Analysis of The Effectiveness

INTERNATIONAL JOURNAL OF RESEARCH IN BUSINESS AND SOCIAL SCIENCE 12(1)(2023) 57-71
Research in Business & Social Science

IJRBS VOL 12 NO 1 (2023) ISSN: 2147-4478
Available online at www.ssbfnet.com
Journal homepage: https://www.ssbfnet.com/ojs/index.php/ijrbs
Analysis of the effectiveness of e-customer service platforms on

customer satisfaction at ABSA, Botswana
Douglas Chiguvi (a)*
(a)
Senior Lecturer, BA ISAGO University, P. Bag 145, Gaborone Botswana
ARTICLE INFO ABSTRACT
Article history: The study's primary objective was to analyze the effectiveness of e-customer service platforms on
customer satisfaction in commercial banks in Botswana, using ABSA bank as a case study. The
Received 23 October 2022 secondary objectives were to assess the effectiveness of reliability, responsiveness, assurance, empathy
Received in rev. form 27 Dec. 2022 and tangibles of e-customer service platforms on customer satisfaction at ABSA bank. A positivist
Accepted 22 January 2023 research philosophy was adopted. A cross-sectional survey design was used to collect data and
probability sampling was employed. Data were collected from 180 customers who use ABSA e-
customer services platforms using a structured questionnaire with Likert-type questions. Reliability
Keywords: was assessed using Cronbach’s alpha (α). Data were analysed using descriptive statistics, which
include mean and standard deviation. Regression and correlation were applied to test research
Commercial Banks, E-Customer
hypotheses. Results indicate that reliability, responsiveness, assurance, empathy and tangibles of e-
Services Platforms, Customer customer services platforms at ABSA are positively linked to customer satisfaction. ABSA Bank
Satisfaction, Customer Services, management is therefore recommended to focus on continuous improvement on customer experiences
Service Quality, Digital Banking to satisfy customers. Thus, ABSA should ensure that its services are unique, unforgettable and
Platforms. memorable such that customers are satisfied and share the positive word of mouth about the benefits
offered by the bank. ABSA should also consider customer experience and continuous improvement of
JEL Classification: digital banking platforms as tools that can be used to increase customer satisfaction and loyalty. It is
recommended that future studies be carried out across other banks in Botswana and the African context
M31
as well.
© 2023 by the authors. Licensee SSBFNET, Istanbul, Turkey. This article is an open access article
distributed under the terms and conditions of the Creative Commons Attribution (CC BY) license
(http://creativecommons.org/licenses/by/4.0/).
Introduction
Excellent world class customer service has been regarded as one of the best strategies of increasing customer satisfaction (Khadka
and Maharjan, 2017; Jeske et al., 2015; Ohwo and Agusomu, 2018). Customer service is defined as the totality of what an organisation
does to add value to its products and services from the perspective of customers (Machando and Diggines, 2013). The aim of
delivering excellent customer service is to give total customer satisfaction, which eventually result to customer delight. Customer
satisfaction simply means meeting the customer expectations while customer delight means consistently exceeded customer
needs/expectations (Chiguvi, 2018). Globally the financial sector is facing a lot of challenges due to Covid 19, wars, financial crisis,
decreased of disposable income, fuel crisis and natural disasters. These challenges have intensified competition in the financial mainly
to acquire, develop and retain customers. The best strategy is to provide excellent customer services and this has forced many banks
to adopt electronic banking services. However, many banks across the globe, have adopted advanced banking technologies, it seems
many banks in Africa are still facing some challenges of attracting the masses to fully utilize the e-banking platforms and systems in
place due to low financial illiteracy, technology phobia, cyber bulling, and low knowledge on the use of e customer service banking
platforms. This is the concern that has prompted this researcher to investigate the effectiveness of e-customer service platforms in
the commercial banks.
The Financial industry among other service sector businesses, has experienced a lot changes when it comes to its operational
environment. All banks in the world are now adopting advanced technologies in a bid to provide world class services to the customers.
* Corresponding author. ORCID ID: 0000-0002-9448-336X

