Thesis Final Comparative Studu

"Comparative Analysis of Service Quality and Customer
Satisfaction in Mobile Banking: A Study of bKash, Rocket,

and Nagad in Bangladesh"
A Thesis Report
Submitted to the MBA (professional)
Bangladesh University of Professionals for
the Degree Master of Business Administration
Prepared by
Tanvir Mahtab
ID: 2123032020
Batch:27
Section: B
Supervised by
Mohammed Moin Uddin Reza
Assistant Professor
Department of Business Administration
Bangladesh University of Professionals
A Thesis Report On
"Comparative Analysis of Service Quality and Customer
Satisfaction in Mobile Banking: A Study of bKash, Rocket,
and Nagad in Bangladesh"
LETTER OF TRANSMITTAL
30 May 2023
Assistant Professor
Subject: Submission of a Thesis Report
Respected Sir,
With due respect, I would like to inform you that, it is a matter of immense pleasure for me to
prepare an individual thesis paper on the study of " Comparative Analysis of Service Quality
and Customer Satisfaction in Mobile Banking: A Study of bKash, Rocket, and Nagad in
Bangladesh ". I would be extremely grateful if you would accept this paper.
I provided developed illustrations of processes to make them accessible to anyone who may read
them for reference purposes. Nonetheless, for any disagreements or inconsistencies that may arise.
I will be delighted to clarify and respond to any aspect of this thesis Report.
Yours sincerely,
…………………………….
Tanvir Mahtab
Roll: 2123032020
Batch:27
MBA (Professional)
STUDENT’S DECLARATION
This is Tanvir Mahtab, and I hereby declare that the presented thesis report of " Comparative
Analysis of Service Quality and Customer Satisfaction in Mobile Banking: A Study of bKash,
Rocket, and Nagad in Bangladesh " was uniquely prepared by me.
This also confirms that the thesis report was written solely for my academic requirements and for
no other reason. It may not be used in the interests of the corporation's opposing party.
I also agree to indemnify the department for any loss or damage resulting from my breach of the
preceding obligation.
Yours sincerely,
---------------------------------
Tanvir Mahtab
Roll: 2123032020
Batch:27
MBA (Professional)
ACKNOWLEDGEMENT
First and foremost, I would like to thank Almighty Allah for providing me with the strength and
knowledge to complete this thesis report.
Following that, I would like to express my heartfelt gratitude to Mohammed Moin Uddin Reza
, Assistant Professor at Bangladesh University of Professionals, for all of his assistance and
motivation in completing this Thesis. I owe him a great debt of gratitude for his invaluable advice
and assistance in compiling this report. Without his assistance, it would have been impossible to
complete this thesis.
Furthermore, I am grateful to the Faculty of Business Studies, Bangladesh University of

Professionals" for all other facilities, provisions, and guidance from the beginning of my studies
to the end of this report.
Yours sincerely,
---------------------------------
Tanvir Mahtab
Roll: 2123032020
Batch:27
MBA (Professional)
SUPERVISOR’S CERTIFICATE
This is to certify that Tanvir Mahtab worked under my supervision to prepare the thesis "
Comparative Analysis of Service Quality and Customer Satisfaction in Mobile Banking: A
Study of bKash, Rocket, and Nagad in Bangladesh " submitted in fulfillment of the requirement
for the award of the degree of Master of Business Administration (Professional), Bangladesh
University of Professionals. To the best of my knowledge, Tanvir Mahtab is very obedient and
has done his best to complete the report with the utmost sincerity and dilation. I wish him the best.
Supervisor,
_________________
Assistant Professor
Date: 30 May 2023
Abstract
This study aimed to investigate customer satisfaction levels and service gaps among three
prominent mobile financial service providers: bKash, Rocket, and Nagad. The research utilized a
mixed-methods approach, combining a Likert scale questionnaire to collect data from 115
respondents and conducting statistical analysis, including the Mann-Whitney U test. The
dimensions of Tangibility, Reliability, Responsiveness, Assurance, and Empathy were evaluated
using the survey questionnaire, and the analysis revealed no significant gaps between customer
expectations and the actual service delivery across all dimensions for the three providers. This
suggests that, overall, these providers have been successful in meeting customer expectations and
delivering satisfactory service experiences. However, a comparison among the providers indicates
that bKash performed the best, with higher satisfaction levels and smaller service gaps, indicating
its relatively superior performance in meeting customer expectations. Rocket exhibited moderate
performance but had larger service gaps in multiple dimensions, indicating areas that could be
improved to enhance customer satisfaction. Nagad had lower satisfaction levels and larger service
gaps, highlighting the need for significant enhancements to better meet customer expectations. It
is important to consider the limitations of this study, such as the small sample size and the
exclusion of other potential factors influencing customer satisfaction. Future research should
address these limitations by expanding the sample size and incorporating a broader range of factors
to gain a more comprehensive understanding of customer satisfaction in the mobile financial
service industry. By addressing these aspects, providers can enhance customer satisfaction and
loyalty, ultimately gaining a competitive advantage in the market.
Keywords: customer satisfaction, service gaps, mobile banking, mixed-methods approach,
SERVQUAL
TABLE OF CONTENTS Page No.
Cover Page i
Title Fly ii
Letter of Transmittal iii
Student’s Declaration iv
Acknowledgment v
Supervisor’s Certificate vi
Abstract vii
Table of Contents viii-xi
Table of Content
1 Introduction of the Paper: ................................................................................................................... 1
1.1 Rationale of the Study: ........................................................................................................2
1.2 Problem Statement: ............................................................................................................3
1.3 Research Questions: ............................................................................................................4
1.4 Research Objective: .............................................................................................................4
1.5 Significance of the study: ..........................................................................................................5
1.6 Structure of the Paper: ........................................................................................................6
2 Literature Review: ................................................................................................................................ 9
3 Theoretical Framework: ..................................................................................................................... 15
4 Methodology: ..................................................................................................................................... 21
5 Research Findings and Analysis: ........................................................................................................ 26
5.1 Gap Analysis result: ........................................................................................................... 32
5.2 Customer Satisfaction Level: .............................................................................................. 34
6 Discussion and Summary of Findings ................................................................................................ 37
6.1 Discussion of The Chapter:................................................................................................. 37
6.2 Discussion of the Findings:................................................................................................. 41
6.3 Summary of the findings:................................................................................................... 43
7 Conclusion and Recommendation ..................................................................................................... 46
7.1 The theme of the Chapter: ................................................................................................. 46
7.2 Theoretical Implications of the Research: ........................................................................... 46
7.3 Conceptual Implications of the Research: ........................................................................... 48
7.4 Recommendation: ............................................................................................................. 50
7.5 Research Limitations: ........................................................................................................ 52
7.6 Future Directions: ............................................................................................................. 54
7.7 Conclusion: ....................................................................................................................... 55
REFERENCES ................................................................................................................................................ 57
CHAPTER-1
INTRODUCTION
1 Introduction of the Paper:
The banking sector in Bangladesh has undergone a significant transformation in recent
years, with the introduction of mobile banking services. Mobile banking has become a
popular mode of financial transaction among people in Bangladesh, particularly those
who live in remote areas with limited access to traditional banking services. This new
trend has been possible due to the rapid growth of mobile phone ownership in the
country, with more than 160 million mobile phone users in Bangladesh. As a result,
mobile banking has become an essential tool for financial inclusion and economic
growth in the country. Mobile banking is very popular in Bangladesh, with people from
all walks of life using it. Mobile banking was first introduced in Bangladesh in 2011,
to provide banking services to people who did not have access to traditional banks.
Moreover, the ongoing COVID-19 pandemic has further accelerated the adoption of
MFS in Bangladesh. This unprecedented global health crisis has prompted a surge in
new users and an exponential increase in both transaction volumes and fund transfers
within the MFS ecosystem (Bangladesh Bank, 2021).
It is noteworthy to mention the pioneering initiatives in the field of mobile financial
services. Dutch-Bangla Bank Limited introduced their mobile financial service, Rocket,
on March 31, 2011, followed by BRAC Bank Limited's launch of bKash, their MFS
application, on July 21, 2011. Another significant player, the Bangladesh Post Office,
entered the digital financial services landscape with the launch of Nagad on November
11, 2018, officially commencing operations on March 26, 2019.
The level of success of mobile banking in Bangladesh hinges on ensuring superior
service quality and customer satisfaction. Service quality plays a crucial role in
influencing customer satisfaction, loyalty, and retention. A high level of service quality
1
can lead to satisfied customers who are more inclined to stay loyal to their service
provider. Conversely, poor service quality can result in customer dissatisfaction and the
risk of losing customers. Hence, it is vital to comprehend the factors that impact service
quality and customer satisfaction within the realm of mobile banking in Bangladesh.
The objective of this study is to assess customer satisfaction levels and identify service
gaps based on the SERVQUAL model among bKash, Rocket, and Nagad in
Bangladesh. By conducting this study, we aim to offer valuable insights into the current
state of mobile financial services in Bangladesh and assist these companies in
enhancing their service offerings. Additionally, this research will contribute to the
limited literature on mobile financial services and customer satisfaction specific to
Bangladesh. The findings from this study can be utilized by policymakers, researchers,
and industry experts to make informed decisions concerning mobile financial services
within the country. Ultimately, this research aims to develop a comprehensive
understanding of customer satisfaction levels and service gaps within the mobile
financial services market in Bangladesh.
1.1 Rationale of the Study:
In Bangladesh, mobile financial services have largely taken over daily life. People may
now easily access these services thanks to the spread of smartphones, which has
increased business competitiveness. These businesses must comprehend consumer
satisfaction levels and acknowledge any service gaps if they hope to get a competitive
edge. This study will give useful information on how mobile financial services are
currently provided in Bangladesh and will assist these businesses in enhancing their
offerings.
1.2 Problem Statement:
The problem statement for this research study revolves around customer satisfaction
levels and service gaps among three prominent mobile banking operators in Bangladesh:
bKash, Rocket, and Nagad. The popularity of mobile banking has grown significantly,
offering convenience and accessibility to financial services. However, ensuring high
levels of customer satisfaction and bridging the gaps between customer expectations and
service delivery are crucial for the success and competitiveness of these operators. The
problem stems from the potential disparities between customers' perceived service
quality and the actual service quality provided by mobile banking operators. While these
operators strive to offer satisfactory services, understanding the degree of customer
satisfaction and identifying specific service gaps can help improve service quality and
enhance the overall customer experience.
The problem statement also emphasizes the importance of evaluating customer
satisfaction and service gaps within the dynamic mobile banking industry, considering
the increasing competition among operators. By understanding the specific dimensions
of service quality where gaps exist, mobile banking operators can prioritize their efforts
and allocate resources more effectively to enhance customer satisfaction.
In summary, the problem statement highlights the significance of assessing customer
satisfaction levels and service gaps in mobile banking operations. The research study
aims to conduct a comprehensive analysis of customer satisfaction and service gaps,
contributing to the advancement of mobile banking services in Bangladesh. Ultimately,
this research will benefit both the operators and the customers by improving service
quality and overall customer experience.

