PROJECT

REPORT
Customer Satisfaction Measurement: A Study on
Dutch Bangla Bank Limited
This report is submitted to the school of Business and Economics, United International
University as a partial requirement for the degree fulfillment of Bachelor of Business
Administration Program.
 Project Report
On

Customer Satisfaction Measurement: A Study on Dutch

Bangla Bank Limited
Course code: INT 4399

Submitted To
Dr. Sarker Rafij Ahmed Ratan
Assistant Professor
School of Business & Economics
United International University

Submitted By
Md. Imran Khan
ID: 111 172 087
Enroll: Spring 2022
Bachelor of Business Administration
Major in Marketing
School of Business and Economics
United International University

Date of Submission
October 13, 2022
 Letter of Transmittal

October 13, 2022

Dr. Sarker Rafij Ahmed Ratan

Assistant Professor
School of Business & Economics
United International University

Subject: Submission of Project Report on Customer Satisfaction Measurement: A Study

on Dutch Bangla Bank Limited.

Dear Sir,
With all due respect, I am notifying to you that, with the help of Almighty Allah and your
guidance, I have completed the report required by the requirements of INT 4399 course.

I would like to express my gratitude to you for giving me the chance to get acquainted with
the atmosphere of the firm as well as the formal academic report. Both of these things have
been very helpful to me. The goal of my work was to ensure that it was easy to grasp.

I have the utmost confidence that this report will not only meet, but also exceed the needs and
expectations that you have. If you could give the report your thoughtful evaluation and
acceptance, I would be very grateful to you.

Md. Imran Khan

ID: 111 172 087
Bachelor of Business Administration
Major in Marketing
School of Business and Economics
United International University

i
 Declaration of the Student

I, Md. Imran Khan, a student in the Department of BBA (Marketing) in the School of
Business and Economics at United International University, certify that the work described in
this report has been done only for academic purposes. This report was written for INT 4399
at the requirements of the university.

I also declare that I have gathered and compiled all the information in this report myself. It
does not include any previously published or written material that has been approved for
credit toward a degree from United International University or any other academic institution.
This report uses information from a reputable source that has been properly cited.

Sincerely Yours,

Md. Imran Khan

ID: 111 172 087
Enroll: SPRING 2022
Bachelor of Business Administration
Major in Marketing
School of Business and Economics
United International University

ii
 Acknowledgement

To begin, I would want to express my gratitude to Allah for the favor with which I was
successful in completing my project report on time and successfully.

On the other hand, I would like to use this opportunity to thank a few specific individuals;
without their assistance, it would not have been feasible for me to finish this project program
and write this report.

I would like to express my gratitude to Dr. Sarker Rafij Ahmed Ratan, Assistant Professor,
United International University's School of Business and Economics. It is impossible for me
to do this report on my own without his instructions and direction.

In conclusion, I would like to express my gratitude to all of the employees of the Dutch
Bangla Bank Limited (Gulshan Office), particularly those in the marketing & sales
department, for the time and effort they put into participating in the interview and conducting
survey sessions. I was able to gain a better understanding of the company's culture and find
the ideal candidate for the role.

iii
 Table of Contents

Executive Summary .............................................................................................................. vi

Chapter 01: Introduction
1.1 Introduction of the Report ........................................................................................... 2
1.2 Origin of the Report .................................................................................................... 2
1.3 Purpose of the Report .................................................................................................. 2
1.4 Objectives of the Report .............................................................................................. 3
1.4.1 Broad Objective ....................................................................................................... 3
1.4.2 Specific Objectives .................................................................................................. 3
1.5 Scope of the Report ..................................................................................................... 3
1.6 Limitation of the Report .............................................................................................. 3
Chapter 02: Literature Review
2.1 Definition of Key Concepts......................................................................................... 6
2.1.1 Service Quality ........................................................................................................ 6
2.1.2 Service Quality in Banking Sectors ......................................................................... 6
2.1.3 Customer Satisfaction in Banking Sectors .............................................................. 7
2.1.4 Relationship between Service Quality and Customers’ Satisfaction ....................... 8
Chapter 03: Company and Industry Analysis
3.1 Overview of the Dutch Bangla Bank Limited (DBBL) ............................................ 10
3.2 Competitive Intensity and Bank Responses .............................................................. 12
3.2.1 Threat of New Entrants.......................................................................................... 13
3.2.2 Bargaining Power of Customers ............................................................................ 13
3.2.3 Bargaining Power of Suppliers .............................................................................. 14
3.2.4 Threat of Substitute ............................................................................................... 14
3.2.5 Competitive Rivalry .............................................................................................. 15
3.3 SWOT Analysis of Dutch Bangla Bank Limited ...................................................... 15
Chapter 04: Research Methods
4.1 Methodology of Research ......................................................................................... 21
4.2 Research Design ........................................................................................................ 21
4.3 Questionnaire ............................................................................................................ 21
4.4 Methods of Data Collection ...................................................................................... 21

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Chapter 05: Analysis and Findings
5.1 Demographic Profile of the Respondents ................................................................. 24
5.1.1 Gender ................................................................................................................... 24
5.1.2 Age......................................................................................................................... 25
5.1.3 Educational Qualifications .................................................................................... 25
5.1.4 Bank Accounts of Customers ................................................................................ 27
5.2 Satisfaction on General Banking Services ................................................................ 28
5.3 Internal Banking Services ......................................................................................... 29
5.4 Satisfaction on Personal Loan Services .................................................................... 30
5.5 Satisfactions on Priority Banking Services ............................................................... 31
5.6 Satisfaction on Current Account Services ................................................................. 32
5.7 Satisfaction on Bank’s Borrowing Services .............................................................. 33
5.8 Service Delay Satisfaction ........................................................................................ 34
5.9 Satisfaction on ATM and Branches Services ............................................................ 35
5.10 Satisfaction on Mobile and Internet Banking Services ............................................. 36
5.11 Satisfaction on Islamic Banking Services ................................................................. 37
5.12 Satisfaction on Remote Banking Services ................................................................ 38
5.13 Findings ..................................................................................................................... 38
Chapter 06: Recommendations and Conclusion
6.1 Recommendations ..................................................................................................... 41
6.2 Conclusion................................................................................................................. 42
References ............................................................................................................................ 43
Appendix ............................................................................................................................... A
Questionnaire ........................................................................................................................ A

