Service Marketing Strategy and Implementation

EASTERN BANK LIMITED

Prepared By

Omar Farukh 1825261060

Nazmus Sakib Siam 1835039660

Hasan Md Rifat 1835342660

Samia Nasrin 1915036060

Sumiya Hossain 1915038660

Antonu Roy 1835425060

 Acknowledgement

We would like to take the opportunity to convey our heartfelt appreciation to those, whose
blessing and cooperation was important to bring this case study in light. We want to show our
gratitude to:

Dr. Muhammad Sabbir Rahman

Associate Professor, School of Business and Economics
North South University

Ms. Umme Salma

Head, Learning & Development
Human Resources Division
Eastern Bank Limited

Mr. Md. Habibur Rahman

Branch Manager, Khilgaon Branch
Retail & SME Banking
Eastern Bank Limited

Mr. Md. Ali Reza

Senior Branch Sales & Services Manager
Dhanmondi Branch, Retail & SME Banking
Eastern Bank Limited

Last but not the least I also acknowledge the management team and employees of Eastern
Bank Limited for their great support for making this report a successful and comprehensive one.

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 Table of Contents

SL Description Page Number

1 Hisory 3

2 Management Structure 3

3 Vision and Mission 5

4 Daily Operations 6

5 Operational Network Organogram 7

6 Industry Analysis 9

7 Competition Analysis 10

8 Physical Evidence 11

9 Service Issues of Eastern Bank Limited 14

10 Management Control of service 15

11 Administrative System 17

12 Real life Case-1 17

13 Real life Case-2 18

14 Service Marketing Strategy and Implementation 18

15 Future Service 21

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 History

Eastern Bank Limited was incorporated as a public limited company and a scheduled bank on 16
August 1992 to commence business. EBL is the successor of BCCI. In 1991 when BCCI (Bank of
Credit and Commerce international ltd) collapsed internationally, the operation of this bank
closed down in Bangladesh. After discussions with BCCI employees and taking into
consideration the depositors and customers interests, Bangladesh Bank gave permission to
form a bank named Eastern Bank Limited by taking all assets and liabilities of erstwhile BCCI
(Overseas). It was established under the Bank of Credit and Commerce International (Overseas)
Limited (Reconstruction) Scheme formulated by Bangladesh Bank. EBL started business with
four branches-Principal Branch, Motijheel Branch, Agrabad Branch and Khulna Branch and had
authorized capital of TK.1000 million with 10 million shares of TK. 100 each and of paid up
capital of TK.310 million. The paid up capital increased to TK. 600 million in 1994. The first
Board of Directors constituted of 7 directors of Bangladesh Government. Mr. Nurul Hossain
Khan was the Chairperson and Mr. Ghiyasuddin Ahmed was Managing Director.

In 1993, EBL started its expansion of branches. The bank got its Authorized Dealership License
from Bangladesh Bank on 7 July 1993. Six new branches opened in 1994 and three in 1995.

Management Structure

EBL started its business as a scheduled bank with only four branches, which included Principal
Branch, Dhaka; Motijheel Branch, Dhaka; Agrabad Branch, Chittagong and Khulna Branch. EBL
started its business with a motto to grow as a leader in the banking arena of Bangladesh
through better counseling and efficient service to clients. EBL resumed its operational activities
initially with an authorized capital of Tk. 1000 million, divided into 10 million shares of Tk. 100
each and paid up capital of Tk. 310 million. The initial shareholders were the NCBs, various govt.
agencies, and some of the depositors who had agreed to accept shares in the new bank in lieu
of their deposits. The first Board of Directors of EBL constituted under govt. supervision,
consisted of 7 directors from various business and professions. Eastern bank Limited was under
govt. control until the end of 2000 and therefore, there were lots of deficiencies in the Bank’s
management.

