Final Body Part

Measuring the Customer Satisfaction Level of Banglalink Customer Care
II. Empirical Part of the Report

A. Introduction:
Good customer service is the lifeblood of any business. A company can offer promotions and
slash prices to bring in as many new customers as it wants, but unless it can get some of those
customers to come back, its business wont be profitable for long. The topic of my report is
Measuring the Customer Satisfaction Level of Banglalink Customer Care. As I work in
Customer Care Division of Banglalink, I got the opportunity to complete my report there. As
the name of the division implies, it deals with the customers after the sales occurs. Main
activities of this division includes maintaining databases of the customers, preparing the bills,
distributing bills, activating new connections, helpline service, providing various types of
information regarding products and services, collection of bill through different banks all over
the country, and the other after sales services.
As a member of Banglalink's Customer Care Division, my job is to provide different types of
product information and services to our valued subscribers over telephone, which is the care line
service. In other words, my job is to resolve customers problems and ultimately satisfy the
subscribers. In my dissertation report, I have tried to judge the satisfaction level of Banglalink
customers.
B. Background of the research:

In the world of business organizations striving for identifying and meeting human and social
needs, attracting more customers, offering good consumers satisfaction, and aspiring to occupy
or approach number one position in the competition market. But it is not an easy job. An
organization must delight its customers. So the organization needs to know how far its market
policy and practices are effective for future improvement of the organization.
Telecom industry is service oriented and the customers are very much concerned about safety of
their communication and other facilities. Customer service of the Banglalink starts right from the
stairs of the customer care center. The guard at the door is the first person represents the
Banglalink services.

Banglalink plays a crucial role in challenging communication environment and socio-economic
changes of a developing country. In the past decade there has been a rapid change in the
communication of Bangladesh leading to an increase number of Telecom industries. At the some
time telecommunication area is becoming wider as well as services are becoming easier and
faster.
Due to free market communication the rapid growth in competition among nationalized, foreign
and private telecom industries in the field of operation results in attractive services to the retailer
and wholesaler customers. So Banglalink need to measure the market position in the competitive
telecom industry. It requires studying and comparing its customer satisfaction level, customer
services or performance with that of similar telecom organization.
C. Origin of the report:

As a partial requirement of BBA program I need to go for internship to gather practical
experience and need to submit the report regarding that practical knowledge. This report is
originated to require completing the BBA program from Department of Marketing under
International University of Business Agriculture and Technology. This report is the outcome
of the assigned practicum of BUS 490, suggested by International University of Business
Agriculture and Technology.
The report will definitely increase the knowledge of other students to know the telecom industry
of Bangladesh, and the various services Banglalink is providing to be the premier customer
satisfaction service in the country.
D. Objectives:
1. Broad Objective:
The broad objective of this report is to measure the customer satisfaction level of Banglalink
customer care.
2. Specific Objectives:
To evaluate the customer service of Banglalink

.
To find out the internal and external environment of Banglalink.
To identify the customers attitude towards the customer service department.
To identify the manpower of Banglalink regarding customer service.
To identify the depth of knowledge of the employee who serve the customers.
To identify the differences between existing and potential customers regarding attitude
and perception.
To find out the relationship between the customers and customer manager.
E. Scope of the Study:

The scope of this study is to measure the success or failure of customer care department of GSM
operators in Bangladesh and the study is limited to Banglalink subscribers only overlooking
other operators like Grameenphone, Aktel, and Citycell. This proposal examines customer
satisfaction models for assessing the relationship of customer service offered through Customer
Care Division with the level of customer satisfaction. The author illustrates the approach by
studying customer satisfaction in a semi structured questionnaire form and interviewing the
customers from different parts of the country (geographic region), different age groups and
different status.
F. Limitation of the report:

While performing the research study I faced some problem for which this report has got
limitations, these are being stated below:
Three-month time is not enough for such an extensive work of the study. It is very difficult to
collect all the required information in such a short period.
Due to some legal obligation and business security Banglalink restricts some data not to be
published publicly. For this reason, the study limits only on the available and published data and
certain degree of formal and informal interview.
The employees are very busy with their jobs, which lead to little time to consult with me. There
are 7 administrative regions of the Banglalink. I considered only 3 regions, out of these 7
regions including Dhaka as main region and the metropolitan area. There are considerable
differences in attitude of customers of urban areas than that of rural areas. So, the findings may
not depict the actual scenario.
As the administrative regions of the Banglalink is divided based upon the geographical
location and communication facility so the socio-economic conditions may not represent the total
population.

Problems of Quota Sampling: Banglalink employee & the agency personnel might give
biased information.
Centralized study: All the samples were the current customers of Banglalink but those who
already switched to other GSM operators like Grameenphone, Citycell, and Warid were not taken
into consideration. But there is a possibility that those customers switched elsewhere due to their
dissatisfaction or getting poor quality of service of BL.
Lack of concentration in filling up the questionnaire: Not enough time was there to fill up the
questionnaire properly. Also the levels of knowledge of the samples were not adequate for every
question.
Time as a constraint: Time was a constraint all the time it was quite difficult to continue the
internship and continue the research work together.
Literature review could have been made better if I could spare more time on it.
G. Methodology of the Study:

1. Population : The population of this research project is defined as fallow:
a. Element
: Existing all customers of Banglalink
b. Unit
: Individual customers of Banglalink
c. Extent
: Gulshan Branch in Dhaka City.
d. Time
: 05 May 2010 05 August 2010
2. Sample Frame: Individual customer of Banglalink those who come to the Banglalink Care
Centre (Gulshan Branch) for solving their different types of problem
3. Sample Size: To conduct this research I have taken my sample as a simple random sampling
and the required sample size for conducting this research is 150, those who are using Banglalink
connection.
4. Sampling Procedure:
For conducting this research project the probabilistic sampling procedure was followed in order
to select the sample which is Simple random sampling.
5. Data sources:
The information and data for this report have been collected from both the primary and
secondary sources.
a. Primary Data Sources:
Face-to-face conversation with the respective care centre officers and staffs of the
Gulshan branch and head office.
Face-to-face conversation with customers visited at the customer care centre
Practical work experience in the customer care
Questionnaire.
b. Secondary Data Sources:
Website of the Banglalink.
Various book articles regarding general customer care services and functions.
Annual repot of CCD of Banglalink.
Newsletters, Brochures of Banglalink.
Data Board of Care Centre of Banglalink Point & Service Point (BP & BSP).
6. Data collection Method:

Relevant data for this report will be collected primarily by direct investigations of different
records, papers, documents, operational process and different personnel. The interviews were
administered by formal and informal discussion. Structured questionnaire will be used.
Information regarding office activities of the customer care centre has been collected through
consulting and discussion with care centre personnel.
7. Data Processing:
The data has been collected from the respondents through structured questionnaire. After that,
data has processed through the following ways.
At first the questionnaires has given a serial number
Respondents answers are categorized according to their personal information, present
service centre situation, experience, preference, attitude, behavior, satisfaction level about
Banglalink.
After that respondents answer are recorded numerical figure
However, all the respondents answer is put in the data matrix according to recorded
arrangements.
III. Brief Information about Banglalink

A. Background and History of Banglalink
Sheba Telecom (Pvt.) Ltd. was granted license in 1989 to operate in the rural areas of 199
upazilas. Later it obtained GSM license in 1996 to extend its business to cellular mobile, radio
telephone services. It launched operation in the last quarter of 1997 as a Bangladesh-Malaysia
joint venture.
Tiger's Den (Banglalink's Headquarters) at Gulshan.

In July, 2004, it was reported that Egypt based Orascom Telecom is set to purchase the
Malaysian stakes in Sheba Telecom through a hush-hush deal, as Sheba had failed to tap the
business potentials in Bangladesh mainly due to a chronic feud between its Malaysian and
Bangladeshi partners. An agreement was reached with Orascom worth US$25 million was

finalized in secret. The pact has been kept secret for legal reasons, considering financial fallout
and because of the feud.
The main reason for the undercover dealing was the joint venture agreement between the
Bangladeshi and the Malaysian partners, which dictates that if any party sells its Sheba shares,
the other party will enjoy the first right to buy that.
Integrated Services Ltd. (ISL), the Bangladeshi partner, was being officially shown as
purchasing the shares held by Technology Resources Industries (TRI) of Malaysia for $15
million. ISL then paid another $10 million to Standard Chartered Bank to settle Sheba's
liabilities.
In September, 2004, Orascom Telecom Holdings purchased 100% of the shares of Sheba
Telecom (Pvt.) Limited (Sheba). It was acquired for US$60 million. Sheba had a base of
59,000 users, of whom 49,000 were regular when it was sold. Afterward it was re-branded and
launched its services under the Banglalink brand on February 10, 2005. Banglalinks
license is a nationwide 15-year GSM license and will expire in November, 2011.
In March, 2008, Sheba Telecom (Pvt.) Limited changed its name as Orascom Telecom
Bangladesh Limited, matching its parent company name.
When Banglalink entered the Bangladesh telecom industry in February 2005, the scenario
changed overnight with mobile telephony becoming an extremely useful and affordable
communication tool for people across all segments. Within one year of operation, Banglalink
became the fastest growing mobile operator of the country with a growth rate of 257%. This
milestone was achieved with innovative and attractive products and services targeting the
different market segments; aggressive improvement of network quality and dedicated customer
care; and effective communication that emotionally connected customers with Banglalink.
Banglalink is today the 2nd largest mobile operator in the country and recently Banglalink
celebrated with 1 crore customers. This has been achieved in just three and a half years.
B. Profile of the Company (BanglalinkTM)

Name of the Organization
Type of Business
Network Name
Logo
Orascom Telecom Bangladesh Limited.