v
 Executive Summary

In the retail banking market, providing high-quality service is the primary factor that
determines how successful a company is. A high quality of service is thought to be driven by
customer value and customer satisfaction. Furthermore, consumer satisfaction is believed to
directly impact customer loyalty. The retail banking business should focus their attention
primarily on the value of the client, the happiness of the customer, the quality of the service,
and the loyalty of the customer as a consequence. The purpose of this study is to examine the
correlation between Customer Satisfaction and Banking Services at Dutch Bangla Bank
Limited, the largest private bank in Bangladesh. This research aimed to comprehend the
customer's satisfaction and perceptions of the bank's service quality across many aspects.
Evaluating customers’ satisfaction, it is feasible to focus on the most crucial factors that
might aid businesses in spotting threats and opportunities in a dynamic market. Here, I
intended for a more formal, direct method of collecting information from customers. Online
service system, staff expertise, employee timeliness, new technology, ATM booth amenities,
transaction speed, and remote service facilities were all factors determined to be accessible
and to the satisfaction of clients in this study.

Based on the findings, it seems that Dutch Bangla Bank Limited has a number of service
issues that need to be addressed by its customers. Customers of DBBL are mostly pleased
with the company's offerings despite certain issues with the booths of other commercial
banks, a lack of employees, and difficulties in the explanation of mobile banking services.
Customers have said that they are satisfied with the perks and services given by DBBL, even
when compared to those supplied by other commercial banks in Bangladesh. Opened branch,
account opening method, customer empathy, card charge, introducing ATM booth, etc. were
all advised based on the results. Customers of Dutch Bangla Bank Limited would benefit
from this study.

Keywords: Customer Satisfaction, Banking Service Quality, Dutch Bangla Bank Limited.

vi
 CHAPTER 01

INTRODUCTION

1
1.1 Introduction of the Report
As a result of globalization, technological advancements, and deregulation, the banking
industry is undergoing profound transformations. The banking system in Bangladesh has to
adapt to the ever-shifting international market. The banking industry now faces competition
from both domestic and international rivals. Financial infrastructure development by the
central bank and the growth of "professionalism" in the sense of establishing an adequate
man power structure and its competence and experience are two crucial needs for survival
and success in the banking industry today. Having merely a theoretical understanding of
banking is not enough to introduce a competent Banker. When an institution's study can be
directly applied to the actual world, it becomes far more valuable. Since this is the case, I
need to practice what I've learned in order to get any practical value from my theoretical
understanding and enhance its subtlety.

The ability to achieve the other's goals is the essence of excellence. Consequently, customer
satisfaction and quality of service are measured by how delighted and how well satisfied a
client is with the service they received. Excellence in customer service presumes that both
internal and external customers would use identical criteria to assess the quality of a
company's offerings.

1.2 Origin of the Report

In today's environment, academic education alone is insufficient to prepare a student to be
globally competitive. Research is essential for acquiring ideas, information, and experience.
This study affords me the chance to get experience in the real-world banking industry. This
report was completed as part of the BBA program's requirements. This paper is based on
"Customer Satisfaction Analysis of Dutch Bangla Bank Limited's Banking Services:
Research Based on Primary Data."

1.3 Purpose of the Report

The purpose of this study is to examine the correlation between Customer Satisfaction and
Banking Services at Dutch Bangla Bank Limited, the largest private bank in Bangladesh.
This research aimed to comprehend the customer's happiness and perceptions of the bank's
service quality across many aspects.

2
1.4 Objectives of the Report
1.4.1 Broad Objective
The primary and broad objective is to measure customer satisfaction of Dutch Bangla Bank
limited and how to improve it.

1.4.2 Specific Objectives

• To know about the company profile.
• To identify the internal and external factors that can impact on their growth of the
business in banking industry of Bangladesh.
• To determine the issues and solutions associated with the bank's offered banking
services.
• To find out the challenges of banking services that can impact on their growth of the
business in banking industry of Bangladesh.
• To provide some recommendation that can be solve the challenges of the lack of
customer services of Dutch Bangladesh Limited.

1.5 Scope of the Report

Banks provide a variety of services to its consumers. It delivers excellent service with proper
conduct to its customers. Therefore, the consumers are satisfied with their services and
conduct. Here, we're interested in determining the degree of client satisfaction with Banking
Services.

1.6 Limitation of the Report

Primary data interpretation is the foundation of this study. There is a need for secondary data
for plan analysis, however this time it's to enhance customer service in its current form. In
spite of my best efforts, there are still some gaps in the coverage and structure of the report I
prepared for "Customers' Satisfaction Study on the Banking Services of Dutch Bangla Bank
Limited: Research is based on Primary Data."

• Throughout the whole of the process of writing the report, individuals are going to be
dealing with a number of particular challenges and constraints. Certain ones of them
are:
• This company places a high premium on maintaining confidentiality and secrecy in all
of its dealings.

3
• The officials of the bank are often too busy to explain to me some of the functions,
despite the fact that their assistance was without a doubt appreciated.
• In the event of a survey, there were some consumers who did not assist me in giving
replies to the questions that were included in the questionnaire.
• The organization imposes a number of restraints and restrictions that make it
impossible to conduct research on a large basis.

4
 CHAPTER 02

LITERATURE REVIEW

5
2.1 Definition of Key Concepts
2.1.1 Service Quality
When it comes to a company's attempt to separate itself from its rivals, many individuals feel
to the quality of the service they provide as a key instrument (Ladhari, 2008 ). Both academia
and practitioners have dedicated a significant amount of attention and focus to the topic of
service quality (Negi, 2009) and the literature on service marketing defines service quality as
the whole evaluation of a service by the client (Eshghi, 2007). According to (Duff, 2008), if
businesses have a clearer idea of what constitutes high-quality service, they may improve the
quality of the services they provide, which should make their customers satisfied. According
to (Akroush, 2008), consumers' expectations of what service providers should provide and
their own evaluations of those providers' efforts combine to generate their impressions of
service quality. According to (Gronroos, 2007), service quality is the result of customers
contrasting their own expectations with those of the business. The customer's expectation
serves as the basis for assessing the quality of the service provided since quality is high when
performance goes above and beyond what the customer expects, and quality is poor when
performance does not satisfy the customer's expectation (Athanassopoulos, 2001). The
consequence of the customer's assessment of the service dimensions, which might be of a
technical or functional character, is the perceived level of service received by the consumer.
It is extremely important to keep in mind that the quality of a service is evaluated not only
based on the outcomes it produces, but also on how it is provided throughout the service
process and how it ultimately affects the way customers think about the product (Duncan,
2004). There is a significant association between the quality of the service provided and
factors such as customer happiness, financial performance, manufacturing costs, customer
retention, customer loyalty, and the effectiveness of marketing strategy (Cronin, 2000).
Companies that are in the service industry recognize that maintaining high standards of
customer satisfaction is an essential part of their overall marketing strategy. Businesses may
improve their service quality, customer satisfaction, and competitive advantage all via a focus
on service quality (Meuter, 2000).