© 2023 by the authors. Hosting by SSBFNET. Peer review under responsibility of Center for Strategic Studies in Business and Finance.
https://doi.org/10.20525/ijrbs.v12i1.2283
D. Chiguvi, International Journal of Research in Business & Social Science 12(1) (2023), 57-71
The phase of the entire banking industry is rapidly changing in the 21st century. A focus-shift from traditional banking to new service
delivery channels is paramount among many banks to provide customers with around-the-clock access to banking services for
improved customer service delivery (Addai, et al., 2015). The rapid growth of digital technology and social media has transformed
the traditional delivery channel strategies. The report (Internet World Statistics, 2022) indicated that globally the number of
consumers using the internet has grown steadily, from a total of 361 million users in 2000 to 5.2 billion users in 2021. It further stated
that the most users are in the Asian markets. In Africa the internet penetration is still slow and low due to poor infrastructure, poverty,
computer phobia especially to the elders, financial illiteracy, apathy due to culture and low access to technology due to lack of
electricity or networks among other challenges. Despite these challenges the commercial banks in Africa have invested a lot of
resources on electronic customer services platforms in a bid to attract and retain customers.
Zeng and Khushi (2020) defines banking as an industry that handles cash, credit and other financial transactions. To provide their
services, banks use traditional and modern banking methods. A number of recent research studies (Chiguvi and Guruwo, 2016;
Akinwale and Kyari, 2022) have revealed that several banks have moved away from traditional banking methods to internet banking.
Banks are currently competing on offering unique world class customer services in order to increase customer satisfaction. According
to Zeithaml, Verleye, and Hatak, (2020) service quality in retailing and business, in general, is defined as the judgment and conclusion
the customers attach to the complete superiority of a product or service. Likewise, (Grönroos and Gummerus, 2014) suggested that
perceived quality is considered good when the experienced quality of customers meets the expected quality from the brand. All in
all, service quality is determined by the differences between customers’ expectations of the service provider's performance and their
evaluation of the services they received. This can further be summarized through the scholarship of (Iyanda, Makgosa, Phambuka,
& Themba, 2011) who reiterates customer service quality as the variance between the actual service performance and their
expectations. The aim of this study is to analyze the effectiveness of e-customer service platforms on customer satisfaction in the
commercial banks in Botswana, using ABSA bank as a case study.
Literature Review
The literature review explained the theoretical foundation, conceptual framework and the empirical literature that were used to
support the study.
Service Quality
The concept of service quality has been discussed intensively in research by different Scholars (Nham and Phan 2015; Ojo, 2010;
Aldaihani and Ali 2018; Zeithaml 2000; Gobena 2019) and they are different schools of thought in the subject. Quality gurus like
Juran, Crosby and others come up with different definitions on what is quality. However, despite the different meanings given, many
scholars concurred that quality is achieved only when the customer is satisfied. Nham and Phan (2015) argues that service quality is
the overall customer impression of the relative inferiority of organization and its services. In a different view, Aldaihani and Ali
(2018) defined service quality as the dissimilarity between expectations of customer service and perceived services. This definition
was also echoed by Jahmani (2017) who posited that service quality is concerned with meeting customer requirements in the delivery
of a service. However, Gobena (2019) come up with clear definition and he defined service quality as the ability of the organization
to meet or exceed customer expectations. Gobena (2019) further explained that, if the performance is lower than the expectations of
the customer then perceived service quality is below satisfactory hence customer dissatisfaction and vis-versa. Tannay, Nurprihatin
and Hartono (2018) elucidated that service quality is determined by the discordance that exists among customer expectations, service
provider performance and actual service evaluations delivered. They further explained that service quality is said to be satisfactory
if customer expectations are fulfilled, and is assumed to be unsatisfactory if it fails to fulfil customer expectations. This view is in
line to definitions by Gobena (2019) and Aldaihani and Ali (2018). Al-Azzam (2015) also defined service quality as form of attitude
which represents a long term. Service quality is the difference between what a customer expected of a service prior experiencing it
and his or her perception of the service after it is received (Bambale, Ghani and Ado, 2020). From the above definitions, it is clear
that service quality is a comprehensive appraisal of overall excellence of services. This infers that service quality is providing
customers with services that meets or surpass their needs and expectations and it is clear that customers expect to be provided with
services that will enlighten them.
E-Customer Services
Electronic customer service (e-customer service) is now a must for all organizations especially in the banking sector. All banks have
started servicing customers online or somehow are offering some of their banking services online. In the context of Botswana, all
commercial banks are using a hybrid banking system where both traditional and digital banking are used. This shift has led to a
number of challenges and opportunities to both the bank and the clients.
E-customer service is a company’s collective efforts to engage customers through digital means (Chiguvi, 2016; Agolla, Monametsi
and Phera 2020). This infers that electronic customer platforms includes all delivering support and marketing processes over digital
channels, like live chat, email, video chat, chatbots, or text messaging. Nowadays most commercial banks are now using e-customer
services platforms to deliver superior world class customer services in form of mobile banking, internet banking, SMS banking
among others (Chiguvi and Musasa, 2021). E-customer service can help to increase customer satisfaction and reduce costs. According
to Hyde (2015) electronic customer services is basically a self-service by customers, so for banks, it requires less resources and lower
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transaction and production costs. Hyde (2015) argues that customers will be attracted to electronic customer services platforms when
the e-customer services platforms are available, effective and efficient.
It is vital to note that majority of today’s banking customers are much selective in choosing banking services in terms of their demands
and preferences. In this view and to be competitive, it is now essential for today’s commercial banks to develop services that yield
customer satisfaction and eventually increase customer delight. Most of the today’s clients in the banking sector prefer e-customer
services platforms that offers accuracy, security, efficiency and network speed, user-friendliness, user involvement and convenience.
A lot of scholars such as Centeno (2004) and Hyde (2015) argues that security, speed, the convenience of remote access, 24/7
availability and price incentives are some of key underlying factors for the clients to use electronic customer banking services. Durkin
et al., (2008) and Chiguvi (2016) also alluded that the simplicity of the products and services offered via internet banking facilitates
also increase the usage and acceptance of internet banking by consumers.
Elements of Service Quality
There are many elements of service quality for example, responsiveness, physical aspect, technical quality, empathy, engagement,
reliability, empathy, policy, problem solving, corporate image, tangibility and personal interaction, assurance, functional quality and
tangibles (Lewis and Mitchell, 1990; Munusamy, Chelliah and Mun, 2010; Sanjuq, 2014; Agarwal and Kassahun, 2016; Ambarita,
Matondang and Silalahi, 2021; Subedi, 2019 and Habaragoda, and Wathsala, 2021). These elements of service quality are illustrated
in table 1.
Table 1: Elements of Service Quality
Author (s) Elements of service quality
Lewis and Mitchell (1990) Functional quality, technical quality and corporate image
Munusamy, Chelliah and Mun (2010) Assurance, reliability, tangibles, empathy and responsiveness.
Sanjuq (2014) Assurance, reliability, tangibles, empathy and responsiveness.
Kitapci et al., (2014) Assurance, reliability, tangibles, empathy and responsiveness
Ambarita, Matondang and Silalahi Assurance, reliability, tangibles, empathy and responsiveness
(2019)
Kassahun (2019) Physical aspects, reliability, personal interaction, problem solving and policy.
Subedi (2019) Assurance, reliability, tangibles, empathy and responsiveness.
Habaragoda (2021) Physical aspects, reliability, personal interaction, problem solving and policy
Source: Chiguvi (2022)