Telecom Service Provider
BanglalinkTM
Technology
Motto
Network Status
Web Site
Headquarters Address
GSM 900
Making a Difference
Live from September, 1998
www.banglalinkgsm.com
Banglalink
Tigers Den
Plot 4, SW (H) Gulshan Avenue
Dhaka 1212, Bangladesh
Phone No.
Fax
+880 8 821 256

+880 8 827 265
C. Management Team of the Organization
Management Team
Managing Director and Chief Executive Officer Ahmed Abou Doma
Chief Financial Officer
Mohamed Hassan Osman
Chief Technical Officer
Ahmed Fady
Chief Commercial Officer
Asher Yaqub Khan
Sales Director
Arif Mehmood Malik
Customer Care Director
Muhammad Arshad
Human Resources & Administration Director Tarek Beram
Head of PMO & Supply Chain
Abdus Saboor
Regulatory and Legal Affairs Director
Zakiul Islam
IT Director
Nizar El-Assad
Marketing Director
Shihab Ahmad's
D. Mission of the Company

Their mission is, therefore, to reduce the total cost of ownership of buying and using a mobile
phone.
E. Vision of the Company

The company aims to make a difference in the lives of the people. Its vision is to Understand
people's needs best and will create and deliver appropriate communication services to improve
people's life and make it easier. To achieve this vision, the company has established some
values that it tries to instill in its employees. They want their employees and the company as a
result, to be:
Straightforward
Reliable
Innovative
Passionate
Who is Behind of Banglalink

ORASCOM TELECOM is one of the most dynamic telecommunications powerhouses in the
world. Orascom is based in Egypt and has operations in 11 countries worldwide. Established in
1998, it is today the largest capitalized company on the Cairo & Alexandria Stock Exchanges
with over 11 million subscribers worldwide. It has grown to be one of the largest and most
diversified GSM network operators in the Middle East, Africa and Asia.
The Real Tigers Behind the Stripes

Employees, at Banglalink, believe that their teamwork is their greatest asset. Useful
contributions made by each individual bring them that much closer to their goals. The Banglalink
10

family is made up of a group of passionate individuals, uniquely qualified from diverse
disciplines but working towards their vision.
Banglalink Ensures for the Tigers/Tigress:
A friendly, professional and mutually supportive environment that encourages its

people to develop their potentials to an optimal level.
A true quality of professionalism that can be found in all world-class multinational
companies
Team oriented professionals, who contribute to the greater whole of the organization
through their participation in decision making situations.
A system which recognizes and rewards groups as well as individuals for their efforts
and contributions to the company
Banglalinks Shared Value

Banglalink aims to understand peoples' needs best and develop appropriate communication
services to improve peoples' life and make it simple. All its work is aimed towards meeting its
vision. All members of the Banglalink family are highly passionate individuals, fully committed
to achieving the vision of company. Banglalink customers' needs matter most to it- making their
life simple and improving it is all it want. To ensure its vision is achieved, Banglalink have set
themselves a few values, it want to be:
Straight Forward
Reliable
Innovative
Passionate
All the Banglalink
TM
family members have one thing in common- a passion to serve. They
want to go that extra mile, so that people can have the best possible service investing in the
future of Bangladesh.
Making a difference
The biggest barrier today for people is the cost of handsets. Company will strive to lower the
total cost of owning a mobile. Banglalink are here to help make a difference in people's lives by
providing affordable and reliable connectivity solutions. Company will strive to connect people
and link their lives by listening to them and by understanding their needs. Banglalink are here to
help people speak their language.
11
Banglalink (An ORASCOM TELECOM Company.)

(At a Glance)
Date of inauguration
February 2005
Date of operation
February 2005
Total no of Regions
Total Customers
12.1 Million
Total no. of employee
5000
Manager
12%
Executives
11%
Engineers
8%
Senior Engineers
5%
Zonal Sales Manager
4%
Zonal Customer Care Manager
12%
Others
48%
Male
90%
Female
10%
Website
www.banglalinkgsm.com
Coverage area
64 District
Revenue
Head Office:
US$288 million (2008), 49.2% from

2007
Banglalink
Tigers Den
Plot 4, SW (H) Gulshan Avenue
Dhaka 1212, Bangladesh
12
F. Objectives of the Company

The Objective of the company is to ensure telecom facility for all people of Bangladesh with
minimum cost.
G. Products and Services of the Company

The main function of BanglalinkTM is to provide Mobile Telecom Product and Services to its
valued customer including Voice Communication, SMS service and other Value Added Services
(VAS). It also Provides Data & Fax services to its customers. Main Product and services are
described below:
Prepaid Packages:
Banglalink entered the market with a promise of making mobile phone affordable for people.
This promise was kept and Banglalink was the first operator to introduce a flat rate for all calls
(inside own network and to other operators) for the convenience and ease of customers. Thus
various prepaid packages were launched to make customers life more colorful.
Banglalink currently offers one prepaid plans. All the prepaid plans come in one phases
Standard (T&T incoming and outgoing with NWD and ISD). All connections provide GPRS to
subscribers.
Desh: Desh is the best prepaid package for making calls to any network. With the slogan
Ek desh Ek Rate! (means one country one rate!), is one of the cheapest prepaid plans in
the country by tariff. Users of desh can call any mobile operator at cheapest rate
throughout the whole day at different time slot. It also has three FnF facilities to any
operator. Desh package was launched on September 14, 2006.
Desh rang: Banglalink desh is already a very popular and well-liked brand and desh
"rong" has also been launched as a brand extension to enrich the brand of desh. Rong
is a Bengali word that means "color" - the objective is to give customers a brand that they
can refer to as colorful and lively. It is introduced with the catch phraseRangiye Din
Apnar Jeebon (means color your life.). This package is beneficial for customers who
13

mainly make calls to their own network and are heavy SMS users. It offers four on-net
FnF numbers, but no off-net FnF number.
Ek rate darun
Desh ek rate
Former Packages:
Regular prepaid was the first package Banglalink had to offer. It is currently unavailable
in the market.
ladies, first!, with the slogan Shomporker Network (means network of relationships),
was tailored for women. It was launched on September 3, 2005. It had introduced 1
second pulse for the first time in the prepaid market. It offered four FnF numbers. It is
currently unavailable in the market.
be linked! was launched on November 16, 2005. It was later taken over by desh package
as all the be linked! customers were automatically migrated to desh.
Postpaid Packages:
Currently there are three postpaid plans from Banglalink for its retail customers. These packages
are known as enterprise personal, which is a subset of much larger Banglalink enterprise. All
packages come with T&T local, NWD, ISD and connectivity.
Personal package 1
Personal supplementary
Personal call and control
14

Loyalty Discount for postpaid packages
Banglalink is providing loyalty discount according to the following table based on
monthly usage and length of stay.
Monthly outgoing voice calls (Excluding BTTB
Length of stay
More than 2 years

More than 1 years, Less than 2
years
Less than 1 year
charge, Roaming & VAT amount)

Tk.401-1500
Tk.1501-3000
Tk. 3001+
10%
12%
15%
8%
10%
12%
7%
8%
10%
Loyalty discount are providing monthly from May 2007.

The above loyalty discount will be applicable to only postpaid packages. If old postpaid
package customers migrate to the postpaid packages then they will be eligible to get the
discount and their length of stay will be considered on the date of activation.
The length of stay will be calculated from the date of activation with banglalink.
The discount amount for postpaid package 1 and 2 customers will be provided with the
monthly bills
Postpaid package 2 customers will be provided discount even if their monthly
commitment is lower than Tk. 1,000.
The discount amount for postpaid package 3 customers will be uploaded to their account
by IT on a specific date of each month.
Former Packages:
upper class, a postpaid platform, was launched on July 31, 2005. It was mainly targeting slightly
upscale consumers. upper class was known for offering purple carpet treatment to its clients,
giving special attention with separate counters at sales and customer care centers and a dedicated
hotline. It had numerous packages under two different tariff planstailor made and made to
measure. In addition to those, it introduced a hybrid product named call and control designed to
offer the value of postpaid with the control of prepaid. Later enterprise personal took control of
upper class.
15
Other Postpad Packages:
Postpaid New Bundle Offers

1. Postpaid 1000
2. Postpaid 500
Postpaid 1000
Postpaid customers will be offered a bundle of 1300 minutes to both on-net and offnet (excluding ISD, EISD) and 500 on-net SMS, and 75 MB internet, against a bundle
fee of Tk.1000 (excluding VAT)
After consumption of free minutes, flat rate of 0.85/min will apply.
Postpaid 500
Postpaid customers will be offered a bundle of 600 minutes to both on-net and off-net
(excluding ISD, EISD) and 100 on-net SMS, and 25 MB internet, against a bundle fee
of Tk.500 (excluding VAT)
After consumption of free minutes, flat rate of 0.90/min will apply.
Details of both packages
Bundle minutes and SMS can be used for 24 hrs
Validity of bundle minutes, SMS and internet will be bill cycle bound.
Customers cannot carry forward the minutes and SMS as the validity of the minutes and
SMS will be bill cycle bound.
Pulse will be 60 seconds flat.
Bundle minutes, SMS and internet will be billed on a prorated basis.
Package details
There is no package price only TK. 1300 and TK 700 will be taken as security deposit.
Credit limit will be 100% of security deposit.
Customers can migrate to the new packages by increasing their security deposit to
TK1300/700 if it is below TK 1300/700 or automatically if it is already TK1300/700 or
higher.
Migration fee of TK58 as per usual practice will apply.
Migrations will be allowed only during bill cycle dates.
16

Postpaid 500 and postpaid 1000 customers can add supplementary connections as per
normal practice but CUG minutes will also have pulse of 60 seconds. (tariff will be
0.25/min)
Loyalty discount is applicable to the bundle customers as well as BOI and Free MCA.
Telesales discount is not applicable for these customers.
New customers will be placed under 31st bill cycle.
Auto debit is the most convenient method of payment and should be encouraged in order
for the customer to remain connected at all times.
CareLine can inform customers of the unused SMS/minutes/internet but it will not be real
time.
Migration to and from Package 1/Postpaid Unlimited/Postpaid 500/Postpaid 1000 will
be allowed. Other migration scenarios will be reviewed and decided upon in future.
Postpaid Unlimited Bundle Offer
Summary of the Package

Offer
Postpaid customers will be offered a bundle of 3000 minutes to both on-net and off-net
(excluding private PSTN, BTCL, ISD, EISD) and 5000 on-net SMS, and 200 MB internet,
against a bundle fee of Tk.2000 (excluding VAT)
Bundle minutes and SMS can be used for 24 hrs
Validity of bundle minutes, SMS and internet will be bill cycle bound.
Customers cannot carry forward the minutes and SMS as the validity of the minutes and
SMS will be bill cycle bound.
After the consumption of the free 3000 minutes, customers will enjoy flat rate of
Tk.0.65/min tariff with 60 second pulse.
Bundle minutes, SMS and internet will be billed on a prorated basis.
Package details
Details
There is no package price only TK 2,500 will be taken as security deposit.
Credit limit will be 100% of security deposit.
Customers can migrate to the unlimited package by increasing their security deposit to
TK2,500 if it is below TK2,500 or automatically if it is already TK2,500 or higher.
Migration fee of TK58 as per usual practice will apply.
Migrations will be allowed only during bill cycle dates.
Unlimited Customers can add supplementary connections as per normal practice.
17