2.1.2 Service Quality in Banking Sectors

To succeed in the competitive 21st century banking industry, banks needed a unique brand
identity to stand out from the crowd and provide superior products and services to their
customers. For today's banks to play a significant part in the expanding and varied financial
services industry, they must be of the highest caliber and fully dedicated to their customers'

6
complete satisfaction (Guo, 2008). The banking industry has seen significant transformation
in recent years. In addition, customers have rightfully requested top-notch international
support from their financial institutions. Customers nowadays expect nothing less than the
finest due to the abundance of accessible alternatives. The banking industry has come to
terms with the fact that it must cater to the needs of its customers. Therefore, the bank's
pursuit of excellence in service quality is an essential impetus for its advancement in the
realm of cutting-edge technology. The banking sector is an integral aspect of the service
sector and is demand driven (Newman, 1996). Banks need to shift their public persona to one
that places a premium on service quality because doing so has many benefits for the business
as a whole, including increased sales and market share, new opportunities for cross-selling,
better customer relations that in turn boost the company's reputation, and happier and more
loyal customers and employees (Newman, 1996).

2.1.3 Customer Satisfaction in Banking Sectors

According to (Tsoukatos, 2006), client happiness is crucial to a company's long-term success.
In order to maintain or expand their market share, businesses must outperform their rivals by
providing superior products and services. According to (Magesh, 2010), contentment refers to
the joy one feels as a result of one's possessions or accomplishments. It's the process of
meeting a need, want, demand, or anticipation. When evaluating a product or service,
consumers check their assumptions against the reality of those claims. According to (Kotler
& Armstrong, 2010), customer satisfaction is defined as "the degree to which a product meets
or exceeds a customer's expectations." A customer's degree of satisfaction may also be
influenced by the customer's subjective experiences. Whether a consumer is satisfied or
dissatisfied with a product or service is a measure or assessment of how well the product or
service meets the customer's needs or expectations (Zeithaml, 2009). According to (Razak,
2007), total customer satisfaction is the result of the customer's appraisal of a collection of
experiences that are associated with a particular service provider. It has been noted that the
organization's focus on the expectations of customers has led to increased levels of customer
satisfaction. The retention of consumers is beneficial to a business since it may result in
increased earnings and market share, as well as an expansion of the firm's customer base, if
the customers of that organization are pleased with the products and services they get from
that organization (Karatepe, 2005). Since more and more businesses are in the banking
industry now, customer satisfaction has become a major component in determining a bank's
level of competition (Berry, 2002). It is crucial to routinely monitor customer satisfaction.

7
According to research by (Cronin, 2000), happy customers not only purchase more of a
company's items but also bring in new ones by spreading the word about their great
experience. However, if a consumer is dissatisfied with your service, they may go elsewhere
and spread the word. A customer's satisfaction with a product or service may be defined as a
collection of emotions and outcomes associated with that product or service (Solomon, 1998).
Therefore, businesses have a responsibility to guarantee their clients are happy with their
offerings.

2.1.4 Relationship between Service Quality and Customers’ Satisfaction

It's common knowledge that in today's cutthroat business environment, quality and satisfied
customers are essential to making it. According to (Oliver, 1993), service quality would
precede customer satisfaction whether these constructs were cumulative or transaction-
specific, and this is still generally accepted as the case today. Researchers have become more
exact in their definitions and assessments of customer happiness and service quality, allowing
them to draw clearer connections between the two. While there are some overlaps between
satisfaction and service quality, the latter tends to zero in on more narrowly defined aspects
of the service being provided (Wilson, 2008). Although it is acknowledged that other
elements, such as pricing and product quality, may have an effect on customer satisfaction,
one component of customer satisfaction is customers' perceptions of the quality of the service
they get (Zeithaml V. A., 1990). According to (Wilson, 2008), service quality is a narrowly
focused evaluation that reflects the customer's perception of reliability, assurance,
responsiveness, empathy, and tangibility, whereas satisfaction is broader and is influenced by
the perceptions of service quality, product price and quality, as well as situational factors and
individual factors. As the degree of knowledge among bank clients rises, the connection
between service quality and customer satisfaction becomes more important. In order to better
understand their clientele, bank management should take into account demographic
information (Sureshchandar, 2002).

8
 CHAPTER 03

COMPANY AND INDUSTRY ANALYSIS

9
3.1 Overview of the Dutch Bangla Bank Limited (DBBL)
After beginning its journey modestly in the middle of 1983, Dutch Bangla BANK LIMITED
(DBBL) has grown to become one of the largest private commercial banks in Bangladesh.
DBBL has a strong commitment to the economic and social development of the country.

They have worked hard for more than three beautiful decades to fulfill the promise that was
made to their customers, and as a result, they are now recognized as one of the biggest private
commercial banks in Bangladesh. Since the very beginning, DBBL has maintained a resolute
commitment to maximizing the quality of the services and help it provides. In accordance
with their dedication to provide the very best financial services, they are continually
developing a variety of different projects and products that are designed with the consumer in
mind.

DBBL has been instrumental in developing and building prominent business leaders in
Bangladesh; without these exceptional individuals, the country's thriving economy would not
be what it is now. DBBL is a publicly traded company that can be found on the Dhaka Stock
Exchange Limited and the Chittagong Stock Exchange Limited.