Table 1 clearly indicated that there are many elements of service quality. However, this study will only focus on Servqual elements
of service quality which are tangibility, reliability, responsiveness, assurance and empathy. A number of authors in table 1 cited
RATER as the best elements of measuring service quality.
Customer Satisfaction
Customer satisfaction is a widely discussed concept in business. Customer satisfaction is the degree of a person’s feeling after
performance or the results he gets compared to his expectations (Kotler and Keller, 2011). Chiguvi, Muchingami and Chuma (2017)
defined customer satisfaction as the level to which a firm fulfills the needs desires and expectations of customers. Karim and
Chowdhury (2014) explained that, customer satisfaction is a very important factor in determining the competitiveness of
organizations. This is because if the customers are highly delighted by the service provided, they are likely to repeat purchase in
order to get the good experience time and again and use positive word of mouth to attract new customers. On the contrary, dissatisfied
customer may spread a negative message to other and switch to other optional products or services. Customer satisfaction is one’s
feeling of pleasure or disappointment resulting from the comparison of products perceived performance in reference to expectation
(Kotler and Keller, 2011). This definition was also given by Walter et al., (2013) who affirmed that customer satisfaction is an
assessment of whether a product or service features or the product itself, give a delighting level of usage-related fulfillment and
taking into account levels of under or under fulfillment. However, Felix (2017) argued with above definitions and defined customer
satisfaction as the indication of how positively the customer have accepted the service. Customer satisfaction is defined as the
customer’s perception that compare expectations before purchase with perception after purchase (Armstrong et al., 2014). Hennayake
(2017) mentioned that customer satisfaction depends on product perceived performance relative to the expectation of the buyer. In
addition, the customer is dissatisfied if the performance of the product does not meet expectations and if the performance of the
product exceeds customer expectation, the customer is highly satisfied. Rahhal (2015) posited that customer satisfaction is
characterized by how pleased customers or buyers are with the products, administration and the caliber of service offered by the
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organization. Felix (2017) opined that customer satisfaction works as anchor for keeping or retaining customers. He also alluded that
organization achieve customer satisfaction through concentrating on service quality.
Servqual Model
Figure 1: Servqual Model; Source: Johnson and Karlay, 2018
The SERVQUAL model is a popular model introduced by Parasuraman and colleagues in 1985. The model illustrates that the five
service quality dimensions namely tangibility, reliability, assurance, responsiveness and empathy. These five elements are used to
measure customer expectations and customers’ perceptions of service. The SERVQUAL model classifies the components of service
quality known as the five critical quality dimensions. This research adopted the SERVQUAL model to assess customer satisfaction.
The assumption of this model is that before any service delivery customers have got d\service expectations of what they are expecting
to receive. During the service delivery customers expect to get the best service from the service provider in terms of tangibles,
assurance, responsiveness, empathy and reliability. After the service process customers compare the service outcome versus the
expectations and judge the service quality of the service provider. If the expectations of the customer are met, the customer will be
satisfied and become loyal to the organization, However, if the expectations are not met, the customer will become dissatisfied and
he/she is likely to look for new service providers or the client must stop from buying from the company. This model fit well with this
study and hence the need to assess the effectiveness of e-customer service platforms on customer satisfaction in the commercial
banks in Botswana using a case study of ABSA.
Rater Model
Figure 2: Rater Model
The RATER model is a convenient method to measure customer expectations. It was created by Zeithaml, Parasuraman and Berry
to measure service quality. This model helps organizations to measure the level of customer satisfaction with regard to the services
provided by the organization. Companies can use the RATER model to improve their individual or organization services. It is a more
refined version of the SERVQUAL model used for measuring service quality. This study seeks to adopt the same variables of the
RATER model to measure the level of e-customer services platforms at ABSA and determine the degree of influence of each element
on customer satisfaction.
Conceptual Framework
This research is guided by the conceptual framework illustrated in Figure 3.
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Figure 3: Conceptual Framework of The Study
Hypothesis Development
Reliability
Reliability is a trust in the ability of the company to conduct service properly, such as delivering on commitments and claims (Shukri,
et al., 2020). This represents the ability to provide a service correctly and consistently. Reliability is defined as the ability to carry
out the promised service dependably and accurately (Al-Hawary and AI-Smeran, 2016). Reliability is also defined as an essential
dimension of the RATER model. In this model, reliability refers to the ability of the bank to provide services exactly on time and
credibly. This assertation was also confirmed by Kobiruzzaman (2021) who mentioned that reliability is about the provision of the
services on time and reliably. reliability is the ability to deliver the promised service reliably and accurately. Past studies have shown
that customers want consistent and dependable results (Nawaz & Hassan, 2016). A study by Turner et al., (2017) revealed that
reliability had a substantial affirmative influence on customer satisfaction. This was also confirmed by Teshome (2020) who noted
that there is a positive correlation between reliability and customer satisfaction. This has led to the following hypothesis:
H1: The reliability of e-customer service platforms has positive effect on customer satisfaction at ABSA bank, Botswana.
Responsiveness
Responsiveness is the ability of service providers to support clients and provide timely service (Shukri et al., 2020). This reflects
staff's ability to provide programs efficiently and in a timely manner. As stated by previous studies responsiveness is the willingness
to support clients and provide prompt service (Tamilselvi, 2016; Chiguvi 2016). Jeske (2015) defined responsiveness as the ability
to provide rapid response and deal with issues when consumers experience any problems. Kobiruzzaman (2020) asserted that
responsiveness refers to the eagerness to assist customers with respect and provide quick services to satisfy. Results from Alotaibi
(2021) suggested that there is a positive correlation between responsiveness and customer satisfaction. This result was also confirmed
by Ye, Dong and Lee (2017) who discovered that there is a strongest influence of responsiveness on customer satisfaction. This has
led to the following hypothesis:
H2: The responsiveness of e-customer service platforms has positive effect on customer satisfaction at ABSA bank, Botswana.
Tangibles
Tangible is everything in a customer visually experienced service company who purchases a service, including equipment, staff,
physical facilities, products, and appearance (Felix, 2017). Tangibles also includes the organization's physical facilities, equipment,
personnel, and communication material. Such features provide clear indicators for consumers to determine the service provider’s
capabilities (Chiguvi, 2016). This has led to the following hypothesis:
H3: The tangibles of e-customer service platforms positively influence with customer satisfaction at ABSA bank, Botswana.
Empathy
Empathy is defined as the ability to provide individualized attention to customers (Biscaia, et al., 2017). Empathy boosts customer
satisfaction because it allows the organization to acknowledge the way the customer is feeling, and to validate their emotions. This
validation is extremely essential because it increases customer satisfaction and customer delight. It helps customers to feel respected,
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cared about and listened to. Empathy should be a driving force that envelops all activities inside an organization, whether or not it is
customer-facing. Empathy starts with listening, understanding, and anticipating the needs of another. In customer service, this means
putting yourself in the shoes of the customer and seeing the issue from their point of view. Empathy is anticipating what the wants
and needs are of the customer at a specific moment within their journey. Then, it is all about delivering on these wants and needs by
creating a positive and friction-free experience. Kobiruzzaman (2021) explained that empathy means focusing on the customers
attentively to ensure caring and distinguishing service. A study by Kant and Jaiswal (2017) discovered that there was a positive result
between empathy and customer satisfaction. This result was also confirmed by Alotaibi (2021). This has led to the following
hypothesis:
H4: The empathy of e-customer service platforms positive effect on customer satisfaction at ABSA bank, Botswana.
Assurance
Mosimanegape, Jaiyeoba, Iwu and Mahama (2020) defined assurance as the employee’s expertise, kindness, offering security and
the ability to exhibit trust and build confidence in customers. Assurance is the courtesy and vital acquaintance of employees to
respond to customers’ questions (Chiguvi 2016). This definition was also given by Sanjuq (2014) who defined assurance as the
knowledge, courtesy and ability of customers to convey trust and confidence. However, a broader definition was given by Ambarita,
Matondang and Silalahi (2019) who explained assurance as the ability, courtesy and trustworthy philosophy of the staff, free from
peril and uncertainty. Johnson and Karley (2018) revealed that assurance has a positive effect on customer satisfaction. This has led
to the following hypothesis:
H5: The assurance of e-customer service platforms positively influences customer satisfaction at ABSA bank, Botswana.
Research and Methodology