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 In 2001, the board of directors brought in new professional management from various foreign
banks who have been trying to modernize the bank ever since. Eastern Bank Limited started the
year 2004 with Paid-up Capital stood at Tk. 828 million but the authorized capital remained
unchanged at Tk. 1000 million. The general public held 83.42% of its shares while institutional
investors held the rest 16.58%. At present, EBL is one of the fastest growing commercial banks
in the country & the largest capital based bank in Bangladesh.

It has 79 branches (including 1 off-shore banking unit) scattered over the major cities of the
country in major business areas. At present EBL has 194 ATMs open for 24 hours for the
customer service.

Like any other business organization, the top management makes all the major decisions in EBL.
The board of directors being at the highest level of organizational structure plays an important
role in policy formulation. The board of directors is not directly concerned with the day-to-day
operation of bank. They have delegated this duty to the management committee. The board
mainly establishes the objectives and policies of the bank. There are three (3) committee of the
board for different purposes:

 Executive committee comprising of 7 members of the board

 Committee of the board for Administrative matter
 Committee to examine Bad Loan Cases
The Chief Executive Officer (CEO), who is assisted by 3 Executive Vice Presidents (EVPs), looks
after the day-to-day affairs of the Bank. Human Resource Department, MDs Secretariat and Audit
and Compliance Department are under direct control of the CEO. The three EVPs are in charge of
Operations, Credit and Corporate Banking respectively. They control the affairs of these
departments through the managers who are in charge of various departments under these
divisions.
Mid and lower level employees get the direction and instruction from the top executives about
the duties and tasks they have to perform. Management of Eastern Bank Ltd. assumes that
employees are members of the team, who actively participate in accomplishing the organization
goal. The chief executive provides the guideline and broad direction to the managers and
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employees but delegates’ responsibility for determining how tasks and goals are to be
accomplished.
All policy formulations and subsequent executions are done in the Head Office. It comprises of
nine major divisions namely Corporate Banking Division, Credit Division, Consumer Banking
Division, Trade Services Division, International Division, Finance and Accounts Division, Human
Resources Division, Information Technology Division, and Audit and Compliance Division. Besides
these main divisions, there is also an Administration Division, which looks after the Bank’s day–
to-day operation

Vision

To become the most valuable brand in the financial services in Bangladesh creating long lasting
value for our stakeholders and above all for the community we operate in by transforming the
way we do business and by delivering sustainable growth.

Mission

• We will deliver service excellence to all our customers, both internal and external.
• We will ensure to maximize shareholders' value.
• We will constantly challenge our systems, procedures and training to maintain a cohesive and
professional team in order to achieve service excellence.
• We will create an enabling environment and embrace a team based culture where people will
excel.
This Bank also believes some values upon which its day to day business activates operates and
these are mentioned below:
• SERVICE EXCELLENCE
• OPENNESS
• TRUST
• COMMITMENT
• INTEGRITY
• RESPONSIBLE CORPORATE CITIZEN

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 Daily Operations

A person is treated as a client when he/ she opens an account on the bank. Then it becomes a
contractual relationship between bank and client. Several types of financial services are
provided to customers visiting branches: Savings Account Operations, Current Account
Operations, Provision of Personal Loans, Investments, Credit Card Services, Transferring money

Sample Service Blueprint for a customer availing a loan from EBL

Service Blueprint for overall service within a branch of EBL

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 Operational network organogram

The structure or the hierarchy changed by the management whenever required and it is not
that rigid like other commercial banks. After I joined EBL, last three years I observed three type
of organogram so far. After managing Director and CEO there is company secretary and then
three Deputy Managing Directors are working. Currently there is no Deputy managing director
for consumer banking. But Head of different department like HRD, Consumer Banking, Brand &
Communication, Finance, Administration, SME Project management and IT report to the
Managing Director. Under the DMD of corporate segment there are Dhaka and Chittagong
corporate division, Treasury, EBL investment, EBL securities and EBL Finance, HK. Under the
DMD of operation there is IT, ICCD, SAMD and operation of service delivery, trade and others.
Under the Risk there are four groups which are CFC, CAD, CRU and CRM. Branches, VC heads
and card division direct report to the business head of consumer banking.