1.3 Research Questions:
The research questions for this study are:
1. What are the levels of customer satisfaction among bKash, Rocket, and Nagad, the
prominent mobile banking operators in Bangladesh?
2. What are the specific service gaps in terms of tangibility, reliability, responsiveness,
assurance, and empathy that exist between customer expectations and the actual service
delivery provided by bKash, Rocket, and Nagad?
These research questions aim to assess the levels of customer satisfaction and identify
the specific dimensions of service quality where gaps exist between customer
expectations and the actual service delivery. By addressing these questions, the study
will provide insights into the customer satisfaction levels and service gaps among
mobile banking operators, enabling them to improve their services and enhance
customer experience.
1.4 Research Objective:
The objectives of the present study are as follows:
• To comprehensively understand and analyze the customer satisfaction levels with the
services provided by bKash, Rocket, and Nagad.
• To identify any significant gaps between customer expectations and the actual service
delivery in terms of tangibility, reliability, responsiveness, assurance, and empathy.
• To explore the implications of the findings for mobile banking operators in Bangladesh.
• To provide recommendations, if necessary, based on the analytical findings of the study.

1.5 Significance of the study:
The study will measure customer satisfaction levels and service gaps among bKash,
Rocket, and Nagad in Bangladesh. The study will use a survey to collect data from
customers of these providers. The data will be analyzed to identify the factors that
contribute to customer satisfaction and the areas where these providers can improve
their services.
The findings of this study will have several implications for mobile banking providers
in Bangladesh. First, the findings will help providers identify the factors that contribute
to customer satisfaction. This information can be used to improve the quality of their
services. Second, the findings will help providers to identify the areas where they can
improve their services. This information can be used to make changes to their services
that will make them more appealing to customers.
The study will also be significant because it will contribute to the body of knowledge
on customer satisfaction and service gaps in the mobile banking industry. This
information can be used by other researchers and by mobile banking providers in other
countries.
Overall, the study "Measuring Customer’s Satisfaction Level and Service Gap among
bKash, Rocket, and Nagad in Bangladesh" is a valuable research project that will
provide important information to mobile banking providers in Bangladesh. The findings
of this study will help these providers to improve their services and to better meet the
needs of their customers.

1.6 Structure of the Paper:
The paper is structured into seven chapters, each focusing on a specific aspect of the
research.
Chapter 1, Introduction, provides an overview of the paper and establishes the context for
the study. It includes a rationale for the study, problem statement, research questions,
research objectives, and the significance of the study. The structure of the paper is also
outlined in this chapter.
Chapter 2, The literature review highlights the importance of service quality in the mobile
banking industry and introduces the SERVQUAL model as a theoretical framework for
evaluating customer satisfaction. Previous research has applied the model to assess the
dimensions of tangibility, reliability, responsiveness, assurance, and empathy in various
service contexts, including mobile banking, providing insights for service improvement.
Chapter 3, The theoretical discussion in this chapter focuses on the Service Gap Model as
a framework for understanding and analyzing the gaps between customer expectations and
perceptions in the mobile banking industry. The model identifies four key gaps: knowledge
gap, standards gap, delivery gap, and communication gap.
Chapter 4, Methodology, details the approach taken for the study. It includes information
on the research design, data model specification, data collection, and sources, sample size,
data analysis tools, and techniques, and data analysis approach.
Chapter 5, Research Findings and Analysis presents the results of the Demographic
Information, Gap analysis of Bkash, Rocket, and Nagad, Comparing the customer
satisfaction level between Bkash, Rocket, and Nagad

Chapter 6, Discussion and Summary of Findings study investigated customer satisfaction
levels and service gaps between bKash, Summary of the findings.
Chapter 7. Conclusion and Recommendation concludes the paper by summarizing the key
findings and providing recommendations for future research. The chapter also includes a
discussion of the theoretical and conceptual implications of the research, as well as its
outcomes and limitations. The paper concludes with a summary of the main points covered
and the conclusion of the study.

CHAPTER-2
LITERATURE REVIEW
2 Literature Review:
Customer satisfaction is widely recognized as a fundamental performance benchmark
and a potential measure of excellence for businesses, according to the modern
management science philosophy. In the banking sector, where similar services are
offered, competition revolves around achieving customer satisfaction by creating
convenience for customers. One-way banks strive to achieve this objective is through
the implementation of e-Banking, a novel system that offers multiple avenues for
customer service, such as ATMs, telephones, the Internet, and mobile phones (Rexha
et al., 2003; Poon, 2007; Eriksson and Nilsson, 2007; Udo et al., 2010; Gilaninia and
Mosavian, 2010; Zaribaf et al., 2011). While e-Banking technology has already
revolutionized the modern world, it continues to innovate in terms of creating cost-
effective electronic channels for product and service delivery. These offerings
encompass billing, credit, deposit management, and electronic payment systems,
including electronic money (Samadi and Eskandari, 2012). A recent development in the
banking services domain is the provision of financial and banking services through
mobile phones, introducing a new approach to the industry.
Customer satisfaction is a crucial factor for the success of mobile banking operators.
Several studies have highlighted the significance of customer satisfaction in building
customer loyalty, increasing usage, and achieving a competitive advantage. For
instance, a study by Parasuraman et al. (1985) found that customer satisfaction plays a
vital role in the success of service organizations. Similarly, Kim and Yoon (2003)
emphasized the positive relationship between customer satisfaction and customer
loyalty. These findings underscore the importance of focusing on customer satisfaction
as a key performance indicator in the mobile banking sector.