This research employed the positivism research philosophy. According to Tsung (2016) this research philosophy is used mostly when
the researcher wants to explore the statistical relationship between variables as well as when the researcher wants to derive a
hypothesis from an existing theory. Causal research design was employed to measure the effect of responsiveness, assurance,
tangibles, empathy and reliability of e-customer service platforms on customer satisfaction using the RATER model.
Target population
The target population consist of clients who are using ABSA e-customer services platforms and as such the participants were selected
randomly from the customer database, using systematic random sampling.
Data Collection
Electronic questionnaire was used to collect quantitative data of this study. A five point Likert Scale was used and the questionnaire
comprised of the six sections (B, C, D, E, F and G) to address the study objectives of the study.
Data Analysis
Descriptive and inferential statistics was used for data analysis. The Statistical Package for Social Sciences (SPSS) version 21 was
used to run the data. Cronbach’s coefficient Alpha measurement was used to test the reliability of the instrument. The study results
in Table 1 shows and confirmed that the instrument was reliable and suitable for data collection since all the study results were above
0.70.
Table 1: Cranach Alpha Results for Each Rater Indicator
RATER Cronbach’s Alpha No: of constructs

Responsiveness 0.89 5
Assurance 0.83 6
Tangibles 0.75 5
Empathy 0.92 5
Reliability 0.84 5
Source: SPPS Version 21
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Findings
Table 2: Feelings of Customers Towards E-Customer Service Platforms at ABSA
E-customer services Frequencies

platforms I dislike it I can I’m neutral I expect it I like it TOTAL
tolerate
Spark by ABSA (Digital - 40 80 - 60 180