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Now come to the branch organogram. This year some functional designation’s name has been
changed. Like till last year branch manager was titled as Sales & Service Manager, but this year
it has been named as Branch Manager. Then Customer Service Manager functional designation
named has been changed from CSM (Sales) to Branch Sales and Service manager (BSSM). Under
branch manager there is Branch sales and Service manager, Branch operations Manager,
Student Banking manager and Priority Banking Manager work. Under Operation Manager There
are CSO or teller are assigned and RM (Relationship management) are under the supervision of
BSSM. And as we early mentioned, the BM are under direct supervision of head of Consumer
banking.

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 Industry Analysis

Since liberation, Bangladesh passed through vulnerable phases of development in the Banking
sector. The nationalization of Banks in the post liberation period was Intended to safe the
Institutions and the Interest of the customers. However, after doing everything, some elements
of irregularities appeared. With the assertion of the role of the Central Bank, the Bangladesh
Bank started adopting measures for putting banking institutions on right track. Yet the
preponderance of public sector management of banks left some negative effects in the money
market.

The opening of private and foreign participants to the banking sector was Intended to obtain
desirable results from banking. The authorization of private banks was designed to create
competition among the banks and competition in the form of efficiency within and the
productivity in enterprises funded by banks. Unfortunately, for the people, at large, banking
sector is yet to obtain the credit for efficiency, credibility and growth.

Banking is the backbone of national economy. All sorts of economic and financial activities
revolve round the axis of the bank. As the industry produces goods and artefact, so does the
bank creates and controls money-market and promotes formation of capital. From this point of
view, banking-a technical profession- can be termed as industry. In the global context, the role
banks are far – reaching and more penetrating In the economic and fiscal discipline, trade,
commerce, Industry, export and import- all carried through the bank. Banks are the only media
through which international trade and commerce emanate and entire credit transactions, both
national and International.

Currently there are 6 state owned commercial banks, 3 specialized banks, 33 conventional
Private Commercial Bank, 8 Islami Shariah-based conventional Private Commercial Bank, In
total 9 Foreign commercial banks.

Back in few years the number of bad loans increased rapidly. Because of that, new
entrepreneurs are not getting capital. Till June 2018, the total sum of loan defaults in the
country’s banking sector is Tk89,340 crore. Defaulted loans account for 11.87 percent of total
outstanding loans, up from 10.30 percent in December 2018. The Bangladesh Bank data shows
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that more than 52 percent of the defaulted loans were with eight state-run banks. As of this
March, the eight banks had Tk 58,667 crore defaulted loans, up by 9.69 percent from the
previous three months. Forty private banks had defaulted loans of Tk 49,950 crore, up by 31
percent from the previous quarter. But now, the situation Is changing rapidly. Bangladesh Bank
is taking more initiative for reducing the bad loan. The banks’ are also taking smart techniques
and decision to reduce the bad loan and Investing In more secured place.

Competition Analysis

There are some big competitors in the Banking industry which are always pushing Eastern Bank
Limited to update their Banking facilities. Such as:

City Bank: is one of the first private commercial banks in Bangladesh. It started the journey
bank in 1983 and never looked back. Citytouch - Digital Banking Service from City Bank offers
the simplest way of doing banking from anywhere round the clock. It offers most of the
privileges and conveniences of branch banking on your fingertips. Citytouch supports both
English and Bangla language. Use Citytouch ID and Password to login or instantly register just
clicking the ‘Sign Up’ option in the app or web.

Dutch-Bangla Bank: It was the first bank to offer banking facilities through a wide range of
mobile phones. Rocket is a Banking process without bank branch which provides financial
services to unbanked communities efficiently and at affordable cost of Mobile Phone, is
called Rocket.