Loyalty discount is applicable to unlimited customers as per normal practice.
Telesales discount is not applicable for these customers.
New customers will be placed under 31st bill cycle.
Auto debit is the most convenient method of payment and should be encouraged in order
for the customer to remain connected at all times.
CareLine can inform customers of the unused SMS/minutes/internet but it will not be real
time.
Migration to only Package 1 will be allowed. Other migration scenarios will be reviewed
and decided upon in future.
Banglalink enterprise packages:

Targeting the corporate and SME segments, banglalink has launched "banglalink enterprise" with
state of the art services including GPRS, corporate SMS broadcast, dedicated customer
relationship management, and customized packages. banglalink enterprise offers customized
telecom solutions for different businesses as per their requirements and the objective of
banglalink enterprise is to assist the clients at every step as their businesses grow.
Banglalink enterprise offers a wide range of products and services to suit the needs of the
business community. Companies under the enterprise package are provided with a dedicated
enterprise relationship manager who provides them with personalized customer care round the
clock. Other benefits of enterprise include customized packages with attractive call charges and
connection price, enterprise SMS broadcast, enterprise short code, international roaming, missed
call alerts, free voice mail retrieval, fax and data service, call conferencing, special offer for
family members and many more. It was first launched in December, 2006. The current packages
are:
enterprise corporate; targeted at the corporate segment
enterprise SME; targeted at the SME segment
enterprise personal
Prior to the launch of Banglalink enterprise, Banglalink served the business clientele through a
similar platform named Banglalink professional.
Other New Business Packages:
1. BL SME C&C
18

2. SME Postpaid Package
SME Postpaid
Package price will be Tk.450 which will be taken as security deposit
50 FREE on-net minutes and 50 FREE on-net SMS per month
Additional 1,000 SMS to any banglalink number which will be given within 30 minutes of
activation with 30 days validity.
10 MB FREE internet per month (on demand)
3. Distributor & Retailer Package

4. Commercial Packages (PCO)
PCO Postpaid
PCO Call & Control
Value Added Services (VAS):

Banglalink also offers extensive range of value added services for its customers. The lists of the
Value Added Services are given below:
Azan Alert (4646)

banglalink Advance
Banglalink Babsha Jigyasha 7677
Banglalink Billpay service
Banglalink Easy Divert
banglalink emergency Banglalink Golpo Chora Gaan (5432)
Banglalink Messenger Service (8989)
Banglalink Mobile Remittance Service
Banglalink Music Station (5858)
Banglalink Phonebackup
Banglalink Timer SMS
BBC Janala
BL Stock info service 6464
Blood bank (8008)
Call Block Service (8181)
19

Call Me Back
Calling Options (Call Barring, Call Forwarding, Conference Calling Service, Caller Line
Identification Presentation (CLIP), Call Waiting / Call Holding)
CRBT Amar Tunes
FnF
Friend Finder (2424)
GPRS
Health Link (789)
i'bubble
i'Cook
International SMS
ISD Call Rate
IVR Horoscope Service (Dial: 4466)
Jiggasha 7676
Junction 1313
M Ticketing
Mig33
Missed Call Alert
Namaz Alert
News Service
Power Menu *789#
Soft launch: Amar Tunes Express Copy
Songs Dedication (4226)
Voice Adda
Voice Mail Service (VMS)
Voice Portal 4848
Yellow Page
Free FnF Counter in a Calendar Year:
20
SL
Package Name
No. of FnF
Operator
Free FnF Counter In a Year
Desh
Any Operator
12
Desh Rong
On-net Operator
12
Ladies First
On-net Operator
12
Personal Package 1
Any Operator
After every two months
Personal Package 2
Any Operator
Personal Call & Control
Any Operator
24
Corporate Package 1
Any Operator
Corporate Package 2
Any Operator
Corporate Call & Control
Any Operator
24
10
BL SME Call & Control
Any Operator
24
11
SME Call & Control
Any Operator
24
12
Retailer Call & Control
Any Operator
24
Note:
1. FnF counter starts and ends within a calendar year (Jan to Dec).
2. After availing total Free FnF in a calender year, 25 TK will be charged for each
time afterwards (as many).
3. Free FnF counter availability in case of Prepaid package migration within the calendar
year:
Case 1: Once a customer consumed all free FnF counter of his existing package and after
that migrate to a new package where free FnF counter is higher than the previous package
then customer will be eligible for remaining free FnF counter (already availed FnF counter
from the previous package minus Free FnF counter offered in the new package) as per the
migrated new package.
Case 2: Once a customer migrate to a new package where free FnF counter is lower than the
previous package and customer already consumed number of free FnF counter available in
the current package then customer will be charged for changing FnF.
Fees of Services:
Applicable Services & Charges for Pre-paid and post-paid Packages
21

Service
SIM Replacement
Transfer of ownership
Number Change
Address Change
Reconnection from
Termination
Call barring from
Handset
Golden number charge
Silver number charge
Platinum Number Charge
Pre-Paid
Post-Paid Charges (in BDT including VAT)
Service
Service
Available
Available
Service Not
Service
Available
Available
Service Not
Service
Available
Available
Service Not
Service
Available
Available
Service Not
Service
Available
Available
Service Not
Service
Available
Available
Service Not
Service
Available
Available
Service Not
Service
Available
Available
Service Not
Service
Available
Available
75
800
FOC
FOC
FOC
FOC
1000
250
From 20,000 to 50,000
Charges for pure Postpaid Packages who wants to avail Itemized Bill/EItemized Bill
Service
Pre-Paid
Itemized Bill (On demand Service Not

in CCC/BP)
Post-Paid Charges (in BDT including VAT)
Service
Available
Available
E-Itemized Bill (On
Service Not
Service
demand in CCC/BP)
Available
Available
Service Not
Service
Available
Available
Itemized Bill (Monthly in

CCC/BP/Careline)
100
30
100
22
E-Itemized Bill (Monthly
Service Not
Service
Available
Available
(Monthly through ERM
Service Not
Service
request by Corporate )
Available
Available
Service Not
Service
Available
Available
in CCC/BP/Careline)
30
Itemized Bill
Free
Itemized Bill
(On demand through

ERM request by
Corporate)
Free
Charges for pure Postpaid Packages who want to avail both IB/E-IB
PostService
Pre-Paid
Paid
Service Not
Service
Available
Available
Charges (in BDT including VAT)
IB & E-IB
(On demand in CCC/BP)
130
IB & E-IB
(Monthly in
CCC/BP/Careline/BOS
Service Not
Service
Available
Available
(Monthly through ERM
Service Not
Service
request by corporate)
Available
Available
Service Not
Service
Available
Available
request)
130
IB & E-IB
Free
IB & E-IB
(On demand through
ERM request by
corporate)
Free
23

Notes: E-Bill & E-IB
1. Only pure post-paid customers can get their monthly bill or
Itemized bill through e-mail
if they registered for our E-bill
service. Customer of 21st bill cycle will receive bill by 24th of
each month, and customers of 31st bill cycle will receive bill
by 3rd of each month.
2. The courier bill by default will not be sent to the customers once
s/he avails the e-bill /E-IB.
3. If the customers wish to receive both Bill & E-bill or Itemized bill
& E-IB,then they need to inform through any of the
BL contact points ( i.e. Care Centers, BP, Careline , ERM etc).
4. The requests of the customers on monthly e-bill/ e-IB/ IB will be
applied from the next bill cycle onwards of receiving the requests.
5. Last one years IB request can be entertained.
6. Only 4MB maximum can be sent through email.
7. Customers will not be charged for re-sending the E-IB, incase of
those customers, who complain that they have not
received the E-Bill/E-IB.
8. Those customers who get IB free (like PCO and Corporate
Customers) will not be charged regardless Email or Courier
delivery.
9. Customers need to pay at the care center/BP if they want to
avail the on demand e-itemized bill and SLA is within 24
working hours.
10. Bill will be sent through an auto generated e-mail.
i. The e-mail will be sent from: banglalink
ii. E-mail address:
ebill@banglalinkgsm.com
iii. Subject of email: banglalink e-bill for the month

August 2010
24

Banglalink Care lines
Banglalink Customer Care became a new era in the field of customer service with the help of a
devoted and enthusiastic pool of customer care representatives. And this was possible because of
its belief in 7 promises:
1) Greet with a smile
2) Listen attentively
3) Exceed expectations
4) Take responsibilities
5) Apologize sincerely
6) Appreciate opinions
7) Make a difference in service
With a massive campaign of Apnar Jonnoi Amra - Kotha Dilam (We are there for you- We
Promise), Banglalink reached to new heights of Customer service & created a positive
impression within the industry. This would have never been possible without the dedicated tigers
of Banglalink Customer Care- The Customer Care Representatives across the country.
25

Hotline of Banglalink Care lines:
Banglalink Care lines
Short Code:
Working Hour
121 (For all Banglalink Prepaid, Postpaid and

Call & Control Customers)
120 (For SMS call back Service - From Banglalink
mobile only)
2727 (For yellow page service - From Banglalink
mobile only)
175 (For E-Voucher retailer service - From
Banglalink E-Voucher connection only)
9126 (For BP/BSP Support From Employee Phone 24 hours a day, 7 days
a week and 365 days a
of BP/BSP agent)
year.
BTCL Number:
+(88)02 9888370-1,
+(88)02 9862325-6
Mobile Number :
01911 304121
01912-999000 (SME Hotline)
Fax: +(88)02 8820594
E-mail:
info@banglalinkgsm.com
Care Line Tariff Details
Care Line Tariff Details

Short Code
Package Details
Tariff
Pulse
121
All Banglalink Prepaid Packages
Tk. 1.00/ Min
30 sec
N/A
N/A
121
All Banglalink Postpaid