Through its many subsidiaries and distribution channels, DBBL provides a comprehensive
suite of banking products and financial services to business, small and medium-sized
enterprise (SME), and individual clients. The bank has made its mark in the private sector
banking industry with its boutique service, innovative practices, dynamic problem-solving
approach, efficient management, and a vast network of 215 branches, Off-shore Banking
Unit, Unet, Uclick, E-Commerce, Agent Banking, Islamic Banking, Sub Branches, Priority
Banking (DBBL Imperial), remittance services, credit card business, and 5,060 dedicated
human capitals. The bank has a particularly strong emphasis on the retail, manufacturing, and
wholesale (RMG), import-export, agricultural, and small and medium enterprise (SME)
business sectors, all with the goal of becoming a national leader in green banking and
financial inclusion programs. The bank has their wholly owned subsidiaries: DBBL Stock
Brokerage Limited, which offers brokerage services in the capital market; DBBL Investment
Limited, which intends to carry out full-fledged merchant banking activities in Bangladesh;
DBBL Asset Management Limited, which was established for the management of both
institutional and individual funds; and DBBL Fintech Company Limited, which offers mobile
financial services under the brand name ROCKET.

10
Their company is based on a dedication to provide exceptional service at all times.
Sustainable Development, which is built on the principle of constant company diversification,
gives us a leg up on the competition. Interest generating operations like loaning and
advancing money and investing activities are where DBBL really shines.

By embracing global best practices and doing business ethically and honestly, they pledge to
give their customers with the finest level of service possible in helping them manage their
capital successfully. In line with their tagline, "Your Trusted Partner," their branding
approach puts the client and the customer's requirements and financial well-being front and
center.

Name of the Company Dutch Bangla Bank Limited (DBBL)

Authorized Capital BDT 15,000.00 million

Market Category A Category

Chairman Rukhmila Zaman

Current Employees 5,060*

No. of Branches 215

No. of Sub Branches 135*

No. of Agent Banking 177

No. of ATM and CRM Booths 628

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Vision, Mission and Core Values of Dutch Bangla Bank Limited

Vision: To be the bank of first choice by providing superior service, generating superior
returns for their shareholders and employees, and making a positive impact on the national
economy.

Mission: Their vision is to provide financial solutions that create, manage and increase the
wealth of their clients while improving the quality of life in the communities that we serve.

3.2 Competitive Intensity and Bank Responses

The Porter's Five Forces model, which helps analyze the degree of competition in a particular
industry, is highly valuable to new businesses and those entering new sectors, among other
things. The concept was developed by Michael E. Porter. Companies and industries have to
contend with a number of factors in order to maintain their competitiveness. These factors
include the potential for new entrants and substitutes, the negotiating power of suppliers and
buyers, and the competitiveness of their individual sectors in comparison to the
competitiveness of other sectors. There are many different factors that might have an effect
on the amount of profit that a company or sector makes. When all five factors are operating at
their maximum intensity, there is practically no company in this industry that is able to
generate positive returns on investment. If, on the other hand, the five components are
relatively stable, there is potential for increased returns.

The competitive intensity of a market refers to the amount of pressure applied by companies
competing within the same market. Competition of a certain level is healthy since it promotes
the development of original thoughts and strategies on the job. In every competitive setting,
both teams and individuals want to achieve victory. As part of its effort to maintain its
competitive edge, The Dutch Bangla Bank Limited is always adapting to new market
conditions. Intensity of competition may be affected by a variety of factors:

12
3.2.1 Threat of New Entrants
Many influential people and groups are putting pressure on the government to open new
financial institutions. Also, some foreign financial institutions have recently begun providing
local businesses with financing facilities at reduced interest rates and more lenient terms and
conditions than in the past.

Strategy of Dutch Bangla Bank Limited

The following actions are being taken to counteract the risks presented by new competitors:

• They are investing heavily in digital banking to better serve their customers' busy
lifestyles and accommodate their changing financial demands.
• Constantly introducing cutting-edge products and services to cater to a wide range of
customers' needs.
• Keeping a high level of regulatory compliance by strictly following all rules and
regulations.
• After seeing tremendous growth, the retail and SME sectors are now focusing on
expanding their existing customer bases. In order to expand their customer base,
they've decided to provide a wider range of services.

3.2.2 Bargaining Power of Customers

Customers may simply switch to a different bank for all or any of their banking requirements,
reducing the bank's total involvement. Investors have more leverage than ever in this era of
marketing efforts. This is because there are so many different banks to choose from, and
transferring between them is quite painless.

13
Strategy of Dutch Bangla Bank Limited
The following programs are used as part of their strategy to acquire and retain customers:

• Offering deposit rates that are comparable with those offered by other financial
institutions in the market.
• Providing service standards that are higher than those found anywhere else in the
industry.
• Assisting customers in doing a wide range of banking operations while on the road by
making mobile digital banking available to them.
• Offering adjustable financing rates based on property value; offering forbearance on
foreclosure procedure fees; etc.

3.2.3 Bargaining Power of Suppliers

Depositors are the banking sector's principal source of capital, and they have greater leverage
than at any other time in Bangladesh's history. Almost all banks and other financial
organizations have trouble maintaining adequate levels of liquid assets. As a result,
depositors are in a stronger position than ever before as banks compete for their money by
providing attractive interest rates. The two primary sources of financing, consumer deposits
and borrowings from other financial institutions, are both vulnerable to the whims of the
market.

Strategy of Dutch Bangla Bank Limited

They use the following strategies to get an edge over us in our dealings with suppliers:

• They provide attractive interest rates to depositors and follow through with world-
class service.
• When entrusting us with the management of their funds, the bank's partners and
investors may rest certain that we will live up to our promises and obligations.
• They provide them with competitive compensation and stimulating career
advancement opportunities in exchange for their dedication, hard work, and
knowledge, which is essential to our success.

3.2.4 Threat of Substitute

There are many non-banking companies that now provide the same kinds of financial
services that banks used to provide. Money transfers through BKASH, NAGAD, and other
similar services are only a few instances.

14
Strategy of Dutch Bangla Bank Limited
To reap the rewards of being first to market, they are on the lookout for opportunities that
may occur as a consequence of changes in technology and legal frameworks. Since this is the
case, they are contemplating the introduction of a NEXUS CARD and ROCKET.

3.2.5 Competitive Rivalry

There are 61 scheduled banks, 5 non-scheduled banks, and 34 non-banking financial
institutions in the country's banking industry (NBFIs). The high concentration of service
providers makes switching to a new one quick and painless. To further improve their
customer acquisition strategies and decrease the market share of existing service providers,
banks are also in the process of developing new products and services.