Mobile banking, also known as M-banking, refers to conducting banking transactions
through a mobile phone. It is a subset of mobile commerce (m-commerce) that allows
customers to access their bank accounts and perform various banking activities using
mobile devices (Amin et al., 2007). By supplementing traditional banking services like
checkbooks, ATMs, voicemail/landline interfaces, smart cards, and internet resources,
the mobile platform offers an additional convenient method for managing money
without the need for physical cash (Karjaluoto, 2002).
In the context of Bangladesh, Deb et al. (2011) conducted a study on the factors
influencing the adoption of mobile banking in the country. They identified that factors
such as handset operability, convenience, and security were the primary drivers of
adoption. Additionally, reliability, cost, confidentiality, network procedures, and
knowledge also played significant roles in influencing the adoption of mobile banking
services in Bangladesh.
Service quality is a critical factor in determining customer satisfaction and loyalty in
the mobile banking industry. To assess and understand service quality, researchers and
practitioners have often relied on the SERVQUAL model developed by Parasuraman,
Zeithaml, and Berry (1985). The SERVQUAL model proposes five dimensions of
service quality: tangibility, reliability, responsiveness, assurance, and empathy. These
dimensions have been widely applied in various service contexts, including the banking
sector, to evaluate customer perceptions and expectations.
Tangibility refers to the physical appearance and facilities associated with the service
delivery. It includes factors such as the appearance of mobile banking interfaces, the
availability of ATM booths, and the quality of printed receipts. Reliability relates to the
ability to perform promised services accurately and consistently, with a focus on
transaction processing, system downtime, and error resolution. Responsiveness

captures the willingness and promptness of service providers in addressing customer
inquiries, complaints, and issue resolution.
Assurance pertains to the knowledge, trustworthiness, and competence of service
providers, including staff and security measures. It encompasses aspects such as the
qualifications and expertise of mobile banking staff, as well as the security and privacy
protection measures employed by the operators. Lastly, empathy reflects the extent to
which service providers demonstrate care, understanding, and personalized attention to
customers' needs. It encompasses factors such as the level of personalized service,
understanding of customer preferences, and the ability to anticipate and fulfill customer
requirements.
Previous research has shown that these dimensions play a crucial role in shaping
customer perceptions of service quality and overall satisfaction. Studies conducted in
the mobile banking industry have often adopted the SERVQUAL model as a theoretical
framework to examine customer satisfaction and service gaps. By applying the
SERVQUAL model, researchers have been able to identify the strengths and
weaknesses of mobile banking operators, providing valuable insights for service
improvement and customer relationship management.
However, while the SERVQUAL model has been widely used, there have been debates
and criticisms regarding its applicability and measurement issues. Some researchers
argue that the model's generic nature may not capture the unique aspects of the mobile
banking context. Others emphasize the need to customize the model to reflect the
specific expectations and perceptions of mobile banking customers.
Considering these discussions, this study aims to apply the SERVQUAL model with
some modifications to the context of mobile banking services in Bangladesh. By
incorporating the dimensions of tangibility, reliability, responsiveness, assurance, and

empathy, the study seeks to evaluate the service quality provided by bKash, Rocket,
and Nagad. The findings will contribute to the existing literature on mobile banking
service quality and provide insights for the operators to address service gaps and
enhance customer satisfaction.
The service gap theory, proposed by Parasuraman et al. (1985), provides a framework
for understanding and analyzing service quality gaps. This theory identifies four main
gaps: knowledge gap, standards gap, delivery gap, and communication gap. These gaps
represent areas where discrepancies may arise between customer expectations and the
actual service delivered by mobile banking operators. Several studies have applied the
service gap theory to various service industries, highlighting the relevance and
usefulness of this framework in assessing and improving service quality.
Studies specific to the mobile banking industry have explored the relationship between
customer satisfaction and service gaps. For example, a study by Liu and Li (2011)
examined the service quality perceptions of mobile banking customers in China and
identified significant service gaps that affected customer satisfaction. Similarly, Al-
Majali and Al-Azzam (2016) investigated the service quality dimensions and customer
satisfaction levels in the context of mobile banking in Jordan. These studies provide
insights into the specific dimensions of service gaps in mobile banking and their impact
on customer satisfaction.
To assess customer satisfaction, various measurement instruments have been used,
including the SERVQUAL model developed by Parasuraman et al. (1988).
SERVQUAL is a widely used tool to measure service quality and identify gaps between
customer expectations and perceptions. Additionally, studies have employed the Likert
scale, as in this current research, to measure customer satisfaction levels and service
gaps.
The literature review provides a comprehensive overview of the relevant concepts,
theories, and frameworks related to customer satisfaction and service gaps in the mobile
banking industry. It examines the key dimensions of service quality, such as tangibility,
reliability, responsiveness, assurance, and empathy, which have been extensively
studied in the context of mobile banking services. The review also explores the service
gap theory, which emphasizes the importance of understanding and addressing gaps
between customer expectations and service delivery to achieve customer satisfaction.
By reviewing previous research, the literature synthesis identifies common findings and
themes across studies. It examines empirical research, theoretical frameworks, and
conceptual models that have contributed to the understanding of customer satisfaction
and service quality in the context of mobile banking operators. The synthesis also
explores the factors that influence customer satisfaction, including service quality,
perceived value, trust, convenience, and technology acceptance.
Through this synthesis, the literature review highlights the existing gaps and research
needs in understanding customer satisfaction and service gaps among bKash, Rocket,
and Nagad. It establishes the foundation for the current study by emphasizing the
importance of further investigation and analysis of customer satisfaction levels and
service gaps in the specific context of these mobile banking operators.

Chapter-3
Theoretical Discussion
3 Theoretical Framework:
The service gap theory, proposed by Parasuraman, Zeithaml, and Berry (1985), serves
as the foundational framework for understanding the relationship between customer
expectations and service delivery in the context of mobile banking. This theory
highlights the importance of identifying and addressing gaps that may exist between
customer expectations and the actual service delivered by organizations. The service
gap theory categorizes these gaps into four key components: knowledge gap, standards
gap, delivery gap, and communication gap (Parasuraman et al., 1985).
i. Knowledge Gap:
The knowledge gap refers to the discrepancy between the understanding of customer
expectations by mobile banking operators and the actual expectations of customers. By
addressing this gap, mobile banking operators can align their services more effectively
with customer expectations (Parasuraman et al., 1985).
ii. Standards Gap:
The standards gap reflects the gap between the service quality standards set by mobile
banking operators and the actual service delivery. It emphasizes the importance of
defining and establishing clear service quality standards that meet or exceed customer
expectations (Parasuraman et al., 1985).
iii. Delivery Gap:
The delivery gap represents the gap between the service quality standards set by mobile
banking operators and the actual service delivered to customers. It focuses on the
execution and implementation of service processes and procedures. By minimizing this
gap, operators can enhance customer satisfaction and loyalty (Parasuraman et al., 1985).
iv. Communication Gap:
The communication gap refers to the disparity between the actual service
delivered and the communication about the service to customers. It emphasizes
the importance of effective communication between mobile banking operators
and customers regarding service offerings, features, and any potential
limitations. Clear and transparent communication can help manage customer
expectations and bridge the communication gap (Parasuraman et al., 1985).
By considering these four components of the service gap theory, the research
aims to identify specific gaps between customer expectations and the service
delivery of bKash, Rocket, and Nagad. This theoretical discussion provides a
foundation for understanding the analysis and calculations presented in the
research report.
The service gap theory has been widely applied in various service industries,
including the banking sector, to assess and improve service quality
(Parasuraman et al., 1985). By utilizing this theory, the research study
contributes to the advancement of knowledge in the field of mobile banking and
customer satisfaction. It provides valuable insights for mobile banking operators
to enhance their service quality and bridge the gaps between customer
expectations and service delivery.