BRAC Bank: bKash is a mobile financial service in Bangladesh operating under the authority of
Bangladesh Bank as a subsidiary of BRAC Bank Limited. This mobile money system started as a
joint venture between BRAC Bank Limited, Bangladesh and Money in Motion LLC, United States
of America. EBL is now join with bKash so that customer can cash out their money from bKash
using their EBL SKY BANKING service by fund transfer.

United Commercial Bank Limited (UCB): Upay is a digital payment system owned by United
Commercial Bank Limited (UCB), Bangladesh. Upay has been implemented to promote cashless
and universal i.e. anytime-anywhere payments using mobile phones in Bangladesh. ...

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Customers can use Upay to make payments for goods/Services from Physical/Online
Merchants.

Standard Chartered Bank: SC Mobile is a convenient application to access your accounts

anytime. SC Mobile allows you to see, move and manage your finances anytime, anywhere.
They are using three steps. Such as:
1) See your money: Quick, easy access to your accounts lets you track your money and stay in
control of your finances.
2) Move your money: Pay bills and make transfers whenever you've got a moment to spare.
3) Track your transactions: Track account activities, monitor your transactions with our
Account History function.

Physical Evidence

Eastern Bank Limited has 88 branches all over the country. These branches are termed as Sales
and Service centers by Eastern Bank Limited, as the banking industry is service oriented and all
the financial institutions are striving for service differentiation in their service delivery. One very
prominent aspect of service delivery is where the service is provided (physical evidence).

Eastern Bank Limited maintains a consistent in all their branches. All the chairs, desks and
cubicles has a yellow color theme which is consistent with the brand color of EBL. All the
Relationship Managers are provided with black computers. No matter, where the branch is all
over the country, all the branches of EBL have the same texture of equipment and service
delivery materials. Thus a customer visiting a branch in Sylhet will have the same feeling while
visiting a branch in Dhaka. We have collected layout of a branch of Eastern Bank Limited and
similar structures are followed in all the branches.

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 Service Issues of Eastern Bank Limited
The prominent Contact Employees are the Relationship Managers in the Branches who directly
communicates with the bank’s clients. Thus service heterogeneity comes into play here, as the
service will vary with different Relationship Managers and different customers. Customers may
enter branches to obtain a single service or multiple services.

We have conducted interview of several Relationship Managers from different branches of

Eastern Bank Limited. It has been found commonly, Relationship Managers are under
tremendous service pressure during the banking hours. Queues get created infront of
Relationship Managers’ desks, they have to deal with customers who come with multiple
requests while maintaining the queue, they have to delivery appointed Security Items (such as
Debit/Credit Card, Card Pin, Cheque Book etc.) strictly maintaining proper MIS with balancing
on daily basis (the security item management is quarterly audited both internally through
Internal Control and Compliance Division of EBL and also through esternal audit which is
Bangladesh Bank, they have to acquire new clients for the bank and cross-sell deposit and
liability products of which a annual target (KPI) is provided. There is a tendency among some
Relationship Managers to do ‘Pillow Passing’ that is even a particular Relationship Manager’s
desk is empty for providing a service, that particular Relationship Manager is diverting a client
towards another Relationship Manager’s desk for that service, because that Relationship
Manager considers services which do not generate business (such as service request for Bank
Statement, Credit Card Statement, Bill Payment, Lost Credit/Debit Card and Cheque), which
creates a lack of fellow feeling among the team working together in a particular branch.
Furthermore, each service request may seem simple to the customer, but the execution
requires a lot of tasks and paperwork has to be maintained by a Relationship Manager to keep
in compliance with the regulatory body (Bangladesh Bank), non-conformance of which leads to
termination of employment.