Wallet)
Internet banking 60 40 20 - 60 180
ABSA Cell Banking - - 10 10 160 180
NovoFX (Foreign currency 30 - 150 - - 180
transfers)
ABSA Mobile banking - - 20 20 140 180
App
ABSA Aby 10 140 30 - - 180
ABSA Call Centre 30 - 130 - 10 180
Source: Raw Primary Data (2022)
Results in table 2 revealed that majority of customers at ABSA are not much familiar and like some of the e-customer platform
services, notably NovoFX (Foreign currency transfers), ABSA Aby, ABSA Call Centre, internet banking and digital wallet. Majority
of the respondents are neutral and this may suggest that they are not well educated on the usage of this e-customer services platforms.
However, ABSA Cellphone banking seems to be popular with 160 of the respondents indicated that they liked the platform. This was
also followed by ABSA Mobile App with 140 of the respondents liked the platform. On average, the study results in table 2 indicated
that a lot of education and marketing is needed to encourage ABSA customers to use all its e-customer services platforms.
Descriptive Statistics for Reliability of E-Customer Service Platforms
Table 3 indicate mean scores and standard deviation results for all items used when measuring the influence of reliability of e-
customer services on customer satisfaction at ABSA bank in Botswana.
Table 3: Descriptive Statistics for Reliability
Item Item description Mean score Mean SD

code response
REL1 E-customer service platforms perform the service right the first time. 3.35 Neutral 1.019
REL2 E-customer service platforms are available all time. 3.45 Neutral 0.951
REL3 E-customer service platforms information is current and timely. 3.69 Agree 0.865
REL4 E-customer service platforms information is easy to understand. 3.81 Agree 0.832
REL5 E-customer service platforms information is accurate and relevant. 3.71 Agree 0.931
Overall 3.61 Agree 0.918
Source: Research Data (2022)
Results in Table 3 indicate that mean responses ranged between 3.35, SD = 1.019 (Item REL1) and 3.81, SD 0.832 (Item REL4).
Calculations of mean score averaged (overall mean 3.61: SD = 0.918) agree out of a possible score of 5 (strongly agree). Results
suggested that ABSA customers were pleased with the e-customer services offered by the bank. They confirmed that e-customer
service platforms at ABSA are reliable since most respondents agree that ABSA e-customer services platforms information is current
and timely and easy to understand and that the information is accurate and relevant. However, the items have a mean score of at least
3.3 to 3.8. This indicates that e-customer services platforms at ABSA are only able to meet customer expectations, hence the need
for improving the reliability of e-customer services platforms in order to exceed customer expectations.
Descriptive Statistics for Responsiveness of E-Customer Service Platforms
Table 4 indicate mean scores and standard deviation results for all items used when measuring the influence of responsiveness of e-
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Table 4: Descriptive Statistics for Responsiveness

code response
RES1 E-customer service platforms give customers prompt service 4.35 Strongly 1.019
Agree
RES2 E-customer service platforms are relevant and accurate 4.45 Strongly 0.951
Agree
RES3 E-customer service platforms are appropriate to customer 3.69 Agree 0.865
requirements
RES4 E-customer service platforms do solve customer problems 3.81 Agree 0.832
RES5 E-customer service platforms are included in all existing 2.71 Disagree 0.931
documentation, publicity and advertising channels
Generally, the results in table 4, revealed that e-customer service platforms are responsive towards the customer requirements. The
results indicated that ABSA customers strongly agreed that ABSA customer service platforms are relevant and accurate and that they
give them prompt service with scores of 4.45 and 4.35 respectively. The results also indicated that customers agreed that the e-
customer service platforms at ABSA are appropriate and that they do solve customer problems. However, customers disagreed that
e-customer service platforms at ABSA are included in all existing documentation, publicity and advertising channels. This means
that ABSA need to increase publicity of its digital customer service platforms in different media channels. Overall, the results in
table 4 indicated that the e-customer service platforms at ABSA are responsive, with a mean score value of 3.80. This infers that
there is need for improvement in order to exceed customer expectations.
Descriptive Statistics for Assurance of E-Customer Service Platforms
Table 5 indicate mean scores and standard deviation results for all items used when measuring the influence of assurance of e-
Table 5: Descriptive Statistics for Assurance

code response
ASS1 E-customer service platforms’ security policy is accessible 2.04 Disagree 1.019
ASS2 E-customer service platforms’ privacy policy is accessible 2.45 Neutral 0.751
ASS3 E-customer service platforms contains company details 3.69 Agree 0.865
ASS4 The bank employees are knowledge and have the required skills 4.81 Agree 0.832
about e-customer services platform
ASS5 E-customer service platforms are always error free 4.71 Strongly 0.931
Agree
ASS6 E-customer service platforms at ABSA are widely known for having 2.52 Neutral 0.688
a good reputation
Table 5, shows a summary of descriptive statistics for assurance. The survey results on the Assurance element showed that customers
at ABSA are worried with the security of e-customer service platforms. A mean score of 2.04 indicated that the e-customer service
platforms’ privacy policy at ABSA are not accessible. The results also revealed that customers are ABSA are neutral. They are not
sure whether e-customer service platforms at ABSA are widely known or not known for having a good reputation. This infers that
more publicity and promotion is needed to close this gap. The results revealed that e-customer service platforms at ABSA are always
error free with a mean score of 4.71. The study results also show that customers strongly agreed that ABSA employees are
knowledgeable and have the required skills about e-customer service platforms with mean score of 4.81. the overall mean score of
3.37 also indicates that there is room for improvement especially on the security of e-customer service platforms at ABSA, in order
to boost customer confidence towards the use of digital platforms.
Descriptive Statistics for Empathy of E-Customer Service Platforms

