YANGON UNIVERSITY OF ECONOMICS

DEPARTMENT OF MANAGEMENT STUDIES

MBA PROGRAMME

Service Quality, Relationship Quality and Customer Loyalty

Towards Ooredoo Myanmar Limited

Paing Soe Tun

ID-200202
Online MBA
August, 2023

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 YANGON UNIVERSITY OF ECONOMICS
DEPARTMENT OF MANAGEMENT STUDIES
MBA PROGRAMME

ACADEMIC YEAR (2020 – 2023)

The Service Quality, Relationship Quality and Customer

Loyalty in Ooredoo Myanmar Telecommunication service

A thesis submitted to the Board of Examiners in partial fulfillment of the requirements for
the degree of Master of Business Administration (Online MBA).

Supervised By: Submitted By:

Dr. Hla Hla Mon Paing Soe Tun
Professor ID- 200202
Department of Management Studies (YUE) Online MBA

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 ABSTACT

The main objectives of this study are to identify the effect of Customer
Satisfaction, Service Quality and Switching Barriers on customer loyalty in Ooredoo
Myanmar Telecommunication service. There is Ooredoo Myanmar claimed a total of 14.7
million mobile subscriptions at the end of 2020 but by June 2022 that figure had shrunk
to less than 8.3 million. For primary data, 2 hundred customers of Ooredoo Myanmar
B2B customer are interviewed with structured questionnaire, and they are chosen by
using simple random sampling method. Secondary data are collected from document
review, internet searching, international research papers, textbooks, and previous research
paper from library. Findings of this research show that five dimensions of service quality,
2 dimensions of Relationship quality and Switching barrier in Ooredoo Myanmar’s
performance have been higher than average level. Among five influencing factors,
tangibles, Reliability, Responsiveness, empathy, and assurance have significantly
influenced on service quality. Afterward, service quality link to customer satisfaction and
trust under relationship quality. It is also found out that customer satisfaction and trust
can generate customer loyalty over switching barrier. For the pay Telecom service
providers in Myanmar, a win-win service quality strategy should be utilized in order to
promote the values towards customers and keep their loyal customers of the companies.

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 ACKNOWLEDGEMENTS

First and foremost, I would like to show my truthful gratitude to Professor Dr. Nu
Nu Lwin, Rector of Yangon University of Economics for giving me an opportunity to do
this thesis as a requirement of master degree of Business Administration.

Truly appreciate to Professor Dr. Nu Nu Lwin and Dr. Myint Myint Kyi,
Professors and Heads, Department of Management Studies (Hlaing Campus), and Yangon
University of Economics for their monitoring, suggestion and guidance in carrying out to
enable me to complete this thesis.

I would like to express my special thanks to my supervisor, Dr. Hla Hla Mon,
Professor, Department of Management Studies for her support, kind guidance,
suggestion, patience, sharing knowledge and valuable time throughout the preparation
and writing of this thesis.

Moreover, I would like to give special thanks to the person who is Mr. Gaurav,
Director of Ooredoo Myanmar Maintenance Service Project for allowing and giving me
the needed data and effective cooperation make me accomplished this thesis successfully.
I also thank the respondents from Ooredoo Myanmar B2B customer in Yangon for
answering survey questionnaires to complete the thesis successfully.

Finally, I am very grateful for the unwavering support I have received from my
colleague, friend and family who have given me advice for my studies and the
unconditional support and encouragement as well as economically during these years.

Paing Soe Tun

ID-200202
Online MBA

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 TABLE OF CONTENTS

Page
ABSTRACT 3
ACKNOWLEDGEMENTS 4
TABLE OF CONTENTS 5
LIST OF TABLES v
LIST OF FIGURES vi
LIST OF ABBREVIATIONS vii

CHAPTER (1) INTRODUCTION 1

1.1 Rational of the study 2
1.2 Objective of the study 3
1.3 Scope and Method of the study 4
1.4 Organization of the study 5

CHAPTER (2) THEORETICAL BACKGROUND 6

2.1 Concepts of Service Quality 6
2.2 Customer Satisfaction 11
2.3 Customer Loyalty 12
2.4 Empirical Studies 14
2.5 Conceptual Framework of the Study 20

CHAPTER (3) Profile and Service Quality provided by 22

Ooredoo Myanmar Limited
3.1 Telecom Sector in Myanmar 22
3.2 Service Quality Practices of Ooredoo Myanmar 24

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 3.3 Research Design 25
3.4 Reliability Test 26

CHAPTER (4) ANALYSIS OF THE EFFECT OF SERVICE 27

QUALITY ON CUSTOMER SATISFACTION AND
CUSTOMER LOYALTY
4.1 Demographic Characteristics of Respondents 27
4.2 Service Quality, Relationship Quality and 28
Customer Loyalty of Ooredoo Myanmar
4.3 Analysis of the Effect of Service Quality 36
on Customer Satisfaction
4.4 Analysis of the Effect of Customer Satisfaction 39
on Customer Loyalty

CHAPTER (5) CONCLUSION 41

5.1 Findings and Discussions 41
5.2 Suggestions and Recommendations 43
5.3 Needs for Further Research 45

REFERENCES

APPENDIX+

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LIST OF TABLES
Table No. Description Page No

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LIST OF FIGURES

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 CHAPTER (1)
INTRODUCTION

Being determined as an ongoing emotional relationship between product or service

providers and customers, customer loyalty is the greatest reward given as a consequence of
satisfaction and trust due to the overall value of the product or service received by a
customer (Oracle, 2021). Nevertheless, loyalty is depending on the satisfaction of customer
and not directly proportional to the level of satisfaction. Customers may feel satisfied with
products or services, but it can still happen possible situation not to be loyal. On the other
hand, some customers are still in the status of loyalty while they have some degree of
dissatisfaction in their mind concerned with product or service.