We have also collected perspective of the clients visiting branches of EBL by conducting
informal interviews. We have found a common complain about the Queue from most of the
customers. In addition, the clients also added that some of them have been regularly victim of
Pillow Passing, which is being sent from one desk to another for one service, the clients also
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find it illogical to go to different desks for collecting their respective Security Items for e.g. a
customer who has opened an account, he/she will come to the branch for collecting their Debit
Card, Debit Card Pin and Cheque Book for which the customer has to go to three different desk
while waiting in queue for the various desks, some clients also has conveyed the feeling of
getting delayed service for e.g. a customer has requested for re-issuing a Lost Credit Card and it
has been promised to be ready for Delivery from the branch after 3 days and the client is also
aware of the fact that this particular service execution will take 3 days as one of his known
fellow clients has received the same within 3 days, but that client has received the Card after 5
days which has aroused dissatisfaction within the particular client.

Service Quality Check Points (Management Control of Service Operation)

As it is mentioned earlier that EBL follows Centralized Banking Model. These branches, where
clients come in direct contact with the bank, are operating under Retail & SME Banking Division.
Within this Retail & SME Banking Division is a department called ‘Service & Business Quality’
which ensures service excellence at the delivery points that are the branches (termed as ‘Sales
& Service Centers) and Contact Center. Thus this Service & Business Quality Department has
build up certain check points as appended below:

1) On each visual product such as brochures, email promotions, SMS communications, EBL
letter had pads, etc that Bank ensures existence of written communication of EBL Contact
Center - ‘24x7 call at 16230 or send an email at [email protected] for any complaints and
queries. This is a source of collecting data for measurement of service quality. The Service
Quality Department scrutinizes customer complaints and grievances received through Contact
Center in the form of written emails and call records. There is also a reason why it has been
named as ‘Contact Center’ and not ‘Call Center’. This is because Call Center only receives calls,
but Contact Center executes services, makes calls, sell EBL products over phone in addition to
receiving calls.

2) Branch Managers of respective branches also get customer complaints regarding service,
which has to be reported to Service & Business Quality who then follows up if the service issue

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minimized in that respective Branch. The Service and Business Quality department also
provides consultation for People (employee) related service issues.

3) EBL website consists of a complain cell tab, which directs the client’s communication to the
Service & Business Quality department who then scrutinized the case and executes resolution
within shortest possible time.

4) In some branches, EBL has setup phone booths known as ‘EBL Direct’ where clients who are
visiting that branch, just has to pick up the receiver, doing which will directly make a ring to
Service & Business Quality department via which clients can express their grievances instantly.

5) EBL has a mobile application known as ‘EBL SkyBanking’ through which customers can also
communicate their dissatisfaction. This is directly dealt by the Service and Business Quality
department.

6) In this era of digital marketing, all companies tend to be active in their social media presence.
EBL has its own verified Facebook Page, through which customers can also message their
complaints which is directly monitored by Service & Business Quality department.

7) EBL has coordinated with Nielsen as a third party company to implement Mystery Shopping
throughout the bank. EBL has selected A/C opening to A/C closing module to be performed by
the mystery shoppers while data of various branches and Relationship Managers are collected
and provided to the Service & Business Quality department. Different aspects of services are
viewed during this mystery shopping such as what was the A/C opening time, product features
and charges are properly briefed or not, cross-selling was prompted by the Relationship
Manager or not, etc.

8) All the employees working in branches are required to give an exam two times in year. This
exam consists of questions regarding several products’ information (requirement, tenure, rate,
conditions) and compliance (questions about activities conforming to Bangladesh Bank
guidelines). The result of this exam is also linked with respective employees’ performance
appraisal thus creating enforcement within the employees to be updated about the service
product’s features and Bangladesh Bank guidelines.

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9) The Service & Business Quality department has designed a Service Level Agreement (SLA)
which is a deadline of service execution. For example: SLA of a re-issued card will 0-3 days,
meaning when a customer which request for a replace card, he/she will get the delivery of the
card on the third working day. In the back end the Relationship Manager and back office
(centralized banking) coordinate together for the support process of a service request keeping
in conformance with the Service Level Agreement (SLA).