Packages
121
Call & Control Packages
TK. 1.00/ Min
30 sec
175
E-voucher Package Only
N/A
N/A
Tk. 5.00/ Min
60 sec
2727
Yellow Pages (For all

Banglalink)
26

9126
120
BP/BSP Agent Only
N/A
SMS & Call Back Service (For all
Tk. 2.00/ Per
Banglalink Subscribers)
SMS
N/A
N/A
All Banglalink Prepaid &

1200
postpaid Packages Except
TK. 1.00/ Min
30 sec
N/A
N/A
retailer
1200
E-voucher (Retailer) Package

Long Code
1911304121
1911304121
1912999000(SM
E hotline)
All Banglalink Prepaid and
TK. 1.00/ Min
30 sec
All Banglalink Postpaid

Packages
On-net charge
On-net
All packages
Tk. 2.00/Min
30 sec
Call & Control Packages
Summary Note
SL
Summary
Tariff
Pulse
All Prepaid
Tk.1.00/min
30 sec
All Call & Control
Tk.1.00/min
30 sec
All Post-Paid
FREE
N/A
4
5
NB: OG Barred and Disconnected (DISR/ DIAR)

Postpaid customers can call at Care Line 121.
NB: Disconnected (DISR/ DIAR) Prepaid and Call &
Control customer can not call at Care Line.
NB: The corresponding long code will now be
01911304121 instead of 01911304122 and

01911310900.
NB: All charges are exclusive of vat.
Banglalink Sales and Care Centres Locations:
27

Banglalink Sales & Care Centre with a trained team strives to guarantee customer - oriented
service aiming to satisfy the subscribers with proactive attitude and efficient solution. Banglalink
Customer Care Representative serves the customer with pleasure on the following issue.
Subscribing a New Connection

SIM Replacement
Transfer of Ownership
Reconnection
Change of Address
Change of Number
Itemized bill
Bill payment through credit card
Package Migration
SIM is Lost
Re-Registration
Call Barring From Handset
Reach to Sales & Care Centre
28
Location
Contact Number
Working Hour
1. Dhaka CCC (Gulshan)

Rangs Arcade
Fax: 02-9862607
Ground Floor, South Side 153/A,

Gulshan North Avenue
Gulshan Circle - 2
9 a.m. - 8 p.m.
Sunday -Thursday
2. Dhaka CCC (Motijheel)
Fax: 02-9563638
9 a.m. - 6 p.m.
Saturday 9 a.m. - 6 p.m.
Humayun Court
Ground Floor, 21 Motijheel C/A
Friday
Dhaka 1000
3. Chittagong CCC
Forum Central, Ground Floor
Fax: 031- 638864
787/863, M.M. Ali Road, Golpahar

Circle, Chittagong-4000.
4 Sylhet CCC
Khairun Vabon, 1st FL,
MirboxTola,Chowhatta, Sylhet -3100
Fax: 0821-2830446
9 a.m. - 6 p.m.
5. Rajshahi CCC House #

19A,Cantonment Road, Ground FL,
Fax: 0721-861322
Uttara Clinic More, Uposhahar,
Saturday -Thursday
Friday Closed
Rajshahi
6. Khulna CCC
69, K.D.A. Avenue, 1st FL
Khulna
7. Bogra Plot # 8118, Holding #
Fax:051-51545
173 Ward # 07, Ground FL,
9 a.m. - 7 p.m.
Saturday -Thursday
JaleswaritolaKalibari More, Bogra5800
Friday Closed
Banglalink Sales and Care Centres Address:
29

Airport Customer Care Center Address:
Location
Contact
Number
Working Hour
1. Airport Customer Care

Arrival Lounge
Hazrat Shahjalal International
Airport,
24 hours / 7 days a
week
Kurmitola Dhaka.
Banglalink Network Coverage:
Dhaka Division
Chittagong Division
Rajshahi Division
Khulna Division
Barisal Division
Sylhet Division
Network Coverage Map of Banglalink:

30
H. Functions of the Customer Care Department (CCD)

31
Each and every year
only because of increased demand of Service Points BanglalinkTM
increasing and opening new service outlets to reach its wide customer base. The table below
shows the number of CC, BP & BSPs opened in each year (2005-2010) so far:
Year
Customer Care
Center (CC)
Banglalink Point
(BP)
Banglalink Service
Poinr (BSP)
2005
03
2006
01
10
2007
02
20
200
2008
01
30
250
2009
16
400
2010
100
Total
07
76
950
Source: Annual Report of Orascom Telecom Ltd. (2009-2010)

Services offered
Banglalink delivers customer care using its call centers and customer care networks. Currently
Banglalink provides customer care services to its clients through:
Banglalink Sales & Care Centres (CC)
Banglalink Points (BP)
Banglalink Service Points (BSP)
Banglalink Care Lines are call centers serving customers 24 hours 7 days a week with
instant solutions.
Services offered at Banglalink Service Points:

Customer Care Department provides all kinks of services regarding company Products. Like:
SIM replacement
iTop up
New connection sale
Value Added Service (VAS) activation
International roaming info.
Itemized bill request
Bill pay & adjustment
Transfer of ownership
Package migration.
Package upgradation.
32
I. Organogram of Customer Care Department

CCD Director
COPS Manager
Head of Care line
Regional Customer care manager
Line Manager
Zonal Customer care manager
Team Leader
Customer care representative
Customer care representative
33
Criticisms and Penalty

In October, 2007, BTRC fined Banglalink Tk. 1.25 billion for its involvement in illegal call
termination business. The then BTRC chairman major general (retd.) Manzurul Alam confirmed
Banglalink's involvement in the illegal trade. Banglalink, however, in a statement said the
company has agreed to make a one time fixed payment of Tk. 1.25 billion to the government as
compensation for its loss in revenues.
Banglalink initially failed to expand its network keeping pace with increased numbers of
subscribers. This is because Banglalink was the fastest growing mobile operator at that time in
the whole world. However, Banglalink have invested heavily in 2007 and continued that in 2008
for improving network quality. Banglalink's network coverage and network quality improved
considerably and is among the best in Bangladesh now. Especially Banglalink has the best
international call quality in Bangladesh.
34
IV. Literature Review

A. Customer Service:
Customer service is the provision of service to customers before, during and after a purchase.
According to Jamier L. Scott. (2002). Customer service is a series of activities designed to
enhance the level of customer satisfaction that is, the feeling that a product or service has met
the customer expectation."
Customer service is normally an integral part of a companys customer value proposition. In their
book Rules to Break and Laws to Follow, Don Peppers and Martha Rogers, Ph.D. write that
"customers have memories. They will remember you, whether you remember them or not."
Further, "customer trust can be destroyed at once by a major service problem, or it can be
undermined one day at a time, with a thousand small demonstrations of incompetence."
From the point of view of an overall sales process engineering effort, customer service plays an
important role in an organization's ability to generate income and revenue. From that perspective,
customer service should be included as part of an overall approach to systematic improvement.
Some have argued that the quality and level of customer service has decreased in recent years,
and that this can be attributed to a lack of support or understanding at the executive and middle
management levels of a corporation and/or a customer service policy
Modern and precise definition of Customer Service:
"Customer Service is a function of how well an organization is able to constantly and
consistently exceed the needs of the customer."
B. Customer Care:
Customer Care is the processing of meeting (and exceeding) your customer expectations of
service.
Objectives of Customer Care
create a culture of customer focus
creating rapport and building loyalty
achieving customer satisfactionDeveloping Customer Care strategies
The choice of strategy will be dependent on
ensuring general health and survival of the organisation
increasing growth and prosperity

35
ensuring an approach which is consistent and feasible
Key criteria for measuring success are

there must be goodness of fit between internal and external customers
the strategy raises performance
the strategy needs develop a sustainable advantage.
C. Customer Service Representative

Customer service representatives interact with customers to provide information in response to
inquires about products and services. They also handle and resolve customer's complaints. Some
customer service representatives assist individuals interested in opening accounts for various
utilities such as electricity and gas, or for communication services such as cable television and
telephone.
In many cases, they gather information by phone or in person. They receive orders for services to
be installed, turned on, turned off, or changed. They may look into and resolve complaints about
billings and service provided by phone, cable television, and utility companies.
Customer service representatives also may explain how to use equipment and solve any
equipment problems. Others explain to users how to navigate an Internet site.
Many customer service representatives use multiline telephones, fax machines, and personal
computers. Because banks are highly automated, their customer service call centers route each
call to the first available representative as quickly as possible.
Insurance agencies, on the other hand, often use time-consuming searches for files and related
paperwork in providing customer service.
Self-service Web sites and e-mail are providing more efficient and targeted customer service.
Many companies are starting to transform conventional call centers, and e-mail has become a
principal method through which to serve customers.
The challenge of providing customer service via e-mail is having enough representatives to deal
with the large volume of mail.
36

D. Customer Care Job:
Answering phones to respond to orders, general customer inquires, invoice questions, and
customer complaints. Project a professional company image through phone interaction.
Primary Responsibilities:
Answering phones and responds to customer requests.
Sell product and place customer orders in computer system.
Provide customers with product and service information.
Upsell products and services.
Transfer customer calls to appropriate staff.
Identify, research, and resolve customer issues using the computer system.
Follow-up on customer inquires not immediately resolved.
Complete call logs and reports.
Research billing issues.
Research misapplied payments.
Recognize, document and alert the supervisor of trends in customer calls.
Recommend process improvements.
Other duties as assigned.
Additional Responsibilities:
Provide on-the-job training for new employees.
Generate customer thank you letters.
Knowledge and Skill Requirements:
Basic reading, writing, and arithmetic skills required. This is normally acquired through a
high school diploma or equivalent.
37
Computer literate with the ability to learn customer service software applications. Duties
require professional verbal and written communication skills and the ability to type 30
wpm. This is normally acquired through one to three years of office experience.
E. Customer Satisfaction
Customer satisfaction is the state of mind that customers have about a company when their
expectations have been met or exceeded over the lifetime of the product or service. The
achievement of customer satisfaction leads to company loyalty and product repurchase. There are
some important implications of this definition:
Because customer satisfaction is a subjective, non-quantitative state, measurement won't be exact
and will require sampling and statistical analysis.
Customer satisfaction measurement must be undertaken with an understanding of the gap
between customer expectations and attribute performance perceptions.
There should be some connection between customer satisfaction measurement and bottom-line
results.
"Satisfaction" itself can refer to a number of different facts of the relationship with a customer.
For example, it can refer to any or all of the following:
Satisfaction with the quality of a particular product or service
Satisfaction with an ongoing business relationship
Satisfaction with the price-performance ratio of a product or service
Satisfaction because a product/service met or exceeded the customer's expectations
Each industry could add to this list according to the nature of the business and the specific
relationship with the customer. Customer satisfaction measurement variables will differ
depending on what type of satisfaction is being researched. For example, manufacturers typically
desire on-time delivery and adherence to specifications, so measures of satisfaction taken by
suppliers should include these critical variables.
Customer Satisfaction Measurement Facts:
A 5-percent increase in loyalty can increase profits by 25%-85%.
38
A very satisfied customer is nearly six times more likely to be loyal and to repurchase
and/or recommend your product than is a customer who is just satisfied.
Only 4 percent of dissatisfied customers will complain.
The average customer with a problem eventually tells nine other people.
Satisfied customers tell five other people about their good treatment.
Objectives of a customer satisfaction surveying program:

In addition to a clear statement defining customer satisfaction, any successful surveying program
must have a clear set of objectives that, once met, will lead to improved performance. The most
basic objectives that should be met by any surveying program include the following:
Understanding the expectations and requirements of all your customers
Determining how well your company and its competitors are satisfying these
expectations and requirements
Developing service and/or product standards based on your findings
Examining trends over time in order to take action on a timely basis
Establishing priorities and standards to judge how well you've met these goals
Before an appropriate customer satisfaction surveying program can be designed, the following
basic questions must be clearly answered:
How will the information we gather be used?
How will this information allow us to take action inside the organization?
How should we use this information to keep our customers and find new ones?
Careful consideration must be given to what the organization hopes to accomplish, how the
results will be disseminated to various parts of the organization and how the information will be
used. There is no point asking customers about a particular service or product if it won't or can't
be changed regardless of the feedback.
39

Customer Service Effectiveness:
Customer service effectiveness is an important means for organizations to gain a competitive
advantage in todays service economy (Berry, 1995; Bowen & Schneider, 1988). Customers who
are satisfied tend to return for future business and sometimes assist in marketing a service
organization through word-of-mouth (Rucci, Kirn, & Quinn, 1998). Previous research has
demonstrated that customer retention is increasingly profitable year after year in many industries
(e.g., automotive, banking; Reicheld & Sasser, 1990). Further, exerting efforts to retain current
customers is significantly less costly than gaining new customers (Reicheld & Sasser).
Because service effectiveness is increasingly becoming a critical organizational objective
(Cascio, 1995; Reicheld & Sasser, 1990), it is important to examine how the delivery of service
differs from more traditional manufacturing and delivery of goods. The delivery of customer
service is complex, dynamic, and dependent upon customer expectations and perceptions
(Cascio, 1995; Iacobucci, Ostrom, & Grayson, 1995). Unlike manufacturing and distribution of
products, the delivery of customer service generally is not a highly routine or structured task. A
service is distinguished from a product in three principal ways (Bowen & Schneider, 1988). First,
a product is a tangible good, while services are much more intangible and may consist solely of
acts or processes with no tangible product at all. Second, products generally are produced and
then consumed, while services are often produced and consumed simultaneously. Third, the
nature of service requires that customers are active participants in service deliveries. This third
factor, customer participation, highlights the relationship between the service contact employee
and the customer throughout the service delivery process.
The effectiveness of customer service relationships has been operationalized in a variety of ways.
Some studies focus on customer evaluations, such as customer satisfaction (Johnson, 1996;
Schmit & Allscheid, 1995) or service quality (Parasuraman, Zeithaml, & Berry, 1988; Schneider,
White, & Paul, 1998). Other studies focus on customers behavioral intentions, such as wordofmouth intentions (Blodgett, Granbois, & Walters, 1993; Hartline & Jones, 1996), or
repatronage intentions (Blodgett et al., 1993; Boulding, Kalra, Staelin, & Zeithaml, 1993). One
limitation of the previous research is that customer attitudes and behavioral intentions
infrequently are examined within a single study thereby precluding thorough examination of the
construct validity of these variables and how these variables relate to one another (cf., Zeithaml,
40

Berry, & Parasuraman, 1996). The current study addresses this limitation by including measures
of attitudes and behavioral intentions that are relevant to the examination of employee
customer relationships (i.e., customer satisfaction, word-of-mouth intentions, repatronage
intentions). By including multiple indicators of service effectiveness, the current study will be
able to examine a) the factor structure of the constructs, b) construct validity, c) relations among
variables, and d) structural paths among variables (e.g., customer satisfactions impact on
behavioral intentions). Service quality will not be examined in the current study because
previous research suggests that service quality may stem more from behind-the-scenes processes
(e.g., supply chain management) than actual exchanges between employees and customers
(Iacobucci, et al., 1995). In contrast, the findings of Iacobucci et al. indicate that customer
satisfaction stems from customers experiences in service situations (e.g., interactions with
service providers).
Despite the debate surrounding the specific nature of customer service effectiveness (cf.
Iacobucci et al., 1995; Gotlieb, Grewal, & Brown, 1994), there is agreement that customer
attitudes (e.g., customer satisfaction) are related to important customer behavioral intentions (i.e.,
6 word-of-mouth intentions and repatronage intentions). This proposition is consistent with
Fishbein and Ajzens (1977) model of attitudes predicting behavioral intentions. Previous
research on attitudes and behavioral intentions in other contexts provides further support for the
assertion that customer satisfaction leads to behavioral intentions. For example, Tett and Meyer
(1993) conducted a meta-analysis that examined the link between job attitudes and turnover.
They found that two job attitudes (i.e., job satisfaction, organizational commitment) contributed
uniquely to turnover intentions of employees. Further, they found that turnover intentions were
the strongest predictor of actual turnover. Consistent with this literature, the current study
proposes that attitudes toward the service received from a boundary spanner (i.e., customer
satisfaction) will predict intentions to continue doing business with the service provider (i.e.,
repatronage intentions) and intentions to recommend the boundary spanner to others (i.e., wordofmouth intentions).
In summary, service effectiveness is defined in the current study as consisting of three
components: (1) customer satisfaction, which leads to (2) repatronage intentions, and (3) wordof-mouth intentions. Using this definition, customers are the evaluators of service effectiveness.
Seeking feedback from customers is one important way to keep abreast of customer perceptions
41

and thereby to evaluate the service one provides. This information regarding customer
perceptions of service effectiveness likely helps employees meet organizational and personal
goals 7 of satisfying customers. The next section defines boundary spanner feedback seeking
behaviors (FSBs) and presents hypotheses regarding how FSBs are related to customer
satisfaction.
Feedback as a measurement of Customer Service Quality:
The closeness between customers and service employees suggests that customers may hold
unique information about the performance of service employees that supervisors and peers do
not have (Cascio, 1995; Lambert, Sharma, & Levy, 1997). In an organization where customer
service is important, service providers must gain a glimpse into customer perceptions of
service effectiveness. While feedback-seeking behaviors by a boundary spanner have not been
investigated in the customer service literature per se, there are two related research areas that
provide a basis for the current research. First, there are a few studies that investigate a firms
interest in gaining organizational level service effectiveness perceptions from customers (e.g.,
customer satisfaction surveys; e.g., Johnson, 1996; Schneider et al., 1998). In these studies,
organizations are the collectors and administrators of customer feedback regarding
organizational service effectiveness, compared to the current study, where employees seek
feedback regarding their own service effectiveness directly from the customers with whom they
interact. Second, there is a stream of research that examines customer evaluations of individual
boundary spanners as a part of a formal performance appraisal system (e.g., Lambert et al., 1997;
Lengnick-Hall, 1996; London & Smither, 1995; Milliman, Zawacki, Schulz, Wiggins, &
Norman, 1995). Again, these evaluations are solicited and collected by the organization (as
compared to individual boundary spanners), and someone in the organization (presumably a
manager) determines what information will be relayed back to boundary spanners. Each of these
areas will be reviewed below.
F. Customer evaluations of the organization:
One body of research relevant to the role of feedback in customer service contexts examines
employee perceptions that a firm seeks and/or values customer input in relation to service
effectiveness. For example, Johnson (1996) considered information seeking with respect to
42

service effectiveness in an employee survey of service climate. Johnson defined information
seeking as an organizations continuous efforts to identify and track service effectiveness and to
share customer opinions of service with employees. Johnson found that employee perceptions of
the organizations information seeking were related to customer evaluations of overall service
effectiveness and to customer evaluations of boundary spanners effectiveness. After controlling
for branch size and location, information seeking was most strongly related to customer
satisfaction (r = .48, p < .01). Johnson concluded that seeking information from customers
regarding service effectiveness (i.e., determining needs and desires of customers) is a critical first
step in providing excellent service.
In a longitudinal investigation, Schneider and his colleagues assessed customer feedback as a
dimension of service climate (Schneider et al., 1998). Using essentially the same definition as
Johnsons (1996) information seeking, Schneider and colleagues also found that seeking
customer feedback at Time 1 predicted customer perceptions of service quality three years later
(r = .31, p < .01). They concluded that the key to positive customer perceptions of service
quality . . . may be listening to customers and creating conditions that will meet those customers
expectations and needs (p. 159). Results of these two studies (i.e., Johnson, 1996; Schneider et
al., 1998) indicate that the popular press (e.g., Peters & Waterman, 1982) is on target the best
service firms do listen to their customers. The results of these studies also support the central
tenet of this study that customer feedback seeking behaviors are positively related to service
effectiveness.
These studies (Johnson, 1996; Schneider et al., 1998) demonstrate that there is a positive
relationship between employee perceptions that the organization solicits and values customer
input and customer ratings of service effectiveness. The implication is that organizations that
collect customer information on an organizational level are perceived as providing better service
than those who do not collect customer information provide. Using customer feedback allows
organizations to monitor and regulate their service offerings and delivery. The current study
examines this link at an individual level in service relationships, proposing that boundary
spanners who collect more information (feedback) from their customers will be perceived as
providing more effective customer service.
43