A number of large regional banks also provide a wide range of asset and liability solutions at
competitive rates of interest.

Strategy of Dutch Bangla Bank Limited

They have done the following to secure their market share and expand it.

• They may raise client confidence and satisfaction by offering state-of-the-art financial
goods and services thanks to their commitment to investing in cutting-edge
technology.
• They think they can make a difference since they provide exceptional service that
can't be mass-produced or replicated.
• Because of their excellent service standards and amazing experiences, our customers
keep coming back to them.
• The bank has always been supported by a loyal customer base. Even while we seek to
retain and expand their current client base, this offers them a decisive advantage in
their highly competitive industry.

3.3 SWOT Analysis of Dutch Bangla Bank Limited

The results of a SWOT analysis reveal that the organization has obstacles to business as usual
as a result of both internal (Strength, Weakness) and external (Opportunity, Threat) factors.
The following are the most important factors that, in the opinion of Dutch Bangla Bank,
should be considered during a SWOT analysis; they are listed in alphabetical order for your
convenience.

15
3.3.1 Strengthen (Internal Factor)
a) Increased Liquidity and Strengthening of the Capital Base
By reducing their cost-to-income ratio and maintaining an adequate capital-to-risk-weighted-
assets ratio, Dutch Bangla Bank was able to successfully meet regulatory requirements.

b) Good Corporate Governance

The bank's board of directors routinely assesses the institution's compliance with the Central
Bank and takes other steps to guarantee the integrity of the business. Good corporate
governance standards are recognized by the Board of Directors as vital to maximizing
shareholder value and protecting the business's long-term viability.

c) Enriched Human Capital

They are able to deliver the highest potential value to the company as a result of the positive
environment in which they do business as well as the well-developed pool of human
resources they possess.

• Information on the efficiency of HR practices, data on HR asset performance

(whether it is appreciating or depreciating, for example), and data on HR asset health
are all goals of HR analytics.
• The classification of the monetary effects of various human resource management
techniques may assist in the creation of successful HRM practices.

The following methods are often used when conducting an evaluation of a company's human
capital.

d) Diversified Products and Services

Dutch Bangla Bank Limited provides a complete range of regulatory services in addition to a
comprehensive selection of innovative corporate, retail, and small and medium-sized
company (SME) products to its exclusive customers.

16
e) Stronger Branch Network
For them, "Service First" is more than simply a catchphrase; it's a guiding principle. A total
of 162 agent banking sites and a network of 150 full-service and 19 satellite branches as well
as 187 ATMs serve both densely and less populated regions.

f) Performer of Regulatory Compliance

Dutch Bangla Bank Limited has complied with all tax and VAT regulations set by the
Bangladesh Bank and the National Board of Revenue from day one.

3.3.2 Weakness (Internal Factor)

a) Credit Concentration
Since financing is their main focus, we might be affected by a range of credit-related
concerns, including missed payments and the buildup of non-performing loans. Their
consumer loans and commercial loans are equally vulnerable to economic uncertainty. The
current COVID-19 virus pandemic makes these risks more severe.

b) Limited SME and Retail Exposures

When compared to other market leaders, Dutch Bangla Bank Limited's exposure to the retail
and small and medium-sized business (SME) sectors is quite modest.

c) Dependence on Core Banking Line Up

A decrease in the proportion of deposits to loans (from 9 to 6 percent) had a negative impact
on Dutch Bangla Bank Limited's interest revenue income and total income, the bank's only
two sources of income. This is due to the fact that Dutch Bangla Bank Limited has no
significant other sources of income.

d) The Lack of Access to Cutting – Edge Technology

Dutch Bangla Bank Limited spends insufficient resources into the IT industry to boost
software quality and construct physical infrastructure, and it also restricts the software
upgrade process. It has started taking measures to strengthen its cyber security, but there is
still more to be done.

3.3.3 Opportunities (External Factor)

a) Governments Initiatives Towards Development
The government of Bangladesh is now funding major infrastructure projects including the
Metro train network, four-lane roads, the Padma Bridge, and the Big Port. These expenditures

17
complement other growth plans. Due to these developments, Dutch Bangla Bank Limited is
prepared to collaborate with the several relevant parties to handle any forthcoming issues.

b) Women Entrepreneurship in Rising

Women's business ownership has risen in recent years with improvements in literacy and
educational opportunities. Service counters at Dutch Bangla Bank Limited for Women
Entrepreneurs are gender-segregated to make the experience more comfortable for female
clients. All of the banking requirements of businesswomen may be met with the help of our
expert Relationship Managers and tailor-made solutions.

c) GDP Growth along with other Business Development

Consistently strong GDP growth (with the exception of the COVID-19 period) and the
country's exit from the category of low-income nations have propelled Bangladesh to
prominence in the world of industry and commerce. A growing GDP and average income per
citizen have opened up new opportunities for the banking sector in Bangladesh.

d) Exploring New Avenue of Business Like Islamic Banking

The prevalence of Muslims ensures the implementation of an Islamic economy in accordance
with sharia law. Many individuals in the banking sector now choose Islamic financial
services and other alternatives that adhere to Shariah law. Islamic banking subsidiary
Mercantile Bank is being built up to provide this function within the broader shariah-based
monetary system. More business dealings in the realm of finance will be able to adhere to the
rules of sharia law as a result of this. If you're planning on doing the Hajj in Saudi Arabia and
need a convenient way to carry about the necessary funds, the Prepaid Hajj Card from Dutch
Bangla Bank Limited is an excellent option.

3.3.4 Threats (External Factor)

a) Reshaping Geo Political Outlook Due to Russia- Ukraine War
As a result of the fighting and the sanctions that followed, vital transportation ties between
Russia and Ukraine and the rest of the world were severed, which had a knock-on effect on
international trade. With inflation at 7%, the highest level in decades, exports to Russia and
Ukraine down, and import bills up, particularly for oil and food, Bangladesh is already
suffering the impact of the crisis between Russia and Ukraine. The banking sector in
Bangladesh is already seeing the repercussions of these factors.