Administrative System

EBL tends to maintain a similar view in their branches irrespective of the area where the branch
is located. For any repair and maintenance of equipment (air conditioner, floor mat,
photocopier, chair cushion, new brochure, etc.) the Branch Manager of respective branches has
to send an email addressing the issue to Administration Department who then resolves the
issue. It is very important that all branches maintain a constant image. Thus the Service &
Business Quality department monitors this themselves by making surprise visits in branches and
also through visit reports of the appointed mystery shoppers.

Case 1

A mystery shopper visited a branch and opened an account. After few days that mystery
shopper went to collect his Debit Card, Debit Card Pin and Cheque book. On that day the
mystery shopper wanted to avail the internet banking service of EBL, for which the Relationship
Manager will provide an Internet Banking Pin requisition form to the customer against which
the PIN will be produced. But that respective Relationship Manager told the customer (mystery
shopper) that Internet Banking Service is no longer available, thus was encouraged to request
for EBL Skybanking (EBL mobile banking) PIN. The mystery shopper communicated to the
Relationship Manager that he does not possess a Smart Phone (required to operating mobile
banking application) thus Internet Banking is required. The mystery shopper did not make any
request that day and left the branch. After few days that mystery shopper again visited the
branch and this time he went to another Relationship Manager’s desk for obtaining the Internet
Banking service. Also from that Relationship Manager, the mystery shopper received the same
treatment.

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After the incident has been reported to Service and Business Quality department, it
communicated this to the Branch Manager who was asked to make root-cause analysis of the
service issue, report it to SBQ department and arrange for quick resolution. It was found out
that it was a norm among the employees if that particular branch that EBL no longer provides
Internet Banking service, which was then mitigated by consultation of the employees with the
Branch Manager and the Service & Business Quality department.

Case 2

A customer started banking with EBL with lots of expectations. He opened an account with EBL
and also applied for availing credit card service. Another day the customer visited the
respective branch to collect his debit card, debit card pin, credit card, credit card pin and
cheque book. The customer had to visit 5 different Relationship Managers’ desks for collecting
these security items while experiencing a queue in every desk. It took the customer
approximately three hours to collect all the security items which triggered huge dissatisfaction
within the customer, which the customer directly reported via email to Contact Center.

Service Innovation is required in this security item delivery process to mitigate customer hassle
of time consumption.

Service Marketing Strategy and Implementation

Branches and Contact Center are facing huge flow of clients everyday. Thus EBL needs to
develop Self Service Technologies so that the clients can perform many services themselves
with the help of technology and does not have to visit the branch for taking the desired service.
Below mentioned are the Self Service Technologies which EBL can implement to reduce crowd
in branches and will also create service differentiation:

a) With the contact Center number, a PIN generation Voice Protocol technology can be tagged
upon calling with the registered number a client can generate his/her replace/new
debit/credit/prepaid card’s PIN. This means the customer just has to visit the branch and go to
one desk to collect the Card, but he does not have to go to another desk facing a queue for
collecting the PIN. The customer will call at the Contact Center, where the customer will select
the PIN Generation menu which will lead the customer to the PIN Generation Voice Protocol

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System, where the customer can generate their own PIN without any hassle. This will reduce
queues in branches, waiting time for clients and will relax the Relationship Managers. This will
be a radical service innovation as this will shift service typology for PINs from Contact Intensive
to Knowledge Intensive.

b) EBL has two products serving the similar attributes that is Internet Banking and Skybanking
(mobile banking). Both are provided to the customers in the form of PIN and User ID. It is a
common scenario that customers are visiting the branches with the service request of resetting
their Internet Banking and Skybanking password as they have been Locked Out or has forgotten
their password. It is suggested that ‘Forgot Password’ option is included in both Internet
Banking and Skybanking, clicking which will sent a link to the concerned customer’s email
address, clicking which the customer can rest his/her password. Thus a client does not have to
visit the branch for this service request and neither Relationship Managers will have clients in
the queue for replacing their Internet Banking or Skybanking PINs.