As the competition among businesses become intensified during the global economic
crisis caused by Covid-19, many firms are modifying or implementing their loyalty programs
to prohibit their current loyal customers from leaving to their competitors. Continuous
reviewing process about customer loyalty is necessary for companies to adjust supply and
demand, estimate the profit or loss, maintain the quality of product or service and enjoy the
fruits of success (Aaker, 1991).

Nowadays, significant challenges lie ahead in the telecom landscape, which will
require the market players to fulfill investment goals, but also determine whether services
need to be qualified, as circumstances change. At the same time, the government would do
well by boosting its capacity to monitor and continuing its liberalization efforts. When all
these commitments come to fruition, Myanmar citizens will have access to world-class
services.

Basically, the evaluation of the service performance is based on the quality of service.
According to Lewis and Booms (1983), service quality is the measurement of how far the
delivered service is identical with customer satisfactions and delivering service quality refers
as accommodating to expectations of customer on a persistence basis. Besides, the outcome
of service quality is the difference between expectations of customer and the service

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delivered (Parasuraman et al., 1985). The gap of the service quality has emerged by the time
the level of service perception decreases lower than the expected level. The existence of the
gap between the quality perception of a service provider and the quality perception of a
customer is called the perception gap (Oliver, 1999)

Deng et al. (2010) argued that how to satisfy and maintain relationship with
customers in order to have customer loyalty is the essential survival of profit organizations.
Therefore, it is needed for organizations to understand the connection between customers’
satisfaction and their durability of relationship with service provider (Bolton, 1998).
Furthermore, organizations need to have policies for the "customer gratitude" (Palmatier et
al., 2009) to have long-term relationship with customers.

Principally, customer loyalty can be classified into two dimensions called behavioral
dimension and attitudinal dimension (Kandampully et al., 2000). The behavioral loyalty is
specified as the behavior of a customer related to repurchase and the preference for a service
or a product over time (Bowen & Shoemaker, 1998), The attitudinal loyalty is defined as the
intention of customer concerned with likelihood to repurchase and recommend (Getty &
Thompson, 1994).

For every business, customer loyalty is a prerequisite to make profits even when the
prominent level of satisfaction may not secure full percentage of guarantee. The more
advanced economies such as entertainment, technology and broadcasting media have now
changed consumer buying interest with the numerous kinds of products and services.
Nowadays, customers demand high quality of products with reasonable price. The key factor
to persuade quality conscious customers is to give satisfaction through products or services
with superior quality. Customers always prefer a product or service that gives them the
maximum satisfaction. When customers are satisfied with the service quality, they tend to be
loyal with the service organization (Siddiqui, 2011).

1.1 Rationale of the Study

The telecom industry in Myanmar has experienced remarkable growth and

transformation over the past decade, driven by increasing mobile penetration, expanding

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internet connectivity, and advancements in digital technologies. As the telecom market
becomes increasingly competitive, telecom service providers in Myanmar face the challenge
of attracting and retaining customers while maintaining sustainable growth. This research
aims to explore the relationship between service quality, relationship quality, and switching
barriers on telecom service growth in Myanmar. By understanding the key factors that
influence customer loyalty and churn behavior, there is seeking to provide valuable insights
for telecom companies to enhance their service offerings and strengthen their market position
in Myanmar's dynamic telecom landscape.

The relationships quality significantly impacts customer loyalty and retention. This
research will explore the factors contributing to relationship quality, including customer
engagement, trust, and emotional attachment to the telecom service provider. Understanding
the drivers of relationship quality will help telecom companies build stronger connections
with their customers and foster long-term loyalty.

The impact of service quality, relationship quality, and switching barriers on telecom
service growth in Myanmar holds significant implications for telecom companies seeking to
strengthen their market position. By understanding customer preferences, satisfaction
drivers, and the factors influencing churn behavior, telecom service providers can refine their
service offerings, improve customer experiences, and foster long-term loyalty. As Myanmar's
telecom industry continues to evolve, the insights from this research will be instrumental in
guiding telecom companies to navigate the challenges and capitalize on the opportunities
presented by the dynamic telecom service landscape in the country.

Therefore, to investigate the relationship between service quality, relationship quality

and customer loyalty, and then to identify the key factors that influence customer loyalty and
determine the extent to which service quality of customer relationship management plays a
role in influencing customer loyalty. The focusing will be of value to service provider in
understanding how to improve their customer relationship management practices to build
stronger customer relationships and increase customer loyalty.

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1.2 Objectives of the Study

The purpose of the study is to explore the effect of service quality and relationship
quality on customer loyalty. The specific Objectives are as follows:

1: To examine the effect of service quality on the relationship quality of

Ooredoo’s Telecom service customer in Myanmar.

2: To analyze the effect of relationship quality on the customer loyalty to

Ooredoo’s Telecom service customer.

3: To analyze the moderating effect of switching cost on the relationship between

relationship quality and Customer loyalty.