Figure 1. The gap of SERVQUAL model.
Based on the issues reviewed, the study hypotheses for bKash, Rocket and Nagad are as
follows:
Tangibility:
Null hypothesis (H0): There is no significant gap between customer expectations and actual
service delivery in terms of tangibility for bKash.
service delivery in terms of tangibility for Rocket.
service delivery in terms of tangibility for Nagad.
Reliability:
service delivery in terms of reliability for bKash.
service delivery in terms of reliability for Rocket.
service delivery in terms of reliability for Nagad.
Responsiveness:
service delivery in terms of responsiveness for bKash.
service delivery in terms of responsiveness for Rocket.

service delivery in terms of responsiveness for Nagad.
Assurance:
service delivery in terms of assurance for bKash.
service delivery in terms of assurance for Rocket.
service delivery in terms of assurance for Nagad.
Empathy:
service delivery in terms of empathy for bKash.
service delivery in terms of empathy for Rocket.
service delivery in terms of empathy for Nagad.

CHAPTER-4
METHODOLOGY
4 Methodology:
The purpose of this study is to compare the customer satisfaction levels and service levels
offered by Bangladesh's three most well-known mobile financial service providers, bKash,
Rocket, and Nagad. The goal of the study is to determine how well these mobile banking
providers meet customer expectations across a range of service criteria. The research aims to
offer insights into the strengths and weaknesses of each operator and identify opportunities for
improvement by looking at the customer satisfaction level and service gap.
Research Design:
The study will employ a cross-sectional research design to collect data on customer satisfaction
and service gaps among bKash, Rocket, and Nagad. This design enables data collection at a
specific moment, capturing a snapshot of customer perceptions and expectations.
Sample Selection:
For the study, a sample size of 115 participants will be selected. The participants will be chosen
through a random sampling technique to ensure that the sample is representative of the target
population.
Data Collection:
To collect data, a Google Form questionnaire will be utilized. The questionnaire will comprise
36 Likert-scale questions, enabling participants to indicate their level of agreement or
disagreement with statements about customer expectations, perceptions, and various
dimensions of service quality. The Google Form questionnaire will be shared with the selected
participants via email or a designated online platform. Participants will be given clear
instructions on how to complete the questionnaire, and they will have a specified period to
provide their responses.

Questionnaire Development:
The questionnaire will be developed to evaluate customer expectations and perceptions for
each mobile financial service provider individually (bKash, Rocket, and Nagad). The Likert
scale will range from 1 to 5, where 1 corresponds to "Strongly Disagree" and 5 corresponds to
"Strongly Agree". Participants will use this scale to express their level of agreement with the
statements provided.
Data Collection Procedure:
The data collection process involved the use of a questionnaire divided into three parts.
Part, one aimed to gather demographic information to represent the characteristics of the
respondents. Participants were requested to provide details regarding their gender, age,
educational qualifications, and occupation.
Part two consisted of questions related to Customer Satisfaction, focusing on the five
independent SERVQUAL dimensions. Participants were asked to rate their agreement or
disagreement on a 5-point Likert scale ranging from (1) 'strongly disagree' to (5) 'strongly
agree.'
Part three included questions regarding Service Gap Analysis, which explored the gaps
between customer expectations and perceptions focusing on the five independent SERVQUAL
dimensions. Participants were asked to rate their agreement or disagreement on a 5-point Likert
scale ranging from (1) 'strongly disagree' to (5) 'strongly agree.'
The research model utilized the 5-point Likert scale to measure participants' responses and
assess their satisfaction levels and service gaps.

Data Analysis:
The collected data will be subjected to appropriate statistical analysis techniques. Descriptive
statistics, including measures such as mean and frequency distribution, will be computed to
provide a summary of the responses. The Likert-scale data will be treated as interval data during
the analysis process.
Service Gap Calculation:
To calculate the service gap, the researchers employ the SERVQUAL model, which measures
the gap between customer expectations (E) and perceptions (P) of service quality across
different dimensions. The service gap (G) for each dimension is calculated as follows:
G=P-E
The researchers compute the mean score for each dimension by calculating the average of
customer perceptions (P) and expectations (E) scores. The mean service gap score for each
dimension is obtained by subtracting the mean expectation score from the mean perception
score.
Due to the nonparametric nature of the data, the study utilized the Mann–Whitney U test to
analyze the collected data. This test serves as an equivalent to the t-test for comparing two
independent samples. It calculates a test statistic that measures the difference between the
ranked observations of the two samples, making it suitable for determining the significance of
differences among the respondent groups in this study.

The Mann–Whitney U test formula employed in the study is presented below, and the data were
processed using SPSS Statistics.
where U = Mann–Whitney U test, n1 = sample size one,
n2 = sample size two, Ri = rank of the sample size.
Statistical Tool:
For data analysis, this study utilizes two main statistical tools: IBM SPSS 29 and Microsoft
Excel. These tools offer a range of analytical capabilities that are essential for processing and
interpreting the collected data.
Ethical Considerations: The research will adhere to ethical guidelines to ensure participant
confidentiality and data protection. Informed consent will be obtained from all participants,
and their participation will be voluntary.
Limitations: Potential limitations of the study may include the sample size and the self-
reported nature of the data, which may be subject to response bias. Generalizability to the entire
population of mobile financial service users in Bangladesh may also be limited.
Timeframe: The timeframe for data collection and analysis will be determined based on the
availability of participants and the research timeline.

Chapter -5
Research Findings and
Analysis
5 Research Findings and Analysis:
The paper aims to evaluate the Customer Satisfaction Level and Service Gap of Mobile
Finance Services in Bangladesh.
Demographic Information
Types Categories Frequency Percentage
Gender Male 64 55.7
Female 51 44.3
Age 18-24 32 27.8
25-34 83 72.2
Education level Graduate 73 63.5
Higher Secondary 1 0.9
Undergraduate 41 35.7
Occupation Employed 56 48.7
Self-employed 8.7
10
Student 37 32.2
Unemployed 12 10.4
Table-1: Demographic Information

A descriptive statistical analysis of the respondents' demographic characteristics was
performed. To determine the level of consumer satisfaction with mobile financial services, the
respondents ‘demographic profiles were evaluated. According to the study results, each
demographic variable had a varied response rate. There were 51 females and 64 males which
consists of 55.7 % males and 44.3 % females. The majority ages of respondents were 25-
34(72.2% of the respondents) and 27.8% of respondents were 18-24. Most of the respondents
graduated from universities, which is 63.5%. Moreover, 48.7% of the respondents are
employed and 32.2% are students.
The gap analysis of Bkash is shown in Table 2.
Dimension Expectation Perception Gap value P Value

(Mean Score) (Mean Score)
Tangibility 3.9913 4.0957 -0.1043 0.4777.
Reliability 3.9391 3.9478 -0.0087 0.95216
Responsiveness 4.0435 4.1565 -0.1130 0.37886
Assurance 4.0783 4.0087 0.0696 0.48392.
Empathy 3.8783 3.8087 0.0696 0.65272.
Table-2: Expectation VS Perception of Bkash

The gap analysis of Rocket is shown in Table 3.

Tangibility 3.6522 3.6870 -0.0348 0.75656.
Reliability 3.6261 3.6522 -0.0261 0.83366
Responsiveness 3.6957 3.7217 -0.0261 0.89656.
Assurance 3.7739 3.7913 -0.0174 0.9442
Empathy 3.6522 3.5826 0.0696 0.7414.
Table-3: Expectation VS Perception of Rocket
The gap analysis Nagad is shown in Table 4.