18
b) Recent COVID 19 Pandemic Effects
Growth in gross domestic product (GDP) was reduced by 5.20% from an anticipated 8.20%
due to the prolonged lockdown imposed during the epidemic. Bank loan disbursement and
loan recovery were so low that interest revenue was drastically cut, which had a negative
effect on the commercial sector.

c) Non-Cooperation from Bad Customer

The Bangladesh Bank has chosen to provide interest-free loans for a limited time because to
the consequences of covid-19. After being able to keep up with their interest payments as
they were due, a client took the option to stop doing so. Some customers even submit forged
documents in order to take advantage of the loan they were given.

d) Cyber Security
Hackers and other crooks may now use the most advanced resources and equipment available
in the cyber realm. Consumers might lose faith in the security of their banks if the volume of
cybercrime continues to rapidly increase.

e) Exchange Rate Fluctuation

All loans, with the exception of credit cards, are subject to a statutory cap of 9% APR. The
near future's viability was negatively impacted as a direct result of this.

19
 CHAPTER 04

METHODOLOGY OF THE RESEARCH

20
4.1 Methodology of Research
The purpose of the research that is carried out in this study is to get an insight of the whole
banking sector as well as to identify some of the characteristics that contribute to the high
quality of service provided by banks. Dutch Bangla Bank Limited customers and personal
account holders are polled to provide a representative sample of the bank's customers.

4.2 Research Design

In order to undertake the analysis of Customers’ Satisfaction on Dutch Bangla Bank Limited,
some basic statistical tools have been used, such as the mean, along with a variety of graphs
and charts. The survey was intended to give reliable quantitative metrics in addition to
illustrative quality insight, which was obtained by using both qualitative and quantitative
research methodologies in conjunction with a structured questionnaire. The most important
instrument that was used for this study report was this structured questionnaire. I performed
an analysis on the data and presented it using pie charts, graphical presentation methods, and
percentages. I made an effort to assess the most important or significant results.

4.3 Questionnaire
I have designed a structured questionnaire in such a manner that it is helpful in obtaining
input from a limited but representative sample of possible responders. I have done this by
developing the questionnaire in such a way as to: This part of the activity consisted of
conducting more casual, free-form interviews with a number of probable responders based on
the sample. Here, both quantitative and qualitative information is provided. This report,
however, is qualitative in character.

Survey Method: I prepared a thorough questionnaire for my survey. I have gathered

information from both secondary and primary sources.

Sample Size: The overall sample size for my study was 100

Sample Technique: I employed a non-probability convenience sample for the interview with
the consumer.

4.4 Methods of Data Collection

The combination of both primary and secondary sources of information is a noteworthy
aspect of the study. The information comes from the following two places:

21
a) Primary Sources:
• Close communication with the relevant officer(s) and staff member(s) of the
Branch in question.
• Conversations with consumers that take place face to face.
• Relevant file research as submitted by the relevant personnel.

b) Secondary Sources: The secondary data come from a variety of various conceptual
concerns, and the following sources, among others, were used in the research project:
• Internal Sources:
o Annual report of Dutch Bangla Bank Limited.
o Prospectus and other documents of Dutch Bangla Bank Limited.
o Prior research report Website.
• External Sources:
o Different books and periodicals related to the banking sector
o Bangladesh Bank Report

22
 CHAPTER 05

ANALYSIS AND FINDINGS

23
5.1 Demographic Profile of the Respondents
5.1.1 Gender
The study has a total sample size of 100 participants. Of the total 100 responders, 65 were
men (representing 61% of the total) and 35 were women (representing 39% of the total).

Gender Respondent

Female

Male

0 10 20 30 40 50 60 70
Male Female
Gender Respondent 65 35

The chart given here are as follows: Respondents to the Survey make up 35% of Women and
65% Men.

Gender Respondent
Male Female

35%

65%

24
5.1.2 Age
Customers in this age range 20-30 years old account for 44%, range 31-45 years old account
for 30%, range 46-60 years old account for 19% and more than 60 years old account for 7%
of the total of the number of years old.

Age

more than 60
46-60
31-45
20-30

0 5 10 15 20 25 30 35 40 45 50
20-30 31-45 46-60 more than 60
Years 44 30 19 7

Age
20-30 31-45 46-60 more than 60

7%

19%
44%

30%

5.1.3 Educational Qualifications

Customers in this primary school certificate account for 22%, secondary school certificate
account for 17%, higher secondary certificate account for 21%, BBA account for 24% and
MBA account for 16% of the total of the number of respondents.

25
 Educational Qualifications

Master Degree

Bachelor Degree

Higher Secondary Certificate

Secondary School Certificate

Primary School Certificate

0 5 10 15 20 25
Primary Secondary Higher
Bachelor
School School Secondary Master Degree
Degree
Certificate Certificate Certificate
Educational Qualifications 20 15 19 22 14

Educational Qualifications
Primary School Certificate Secondary School Certificate Higher Secondary Certificate
Bachelor Degree Master Degree

16%
22%

24%
17%

21%

26
5.1.4 Bank Accounts of Customers
Customers in this student accounts are 34%, business account for 37%, savings account for
13%, current account for 11%, and fixed account for 5% of the total of the number of
respondents.

Bank Accounts

Student Account
Business Account
Fixed Account
Saving account
Current Account

0 5 10 15 20 25 30 35 40
Current Business Student
Saving account Fixed Account
Account Account Account
Educational Qualifications 11 13 5 37 34

Bank Accounts
Current Account Saving account Fixed Account Business Account Student Account

11%

34% 13%

5%

37%

27
5.2 Satisfaction on General Banking Services

General Banking Services

Highly Disatisfied

Dissatisfied

Uncertain
Range

Satisfied

Highly Satisfied

0 5 10 15 20 25 30 35 40

General Banking Services

Highly Satisfied Satisfied Uncertain Dissatisfied Highly Disatisfied

4%

7%

37%
23%

29%

According to these statistics, 37% of DBBL's customers are very delighted with the way in
which DBBL employees conduct themselves, while 29% are just satisfied. 23% of the
customers did not know how satisfied they were with the product or service. On the other
side, 7% of DBBL's customers are unsatisfied with the conduct of the company's employees,
of whom 4% are very dissatisfied.