1.3 Scope and Method of the Study

The study mainly focuses on Service Quality, Relationship Quality and Customer
Loyalty Towards Ooredoo Myanmar Limited. The relevant studies are mobile phone users’
expectations and perceptions upon B2B sims service provided by Ooredoo Myanmar
Limited.

Simple random sampling method is applied to select the respondent. By using

Yamane’s sampling size formula at 95% confidence level and the sample size of respondent
is 395. However, valid respondents are only 200 in this study. The data collection period is
three weeks from 19 October to 9 November, 2023. Primary data are collected through
survey questionnaires from the enterprise who registered for B2B telecom services and by
delivering hand to hand to some B2B customer in Yangon region. The method used to collect
the data from subscribers is self-administered questionnaire. For secondary data, collected
data from Ooredoo Myanmar Call Center which received customer complaint and service
inquire which come complaint from B2B customers which are using for their business with
Ooredoo SIMs in Yangon. Respondent were asked to evaluate each service attribute
according to the gap between perception their expectation and acceptation by using five

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rating scale excellent, “1” being very poor, “2” being poor, “3” being acceptable, “4” for
good, and “5” for excellent.

1.4 Organization of the Study

This study comprises five chapters. Chapter (1) is the introduction of the study,
rationales of the study, objectives of the study, scope and method of the study and
organization of the study. Chapter (2) presents the theoretical background of the study.
Chapter (3) describes the profile and services of Ooredoo Myanmar Limited. Chapter (4)
includes the effect of service quality on customer satisfaction, trust and customer loyalty.
And Chapter (5) expresses the findings and discussions, suggestions and recommendations
and needs for further research.

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 CHAPTER (2)
THEORETICAL BACKGROUND

This chapter describes the concepts and theories relevant to service quality,
relationship quality and customer loyalty. It includes the concepts of service quality about
Tangibility, Reliability, Responsiveness, Empathy, Assurance, and then relationship between
service quality, customer satisfaction and customer loyalty and empirical studies.

2.1 Concepts of Service Quality

Service is a bridge that delivers companies to reach their customers. Definitions and
interpretation of service can differ with one another according to the respective areas. Some
scholars metaphorize service as an intangible offer provided by one party to another for the
sake of exchanging money for pleasure. In assessing quality, customers find out the standard
of service as one of their considerations (Solomon, 2009). A definition of service quality
includes five dimensions: Tangibility, Reliability, Responsiveness, Empathy and Assurance.
Service quality is further defined by content, process, structure, outcome, and impact.

Quality is the ability to fulfill customers’ needs and their satisfaction on account of
the total accumulation of the characteristics and features of a product or service (Kotler et al.,
2002). In management and marketing literature, the criteria of service quality are measured
through customer perceptions on service whether meet or surpass their expectations
(Zeithaml et al., 1990).

The SERVQUAL model, developed by A. Parasuraman, Valarie Zeithaml, and

Leonard Berry in 1988, is a widely recognized framework for assessing and measuring
service quality. This model identifies five key dimensions that customers use to evaluate the
quality of a service. These dimensions help organizations understand customer expectations
and perceptions, thereby enabling them to identify areas for improvement and enhance
overall service delivery.

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 The five dimensions of the SERVQUAL model are: Tangibles, Reliability,
Responsiveness, Assurance, Empathy. Each of these dimensions is assessed through a set of
survey questions that capture customers' perceptions of the service provided. Customers are
asked to rate their expectations and actual experiences on these dimensions, allowing
organizations to identify gaps between expectations and perceptions. The larger the gap, the
greater the opportunity for improvement.

2.1.1 Tangibility

Tangibles mean physical appearance and features occupied in product or service.

Physical structures of the headquarters and offices, types of materials usage and usage of
branding equipment are included in the physical appearance and features. Furthermore,
tangibles are utilized as the reflection of image and quality by most of the firms (Zeithaml,
Bitner & Gremler, 2006). The dimension of tangibles is crucial in products or services
because it can express the brand to be prominent and create positive combination to the
quality of product or service. On the side of service providers, they are careful with their
employees to be perfect in appearance, equipment, uniforms and working environment. It
makes the customers to get good expression in the entire process of the company.

Customers will try to judge about the quality of the service by looking at the tangibles
such as physical infrastructure, machines or equipment, employees and mechanism of
communication which can promote the image and brand of the company (Zeithaml et al.,
2006). Moreover, tangibles are highly emphasized in implementing the strategy and they are
also used repeatedly as the booster in brand, quality status and continuity in communication
with the customers by service industries. Additionally, some companies formulate the
merging style of tangible dimension to generate a service quality strategy.

2.1.2 Reliability

Reliability is obtained by fulfilling the promised service with the guarantee of high
accuracy (Zeithaml et al., 1990). Reliability defines that the company attempts to achieve
their promises to customers related with the pricing, resolution of problem and provision of

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services. This dimension concentrates in the needs of customers. From the perspective of
customers, they believe that it is not possible to break their promises related with the
outcomes of service and the features of core service by the service providers (Wilson et al.,
2008). Reliability confirms the efficiency of a service provider to provide high quality of
service on a consistent basis.