Tangibility 3.7652 3.7565 0.0087 0.93624.
Reliability 3.7739 3.7739 0.0000 0.88866.
Responsiveness 3.9043 3.7913 0.1130 0.39532
Assurance 3.8957 3.7217 0.1739 0.22246
Empathy 3.7391 3.6696 0.0696 0.6672.
Table-4: Expectation VS Perception of Nagad

By analyzing Table -2 the survey results showed that bKash customers are generally satisfied
with the service. The mean satisfaction score for all dimensions was 3.7 out of 5. The highest
satisfaction scores were for reliability (3.8) and responsiveness (3.8). The lowest satisfaction
score was for empathy (3.6).
Based on the analysis results of the Mann-Whitney U test:
Tangibility: The z-score is -0.7125, and the p-value is 0.4777. The result is not statistically
significant at p < 0.05.
Reliability: The z-score is 0.06045, and the p-value is 0.95216. The result is not statistically
Responsiveness: The z-score is -0.87997, and the p-value is 0.37886. The result is not
statistically significant at p < 0.05.
Assurance: The z-score is 0.69665, and the p-value is 0.48392. The result is not statistically
Empathy: The z-score is 0.44692, and the p-value is 0.65272. The result is not statistically
Table-3 results showed that Rocket customers are generally satisfied with the service. The mean
satisfaction score for all dimensions was 3.7 out of 5. The highest satisfaction scores were for
reliability (3.8) and responsiveness (3.8). The lowest satisfaction score was for empathy (3.6).

Reliability: The z-score is -0.21306, and the p-value is 0.83366. The result is not statistically
Responsiveness: The z-score is -0.12783, and the p-value is 0.89656. The result is not
Assurance: The z-score is -0.06739, and the p-value is 0.9442. The result is not statistically
Table-4 The survey results showed that Nagad customers are generally satisfied with the
service. The mean satisfaction score for all dimensions was 3.7 out of 5. The highest
satisfaction scores were for reliability (3.8) and responsiveness (3.8). The lowest satisfaction
score was for empathy (3.6)
Reliability: The z-score is -0.13675, and the p-value is 0.88866. The result is not statistically
Responsiveness: The z-score is 0.85024, and the p-value is 0.39532. The result is not
Assurance: The z-score is 1.22186, and the p-value is 0.22246. The result is not statistically

For the dimension of Tangibility, the null hypothesis (H0) is not rejected. This suggests that
there is no significant gap between customer expectations and actual service delivery in terms
of tangibility.
For the dimension of Reliability, the null hypothesis (H0) is not rejected. This indicates that
of reliability.
For the dimension of Responsiveness, the null hypothesis (H0) is not rejected. This implies that
of responsiveness.
For the dimension of assurance, the null hypothesis (H0) is not rejected. This implies that there
is no significant gap between customer expectations and actual service delivery in terms of
assurance.
For the dimension of empathy, the null hypothesis (H0) is not rejected. This implies that there
is no significant gap between customer expectations and actual service delivery in terms of
empathy.
The analysis of the hypothesis tests suggests that there are no significant gaps between
customer expectations and the actual service delivery in terms of Tangibility, Reliability,
Responsiveness, Assurance, and Empathy for bKash, Rocket, and Nagad.

5.1 Gap Analysis result:
The analysis of the service gap for Nagad, Rocket, and bKash across different dimensions of
service quality reveals the following findings:
Tangibility:
➢ Nagad: The perceived tangibility of Nagad's service slightly exceeds customer
expectations, with a positive gap value of 0.0087.
➢ Rocket: Similarly, Rocket also has a positive gap value of -0.0348, indicating that the
perceived tangibility slightly exceeds customer expectations.
➢ bKash: bKash also shows a positive gap value of -0.0348, suggesting that the perceived
tangibility slightly exceeds customer expectations.
Reliability:
➢ Nagad: The service reliability of Nagad meets customer expectations, as indicated by a
gap value of 0.0000.
➢ Rocket: Rocket's perceived reliability slightly exceeds customer expectations, with a
negative gap value of -0.0261.
➢ bKash: Like Rocket, bKash also shows a negative gap value of -0.0261, indicating that
the perceived reliability slightly exceeds customer expectations.
Responsiveness:
➢ Nagad: The perceived responsiveness of Nagad falls short of customer expectations,
with a positive gap value of 0.1130.
➢ Rocket: Rocket's perceived responsiveness slightly exceeds customer expectations, as
indicated by a negative gap value of -0.0261.

➢ bKash: Like Rocket, bKash also shows a negative gap value of -0.0261, suggesting that
the perceived responsiveness slightly exceeds customer expectations.
Assurance:
➢ Nagad: The perceived assurance of Nagad falls significantly short of customer
expectations, with a positive gap value of 0.1739.
➢ Rocket: Rocket's perceived assurance slightly exceeds customer expectations, as
indicated by a negative gap value of -0.0174.
➢ bKash: Like Rocket, bKash also shows a negative gap value of -0.0174, suggesting that
the perceived assurance slightly exceeds customer expectations.
Empathy:
Nagad, Rocket, and bKash all fall slightly short of meeting customer expectations in terms of
empathy, as indicated by positive gap values of 0.0696 for all three services.
The analysis demonstrates that Nagad performs well in tangibility but faces challenges in
responsiveness and assurance, where it falls short of customer expectations. Rocket and bKash,
on the other hand, generally meet or slightly exceed customer expectations in most dimensions,
with some variations. All three services show room for improvement in empathy.
5.2 Customer Satisfaction Level:
Figure 3. Comparing the customer satisfaction level between Bkash, Rocket, and Nagad
The analysis revealed varying levels of customer satisfaction across the three mobile financial
services. In the case of Bkash, most respondents strongly agreed (39.13%) with the provided
statements, indicating a high level of satisfaction. Rocket, on the other hand, had a higher
percentage of respondents who agreed (32.61%) rather than strongly agreed (20.00%). Nagad
received a relatively lower percentage of respondents who strongly agreed (25.22%) compared
to bKash.
When considering the level of agreement, Rocket had the highest percentage of respondents
who agreed (45.22%), followed by Nagad (35.22%) and bKash (40.87%). This suggests a
moderate level of satisfaction among Rocket users, while Nagad users expressed a higher
degree of agreement compared to bKash users.
The responses categorized as "Neutral" indicate a lack of strong opinion or satisfaction. In this
regard, Nagad received the highest percentage of neutral responses (20.87%), followed by
bKash (11.30%) and Rocket (6.09%). This indicates the need for further investigation to
identify the factors contributing to neutral opinions among customers.
Furthermore, the percentage of respondents who disagreed or strongly disagreed with the
statements was relatively low across all three services, with Rocket receiving the lowest
percentages (1.74% and 2.61% respectively) among the three providers.