Table 6 indicate mean scores and standard deviation results for all items used when measuring the influence of empathy of e-customer
services on customer satisfaction at ABSA bank in Botswana.
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Table 6: Descriptive Statistics for Empathy

code response
EMP1 I am given individual attention by the customer service banks 2.46 Neutral 1.019
employees
EMP2 Customer service bank employees deal with me in a polite and 2.45 Neutral 0.951
caring fashion
EMP3 I believe the customer service bank employees have my best interest 3.29 Agree 0.865
at heart
EMP4 Customer service bank employees understand my specific needs 3.81 Agree 0.832
EMP5 The customer service support staff are available 24/7 1.71 Disagree 0.931
Table 6 shows a summary of the Empathy element of the supporting staff of e-customer service platforms at ABSA. On average,
customers are not satisfied with the customer service support staff at ABSA. Customers disagreed that the customer service support
staff are available 24/7. This is a cause of concern, since customers expect to use and get assistance on the use of e-customer service
platforms 24/7. The customers are not sure if the bank employees are giving them individual attention and if the customer service
bank employees deal with them in a polite and caring fashion. This is not healthy to the bank as this perception might discourage the
customers to fully utilize e-customer service platforms at ABSA. However, the mean score result of 3.29 and 3.81 indicates that
customer service bank employees have best interest of customers at heart and they understand customer needs respectively.
Descriptive Statistics for Tangibles of E-Customer Service Platforms

Table 7 indicate mean scores and standard deviation results for all items used when measuring the influence of tangibles of e-customer
services on customer satisfaction at ABSA bank in Botswana.
Table 7: Descriptive Statistics for Tangibles