Reliability is directly proportional to the trust and the overall admiration that
customer feels after service consumption (Abd-El-Salam et al., 2013). In service quality, the
role of the reliability is played as the major role and people will feel that sense of the
dimension of reliability because of the service quality they received (Kaura et al., 2012). As a
company which provides the good quality of service, a company and its employees require
having the ability in solving and communicating with customers for their queries concerned
with the product and services. In this case, it is essential to response in line with the time to
be effective (Buttle, 1995)

2.1.3 Responsiveness

Responsiveness is a crucial dimension of service quality that pertains to the

willingness and ability of a service provider to promptly help and assist customers. It
involves being attentive, addressing customer needs promptly, and providing timely
solutions. Responsiveness contributes significantly to overall customer satisfaction and can
influence customer loyalty and retention. Reference: Parasuraman, A., Zeithaml, V. A., &
Berry, L. L. (1988).

Responsiveness in service quality refers to the willingness and ability of service

providers to promptly assist customers. Also, responsiveness is a key determinant of
customer perceptions of service quality. Customers who felt that a company's employees
were responsive and attentive were more likely to view the service as high quality and
satisfactory. The study also demonstrated that addressing customer needs promptly can lead
to improved customer loyalty and positive word-of-mouth recommendations.
"Responsiveness, as a key dimension of service quality, plays a pivotal role in satisfying
customers by promptly addressing their needs and concerns (Johnston & Clark, 2008)."

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2.1.4 Empathy

Empathy focuses on the service provider's ability to understand and address the
emotions, needs, and concerns of customers. It involves demonstrating genuine care,
compassion, and attentiveness towards customers' feelings and circumstances. Empathy
plays a significant role in creating positive customer experiences, building trust, and
fostering long-term relationships. Reference: Parasuraman, A., Zeithaml, V. A., & Berry, L.
L. (1988). Servqual: A multiple-item scale for measuring consumer perceptions of service
quality. Journal of Retailing, 64(1), 12-40.

Underscores the importance of empathy in influencing customer perceptions of

service quality and its positive impact on customer satisfaction and loyalty. Empathy
involves understanding and caring about customers' needs and providing personalized
attention. Customers who felt that a company's employees understood their needs and
provided personalized care were more likely to view the service as high quality and
satisfactory. Also, customers appreciate service providers who listen attentively and show
genuine concern for their well-being. "Empathy, an essential component of service quality,
involves understanding and connecting with customers on a personal level, which fosters a
stronger customer-provider relationship (Reichheld & Sasser, 1990)."

2.1.5 Assurance

Assurance is critical for building long-term customer relationships and enhancing

customer loyalty. When customers feel that the service provider is competent, credible, and
attentive to their needs, they are more likely to have confidence in the service and continue to
patronize the business. "Assurance, as a key dimension of service quality, encompasses the
competence, courtesy, and credibility of service providers, instilling confidence and trust in
customers (Parasuraman, Zeithaml, & Berry, 1985)."

Emphasize that assurance goes beyond technical competence; it extends to the

provider's ability to communicate effectively, inspire trust, and make customers feel at ease.
Service providers are expected to convey professionalism, reliability, and competence. This

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assurance is often conveyed through both verbal and non-verbal cues, including the service
provider's appearance, demeanor, and communication style. "In the context of service
quality, assurance refers to the ability of service providers to convey trust and confidence
through factors such as competence, courtesy, and professionalism (Cronin & Taylor, 1992)."

Figure (2.1) SERVQUAL Model

Reference: Parasuraman, A., Zeithaml, V. A., & Berry, L. L. (1988). Servqual: A multiple-
item scale for measuring consumer perceptions of service quality. Journal of Retailing, 64(1),
12-40.

2.2 Relationship Quality

Service quality plays a pivotal role in shaping customer satisfaction and loyalty in the
telecom industry. The dimensions of service quality perceived by customers in Myanmar,
such as network reliability, call quality, internet speed, customer support, and billing
accuracy. Analyzing customer perceptions of service quality will enable telecom providers to
identify areas for improvement and enhance the overall customer experience.

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 Relationship quality in the context of service refers to the strength and depth of the
bond between a service provider and its customers. This bond is built on two fundamental
pillars: trust and satisfaction. Trust represents the confidence that customers have in the
service provider's ability to fulfill promises and deliver consistent, reliable experiences.
Satisfaction, on the other hand, reflects customers' overall contentment with the service
received.

Relationship quality in service is based on trust and satisfaction. Trust reflects

customers' confidence in the provider's reliability, while satisfaction reflects their
contentment with the service received. Both elements are crucial for customer loyalty,
retention, and positive word-of-mouth. For a service provider as Ooredoo Myanmar Limited,
nurturing trust and ensuring customer satisfaction are pivotal for long-term success in a
competitive market.

2.2.1 Satisfaction:

Satisfaction refers to customers' emotional and cognitive evaluation of the service

they receive. It encompasses factors such as the quality of the service, responsiveness of the
provider, ease of interactions, and overall experience. High levels of satisfaction indicate that
customers' expectations have been met or exceeded.

Satisfied customers are more likely to continue using the service and to become
advocates, promoting the service to their peers. Satisfaction is closely linked to customer
loyalty and repeat business. It also helps in reducing negative word-of-mouth, as satisfied
customers are less likely to share negative experiences.

In the context of relationship marketing, satisfaction is a fundamental component of

relationship quality, representing the customer's subjective evaluation of the service
provider's performance and the fulfillment of their expectations (Morgan & Hunt, 1994).
This sense of contentment and confidence in the provider fosters trust and commitment,
leading to long-lasting and mutually beneficial relationships between customers and firms.