28
5.3 Internal Banking Services

Internal Banking Services

Highly Disatisfied

Dissatisfied

Uncertain
Range

Satisfied

Highly Satisfied

0 5 10 15 20 25 30 35 40

The results of the analysis carried out on this data are shown in the following pie chart:

Highly Satisfied Satisfied Uncertain Dissatisfied Highly Disatisfied

4%
10%
23%

34%

29%

It can be seen here that 23% of DBBL's customers are very satisfied with the level of service
they get from the bank's employees, while 30% of the firm's customers are just satisfied. 35%
of customers are unsure whether or not they are satisfied with this aspect of the service.
However, 10% of consumers are dissatisfied with the service they received from DBBL
workers at the bank, but just two percent are really dissatisfied.

29
5.4 Satisfaction on Personal Loan Services

Personal Services

Highly Disatisfied

Dissatisfied

Uncertain
Range

Satisfied

Highly Satisfied

0 5 10 15 20 25 30 35

The results of the analysis carried out on this data are shown in the following pie chart:

Personal Loan Services

Highly Satisfied Satisfied Uncertain Dissatisfied Highly Disatisfied

2%

15%
31%

21%

31%

The data shown in the table and pie chart above demonstrates that 30% of DBBL's customers
are very absolutely delighted with the price that the company charges for its services, while
30% of the company's other customers are satisfied. 20% of the customers were unable to
indicate whether they were satisfied or not. On the other hand, 15% of the bank's customers
are dissatisfied with the service fee, and 5% of those customers are very dissatisfied.

30
5.5 Satisfactions on Priority Banking Services

Priority Banking Services

Highly Disatisfied

Dissatisfied

Uncertain
Range

Satisfied

Highly Satisfied

0 5 10 15 20 25 30 35 40

The results of the analysis carried out on this data are shown in the following pie chart:

Priority Banking Services

Highly Satisfied Satisfied Uncertain Dissatisfied Highly Disatisfied

5%
18%
20%

23%

34%

The statistics shown in the table and pie chart seen above show that 18% of DBBL's
customers are very delighted with the manner in which they get their statement, while 23% of
consumers are satisfied overall with the service. 34% of respondents were unable to
determine their degree of satisfaction with reference to the problem. In the meanwhile, ten
percent of customers are dissatisfied with the manner in which they get their statement, while
fifteen percent of consumers are very dissatisfied.

31
5.6 Satisfaction on Current Account Services

Current Account Services

Highly Disatisfied

Dissatisfied

Uncertain
Range

Satisfied

Highly Satisfied

0 5 10 15 20 25 30 35 40 45

The results of the analysis carried out on this data are shown in the following pie chart:

Current Account Services

Highly Satisfied Satisfied Uncertain Dissatisfied Highly Disatisfied

1%
5%

17%
40%

37%

According to the presented information, 42% of clients are very delighted with the cheque
book and the delivery of DBBL, while 38% are just satisfied. 18% of respondents did not
provide any comments on the issue. In contrast, just 1% of DBBL's clients are unsatisfied
with the cheque book or delivery, and of those, only 1% is very dissatisfied with the service.

32
5.7 Satisfaction on Bank’s Borrowing Services

Borrowing Services

Highly Disatisfied

Dissatisfied

Uncertain
Range

Satisfied

Highly Satisfied

0 5 10 15 20 25 30 35 40 45

The results of the analysis carried out on this data are shown in the following pie chart:

Statisfaction on Borrowing Services

Highly Satisfied Satisfied Uncertain Dissatisfied Highly Disatisfied

1%
6%

21%
44%

28%

According to these statistics, 44% of DBBL's customers are very satisfied with the way the
company handles cash fixed deposits, while 28% are satisfied overall with the service. 21%
of the consumers did not know how satisfied they were with the product or service. On the
other side, 6% of customers are unsatisfied with the way that DBBL cash fixed deposits are
handled, and 1% of those clients are very dissatisfied.

33
5.8 Service Delay Satisfaction

Service Delay

Highly Disatisfied

Dissatisfied

Uncertain
Range

Satisfied

Highly Satisfied

0 5 10 15 20 25 30 35 40

The results of the analysis carried out on this data are shown in the following pie chart:

Service Delay Satisfaction

Highly Satisfied Satisfied Uncertain Dissatisfied Highly Disatisfied

5%

30%
35%

20%
10%

The presented observation indicated that just 5% of DBBL's customers are very satisfied with
the length of time they are had to wait in order to get a service at one of the company's
branches, while the other 35% are merely content. 10% of respondents chose not to comment
on the issue. On the other hand, between 20 and 30 % of DBBL's client base expresses
dissatisfaction and strong dissatisfaction with the amount of time they are had to wait in order
to get a service at one of the company's branches.

34
5.9 Satisfaction on ATM and Branches Services

ATM and Branch Services

Highly Disatisfied

Dissatisfied

Uncertain
Range

Satisfied

Highly Satisfied

0 5 10 15 20 25 30 35 40

The results of the analysis carried out on this data are shown in the following pie chart:

ATM and Branch Services

Highly Satisfied Satisfied Uncertain Dissatisfied Highly Disatisfied

5%
20%
20%

20%

35%

The information that was obtained and shown in the table that is found above indicates that
40% of the customers who visit DBBL branches feel as if they are treated in a neutral
manner, while 25% percent feel as though they are disregarded.

35
5.10 Satisfaction on Mobile and Internet Banking Services

Mobile and Internet Banking Services

Highly Disatisfied

Dissatisfied

Uncertain
Range

Satisfied

Highly Satisfied

0 5 10 15 20 25 30 35 40

The results of the analysis carried out on this data are shown in the following pie chart:

Mobile and Internet Banking Services

Highly Satisfied Satisfied Uncertain Dissatisfied Highly Disatisfied

5%

20%
20%

20%
35%

According to the responses shown in the table above, 88% of customers would suggest
DBBL to their families, friends, or colleagues, while just 12% of consumers would not
recommend DBBL.

36
5.11 Satisfaction on Islamic Banking Services

Islamic Banking Services

Highly Disatisfied

Dissatisfied

Uncertain
Range

Satisfied

Highly Satisfied

0 5 10 15 20 25 30 35 40

The results of the analysis carried out on this data are shown in the following pie chart:

Islamic Services
Highly Satisfied Satisfied Uncertain Dissatisfied Highly Disatisfied

5%

20%
20%

20%
35%

According to the responses shown in the table above, 88% of customers would suggest
DBBL to their families, friends, or colleagues, while just 12% of consumers would not
recommend DBBL.