Customers evaluating individual employee as well as organization:
In addition to customers evaluating organizations, increasingly customers are being used to
evaluate employees. For example, London and Smither (1995) report that approximately 60% of
the consulting firms and organizations surveyed collect performance ratings of employees made
by internal or external customers. In addition, customers traditionally have been included in
formal performance appraisal programs in teaching settings, and more recently in other service
settings (Lambert et al., 1997; Milliman et al., 1995). For example, an article in Personnel
Journal describes how some businesses (e.g., Federal Express and Digital Equipment
Corporation) include customers in 360-degree goal-setting processes (Milliman et al., 1995). A
Harvard Business Review article by a Sears vice president describes their employee-customerprofit model that is used to determine rewards and compensation for the top 200 ranking
managers within the company. All of these managers long-term incentives are based equally on
employee satisfaction, customer satisfaction, and financial performance (Rucci, Kirn, & Quinn,
1998). Also, at General Electric, the formal appraisal process of senior management includes
interviews with customers (Cascio, 1995).
Taken together, these findings indicate that organizations value customer perspectives as an
important index of employee performance.
Although anecdotal examples abound, there is very little published research investigating
customers as evaluators of individual employees; as London and Smither note this is an area in
which practice is well ahead of theory and research (1995, p. 807). While the literature
examining customer performance evaluations of service employees is thin, two relevant
empirical studies have been identified. Schneider, Hanges, Goldstein, and Braverman (1994)
examined the generalizability of customer service ratings of academic faculty made by
undergraduate students.
Schneider and colleagues found that student ratings of teaching effectiveness (service
effectiveness) were related to department chair ratings of teaching, to other facets of faculty
performance (e.g., graduate educator effectiveness, undergraduate educator effectiveness,
department service, colleagueship), and to chair ratings of overall faculty effectiveness. The
significant correlation between student and chair ratings of faculty effectiveness (r = .32, p < .01)
44

demonstrates that service effectiveness judgments made by customers and supervisors are
related. The correlation also demonstrates that nearly 90% of the variance in student and chair
ratings is not shared. This study indicates, as we might expect, that customer ratings are likely to
agree to some extent with supervisor ratings of boundary spanners. However, this study also
demonstrates that customers likely are providing important additional information and observing
additional service behaviors that supervisors do not see, making their ratings a valuable addition
to the performance appraisal process. The second empirical study regarding customer evaluations
of boundary spanners was conducted in the health care industry (Lambert et al., 1997).
Evaluations of boundary spanners were made by two constituents: customers and managers of
the boundary spanners. Similar to Schneider et al. (1994), customer ratings of boundary spanner
employees knowledge, availability, and trustworthiness were significantly correlated with
managers ratings of employees on these dimensions (ranging from r = .28 - .36, p < .05). Again,
these results indicate that while customers and managers demonstrate some agreement on the
effectiveness of boundary spanners, each perspective provides unique information. For example,
customers likely are in a better position to observe boundary spanners behaviors in service
interactions than are managers. One potential explanation for variability in boundary spanners
service effectiveness is that successful boundary spanners are engaging in more feedback seeking
behaviors and incorporating more customer feedback compared to boundary spanners that
perform less well. This conclusion is potentially more useful, as it provides an actionable
conclusion: teach boundary spanners to seek and use feedback from customers to improve
customer perceptions of the employee and the organization. This proposition has not been
empirically tested prior to the current study.
Given that there is a little research on customer evaluations of boundary spanner performance, it
is not surprising to learn that there is no published research on the social context of boundary
spanner performance ratings made by customers. Two aspects of the social context might be
particularly important in the customer service relationship: customer liking of boundary spanners
and customers perceived similarity to the boundary spanners. Outside the customer service
context, previous research has shown a positive relationship between a supervisors liking of
subordinates and supervisors performance ratings of subordinates (e.g., Judge & Ferris, 1993;
Tsui & Barry, 1986; Wayne & Ferris, 1990; Wayne & Liden, 1995). Theoretically, liking may
influence the supervisors observations and retention of performance information (Cardy &
45

Dobbins, 1986). It may also be the case that supervisors provide more resources and support to
liked subordinates, thereby contributing to better actual job performance (Feldman, 1986). Based
12 on the same logic, customers liking of boundary spanners is likely to be related to customer
satisfaction in the service context. Just as supervisors do, customers are likely to selectively
attend to and recall positive performance information for liked boundary spanners. Similar to
supervisors, customers may provide more information to liked boundary spanners that allows the
boundary spanners to perform better in the eyes of the customer. Based on this rationale,
customer liking is proposed to impact customer satisfaction.
The second social factor of interest is the degree to which customers perceive boundary spanners
to be similar to themselves. Previous research indicates a positive relationship between
supervisors perceived similarity of subordinates and supervisors ratings of subordinate
performance (Pulakos & Wexley, 1983; Turban & Jones, 1988; Wayne & Liden, 1995; Zalesny &
Highhouse, 1992). According to Zalesny and Highhouse, this relationship might be explained by
social cognitive information processing. Supervisors tend to develop a positive self-evaluation,
thus subordinates perceived to be similar to themselves will be perceived in a more positive light
than will subordinates perceived to be dissimilar to themselves. Customers are likely to engage
in the same type of cognitive processing as supervisors when evaluating the service provided by
boundary spanners. Thus, customers who perceive boundary spanners to be similar to themselves
are likely to be more satisfied with the service delivered by these similar boundary spanners.
Service Quality Vs. Customer Satisfaction:
What is Service Quality ?
Service quality is defined differently by different authors. Crosby (1984) defines it as

conformance to requirements. Other prominent definitions include fitness to use
(Joran,
1988) or one that satisfies the customer (Eiglier and Langeard, 1987). The quality implies zero
defects in the firms offerings as per production philosophy of Japan. Initial efforts in defining
and measuring service quality emanated largely from goods sector. However, in the mid-eighties
Parasuraman, Zeithaml and Berry (1985) lay down a foundation in this area. They may be the
earlier among researchers to emphatically point out that the concept of quality prevalent in the
46

goods sector is not extendable to the service sectors. They observe that as services are inherently
and essentially intangible, heterogeneous, perishable and entailing simultaneity and
inseparability of production and consumption, therefore, require a distinct framework for quality
explication and measurement. In addition, as against the goods sector where tangible cues exist
to enable consumers to evaluate product quality, quality in the service context is explicated in
terms of parameters that large come under the domain of experience and credence properties
and are as such difficult to measure and evaluate (Jain and Gupta: 2004:26 ). After reviewing the
previous literature of different researchers on service quality, Parasuraman et al. (1985:42)
suggest three underlying themes of service quality: service quality is more difficult for the
consumers to evaluate than goods quality, the perception of service quality result from a
comparison of consumer expectations with actual service performance and quality evaluations
are not made solely on the outcome of service, also involve evaluations of the process of service
delivery. The proposed service quality theory of Oliver (1980) predicts that clients will judge that
quality is low if performance does not meet their expectations and quality increases as
performance exceeds expectations. Hence, customers expectations serve as the foundation on
which service quality will be evaluated by customers. Moreover, the author states that as service
quality increases, satisfaction on the service and intentions to reuse the service increase
(Asubonteng P., McCleary K. J. and Swan J. E., 1996:2).
One major contribution of Parasuraman et al. (1988:6) is to provide a terse definition of service
quality. They define service quality as a global judgement, or attitude, relating to the superiority
of the service, and explicated it as involving evaluations of the outcome and process of service.
They also mention that it differs from objective quality; it is a form of attitude related but not
equivalent to satisfactions and results from a comparison of expectations with perception of
performance. Zeithaml (1987) points out that perceived quality is the consumers judgement
about an entitys overall excellence or superiority. In addition, Zeithaml, Bitner and Gremler
(2006:106) in their book highlight that quality or satisfaction is based on customers perception
of the service- not some predetermined objective criteria of what service is or should be.
Customers perceive services in terms of the quality of the service and how satisfied they are
overall with their experiences. In line with the propositions put forward by Grnroos, Smith and
Houston (1982) posit and operationalize service quality as a difference between customer
47

expectations of what they want and their perceptions of what they get(Jain and Gupta:
2004:26). Therefore, Grnroos (2001) emphasizes that the quality of the service is dependent on
two variables: expected service and perceived service.
G. Service Quality vs. Customer Satisfaction
Practitioners and writers in the popular press tend to use the term satisfaction and quality
interchangeably, but researchers attempt to be more precise about the meanings and measurement
of the two concepts, resulting in a considerable debate (Zeithaml, Bitner and Gremler, 2006:106107). However, there is a consensus that service quality and satisfaction are distinct (Bitner,
1990; Bolton and Drew, 1991a). Service quality is described as a form of attitude, related but not
equivalent to satisfaction (Bolton and Drew 1991a; Parasuraman, Zeithaml and Berry, 1988). But
the literature has left confusion between the relationship of consumer satisfaction and service
quality though its important to managers and researchers alike because service providers need to
know whether their objective should be to have customers who are satisfied with their
performance or to deliver the maximum level of perceived service quality. Several efforts have
been made by different researchers (Bitner, 1990; Bolton and Drew 1991a, b; Parasuraman,
Zeithaml and Berry, 1985, 1988) to classify this relationship on realizing the importance of this
issue (Cronin and Taylor, 1992:56). Oliver (1981:27) tries to summarize the current thinking on
satisfaction as [satisfaction is a ] summary psychological state resulting when the emotion
surrounding disconfirmed expectations is captured with the customers prior feelings about the
consumption experience (Parasuraman et al.,1988:16). The most common explanation of the
difference between the two is that perceived service quality is a form of attitude, a long-run
overall evaluation, whereas satisfaction is a transaction-specific measure (Bitner, 1990; Bolton
and Drew 1991a; Parasuraman, Zeithaml and Berry, 1988). Besides, Parasuraman, Zeithaml and
Berry (1985, 1988) state that the higher level of perceived service quality result in increased
consumer satisfaction (Cronin and Taylor, 1992:56). Moreover, it has been expressed by the
writers (Zeithaml, Bitner and Gremler, 2006:106-108) that although they have certain things in
common, satisfaction are generally viewed as a broader concept whereas service quality focuses
specially on dimensions of service. Based on this view, they suggest that perceived service
quality is a component of customer satisfaction. Service quality is a focused evaluation that
reflects the customers perception of five proposed dimensions by Parasuraman et al. (1988).
48