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 Satisfied customers are those who experience consistent connectivity, quick issue
resolution, and user-friendly apps for managing their accounts. These customers are more
likely to remain loyal and may even upgrade their plans or subscribe to additional services,
contributing to the firm's revenue growth. "Satisfaction plays a pivotal role in relationship
quality, as it represents the customer's contentment and fulfillment with the overall service
experience, thereby strengthening the bond between the customer and the service provider
(Morgan & Hunt, 1994)."

2.2.2 Trust

Trust is a critical component of relationship quality as it signifies the level of

confidence customers have in the service provider's integrity, reliability, and competence.
Trust is built over time through consistent positive interactions and the provider's ability to
fulfill commitments. When customers trust a service provider, they feel comfortable relying
on the provider's offerings and recommendations.

In the realm of relationship quality, trust serves as the cornerstone, fostering an

environment where customers feel secure, confident, and assured that the service provider
will consistently meet their expectations and uphold their interests (Dwyer, Schurr, & Oh,
1987).

Trust plays a significant role in customer loyalty and retention. When customers trust
a service provider, they are more likely to stay with the provider for an extended period, even
in the face of competitive offerings. Trust also reduces customer uncertainty, as customers
believe that the provider will meet customer’s expectations consistently.

Trust plays a pivotal role in relationship quality within the context of customer-
provider relationships, signifying the customer's confidence in the service provider's
reliability, competence, integrity, and benevolence (Morgan & Hunt, 1994). Trust forms the
foundation of long-term relationships, as customers rely on their belief that the provider will
consistently deliver on promises and act in their best interests."

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2.3 Customer Loyalty in Ooredoo Telecom Service

In the ever-evolving landscape of the telecom industry, where competition is fierce

and technological advancements are rapid, customer loyalty stands out as a cornerstone of
success. Ooredoo, a prominent telecom service provider, recognizes the intricate relationship
between customer loyalty, trust, and satisfaction. This delves into the dynamics of customer
loyalty within Ooredoo's telecom service, emphasizing the crucial roles that trust and
satisfaction play in nurturing lasting relationships with customers.

Customer loyalty is the holy grail of business success, as it reflects the deep-rooted
commitment and attachment of customers to a brand or service provider (Oliver, 1999).

Trust and satisfaction are interconnected forces that influence customer loyalty in
tandem. Trust lays the foundation, and satisfaction reinforces the structure. When Ooredoo
consistently delivers services that meet or exceed customer expectations, trust flourishes. In
turn, this trust amplifies the positive impact of customer satisfaction, creating a virtuous
cycle of loyalty.

In the competitive landscape of today's markets, building and sustaining customer

loyalty is not just about offering superior products or services, but also about fostering
emotional connections and trust (Reichheld, 1996).

2.4 Switching Cost

Switching Cost play a significant role in the relationship between relationship quality
and customer loyalty. When customers perceive high relationship quality with a service
provider, they often develop a sense of trust, satisfaction, and commitment to the
relationship. However, the presence of switching barriers can further solidify this loyalty.

Switching Cost are essentially hurdles or obstacles that make it difficult for customers
to switch to another service provider. These barriers can include contractual obligations,
financial costs, time investments, or emotional attachments. For example, a customer who
has a long-term contract with a telecom provider may face financial penalties for switching

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to a competitor, making them less likely to consider switching even if they encounter minor
issues.

In this context, relationship quality contributes to customer loyalty by enhancing trust

and satisfaction. When customers trust a service provider and are satisfied with their
interactions, they are less inclined to explore alternatives, especially when switching involves
overcoming significant barriers. Therefore, strong relationship quality can act as a buffer
against customer attrition. References: Reichheld, F. F. (1996). The Loyalty Effect: The
Hidden Force Behind Growth, Profits, and Lasting Value. Harvard Business School Press.

Switching Cost, as identified in the context of customer loyalty, are critical factors
that deter customers from switching to competing service providers. These barriers can be
attributed to various aspects, such as contractual commitments, financial penalties, or the
perceived effort required to adapt to a new service. Studies have indicated that higher
switching barriers significantly reduce the likelihood of customers switching, thus
contributing to increased customer loyalty (Keaveney, 1995). Reference: Keaveney, S. M.
(1995). Customer Switching Behavior in Service Industries: An Exploratory Study. Journal
of Marketing, 59(2), 71-82.

Figure (2.2) Switching Costs to Customer Loyalty

Source: NOA WILLYS, Customer Satisfaction, Switching Costs and Customer Loyalty: An
Empirical Study on the Mobile Telecommunication Service, American Journal of Industrial
and Business Management, 2018, 8, 1022-1037

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2.6 Previous Studies

This study emphasized on previous research paper and analysis to develop the
conceptual model of this study. Annie Wanjiku Kibeh (2013) was conducted a study focusing
on issue and challenges relating to relationship quality on customer trust and satisfaction.
According to the study of Annie Wanjiku Kibeh (2013), there were four practices influencing
on relationship quality – service quality, price, brand image and value offers. This study has
been considered five variables as relationship quality such as trust, commitment,
communication, reciprocity and satisfaction. The finding can be concluded as: all the tactics
of relationship marketing are positively related to relationship quality and customer loyalty.
The conceptual framework of previous study was shown in Figure 2.1.