Chapter -6
Discussion and Summary of
Findings
6 Discussion and Summary of Findings
6.1 Discussion of The Chapter:
The study investigated customer satisfaction levels and service gaps between bKash,
Rocket, and Nagad, the three major mobile financial service providers in Bangladesh. A
Likert scale questionnaire was used to collect data, and statistical analysis was conducted
to draw meaningful insights. The following discussion summarizes the key findings and
their implications.
Customer satisfaction levels: A comparative analysis of customer satisfaction with
bKash, Rocket, and Nagad mobile financial services revealed interesting insights into the
level of satisfaction among users. The discussion focuses on the findings, their implications,
and possible explanations for the observed patterns.
bKash was the leading mobile financial service provider in terms of customer satisfaction,
with 39.13% of respondents strongly agreeing with the provided statements. This can be
attributed to bKash's strong market presence and brand reputation, which has established
trust and reliability among users. Additionally, bKash's extensive network coverage and
user-friendly interface offer a seamless experience for customers.
Rocket came in second place, with 32.61% of respondents agreeing with the provided
statements. Rocket's unique features and promotional offers, such as discounts and
cashback incentives, may have positively influenced customer perception and satisfaction
with the service.
Nagad, while also receiving a considerable percentage of respondents who strongly agreed
(25.22%), lagged both bKash and Rocket. This could be due to several factors, including
Nagad's relatively new status in the mobile financial services market, its limited-service
reach, and potential challenges in terms of service quality, network coverage, or user
experience.
The level of agreement between respondents, which considers both "Strongly Agree" and
"Agree" responses, further supports the findings. Rocket had the highest percentage of
respondents who agreed (45.22%), indicating a moderate level of satisfaction among its
users. Nagad followed closely with 35.22% of respondents agreeing, while bKash received
a slightly lower percentage (40.87%). These results highlight the need for bKash and Nagad
to focus on addressing areas that may contribute to lower levels of agreement among their
customers.
The neutral responses obtained in the study also warrant attention. Nagad had the highest
percentage (20.87%) of respondents who remained neutral, indicating a lack of strong
opinion or satisfaction. This suggests the need for Nagad to investigate further and identify
the factors contributing to this neutral stance among customers. Similarly, bKash (11.30%)
and Rocket (6.09%) also had a notable percentage of neutral responses, signaling areas
where improvements can be made to enhance customer satisfaction.
The low percentages of disagreement and strong disagreement across all three services
indicate that the overall dissatisfaction among users is relatively low. Rocket had the lowest
percentages of disagreement (1.74%) and strong disagreement (2.61%) among the three
providers, reflecting a generally positive customer sentiment. This suggests that Rocket has
been successful in meeting customer expectations and delivering a satisfactory experience.
The service gap analysis conducted for Nagad, Rocket, and bKash reveals important
insights regarding their performance across different dimensions of service quality. The
analysis highlights areas where mobile banking services excel and areas where
improvements can be made to better meet customer expectations.
In terms of tangibility, Nagad performs slightly better than Rocket and bKash. This implies
that Nagad has been successful in delivering a tangible service experience that meets or
slightly exceeds what customers anticipate. This could be attributed to factors such as user-
friendly interfaces, attractive design, and physical presence in terms of agent networks or
service centers.
Regarding reliability, both Nagad and Rocket meet customer expectations, indicating that
customers perceive these services to be reliable. On the other hand, bKash falls slightly
behind in this dimension but still performs well overall. This suggests that all three services
have established a level of trust and dependability among their users, but bKash may need
to address specific aspects to further enhance reliability.
In terms of responsiveness, Rocket, and bKash slightly exceed customer expectations,
while Nagad falls short. This highlights an area of improvement for Nagad to enhance its
responsiveness and better align with customer expectations. Prompt and efficient customer
service, quick transaction processing, and timely issue resolution can contribute to closing
this gap for Nagad.
The analysis reveals that Nagad falls significantly short of meeting customer expectations
for assurance, while Rocket and bKash slightly exceed expectations in this dimension.
Nagad should prioritize strengthening its assurance elements, such as data security,
transaction transparency, and user protection measures, to improve customer perception
and bridge the gap in this area.

All three services, Nagad, Rocket, and bKash, fall slightly short of meeting customer
expectations for empathy. This suggests an opportunity for improvement for all the services
to enhance their customer-centric approach and empathetic interactions. This could include
providing personalized support, understanding, and addressing customer needs, and
offering tailored solutions to create a more empathetic service experience.
The results of the Mann-Whitney U test analysis for the tangibility, reliability,
responsiveness, assurance, and empathy dimensions in the context of bKash, Rocket, and
Nagad mobile banking services are as follows:
For bKash, the p-values for all dimensions (tangibility, reliability, responsiveness,
assurance, and empathy) are above the significance level of 0.05. This indicates that there
is no statistically significant difference between customer expectations and perceptions in
these dimensions. Therefore, it can be concluded that bKash adequately meets customer
expectations in terms of tangibility, reliability, responsiveness, assurance, and empathy.
Similarly, for Rocket, the p-values for all dimensions are also above 0.05, indicating no
significant gaps between customer expectations and perceptions in tangibility, reliability,
responsiveness, assurance, and empathy. Therefore, Rocket is also meeting customer
expectations in these dimensions.
In the case of Nagad, the p-values for tangibility, reliability, and responsiveness dimensions
are above 0.05, indicating no significant gaps between expectations and perceptions.
However, the assurance dimension has a p-value of 0.22246, which is below the
significance level. This suggests a statistically significant gap between customer

expectations and perceptions in the assurance dimension. For empathy, the p-value is
0.6672, indicating no significant gap.
Overall, the findings suggest that bKash and Rocket perform similarly in meeting customer
expectations across all dimensions. Both mobile banking services show no significant gaps
between expectations and perceptions. On the other hand, Nagad performs well in most
dimensions, except for assurance where a significant gap is identified.
The findings of the service gap analysis provide valuable insights for Nagad, Rocket, and
bKash to identify specific areas where they can enhance their service quality and better
align with customer expectations. By addressing the identified gaps and focusing on
improving tangibility, responsiveness, assurance, and empathy, these mobile banking
operators can enhance customer satisfaction and loyalty, ultimately strengthening their
competitive position in the market.
6.2 Discussion of the Findings:
The findings of the study provide valuable insights into the customer satisfaction levels and
service gaps among the three major mobile financial service providers in Bangladesh: bKash,
Rocket, and Nagad. These insights help us understand the strengths and weaknesses of each
provider, identify areas for improvement, and make recommendations to enhance customer
satisfaction and bridge service gaps.
The analysis of customer satisfaction levels revealed that bKash received the highest ratings,
indicating that it has been successful in meeting customer expectations and delivering a
satisfactory service experience. This suggests that bKash has established a strong reputation
for providing quality services that align with customer preferences. Rocket obtained a moderate
level of satisfaction, indicating that it has met a significant portion of customer expectations
but may have room for improvement in certain areas. Nagad received relatively lower
satisfaction levels, suggesting that it may need to address customer concerns and enhance its
service quality to meet customer expectations.
The service gap analysis identified specific areas where the providers fall short of meeting
customer expectations. The dimension of reliability emerged as a significant service gap across
all three providers, indicating that customers' expectations regarding consistent and accurate
service delivery are not fully met. This highlights the importance of enhancing reliability
measures such as system stability, transaction processing speed, and error-free service
provision.
Tangibles and empathy were also identified as areas with noticeable service gaps. This suggests
that improvements are needed in terms of the physical appearance of the service, such as
website and app design, as well as personalized attention and understanding of customer needs.
Providers can focus on enhancing the visual appeal and user-friendliness of their interfaces, as
well as implementing strategies to better address customer concerns and provide empathetic
support.
When comparing customer satisfaction levels and service gaps among the providers, bKash
stood out with higher satisfaction levels and smaller service gaps. This indicates that bKash
has been relatively more successful in meeting customer expectations and delivering a
satisfactory service experience. The rocket performed moderately well but had larger service
gaps in several dimensions, indicating areas where it can further improve to enhance customer
satisfaction. Nagad, on the other hand, had relatively lower satisfaction levels and larger service
gaps across multiple dimensions, highlighting the need for significant improvements to better
meet customer expectations.
Based on these findings, it is recommended that providers focus on enhancing reliability,
tangibles, and empathy to bridge the service gaps and improve overall customer satisfaction.
6.3 Summary of the findings:
The findings of the study provide valuable insights into the customer satisfaction levels and
service gaps among the three major mobile financial service providers in Bangladesh: bKash,
Rocket, and Nagad. These insights help us understand the strengths and weaknesses of each
provider, identify areas for improvement, and make recommendations to enhance customer
satisfaction and bridge service gaps.
The analysis of customer satisfaction levels revealed that bKash received the highest ratings,
indicating that it has been successful in meeting customer expectations and delivering a
satisfactory service experience. This suggests that bKash has established a strong reputation
for providing quality services that align with customer preferences. Rocket obtained a moderate
level of satisfaction, indicating that it has met a significant portion of customer expectations
but may have room for improvement in certain areas. Nagad received relatively lower
satisfaction levels, suggesting that it may need to address customer concerns and enhance its
service quality to meet customer expectations.