Satisfaction, on the other hand, is more inclusive: it is influenced by perception of service
quality, product quality and price as well as situational factors and personal factors.
Several researchers (Bitner, 1990 and Bolton and Drew 1991 a, b) raise the issue that satisfaction
is an antecedent of service quality. In particular, Bolton and Drew (1991 a, b) use the common
assumption that service quality is analogous to an antecedent of service quality though empirical
research conducted by Cronin and Taylor (1992:64) indicate that this may not be the case and
provides empirical support for the notion that perceived service quality in fact leads to
satisfaction as proposed by Parasuraman, Zeithaml and Berry (1985, 1988).
Conceptualized Models of Service Quality:
In literature, there has been considerable progress as to how service quality perceptions should
be measured, but little advance as to what should be measured (Brady and Cronin, 2001:34).
Brady and Cronin (2001) suggest that researchers generally adopt one of two conceptualizations
in their work, European or the American perspective (Kang Gi-Du, 2004:2).
The first is the Nordic perspective (Grnroos, 1982, 1984, 2001), which defines the dimensions
of service quality in global terms as consisting of functional (process) and technical quality
(outcome) (Brady and Cronin, 2001:34). Grnroos emphasize the importance of corporate image
in the experience of service quality similar to the idea proposed by Lehtinen and Lehtinen
(1982). (Appendix 1:
Grnroos Model of Service Quality). The second, the American
perspective (Parasuraman, Zeithamal and Berry, 1985, 1988) use the terms that describe service
encounter characteristics
(Appendix 2: PBZ Model: 1988). Besides, service quality is known
to be based on multiple dimensions (Gronross, 1982; Parasuraman et al., 1985); however, there is
no general agreement as to the nature or content of the dimensions. Two (Gronross, 1982, 2001;
Lehtinen and Lehtinen, 1982), three (e.g. Rust and Oliver, 1994), ten then five (Parasuraman,
Zeithaml and Berry, 1985, 1988) dimensions have been proposed. Although later
conceptualization dominates the literature, a consensus has not evolved as to which, if either, is
more appropriate approach (Brady and Cronin, 2001:34).
Measurement Instruments of Service Quality:
49
Brady and Cronin (2001:34) mention that the conceptualization and measurement of service
quality perception have been the most debated and controversial topics in the services marketing
literature to date. This debate continues today, as is evident from the ongoing and largely failed
attempts either to integrate the SERVQUAL/SERVPERF conceptualization into new industries
(e.g. Dean 1999; Lee and Lee, 1995) or to replicate its conceptual structure (e.g. Asubonteng,
McCleary and Swan 1996; Kettinger and Lee, 1995). Jain and Gupta (2004) state that
SERVQUAL and SERVPERF are two most widely advocated and applied service quality scales.
Notwithstanding a number of researchers have undertaken in the field, though it is not yet clear
as to which one of the two scales is better measure of service quality.
In view of the above, the researcher attempts to provide some conceptual and operational ideas
on SERVQUAL and SERVPERF.
Conceptualization of SERVQUAL Scale:
The SERVQUAL scale is based on the gap model proposed by Parasuraman, Zeithaml and Berry
(1985, 1988).The foundation of their model lies in the product quality and customer satisfaction
literature especially on the disconfirmation paradigm employed in the physical good literature
(Brady and Cronin, 2001:27). The gap model suggests that satisfaction is related to the size and
direction of disconfirmation of a persons experience vis--vis his/her initial expectations
(Churchill and Surprenant, 1982; Parasuraman, Zeithaml and Berry, 1985; Smith and Houston,
1982). In persuasion of that concept, service quality is viewed as lying along a continuum
ranging from ideal quality to totally unacceptable quality, with some points along the
continuum representing satisfactory quality. Parasuraman, Zeithaml and Berry (1988) express
that when perceived or experienced service is less than expected service, it implies less than
satisfactory service quality. But, when perceived service is more than expected service, the
obvious inference is that service quality is more than satisfactory. Parasuraman, Zeithaml and
Berry (1988) posit that while a negative discrepancy between perceptions and expectations a
50

performance-gap as they call it causes dissatisfaction, a positive discrepancy leads to
consumer delight (Sanjay and Gupta, 2004:27).
Operationalization of SERVQUAL Scale:
Parasuraman, Zeithaml, and Berry (1988, 1991) originally identify 10 determinants of service
quality based on a series of focus group sessions (1985). They subsequently develop
SERVQUAL (1988), which recasts the 10 determinants into five specific components: tangibles,
reliability, responsiveness, assurance, and empathy
(Appendix 3: Five Dimensions of Service
Quality). The basis for identifying these five components is factor analysis of the 22-item scale
developed from focus groups and from the specific industry applications undertaken by the
authors (Parasuraman, Zeithaml, and Berry 1985, 1988, 1991). Being explicitly influenced by the
European perspective, Parasuraman et al. (1985) suggest that quality evaluations are not made
solely on the outcome of service; they also involve evaluations of the service delivery process.
They add that as the dimensions are interdependent, the primary basis for the dichotomy rests
with when the evaluation occurs. The evaluation occurs while the service is being performed for
process quality, on the other hand, for outcome quality; evaluation happens after service
performance and focuses on what service is delivered. However, their measurement scale of
service quality (i.e. SERVQUAL) does not explicitly reflect both dimensions, a functional
dimension only. The focus of the SERVQUAL scale on a functional dimension is criticized by
several authors like Cronin and Taylor, 1992; Brady and Cronin, 2001; Baker and Lamb, 1993
(Kang Gi-Du, 2004:3).
51
Expected
Service
Perceived
Service
Perceived Service
Quality
Expected
Service
Technical
Quality
Functional
Quality
Figure: Grnroos Service Quality Model
R
erceived Service
eliability
R
esponsiveness
xpected Service
E
P
erceived Service
Quality E
52
mpathy
A
ssurance

T
angibles
V. Analysis Part
A. Customers Data Analysis:

Figure 1: Distribution of gender of the respondent
Interpretation: Above diagram shows that most of the respondent, whom has been conducted
through personal interview were male, as 64% respondents were male. On other hand 36%
respondents were female.
53

Figure 2: Occupation of the respondent
Interpretation: Above diagram shows that most of the respondent occupation was business man
39% of research. On other hand 23% respondent occupation was service holder, 12% was
housewife, 11% was students, 6% of the respondents were others and rest of the respondent
occupation was retired.
54

Figure 3: Factors influenced respondent to use Banglalink
Interpretation: From the above diagram 36% respondents use Banglalink by influence by the
promotions of Banglalink, 29% respondents influenced by themselves, 14% respondents
influenced by relatives, and rest of respondents were influenced by friends, family members and
others.
55

Figure 4: Package preferred by the respondent
Interpretation: Above graph shows that most of the respondents have use prepaid connection
that is 80%, on the other hands post paid connection at second position that is 20%.
56

Figure 5: Factors considered at the time of purchasing Banglalink connection
Interpretation: From the above diagram 50% respondents rating Banglalink in terms of call rate
for purchasing connection, 20% think about the network facilities of Banglalink and rest of them
think service, brand image and others factors.
57

Figure 6: Problem faced during the service time in Banglalink customer care
Interpretation: From above graph 79%t of the respondents said yes and others said no.
58

Figure 7: Factors that lead to creates dissatisfaction for the respondents
Interpretation: Above illustration shows that a major 45% respondent said that employee busy,
20% said that not very friendly, 15% said that poor service, 15% said that not prompt and rest of
the 5% faced other problems.
59

Figure 8: Respondents view about customer care service points in terms of office space
Interpretation: Above illustration shows that 50% respondents was feeling good, 30%
respondents was average, 11% respondents was very good, and 9 % respondents said not good
about Banglalink customer care service points office space.
60

Figure 9: Respondents view regarding entertainment facility at waiting area
Interpretation: According to the above diagram out of all respondents, 35% respondents said
different packages call rate display is very much important at waiting area, 23% said different
packages name display should include, 17% respondents said news papers, magazines need for
entertainment and rest of respondents said TV and booklets, brochure are need to include in the
waiting area.
61

Figure 10: Respondent view towards the service that they got from customer service
representative or in service point
Interpretation: Above illustration shows that 72% respondents was stand at queue longer than
expected time for getting service, 21% respondents said some times and rest of them never stand
longer than expected time at queue for solve their problem.
62

Figure 11: Respondents opinion towards individual customer care attention at customer
care
Interpretation: It has been depicted from the above findings that 65% respondents said strongly
agree, 10% respondents said strongly disagree, 10% respondents said disagree and rest 15%
respondents said neither disagree nor agree regarding the opinion towards individual customer
care attention at customer care.
63
Figure 12: Satisfaction level of respondents regarding behavioral issues of customer care
representatives
Interpretation: It has been depicted from the above findings that 60% respondents are not
satisfied with the behavior of customer care representative and 40% respondents are satisfied.
64
Figure 13: Respondents view about customer care representatives problem solving skills
Interpretation: Above illustration shows that 60% respondents said that customer care
representative are not good regarding problem solving matter, 20% respondents said average,
15% respondents said good and rest of the 5% said very good about problem solving capabilities
of customer care representatives.
65
Figure14: Respondents opinions about customer representatives prompt service
Interpretation: It has been depicted from the above findings that maximum 55% respondents
are not feeling good about customer representatives prompt service, 25% said average, 15% said
good and rest of the 5% said very good on prompt service.
66
Figure 15: Respondents view towards level of satisfaction with Banglalink network
facilities
Interpretation: Above illustration shows that 65% respondents was satisfied with Banglalink
network performance, 15% respondents was highly satisfied, 12% respondents was average, and
8% respondents was not satisfied with Banglalink network facilities.
67
B. SWOT Analysis:
SWOT is an acronym for the internal strength and weakness of a firm and the environmental
Opportunity and Threat facing that firm. So if we consider Banglalink as a business firm and
analyze its strength, weakness, opportunity and threat the scenario will be as follows:
Strengths:
Strong customer relationship
Create good image on customer mind
Give better service
Flexible call rate
Efficient performance
Young enthusiastic workforce
Fastest network service
Fastest growing mobile operator
Weaknesses:
Lack of monitoring customer care representatives performance on a
regular basis.
Lack of skills of employees
Absence of strong marketing activities
Scarcity of innovative products
Lack of proper motivation, training and job rotation for employees
Opportunities:
Distinct operating procedures
Launching new products and services
Experienced managers and customer care representatives
Threats:
Increase competitive other telecom customer service in the market
Similar products are offered by the other telecom company
68