Figure (2.3) Relationship quality and Customer loyalty in Telecommunication Industry

Source: ANNIE WANJAKU KIBEH, Relationship Marketing And Customer Loyalty In

Mobile Telecommunication Industry In Nairobi, 2013

Another study investigates the service quality and its impact on customer
satisfaction. Focusing about service quality which can affect directly to customer
satisfaction. These may include the usage of speech formulas and vocabulary, gestures
and facial expressions, proxemics, appearance, environment, speed of response and

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security. Moreover, if external and internal factors are consciously specific regarding
content, they become subtler when developing service quality.

Quality standards were developed to improve product conformance initially in

manufacturing and supply chain but now imply to all areas of the business because all
functional procedures are interdependent. Subsequently, quantifiable standards are
created to maintain these sets called benchmarks which can be measured, monitored and
regulated to meet requirements. The objectives of conducting the study were to
investigate the various factors that affect customer loyalty and satisfaction, the affect of
service quality and brand equity, identifying issues within service quality and measure its
impact. The conceptual framework of this study is shown in Figure (2.4).

Figure (2.4) Customer Satisfaction Diagram

Source: VU NGUYEN KHANH DUY, Service Quality And Its Impact On

Customer Satisfaction, April 2021.

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2.7 Conceptual Framework of the Study

The conceptual framework of the study is adapted from the combination of the
theoretical reviews and the previous researches. It explains the influence of five variables
in service quality, two variables in relationship quality, and then customer loyalty.

Figure (2.5) Conceptual framework of the Study

Source: Own Complication, 2022

Figure (2.5) demonstrate a study of customer loyalty on telecom service subscriber

in Myanmar. It analyses the relationship between influencing factors and sustainable
subscribers among Telecom Operators. This study is structured to elaborate relevant
theoretical and empirical evidence to support the research hypotheses and conceptual
framework. Next, to show the research approach and executive methods, describing the
procedure for conducting the study. Lastly, to discuss the analysis, results, and summarize
a conclusion of Switching Cost to Customer loyalty with Trust and Customer satisfaction.

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 CHAPTER (3)
PROFILE AND SERVICE BY OOREDOO MYANMAR LIMITED

Until now, Telecom industry in Myanmar is a growing market and it can be

considered as the blue ocean. Telecom subscriber in Myanmar rely only Myanmar Post and
Telecommunication services for a long time before open economy. Before open economy,
Myanmar telecoms sector had been controlled by the state-own enterprise, Myanmar Posts
and Telecommunications (MPT). In 2014, liberalization of the Myanmar telecom sector
brought about change with astonishing speed. The development of telecommunication has
supported economic growth of the countries. Telecommunication business licenses were
awarded to two international companies, Telenor from Norway and Ooredoo (Former Qtel)
from Qatar in a selection process that has been widely praised for its transparency. After the
2021 Myanmar political situation changed, Telenor divested its Telenor Myanmar operations,
selling it to the joint venture owned by Lebanese M1 Group and Nine Group (based on
Singapore). The company officially rebranded as ATOM on 8 June 2022 from Telenor. After
Mytel became the fourth telecom operator in January 2017, there are four telecom operators
in Myanmar at present.

The digital transformation of the telecom industry in Myanmar demands substantial

infrastructure development and investment, then also transformed customer behavior and
expectations, presenting both opportunities and challenges for telecom companies in
Myanmar. Customers now demand seamless and personalized experiences across various
digital channels. Understanding these evolving customer preferences and expectations is
crucial for telecom companies to design customer-centric strategies that foster loyalty and
satisfaction.

Understanding the infrastructure-related challenges and opportunities will be crucial

for telecom companies and policymakers to ensure seamless connectivity and sustainable
growth. Digitalization in the telecom industry brings about regulatory and policy

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implications that need careful consideration. Policymakers play a vital role in creating an
enabling environment for digital innovation while safeguarding consumer rights and privacy

This chapter states the background information of Ooredoo Myanmar Limited in

which consists of Telecommunication sector in Myanmar, Telecom Voice/Data services of
Ooredoo Myanmar and services quality practices of Ooredoo Myanmar Limited.

3.1 Telecommunication sector in Myanmar

Myanmar is among the fastest developing telecommunications market in the

world, mainly driven by the late investments from 2014 onwards. Myanmar, once
labelled one of the world’s most repressive, censored and underdeveloped
Telecommunications sectors, has adopted a host of reforms to rapidly improve the
nation’s economy and quality of life of its citizens.

Telecom industry in Myanmar is continuing its expansion to the defensiveness of

the sector and despite the social and public health impacts, amid an uncertain political
and economic outlook due to the 2021 political crisis and the Covid-19 pandemic.

Until the year 2012 Myanmar’s telecommunications environment was in an

extremely bad situation. Then in 2013, the Myanmar government licensed Telenor of
Norway and Ooredoo of Qatar to operate as telecommunications carriers in Myanmar,
and KDDI began providing technical support to MPT (Myanmar Posts and
Telecommunications). This brought dramatic improvements in the situation. As for
mobile phones, the diffusion rate was only at around 2% in 2011 and grew rapidly to
reach 89% in 2016, growth of over 40x.

The mobile phone has brought a great change to people’s lives and to the business
environment. As for the internet, the diffusion rate is still low, but this means that there is
a lot of room for future growth. Once the diffusion rate of broadband grows,
telecommunications infrastructure should become easier to use as it becomes more
capable of handling the expanding volume of data which systems are able to send. The
change should enrich people’s lives, while business is expected to become more efficient
and contribute more toward the growth of Myanmar’s economy.