37
5.12 Satisfaction on Remote Banking Services

Remote Banking Services

Highly Disatisfied

Dissatisfied

Uncertain
Range

Satisfied

Highly Satisfied

0 5 10 15 20 25 30 35 40

The results of the analysis carried out on this data are shown in the following pie chart:

Remote Banking Services

Highly Satisfied Satisfied Uncertain Dissatisfied Highly Disatisfied

5%

20%
20%

20%
35%

According to the responses shown in the table above, 80% of customers would suggest
DBBL to their families, friends, or colleagues, while just 20% of consumers would not
recommend DBBL.

5.13 Findings
Following the completion of the survey, it was found that respondents are quite satisfied with
the safety measures offered by the bank throughout the transaction process. The following are
some of the results of the study:

a) General Banking Services: Following the analysis into this statement, It reached the
conclusion that the vast majority of DBBL's clients are quite satisfied with the
company's General banking and Internal banking services. The staff at DBBL makes

38
 every effort to assist clients and provides individualized attention to each person. So
that clients feel secure when doing transactions.
b) Loan Services of DBBL than Other Banks: Clients are more satisfied with DBL's
loan services than those of other banks because DBBL strives to give loans to
customers as quickly as feasible.
c) Priority Banking Services: The graph demonstrates that the majority of Dutch
Bangla Bank Limited's customers are satisfied with the priority banking services they
get, as the bank consistently accords its clients the highest priority.
d) ATM and Branch Services: The majority of DBBL's customers are dissatisfied with
the bank's decision to reduce the number of crowdies in branches and ATM booths.
This is due to the fact that customers are now very busy with their job and do not have
sufficient time to go to the bank in order to collect their money. Because of this, they
want to quickly collect money from the booth as quickly as possible. However, the
number of branches and ATM booths offered by Dutch Bangla Bank Limited is
insufficient to satisfy the demands placed on the bank by its customers. As a result, I
believe that the bank needs to increase the number of both its ATM booths and its
branch locations.
e) Internet and Mobile Banking Services: The majority of DBBL's customers have an
average opinion of the quality of its Internet and mobile banking services, in
comparison to those offered by other banks. This is due to the fact that DBBL's fees
for its Internet and mobile banking services are significantly higher than those of
other banks, and some customers do not provide feedback about these fees.
f) Remote Banking Services: The majority of Dutch Bangla Bank Limited's branches
are solely located inside the territory of Bangladesh's various cities. As a result, the
service coverage provided by DBBL is quite limited. Because of this, customers are
able to claim that the Dhaka bank needs to build a new branch in a rural region or one
of the other cities in Bangladesh.

39
 CHAPTER 06

RECOMMENDATIONS AND CONCLUSION

40
6.1 Recommendations
Dutch Bangla Bank Limited should consider implementing any or all of the following
suggestions in order to maintain its position as a competitive player in the industry, become
profitable, and improve business performance:

a) A financial services provider, a bank is an institution focused on banking activities.

The degree of satisfaction of its customers is a significant factor in determining the
amount of money the company makes. Because of this, the organization should
constantly be concerned with the quality of the services they provide to their clients as
well as the consumers' overall satisfaction with those services.
b) Dutch Bangla Bank Ltd. should place a greater focus on demonstrating empathy to its
consumers. This indicates that DBBL should pay more attention to providing
individualized service for customers and addressing the particular requirements they
have. There is a pressing need to expand the branch network, and additional new
branches have to be built in more rural parts of Bangladesh in order to get in touch
with potential customers.
c) A very high degree of service to customers is required to be provided. At this point in
time, each and every business is really worried about providing excellent service to
their consumers since their clients are quite vital to the firm. In addition, there are a
great deal of different organizations and individuals to choose from, so switching
from one group to another is not a difficult task at all. Because the goods offered by
each bank are almost same, the only thing that differentiates one institution from
another is the quality of the service it provides to its customers. This makes customer
service a very crucial component for banks. As a result, providing better service to
consumers that is of high quality and is free of errors is of the utmost significance.
d) It is imperative that DBBL lower the fees that they impose for using ATMs and credit
cards. Customers are being discouraged from doing business with DBBL as a result of
the additional tax. Customers would have easier access to their accounts if additional
ATMs that can handle cash, withdrawals, and deposits are put in major cities and
villages around the nation. These ATMs may be deployed everywhere in the country.
e) Additionally, they need to concentrate on the marketing components in order to
inform clients about their goods and solutions and conduct additional advertising in
order to bring in new customers. As a result, that consumer will be aware of the
benefits of becoming customers of Dutch Bangla Bank Limited thanks to the many

41
 advertising and marketing programs that the bank does. In order to accomplish this
goal, they may make use of the printed media, the electronic media, and the
distribution of pamphlets to clients, or they may set up a stand at a variety of trade
fairs.

6.2 Conclusion
The banking sector in Bangladesh is finally on the upswing. Bankers are making more
contributions to the country's progress than in prior years. When it comes to the growth of
Bangladesh's economy, the role of the banking sector in the mobilization of money and other
resources is becoming more important. Dutch Bangla Bank Limited is widely recognized as
the premier financial institution in Bangladesh. This company has more structure than any
other private bank in Bangladesh. It's well recognized as a reliable business associate.
DBBL's strengths include its swift and open decision-making, its effective team of
performers, its delighted consumers, its online banking, its efficient internal control, its
diversified investments, etc. Following the completion of my internship report, I came to the
conclusion that the vast majority of Dutch Bangla Bank Limited's clients had a favorable
opinion of the service quality provided by the bank. As a result, we should anticipate that the
level of service provided by Dutch Bangla Bank Limited will continue to improve over time
and that it will garner an even greater following in the years to come.

42
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 Appendix

Questionnaire
I am a student in the Bachelor of Business Administration program at the United International
University, Department of Marketing, and I am currently conducting a project report survey
titled "Customers' Satisfaction analysis on the Banking Services of Dutch Bangla Bank
Limited." I would appreciate it if you could share your thoughts and ideas with me. If you
could spare a few minutes to assist me out by taking this questionnaire, I'd really appreciate
it. The information that was gathered via the survey will not be shared with anyone else and
will only be used for the purpose of generating the project report.

A
B