code response
TAN1 E-customer service platforms are well organized 3.85 Agree 1.019
TAN2 E-customer service platforms have clear features to understand 1.45 Disagree 0.951
instructions
TAN3 E-customer service platforms’ navigation is consistent and 1.69 Disagree 0.865
standardized
TAN4 E-customer service platforms’ scrolling through pages is kept to 3.81 Agree 0.832
minimum
TAN5 E-customer service platforms graphics and animation do not detract 2.71 Neutral 0.931
me from use
Overall 2.70 Neutral 0.918
Table 7, shows a summary of tangibles of the e-customer service platforms at ABSA. The survey results on the Tangibles element
show that the respondents either agreed or disagreed that the ABSA e-customer service platforms graphics and animation do not
detract them from use. A mean score of 1.69 indicated that customers disgreed that e-customer service platform’s navigation is
consistent and standardized. In the same vein, the customers disagreed that e-customer service platforms have clear features to
understand instructions. This seems to be a problem to the new users of the platform. However, mean scores of 3.85 and 3.81 indicated
that customers agreed that e-customer service platforms at ABSA are well organized and that the e-customer service platforms’
scrolling through pages is kept to minimum. The overal mean score of 2.70 indicates that ABSA need to improve its e-customer
service platforms to enusre full utilization of the digital paltforms by the customers.
Testing Research Hypotheses
After determining the descriptive statistics of the study, inferential statistics was used to test the research hypotheses so as to
determine the nature of the relationships between e-customer service platform variables (independent variables) and customer
satisfaction (dependent variable). Regression and correlation analysis was employed to measure the underlying relationships between
e-customer service platform variables and customer satisfaction. The variables for this study were reliability, responsiveness,
assurance, empathy and tangibles.
The research hypotheses that sought to be tested are as follows:
H1: The reliability of e-customer service platforms has positive effect on customer satisfaction at ABSA bank, Botswana.
H2: The responsiveness of e-customer service platforms has positive effect impact on customer satisfaction at ABSA bank, Botswana.
65
H3: The assurance of e-customer service platforms positively influences customer satisfaction at ABSA bank, Botswana.
H4: The empathy of e-customer service platforms positively influences customer satisfaction at ABSA bank, Botswana.
H5: The tangibles of e-customer service platforms have positive effect on customer satisfaction at ABSA bank, Botswana.
Table 8: Regression Analysis Table for The Relationship Between Reliability and Customer Satisfaction
Model Summary
Model R R Square Adjusted R Square Std. Error of the Estimate
1 .707a .841 .841 10.62101
a. Predictors: (Constant), Reliability
Table 9: Hypothesis Test Results on The Relationship Between Reliability and Customer Satisfaction
Coefficients
Model Unstandardized Coefficients Standardized t Sig.
Coefficients
B Std. Error Beta
1 (Constant) 18.294 11.467 1.595 .14
Reliability .421 .396 .707 1.064 .000
a. Dependent Variable: Customer Satisfaction
Table 8 revealed that the effectiveness of reliability of e-customer service platforms are significantly positively linked with customer
satisfaction at ABSA. This shows that the effectiveness of reliability of e-customer service platforms are making approximately
70.7% of customer satisfaction at ABSA bank (β = 0.707, t-value = 1.064 and p-value = 0.000).
Correlation value (r = 0.707, p-value = 0.000) in table 8 and table 9 respectively shows that the effectiveness of reliability of e-
customer service platforms are significantly positively linked to customer satisfaction at ABSA. This result demonstrates that strong
relationship between the reliability of e-customer service platforms and customer satisfaction at ABSA. Therefore, hypothesis one is
supported in this study.
H1: The reliability of e-customer service platforms has got impact on customer satisfaction at ABSA bank
Table 10: Regression Analysis of The Relationship Between Responsiveness and Customer Satisfaction
Model Summary
1 .648a .805 .812 4.43732
Table 11: Hypothesis Test Results of The Relationship Between Responsiveness and Customer Satisfaction
Coefficients
Coefficients
B Std. Error Beta
1 (Constant) 12.162 4.791 2.539 .013
Responsiveness .245 .166 .648 1.478 .000
a. Dependent Variable: Customer satisfaction
Table 10 revealed that the degree of responsiveness of e-customer service platforms are significantly positively linked with customer
satisfaction at ABSA. This infers that the degree of responsiveness of e-customer service platforms are making approximately 64.8%
of customer satisfaction at ABSA bank (β = 0.648, t-value = 1.478 and p-value = 0.000).
Correlation value (r = 0.648, p-value = 0.000) in table 10 and table 11 respectively shows that the responsiveness of e-customer
service platforms is significantly positively linked to customer satisfaction at ABSA. This result demonstrates that there is strong
positive relationship between responsiveness of e-customer service platforms and customer satisfaction at ABSA. Therefore,
hypothesis two is supported in this study.
66
H2: The responsiveness of e-customer service platforms has got impact on customer satisfaction at ABSA bank
Table 12: Regression Analysis Relationship between Assurance and Customer Satisfaction
Model Summary
1 .383a .619 .613 4.79004
a. Predictors: (Constant), Assurance
Table 13: Hypothesis Test Relationship between Assurance and Customer Satisfaction
Coefficients
Coefficients
B Std. Error Beta
1 (Constant) 13.631 5.171 2.142 .016
Assurance .197 .169 .383 .621 .000
Table 12 revealed that there is a weak positive relationship between assurance of e-customer service platforms and customer
satisfaction at ABSA. This depicts that assurance of e-customer service platforms is only contributing 38.3% of customer satisfaction
at ABSA (β = 0.383, t-value = 0.621 and p-value = 0.000). Correlation value (r = 0.383, p-value = 0.000) revealed that there is a
very weak positive relationship between assurance of e-customer service platforms and customer satisfaction at ABSA. This means
that ABSA need to improve its e-customer service platforms to exceed the customer expectations. Therefore, hypothesis three is
significantly supported in this study.
H3: The assurance of e-customer service platforms has got influence on customer satisfaction at ABSA bank
Table 14: Regression Analysis of The Relationship between Empathy and Customer Satisfaction
Model Summary
1 .283a .531 .530 4.79004
a. Predictors: (Constant), Empathy
Table 15: Hypothesis Test Relationship between Empathy and Customer Satisfaction
Coefficients
Coefficients
B Std. Error Beta
1 (Constant) 10.631 4.471 2.561 .016
Empathy .177 .179 .283 .771 .000
Table 14 and 15 revealed that there is a weak positive relationship between empathy of customer service employees and customer
satisfaction at ABSA. This depicts that empathy of customer service staff is only approximately contributing 28.3% of customer
satisfaction at ABSA (β = 0.283, t-value = 0.771 and p-value = 0.000).
Correlation value (r = 0.283, p-value = 0.000) revealed that there is a weak positive relationship between empathy of customer service
employees and customer satisfaction at ABSA. This means that ABSA need to improve the soft skills of its customer service staff in
order to increase customer satisfaction. The hypothesis four is therefore weakly positively supported in this study.
H4: The empathy of e-customer service platforms has got influence on customer satisfaction at ABSA bank
Table 16: Regression Analysis Relationship between Tangibles and Customer Satisfaction
Model Summary
1 .366a .037 .360 4.79004
a. Predictors: (Constant), Tangibles
67
Table 17: Hypothesis Test Relationship between Tangibles and Customer Satisfaction
Coefficients
Coefficients
B Std. Error Beta
1 (Constant) 13.631 2.876 2.942 .012
Tangibles .647 .159 .366 .521 .000
Table 16 and 17 revealed that there is a weak positive relationship between tangibles of e-customer service platforms and customer
satisfaction at ABSA. This illustrates that tangibles are approximately contributing 36.6% of customer satisfaction at ABSA (β =
0.366, t-value = 0.521 and p-value = 0.000).
Correlation value (r = 0.366, p-value = 0.000) revealed that there is a weak positive relationship between tangibles of e-customer
service platforms and customer satisfaction at ABSA. This means that more tangible improvements are needed inorder to increase
customer satisfaction. The hypothesis five is therefore positively supported in this study.
H5: The tangibles of e-customer service platforms have got impact on customer satisfaction at ABSA bank
Table 18: Table Showing Hypothesis Tested in The Study
Hypothesis Decision (Accept/Reject) Method of analysis

