unsatisfied
e. Very unsatisfied

DPS
7) Do you have Deposit plus scheme (DPS) in DBBL?
a. Yes
b. No

8) Why you have preferred opening DPS in DBBL over other banks?
a. Better interest rate
b. Better service facility
c. Already have an account in DBBL
d. Any other (Please specify)……………………….

9) How satisfied you are with the interest rate of DPS?

a. Very satisfied
b. Fairly satisfied
c. Neutral
d. Fairly unsatisfied
e. Very unsatisfied

10) How likely would you be to recommend other to open DPS account at DBBL?
a. Definitely would
b. Probably would
c. Probably wouldn’t
d. Definitely wouldn’t

Mobile Banking(Rocket)
11) Do you have mobile banking account at DBBL?

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a. Yes
b. No

12) Are the instructions or process of mobile banking are clear to you?
a. Yes
b. No

13) From the following, which kind of problem you face mostly on mobile banking?
1. Lack of knowledge about this new banking system
2. Technical problem
3. Mobile operator related problem
4. Any other (Please specify)………………….

14) Please rate your satisfaction level with DBBL Mobile banking system.
a. Very satisfied
b. Fairly satisfied
c. Neutral
d. Fairly unsatisfied
e. Very unsatisfied

15) How likely would you be to recommend other to open mobile account at DBBL?
a. Definitely would
b. Probably would
c. Probably wouldn’t
d. Definitely wouldn’t

Customer service
16) What is your average waiting time on customer care to get solution of your problem?
a. 1-10 minutes
b. 11-20 minutes
c. 21-30 minutes
d. More than 30 minutes

17) For which kind of problem you require customer care help mostly?
a. Card related problems

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b. Check clearance
c. Account related query
d. Any other (please specify)……………………………

18) How you would like to rate the customer care service quality of DBBL, Uttara branch?
a. Very satisfied
b. Fairly satisfied
c. Neutral
d. Fairly unsatisfied
e. Very unsatisfied

19) According to you, how can DBBL improve the customer care service quality?
a. Increasing the number of employees
b. Making constraints on opening new accounts
c. Segmenting the customer service area
d. Any other (please specify)……………………….

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List of Acronyms

 ATM: Automatic Teller Machine

 CHESS: Children Education Savings Scheme
 CSR: Corporate Social Responsibility
 DBBL: Dutch-Bangla Bank Ltd.
 DPS: Deposit Plus Scheme
 FDD: Foreign Demand Draft
 FDR: Fixed Deposit Receipt
 L/C: Letter Of Credit
 MCQ: Multiple Choice Questions
 MD: Managing Director
 MDS: Millionaire Deposit Scheme
 MICR: Magnetic Ink Character Recognition
 PIN: Postal Index Number
 SMS: Short Messaging System
 SWIFT: Society for Worldwide Interbank Financial Telecommunication
 TT: Telegraphic Transfer

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