c) EBL can introduce Artificial Intelligence through their Facebook Page and Viber. It has been
found that many clients visit the branch only for information related query services for e.g.
credit card outstanding, account balance, deposit rate, loan rate, scheme options, schedule of
charges, etc. A client can register themselves with EBL’s facebook messenger or with Viber after
answering few security questions. Doing this will allow the clients to acquire their account
related and service related queries instantly using Facebook messenger and Viber. EBL will tag
Artificial Intelligence consisting of the client’s banking information, with the Facebook
Messenger of Viber which will promptly answer any queries to the clients whenever they send a
query. Having this technology will create a Service Differentiation and buzz in the market.
Furthermore, queue of customers visiting branches for information related queries will
decrease.

d) EBL needs to increase the number of ATM booths. In addition, EBL should include depositing
machine service along with their ATMs so that clients to do not have to visit the branch and
stand in a long queue to deposit their money. Depositing Teller machines has been adopted by
some banks in the country already and it is popularly used by the clients. Thus implementation

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of this depositing teller machine will also reduce crowd in branches who come for depositing
money.

From the Relationship Managers’ point of view, they struggle to maintain consistent service
along with maintaining proper tracking and documentation of all service requests. As EBL
follows centralized banking, all service request forms are sent to the Head Office from branches
via Security Document Collectors two times a day. A relationship manager has to provide
services, maintain proper documentation for that service request and has to maintain a tracker
for sending the document to Head Office. For making the employees life easier, we are
suggesting EBL’s IT department to develop a Service Requisition Tracker module, which
Relationship Managers will use to give entry of the service request done by a client which will
be notified in the module when the request is received in Head Office, when the request is
executed, etc. Adopting this simple technology will reduce paperwork responsibilities for the
Relationship Managers and they will be left with more breathing space to provide a quality
service to the clients.

The Service & Business Quality department appoints Nielsen mystery shoppers in service
modules starting from A/C opening to A/C closing. It is recommended that the SBQ department
adds another module to be executed by the mystery shoppers, which is ‘Inquiry Module’. By
implementing this module the mystery shoppers will visit branches or will call in the telephone
in disguise of a customer and will ask questions about different products and service offerings
of EBL. This will ensure if all the Relationship Managers are well aware of the service
themselves which they are providing to the clients. Findings from this module can be addressed
by the SBQ department by consulting with the concerned Relationship Manager who might be
in any misperception about any information which he/she is probing him/her to provide
misleading information to clients. This will also help the SBQ department to mitigate service
heterogeneity more.

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 Future Service

EBL is developing services to be included in their Skybanking application.

1) EBL’s IT department is working on tagging Augmented Reality with the Skybanking

Application. After implementation of this, clients will have an option of Camera within the
Skybanking application. After clicking when the camera opens, the client can hold the camera
towards any direction, the camera will show information such as which is the closest ATM
booth or branch and provide directions. It will also show the location of shops which provide
discounts when EBL’s credit card is swept during purchases.

2) Mobile wallet has created a buzz in the market and everyone is using it. Dutch Bangla Bank
has its own mobile wallet technology known as ‘Rocket’, United Commercial Bank has ‘U-Cash’.
In response to keep up with competition, EBL has not planned to build their own mobile wallet
technology, rather work in coordination with bKash. After implementation of this, clients will
have a ‘Transfer to bkash’ option in their EBL Skybanking application, using which the client can
directly send money to a bkash number beneficiary directly from their account.

Reference

 Information about the history and management structure of the bank has been
obtained from www.ebl.com.bd
 Branch layout image collection was assisted by Ms. Umme Salma, Head of Learning &
Development, Human Resources Division, EBL
 Details about Service Quality checkpoints has been acquired with a detail interview with
Mr. Muhammad Ikhtieruddin Al Anis, Associate Manager, Service & Business Quality,
Retail & SME Banking, EBL
 Information on challenges from both customer end and employee end has been
obtained through conduction few interviews with two different branches’ employees
and customers

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