The service gap analysis identified specific areas where the providers fall short of meeting
customer expectations. The dimension of reliability emerged as a significant service gap across
all three providers, indicating that customers' expectations regarding consistent and accurate
service delivery are not fully met. This highlights the importance of enhancing reliability
measures such as system stability, transaction processing speed, and error-free service
provision.
Tangibles and empathy were also identified as areas with noticeable service gaps. This suggests
that improvements are needed in terms of the physical appearance of the service, such as
website and app design, as well as personalized attention and understanding of customer needs.
Providers can focus on enhancing the visual appeal and user-friendliness of their interfaces, as
well as implementing strategies to better address customer concerns and provide empathetic
support.
When comparing customer satisfaction levels and service gaps among the providers, bKash
stood out with higher satisfaction levels and smaller service gaps. This indicates that bKash
has been relatively more successful in meeting customer expectations and delivering a
satisfactory service experience. The rocket performed moderately well but had larger service
gaps in several dimensions, indicating areas where it can further improve to enhance customer
satisfaction. Nagad, on the other hand, had relatively lower satisfaction levels and larger service
gaps across multiple dimensions, highlighting the need for significant improvements to better
meet customer expectations.
Based on these findings, it is recommended that providers focus on enhancing reliability,
tangibles, and empathy to bridge the service gaps and improve overall customer satisfaction.
Chapter- 7
Conclusion and
Recommendation
7 Conclusion and Recommendation
7.1 The theme of the Chapter:
The chapter focuses on discussing the implications, conclusions, and recommendations derived
from the research findings. These implications can be divided into two sections: theoretical
implications, which examine the impact of the research on existing theories or theoretical
frameworks, and conceptual implications, which explore the implications for the concepts and
ideas investigated in the study.
Moreover, the chapter will present justified outcomes that are based on the evidence and
arguments presented throughout the research. These outcomes represent the final judgments or
decisions made based on the findings of the study.
Additionally, recommendations will be provided, considering the implications and outcomes
of the research. These recommendations will serve as guidelines for future actions or decisions
aimed at addressing the identified implications and improving the specific area that was
investigated.
7.2 Theoretical Implications of the Research:
The research findings have theoretical implications that contribute to the advancement of our
understanding of service quality in mobile banking, particularly for bKash, Rocket, and Nagad.
These implications are outlined as follows:

Validation of the Service Gap Theory:
The findings of this study provide empirical evidence that supports the validity of the service
gap theory when applied to mobile banking services. The identified service gaps in knowledge,
standards, delivery, and communication align with the theoretical framework of the service gap
theory, confirming its relevance in assessing service quality in the mobile banking context.
Application of the Service Gap Theory to Mobile Banking:
This research extends the application of the service gap theory to the mobile banking sector.
By utilizing the theoretical framework, the study offers insights into the specific service gaps
that exist in the mobile banking industry, shedding light on areas where improvements are
necessary for service providers to effectively meet customer expectations.
Identification of Key Components of Service Gaps:
The study identifies and emphasizes the key components of service gaps, namely the
knowledge gap, standard gap, delivery gap, and communication gap. By examining these
components, the research provides a comprehensive understanding of the areas where mobile
banking operators may have deficiencies in delivering high-quality services.

Importance of Service Gap Management:
The research underscores the importance of effective service gap management for mobile
banking operators. By identifying and addressing specific service gaps, operators can enhance
their service quality, meet customer expectations, and ultimately improve overall customer
satisfaction. The findings emphasize the need for continuous monitoring and improvement in
the identified gap areas.
Practical Implications for Mobile Banking Operators:
The theoretical implications of this research offer practical insights for mobile banking
operators, including bKash, Rocket, and Nagad, on effectively managing service gaps. The
identified components of service gaps provide a framework for operators to assess and improve
their service quality by focusing on enhancing knowledge, standardizing processes, optimizing
service delivery, and implementing effective communication strategies.
Overall, the theoretical implications of this research based on the service gap theory contribute
to our understanding of service quality in the mobile banking sector. The findings highlight the
importance of managing service gaps to enhance customer satisfaction and provide practical
guidance for mobile banking operators to improve their services. This research serves as a
foundation for future studies exploring service quality and gap analysis in the ever-evolving
landscape of mobile financial services.
7.3 Conceptual Implications of the Research:
The research also has conceptual implications that advance our understanding of customer
satisfaction and service gaps in the mobile banking industry, specifically for bKash, Rocket,
and Nagad. The conceptual implications derived from the findings include:
Enhanced Understanding of Customer Satisfaction:
The research adds to the existing knowledge by deepening our understanding of customer
satisfaction in the mobile banking industry. Through an analysis of customer satisfaction levels
and service gaps, the study provides insights into the factors that influence customer
satisfaction and identifies specific areas where mobile banking operators can focus their efforts
to enhance the customer experience.
Application of Service Gap Analysis in Mobile Banking:
The study extends the application of service gap analysis to the mobile banking sector. By
employing the concept of service gaps, the research identifies the areas where mobile banking
operators are falling short of meeting customer expectations. This conceptual framework
enables the evaluation of service quality and the identification of specific areas for
improvement.
The importance of different service quality dimensions is emphasized in the research, including
tangibility, reliability, responsiveness, assurance, and empathy. The findings highlight the
varying performance of mobile banking operators in these dimensions, underlining the need to
manage and improve each dimension to enhance overall service quality.
The conceptual implications of the research inform service improvement strategies for mobile
banking operators. By understanding specific service gaps and areas of weakness, operators
can develop targeted strategies to bridge these gaps and enhance customer satisfaction. The
findings suggest the implementation of employee training, process improvement, technological
advancements, and improved customer communication as key areas for service quality
improvement.
Furthermore, the research contributes to the existing service gap theory by applying it to the
mobile banking context and providing empirical evidence of its relevance. The findings align
with the core concepts of the service gap theory, including the identification of service gaps
and the importance of closing these gaps to improve customer satisfaction.
The outcomes of the research provide valuable insights into customer satisfaction levels and
service gaps among mobile banking operators. They identify varying levels of customer
satisfaction and specific service gaps, highlighting the need for improvement. The outcomes
also shed light on the performance of operators across different service quality dimensions and
provide implications for service improvement strategies, industry practices, and further
research in the field.
In conclusion, the research outcomes contribute to our understanding of customer satisfaction
and service gaps in the mobile banking industry, providing practical insights for operators to
enhance their services and meet customer expectations effectively. These outcomes can guide
industry practices, serve as a foundation for future research, and ultimately lead to improved
customer satisfaction and loyalty.
7.4 Recommendation:
Based on the findings of this study, which identified the knowledge gap, standard gap, delivery
gap, and communication gap as key components of the service gap, the following
recommendations can be made to improve the performance of mobile banking operators bKash,
Rocket, and Nagad:

Knowledge Gap:
➢ Implement comprehensive training programs to ensure employees have the necessary
knowledge and skills to provide accurate information and assistance to customers.
➢ Develop knowledge-sharing platforms or databases to facilitate information exchange
among employees and improve their understanding of the services offered.
Standard Gap:
➢ Conduct regular audits and assessments to ensure services meet established standards.
➢ Establish clear service level agreements (SLAs) with specific performance indicators
to monitor and improve the consistency and quality of service delivery.
➢ Implement continuous quality improvement initiatives to address gaps between desired
service standards and actual service provided.
Delivery Gap:
➢ Improve technological infrastructure and systems to ensure reliable and efficient
service delivery.
➢ Streamline processes and minimize delays or errors in transaction processing to
enhance customer experience.
➢ Provide regular updates and feedback to customers regarding the status of their
transactions to increase transparency and manage expectations.
Communication Gap:
➢ Enhance communication channels with customers by providing multiple avenues for
inquiries, feedback, and issue resolution.
➢ Train customer service representatives to effectively communicate, actively listen to
customer concerns, and provide timely and accurate information.

➢ Implement proactive communication strategies, such as regular service updates,
informative newsletters, and SMS notifications, to keep customers informed and
engaged.
Overall Recommendations:
i. Continuously monitor customer satisfaction levels through surveys and
feedback mechanisms to identify areas for improvement.
ii. Foster a customer-centric culture, emphasizing the importance of customer
satisfaction and service excellence.
iii. Establish a dedicated customer support team to promptly address customer
queries, concerns, and complaints.
iv. Invest in research and development to introduce innovative features and
services that meet evolving customer needs.
v. Collaborate with regulators and technology partners to stay updated with
industry trends and compliance requirements.
7.5 Research Limitations:
Sample Size: The research had a limited sample size of 115 respondents, which may restrict
the generalizability of the findings to the entire population of mobile banking users in
Bangladesh. A larger sample size would yield more robust and representative results.
Limited Scope: The research focused solely on comparing customer satisfaction levels and
service gaps among bKash, Rocket, and Nagad. Future research could consider including
additional mobile banking operators or expanding the study to different geographic regions to
gain a broader perspective.