3.2 Profile of Ooredoo Myanmar Limited

Ooredoo Myanmar Limited, a subsidiary of the Ooredoo Group, has been a

prominent player in Myanmar's telecommunications landscape since its launch in 2014,
offering a wide array of telecommunications services, including mobile voice and data,

27
fixed-line connectivity, and internet solutions. With a strong presence in the Myanmar
market and substantial investments in network infrastructure, Ooredoo Myanmar
continues to be a vital contributor to the country's telecommunications sector, providing
both individual consumers and businesses with reliable and innovative
telecommunications solutions. Additionally, the company is actively engaged in corporate
social responsibility initiatives, focusing on education, healthcare, and community
development to make a positive impact on local communities.

Ooredoo is leveraging service quality and relationship quality on loyalty by

proactively seeking customer feedback, addressing concerns promptly, and continuously
enhancing service quality based on customer preferences. By doing so, Ooredoo can
solidify the connection between trust, satisfaction, and loyalty.

Ooredoo employs various methods to gauge and bolster customer loyalty. One
such method is the Net Promoter Score (NPS), which assesses the likelihood of
customers recommending Ooredoo's services to others. Higher NPS scores reflect higher
loyalty levels. Ooredoo also monitors customer retention rates and churn rates, providing
insights into loyalty trends. Furthermore, Ooredoo can conduct regular customer surveys
to gauge satisfaction levels and identify areas for improvement.

To enhance customer loyalty, Ooredoo is implementing personalized the offerings

based on customer preferences and usage patterns. This proactive approach not only
increases customer satisfaction but also strengthens the bond of trust. Additionally,
Ooredoo's investment in innovative technologies and services demonstrates its
commitment to meeting evolving customer needs, further bolstering loyalty.

In the realm of Ooredoo's telecom service, customer loyalty is a multi-faceted

concept that hinges on the symbiotic relationship between trust and satisfaction. Trust,
earned through consistent service delivery and transparency, lays the groundwork for
loyalty. Satisfaction, fueled by exceptional customer experiences, acts as a catalyst that
fortifies this loyalty. Ooredoo's ability to recognize and nurture this interplay between
trust, satisfaction, and loyalty positions it for sustained success in a dynamic industry.

This research paper focuses on the relationship between service quality, customer
satisfaction to Customer Loyalty. As Ooredoo continues to prioritize customer-centric
strategies and technological innovation, it will undoubtedly forge deeper connections
with its customers, elevating loyalty to a lasting bond that withstands the tests of time and
competition.

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3.3 B2B sim service of Ooredoo Myanmar Limited.

There are many options for data and Voice, service on not only personal sim but
also Business sim provided by Ooredoo Myanmar Limited in Myanmar. Ooredoo
Myanmar Limited offers Business-to-Business (B2B) SIM services to cater to the specific
needs of corporate clients and enterprises. These services are designed to provide reliable
and efficient connectivity solutions for businesses, ensuring seamless communication and
data connectivity. Here's an overview of the B2B SIM services offered by Ooredoo
Myanmar Limited and also will examine the service quality, relationship quality and
loyalty in Chapter 4.

Ooredoo Myanmar provides businesses with the option to purchase SIM cards in
bulk, making it convenient for companies with a large number of employees or devices
and only available for SME, Enterprise and Government sector.

Ooredoo offers tailored data plans to meet the data usage requirements of
businesses. Whether it's high data consumption for IoT devices or consistent data
connectivity for employees, customizable plans are available.

Ooredoo Myanmar ensures the security of corporate data through secure and
encrypted connections, vital for protecting sensitive business information.B2B SIM
services include voice communication plans for employees and teams, ensuring clear and
reliable voice connectivity for business operations.

For companies with fleets of vehicles, Ooredoo offers services that allow tracking
and managing vehicle fleets using SIM-enabled devices.

Ooredoo provides data analytics and reporting tools that help businesses monitor
data usage, track expenses, and optimize data plans from the application of Ooredoo
SuperApp.

Ooredoo offers round-the-clock customer support to assist businesses in resolving

any issues promptly support by 24/7 Customer Care Helpdesk.

These B2B SIM services are essential for companies in Myanmar that rely on
efficient communication and data connectivity to support their operations. Ooredoo
Myanmar Limited aims to be a trusted partner for businesses, providing them with the
connectivity solutions they need to thrive in the digital age.

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Figure 3.1 B2B Plan and Price

Swel Sone Tone Ashan Pal

Ooredoo B2B Plan (1) Plan (2) Plan (3) Plan (4) Plan (1) Plan (2)

Monthly 35000 MMK 60000 MMK 11700 MMK 17000 MMK 15000 MMK 20000 MMK

Voice
(Ooredoo to 300 Min per Day 500 Min per Day 1000 Min per Day 1000 Min per Day 1000 Min per Day 1000 Min per Day
Ooredoo)
SMS
(Ooredoo to 6000 per Month 6000 per Month 6000 per Month 6000 per Month 100 per Month 100 per Month
Ooredoo)

Mobile Data 1 GB per Month 2.5 GB per Month 4.5 GB per Month 6 GB per Month 7 GB per Month 9 GB per Month