H1: The reliability of e-customer service Accepted Regression and correlation
platforms has got impact on customer
satisfaction at ABSA bank
H2: The responsiveness of e-customer Accepted Regression and correlation
service platforms has got impact on
customer satisfaction at ABSA ban
H3: The assurance of e-customer service Accepted Regression and correlation
platforms has got influence on customer
H4: The empathy of e-customer service Accepted Regression and correlation
platforms has got influence on customer
H5: The tangibles of e-customer service Accepted Regression and correlation
platforms have got impact on customer
satisfaction at ABSA bank.
Source: Raw Primary Data
Conclusions
The aim of this study was to analyze the effectiveness of e-customer service platforms on customer satisfaction in the commercial
banks in Botswana, using ABSA bank as a case study. In view of this study focus, the study indeed confirmed that e-customer
services platforms have positive effect on customer satisfaction. The study results revealed that the reliability, assurance,
responsiveness, empathy and tangibles of customer service platforms have got strong positive effect on customer satisfaction at
ABSA, Botswana. ABSA management must increase aggressive promotion in order to inform and educate the clients about the
availability of e-customer service platforms at ABSA. The study results indicated that out seven digital channel platforms currently
in use at ABSA, customers are only familiar with three platforms and the rest are underutilized and oftenly used by the customers.
This infers that aggressive marketing, especially informative advertising is needed in order to inform and educate the customers on
the uses, benefits and ways of using the digital channels. This will help to promote greater usage of e-customers service platforms at
ABSA. The use of vernacular language in marketing communications is also encouraged. Many customers have suggested that
instructions and communication used on the digital channel platforms even on flyers is English. Majority of the respondents have
expressed that English is foreign language and they do not understand the instructions hence less usage of the e-customer service
platforms. It is therefore, recommended that ABSA should use Setswana as additional part of instructions to reinforce understanding
on how to use the digital channels. There is also need for personalization. Customers are feeling that ABSA e-customer service
employees are not giving them personal attention. They take long to respond to their queries and enquiries hence less usage of the
digital platforms. This is a common at their Call Centres, customers are feeling that the call centre staff take long to answer and are
not available 24/7. In view of this the bank must personalize their e-customer service platforms and update the technology to allow
24/7 response system to the clients. E-customer service platforms must also be included in all existing documentation, publicity and
advertising channels. Majority of the respondents have cited that the digital platforms are not included in all existing documentation
68
and media channels. Some are feeling that such digital channels are not meant for them, hence exclusion. The bank is therefore
encouraged to include all its platforms in all forms of publicity to attract more clients to use the platforms. Some of the respondents
are complaining the ABSA e-customer service platforms does not have clear features to understand instructions. It is therefore,
recommended that the bank should simply its features so that it can be easy for the customers to understand and use the platforms
without errors. This will also promote greater usage of the platforms. The bank should also provide sales promotions in form of
incentives, competitions, giving prizes and many other gifts in order to encourage and persuade more people to use digital platforms.
Incentives help to attract new customers and also to retain existing customers to use e-customer services platforms. The Bank should
also provide regular training to its staff especially the e-customer service employees to provide world class service to customers. The
service delivery must seamless and uniform. They must attend to customer enquiries in time and also offer help when needed. This
will help to boost the confidence of the customers. The bank should also keep upgrading its technology. Technology should make
the usage of e-customer service platforms better and simple.
Acknowledgements
Author contributions: planning, writing- original draft preparation, writing – review and editing by author, Author has read and agreed to the
published the final version of the manuscript.
Funding: No funding.
Informed Consent Statement: Informed consent was obtained from all subjects involved in the study.
Data Availability Statement: The data presented in this study are available on request from the corresponding author. The data are not publicly
available due to privacy.
Conflict of Interest: The author declares no conflict of interest.
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INTERNATIONAL JOURNAL OF RESEARCH IN BUSINESS AND SOCIAL SCIENCE 12(1)(2023) 57-71

Research in Business & Social Science

Analysis of the effectiveness of e-customer service platforms on

ARTICLE INFO ABSTRACT

* Corresponding author. ORCID ID: 0000-0002-9448-336X

Table 1: Elements of Service Quality

Author (s) Elements of service quality

Sanjuq (2014) Assurance, reliability, tangibles, empathy and responsiveness.

Kitapci et al., (2014) Assurance, reliability, tangibles, empathy and responsiveness

Subedi (2019) Assurance, reliability, tangibles, empathy and responsiveness.

Source: Chiguvi (2022)

Figure 1: Servqual Model; Source: Johnson and Karlay, 2018

Figure 2: Rater Model

This research is guided by the conceptual framework illustrated in Figure 3.

Figure 3: Conceptual Framework of The Study

Research and Methodology

Table 1: Cranach Alpha Results for Each Rater Indicator

RATER Cronbach’s Alpha No: of constructs

E-customer services Frequencies

Spark by ABSA (Digital - 40 80 - 60 180

Table 3: Descriptive Statistics for Reliability

Item Item description Mean score Mean SD

Table 4: Descriptive Statistics for Responsiveness

Item Item description Mean score Mean SD

Table 5: Descriptive Statistics for Assurance

Item Item description Mean score Mean SD

Descriptive Statistics for Empathy of E-Customer Service Platforms

Table 6: Descriptive Statistics for Empathy

Item Item description Mean score Mean SD

Descriptive Statistics for Tangibles of E-Customer Service Platforms

Item Item description Mean score Mean SD

The research hypotheses that sought to be tested are as follows:

Table 18: Table Showing Hypothesis Tested in The Study

Hypothesis Decision (Accept/Reject) Method of analysis

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