Industrial downward trend due to failed to gain customer from
competitor company
Government rules and regulations
VI. Ending part of the Report

A. Findings of the Report:
I found by analyzing the customers that most of the respondents are male like 64%.
Most of the customers occupation is Businessman like 32% and Service holder like 26%.
Most of the respondents 29% were influenced to use Banglalink by themselves and other
36% by the promotion.
In Banglalink a certain number of customers have the prepaid connection.
I found from respondents that they have faced some problem during the customer care
service
Respondents problems like employee are busy, not very friendly, and services are slow.
Respondents are not satisfied with the customer care office space.
In waiting room area respondents wants to have the displays facilities of different
packages name and call rate, TV, Magazine, Newspapers etc. for their entertainment.
Employees of the Banglalink customer care not giving more focus on individual
customers attention.
Most of the respondents are satisfying with Banglalink network facilities.
By analyzing the data I also found that customers are comment in good range result for
caring customers.
Customer's preference is adequate about Banglalink
69
B. Recommendations:
To make a positive impact of Customer Care Service on the overall performance of
BanglalinkTM and to improve the service quality I would like to suggest the following points
to be taken into active consideration:
In addition, with the present services they should include more services.
It is badly needed to provide more services to the customer in order to
compete in the market.
As the clients are not in favor or like easily buy Banglalink connection for identification
problem.
Up to date customer care should be fast to give better service to the customers.
Special monitoring cell should work in the field level.
Effective and efficient manpower should be increase in customer care sections.
Need to improve network availability.
Need to more train up for customer care managers.
Management should arrange appropriate training facilities to their staff to be always

helpful, courteous, and knowledgeable.
CC representative should not make promises unless they will be able to keep them
CCR should be helpful - even if theres no immediate profit in it.
CCR should take the extra step.
Answering Customers phone courteously with empathy.
Listening to customers actively & attentively with a participatory approach.
Should deal with complaints accurately & effectively.
Throw in something extra which would exceed customers expectation.
70
C. Conclusion:
Good customer service is the lifeblood of any business. A company can offer promotions and slash
prices to bring in as many new customers as it wants, but unless it can get some of those customers to
come back, its business wont be profitable for long.
Good customer service is all about bringing customers back. And about sending them away happy
happy enough to pass positive feedback about your business along to others, who may then try the
product or service you offer for themselves and in their turn become repeat customers.
Being a good salesperson, one can sell anything to anyone once. But it will be his approach to
customer service that determines whether or not he will ever be able to sell that person anything else.
The essence of good customer service is forming a relationship with customers a relationship that
that individual customer feels that he would like to pursue.
In my report I tried to figure out how banglalinkgsm is dealing with its customers to make a longterm relationship through its customer care department. As true secret of good customer service: A
company will be judged by what it does, not what it promises.
The mobile industry in Bangladesh is still facing an oligopoly competition. In order to be competitive
in this industry in future, the only option is to build up a strong brand image is by creating unique
product offerings and make a competitive market. Banglalink has successfully managed to
introduce perfect competitions among the mobile operators. The competitions are so vast that that the
connection price as well as the airtime rate is falling down day by day. In this changing environment
based on this research on Banglalink the following recommendations are suggested for the
improvement of customer care division. These recommendations will definitely improve the overall
company image if implemented efficiently.
This indicates that Banglalink Customer Care is doing well in Assurance dimension but they
need to pay particular attention on Empathy dimension.
Greet every Customer with Friendly tone, appropriate greetings, good body language and eye
contact, Whenever possible use customer name
Listen to the customers actively and treat them with respect.
71
Understand try to find out and anticipate the customers need to meet and exceed thair
expectations.
Take the customers problem as their own responsibility to solve quickly or contact those
who can solve it and personally follow up to make sure the customer is satisfied.
Apologize personally when the customers are not satisfied with our service, regardless of any
fault.
Thank & wish all customers and encourage them to give us their feedback.
Make a difference by setting examples and going out of the way to help the customer.
Customer Care Representatives should provide clear message along with very attractive and
cordial voice
72
VII. Appendix Part

A. Bibliography
Kotler, Philip. Marketing Management. 11th ed. New Delhi:
Prentice-Hall, 1999.
Kinnear, Thomas C., and James R. Taylor. Marketing Research: An Applied Approach. 5th ed.
New Delhi: McGraw Hill, 2003.
Ivancevich, John M., and Steven J. Skinner. Business for the 21st Century. Boston: Irwin,
2003.
Zikmund, G. William. Business Research Methods. 7th ed. Singapore: Thomson
Learning South Western, 2003
Gilbert A. Churchill, Jr. and J. Paul peter. (1999) Marketing: creating value for customers,
Tata McGraw Hill.
Dick, A.S. and Basu, K. (1994). Customer loyalty: toward an integrated conceptual
framework. Journal of the Academy of Marketing Science, Vol. 22, 99-113.
Work Cited:
1. http://www.banglalinkgsm.com.
2. http:// www.google.com
73
B. Questionnaire Form
Questionnaire Part (All answers are confidential)
Dear Respondent,
I am Rubaed Ahmed Hazari student of Bachelor of Business Administration (BBA), in the
College of Business Administration (CBA) at the International University of Business
Agriculture and Technology (IUBAT). I am doing my internship in Banglalink (An Orascom
Telecom Bangladesh Ltd.) and conducting a survey topic on Measuring the Customer
Satisfaction Level of Banglalink Customer Care . as a partial fulfillment of the course
BUS 490 Practicum.
Would you mind giving me few minutes to answer some questions? Answering the questions will
be highly acknowledged and esteemed, as it will be a great assistance for me to complete the
research project. Thank you for your kind cooperation.
Instruction: Please put () tick in the specified boxes and write down your comments in the
specified space.
1. What is your gender?
Male Female
2. What is your occupation?
Student Service holder
Business man Housewife Retired
Other
3. Who influenced you to use Banglalink connection?

Yourself Friends Family members Relatives
Employee of the company Others
4. Which packages do you like more?
Prepaid Post Paid
5. Which factors you have considered at the time of purchasing Banglalink connection?
Call rate Network Service Brand image Others
6. Have you faced any problem during the service time in Banglalink customer care?
74

Yes
No
7. If Yes, What types of problem did you face?

Employee busy Poor service Not very friendly Others
8. What do you think about the customer care service points in term of office space?
Very good
Good
Average
Not good
9. What type of entertainment should include in the waiting area?

News Papers, Magazines TV Booklets, Brochures
Different packages name display Different packages call rate display
10. Do you have to stand in queue longer than you have expected when you call or come to
get service from customer service representative or in service point?
Some times
Very often
Never
11. Should customer care give more focus on individual customer care attention?
Strongly disagree Disagree Neither agree nor disagree
Strongly agree
12. Are you satisfied with the behavior of customer care representative usually behaved
with you towards your problem?
Yes
No
13. If No, how you will mark them about their capabilities towards problem solving skills?
Very good Good Average Not good
14. What do you feel about customer representatives prompt service?
Very good Good Not good Average
15. How much you have satisfied with Banglalink network facilities?
Highly satisfied
Satisfied
Average
Not satisfied
In your point of view what additional issues should be included for developing customer care
satisfaction level?
----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------Personal Information
Name
: ____________________________________________________
Contact Number
: ____________________________________________________
75

Address
: ____________________________________________________
Thank you for giving me your valuable time with keeping patient to help me by answering your
constructive and useful comments.
76

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Measuring the Customer Satisfaction Level of Banglalink Customer Care

II. Empirical Part of the Report

B. Background of the research:

Measuring the Customer Satisfaction Level of Banglalink Customer Care

C. Origin of the report:

To evaluate the customer service of Banglalink

Measuring the Customer Satisfaction Level of Banglalink Customer Care

E. Scope of the Study:

F. Limitation of the report:

Measuring the Customer Satisfaction Level of Banglalink Customer Care

Measuring the Customer Satisfaction Level of Banglalink Customer Care

G. Methodology of the Study:

: Existing all customers of Banglalink

: Individual customers of Banglalink

: Gulshan Branch in Dhaka City.

: 05 May 2010 05 August 2010

Face-to-face conversation with customers visited at the customer care centre

Practical work experience in the customer care

b. Secondary Data Sources:

Website of the Banglalink.

Annual repot of CCD of Banglalink.

Newsletters, Brochures of Banglalink.

Measuring the Customer Satisfaction Level of Banglalink Customer Care

6. Data collection Method:

Measuring the Customer Satisfaction Level of Banglalink Customer Care

III. Brief Information about Banglalink

Tiger's Den (Banglalink's Headquarters) at Gulshan.

Measuring the Customer Satisfaction Level of Banglalink Customer Care

Measuring the Customer Satisfaction Level of Banglalink Customer Care

B. Profile of the Company (BanglalinkTM)

Orascom Telecom Bangladesh Limited.

+880 8 821 256

C. Management Team of the Organization

Measuring the Customer Satisfaction Level of Banglalink Customer Care

D. Mission of the Company

E. Vision of the Company

Who is Behind of Banglalink

The Real Tigers Behind the Stripes

Measuring the Customer Satisfaction Level of Banglalink Customer Care

A friendly, professional and mutually supportive environment that encourages its

Banglalinks Shared Value

All the Banglalink

family members have one thing in common- a passion to serve. They

Measuring the Customer Satisfaction Level of Banglalink Customer Care

Banglalink (An ORASCOM TELECOM Company.)

Total no. of employee

Zonal Sales Manager

Zonal Customer Care Manager

US$288 million (2008), 49.2% from

Measuring the Customer Satisfaction Level of Banglalink Customer Care

F. Objectives of the Company

G. Products and Services of the Company

Measuring the Customer Satisfaction Level of Banglalink Customer Care

Personal call and control

Measuring the Customer Satisfaction Level of Banglalink Customer Care

More than 2 years

charge, Roaming & VAT amount)

Loyalty discount are providing monthly from May 2007.

Measuring the Customer Satisfaction Level of Banglalink Customer Care

Other Postpad Packages:

Postpaid New Bundle Offers

Measuring the Customer Satisfaction Level of Banglalink Customer Care

Postpaid Unlimited Bundle Offer