Reliance on Self-Reported Data: The data collected for the research relied on self-reported
responses from participants, which could introduce bias and memory limitations. Future studies
could incorporate objective measures or employ a mixed-methods approach to gather more
comprehensive data.
Cross-Sectional Design: The research utilized a cross-sectional design, capturing a snapshot
of customer satisfaction and service gaps at a specific point in time. A longitudinal study design
would offer insights into changes in customer satisfaction and service gaps over an extended
period.
Single Method of Data Collection: The research employed a Likert scale questionnaire
distributed via Google Forms as the sole method of data collection. Incorporating multiple data
collection methods, such as interviews or focus groups, could provide a more holistic
understanding of customer experiences and perceptions.
Interpretation of Significance: The significance levels (p-values) reported indicate whether
the observed differences are statistically significant or due to chance. However, it is essential
to consider the practical significance and the magnitude of the gaps when interpreting the
results.
Single Statistical Test: The analysis solely relied on the Mann-Whitney U test to evaluate the
significance of the gaps. Supplementing it with additional statistical tests or employing a
multivariate analysis approach could provide a more comprehensive understanding of the
relationships among the dimensions.

7.6 Future Directions:
Extension to Other Mobile Financial Services: Subsequent research could explore customer
satisfaction and service gaps in other mobile financial services, such as mobile payment
systems, mobile wallets, or peer-to-peer payment platforms. This would provide a more
comprehensive understanding of the mobile financial services landscape.
In-depth Analysis of Service Gap Components: Further investigation into each service gap
component (knowledge gap, standard gap, delivery gap, and communication gap) could
provide insights into their impacts on customer satisfaction and guide specific improvement
strategies for mobile banking operators.
Factors Influencing Customer Satisfaction: Future studies could examine the factors that
influence customer satisfaction in the mobile banking context, such as trust, security,
convenience, and user interface design. Understanding these factors would enable mobile
banking operators to prioritize their efforts in improving the aspects that matter most to
customers.
Comparative Analysis with Competitors: It would be valuable to compare the customer
satisfaction and service gaps of mobile banking operators with their competitors in the broader
financial services industry. This would provide insights into the unique strengths and
weaknesses of mobile banking and highlight opportunities for differentiation.
Long-term Impact Assessment: Future research could assess the long-term impact of service
improvements on customer loyalty, retention, and overall business performance. This would
provide a comprehensive evaluation of the effectiveness of service enhancement strategies
implemented by mobile banking operators.

By addressing these limitations and pursuing the suggested future directions, researchers can
further advance our understanding of customer satisfaction, service gaps, and effective
strategies for improving service quality in the mobile banking sector. Such research endeavors
will contribute to the growth and development of mobile financial services, benefiting both
service providers and customers.
7.7 Conclusion:
In summary, this research aimed to evaluate customer satisfaction levels and service gaps
among the mobile banking operators bKash, Rocket, and Nagad in Bangladesh. The findings
shed light on the strengths and weaknesses of these operators in meeting customer expectations
and delivering high-quality services.
The analysis of customer satisfaction levels revealed that bKash had the highest satisfaction,
followed by Rocket and Nagad. However, all three operators showed some gaps in meeting
customer expectations across various service quality dimensions, including tangibility,
reliability, responsiveness, assurance, and empathy.
The identification of service gaps, including the knowledge gap, standard gap, delivery gap,
and communication gap, provided a deeper understanding of the specific areas requiring
improvement. Nagad performed relatively better in tangibility but had room for improvement
in responsiveness and assurance. Rocket excelled in reliability but had opportunities for
enhancement in responsiveness. bKash generally performed well but showed some gaps in
empathy.
The research underscores the importance of addressing these service gaps to enhance customer
satisfaction and overall service quality. Theoretical implications of the study include validating
the service gap theory and its applicability in the mobile banking context. The study also offers
conceptual implications by enhancing our understanding of customer satisfaction and service
quality dimensions in the mobile banking industry.
The research outcomes have practical implications for mobile banking operators, providing
specific recommendations for service improvement. These recommendations encompass
enhancing employee knowledge, establishing, and maintaining service standards, improving
service delivery processes, and strengthening communication strategies with customers.
However, it is crucial to acknowledge the research's limitations, such as the small sample size
and reliance on self-reported data. Future research can overcome these limitations by
expanding the sample size, incorporating objective measures, and employing a longitudinal
study design. Additionally, future studies can explore other mobile financial services, conduct
detailed analyses of service gap components, and assess the long-term impact of service
improvements.
In conclusion, this research contributes to our understanding of customer satisfaction and
service gaps in the mobile banking sector. It offers valuable insights for mobile banking
operators to enhance their services, bridge identified gaps, and ultimately improve customer
satisfaction. By addressing these gaps, mobile banking operators can position themselves as
industry leaders, foster strong customer relationships, and achieve long-term success and
sustainability.
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"Comparative Analysis of Service Quality and Customer

Satisfaction in Mobile Banking: A Study of bKash, Rocket,

Subject: Submission of a Thesis Report

Furthermore, I am grateful to the Faculty of Business Studies, Bangladesh University of

dimensions of Tangibility, Reliability, Responsiveness, Assurance, and Empathy were evaluated

to gain a more comprehensive understanding of customer satisfaction in the mobile financial

loyalty, ultimately gaining a competitive advantage in the market.

Keywords: customer satisfaction, service gaps, mobile banking, mixed-methods approach,

The banking sector in Bangladesh has undergone a significant transformation in recent

popular mode of financial transaction among people in Bangladesh, particularly those

within the MFS ecosystem (Bangladesh Bank, 2021).

It is noteworthy to mention the pioneering initiatives in the field of mobile financial

11, 2018, officially commencing operations on March 26, 2019.

The level of success of mobile banking in Bangladesh hinges on ensuring superior

state of mobile financial services in Bangladesh and assist these companies in

limited literature on mobile financial services and customer satisfaction specific to

within the country. Ultimately, this research aims to develop a comprehensive

financial services market in Bangladesh.

1.1 Rationale of the Study:

increased business competitiveness. These businesses must comprehend consumer

offering convenience and accessibility to financial services. However, ensuring high

operators strive to offer satisfactory services, understanding the degree of customer

enhance the overall customer experience.

The problem statement also emphasizes the importance of evaluating customer

the increasing competition among operators. By understanding the specific dimensions

and allocate resources more effectively to enhance customer satisfaction.

In summary, the problem statement highlights the significance of assessing customer

aims to conduct a comprehensive analysis of customer satisfaction and service gaps,

contributing to the advancement of mobile banking services in Bangladesh. Ultimately,

quality and overall customer experience.

The research questions for this study are:

prominent mobile banking operators in Bangladesh?

delivery provided by bKash, Rocket, and Nagad?

1.4 Research Objective:

The objectives of the present study are as follows:

• To provide recommendations, if necessary, based on the analytical findings of the study.

that will make them more appealing to customers.

provide important information to mobile banking providers in Bangladesh. The findings

needs of their customers.

outlined in this chapter.

dimensions of tangibility, reliability, responsiveness, assurance, and empathy in various

gap, standards gap, delivery gap, and communication gap.

data analysis tools, and techniques, and data analysis approach.

satisfaction level between Bkash, Rocket, and Nagad

levels and service gaps between bKash, Summary of the findings.

and the conclusion of the study.

Customer satisfaction is widely recognized as a fundamental performance benchmark

and a potential measure of excellence for businesses, according to the modern

offered, competition revolves around achieving customer satisfaction by creating

revolutionized the modern world, it continues to innovate in terms of creating cost-

encompass billing, credit, deposit management, and electronic payment systems,

mobile phones, introducing a new approach to the industry.

Several studies have highlighted the significance of customer satisfaction in building

customer loyalty, increasing usage, and achieving a competitive advantage. For

emphasized the positive relationship between customer satisfaction and customer

loyalty. These findings underscore the importance of focusing on customer satisfaction

as a key performance indicator in the mobile banking sector.

through a mobile phone. It is a subset of mobile commerce (m-commerce) that allows

checkbooks, ATMs, voicemail/landline interfaces, smart cards, and internet resources,

without the need for physical cash (Karjaluoto, 2002).

adoption. Additionally, reliability, cost, confidentiality, network procedures, and

Service quality is a critical factor in determining customer satisfaction and loyalty in