Voice
- - 100 Min Per Month 200 Min Per Month - -
(Ooredoo to Other)

SMS
- 50 per Month 100 per Month 200 per Month - -
(Ooredoo to Other)

Cash back (Bill) 3700 MMK 6500 MMK 12500 MMK 18000 MMK 225000 MMK 400000 MMK

Code for access *568*1*1*1# *568*1*2*1# *568*1*3*1# *568*1*4*1# *568*1*6# *568*1*7#

Source: Ooredoo Myanmar Limited

 Only for B2B SME, B2B Government only

 30 Days cycle
 Auto renewal
 Allowance can only be used for PAYG Onnet Voice, Onnet SMS and Data with
below PAYG rate
(Onnet Voice:12 Kyats | Onnet SMS : 15 Kyats | Data : 11 Kyats per MB)
 No Gift and Self Purchase packs from Allowance
 No Offnet Call and SMS from Allowance.

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3.4 Organization Structure of Ooredoo Myanmar Limited

Figure 3.1 Organization Chart of Sedona Hotel Yangon

Source: Ooredoo Myanmar Limited

There are twelve Departments processing for Ooredoo Myanmar limited by related
C level Management. The individual department objectives and functions of Ooredoo
Myanmar are as follow;

(1) Logistic Department

The logistics department is processing for maintaining network efficiency, meeting

customer demands, and sustaining profitability. Also, responsible for efficiently
managing the inventory of telecom equipment, devices, spare parts, and network
infrastructure. This involves forecasting demand, procurement, storage, and distribution
to various locations.

(2) Audit Department

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 The audit department is integral to maintaining the integrity of operations and
financial management, and then conducting financial audits to assess the accuracy and
completeness of financial records, transactions, and reports. Evaluating the efficiency and
effectiveness of operational processes. Reviewing internal controls, identifying process
bottlenecks, and recommending improvements to enhance productivity. Objectives of
audit department are deeply rooted in ensuring the company's long-term success,
protecting its assets, and fostering a culture of accountability and improvement within the
organization.

(3) Finance and Accounting Department

The Finance and Accounting Department within Ooredoo Myanmar Limited is

responsible for managing financial resources, maintaining accurate financial records, and
ensuring compliance with accounting standards and regulations. Coordinating with
internal and external auditors to conduct financial audits and ensure compliance with
accounting standards and regulatory requirements.

Developing financial forecasts, budgets, and financial models to support strategic

planning and decision-making. Preparing accurate and timely financial statements,
including income statements, balance sheets, and cash flow statements. Monitoring and
controlling expenses to ensure that the company operates efficiently and within budget.
Cost analysis helps identify areas for cost reduction and optimization.

Managing revenue streams, including billing, collections, and revenue recognition.

This function ensures that the company maximizes revenue while maintaining customer
satisfaction. Identifying and mitigating financial risks, such as currency exchange rate
fluctuations, interest rate risks, and credit risks.

(4) The Corporate Affairs and Public Relations (CAPR) Department

Corporate Affairs and Public Relations Department is responsible for managing

the Ooredoo Myanmar Limited's external relationships, reputation, and communications.
This department plays a crucial role in building and maintaining a positive image of the
telecom operator among various stakeholders. Developing and implementing public
relations strategies to enhance the telecom operator's public image. Including media
relations, press releases, and organizing events to engage with the media.

Managing relationships with various stakeholders, including customers, investors,

regulatory bodies, government agencies, and industry associations. The department
ensures open and constructive communication with these groups.

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 Preparing for and responding to crisis situations that may affect the company's
reputation. Managing relationships with local communities where the company operates
corporate social responsibility (CSR) initiatives and community engagement programs.

(5) Commercial and Marketing Department

The Commercial and Marketing Department is responsible for driving growth,

shaping the company's brand and market position, and ensuring customer satisfaction. Its
objectives are closely tied to revenue generation, market leadership, and creating a strong
and positive brand presence in a competitive telecom landscape.

Creating and managing a portfolio of telecom services, including voice, data, and
value-added services. Conducting market analysis to understand customer preferences,
industry trends, and competitive dynamics. Developing and executing customer
acquisition strategies to attract new subscribers such as marketing campaigns,
promotions, and partnerships.

Building and maintaining a strong and consistent brand image such as branding,
advertising, and ensuring that the brand resonates with target audiences. Managing
distribution channels, including physical stores, online platforms, and third-party
retailers. Ensuring effective sales processes and customer support.

Developing and executing marketing campaigns across various channels, such as

TV, digital media, social media, and print, to reach and engage customers.

(6) Administrative (Admin) Department

The Administrative (Admin) Department is responsible for various critical support

functions that ensure the smooth and efficient operation of the organization in
maintaining the infrastructure, resources, and support services necessary for the
organization's efficient functioning. Its objectives encompass efficiency, cost control,
compliance, security, and overall workplace well-being.

Admin oversees the management and maintenance of office facilities, ensuring a

safe, clean, and comfortable working environment for employees. Procurement and
management of office supplies, equipment, and technology resources necessary for daily
operations fall under the purview of the Admin Department.

Admin is responsible for implementing security measures to safeguard company

assets, including physical security, access control systems, and visitor management.
Coordinating business travel, accommodation arrangements, and managing related
expenses are vital functions, especially for a telecom operator with a mobile workforce.

33
 Admin manages the organization's records, documents, and archives, ensuring
compliance with data retention policies and regulatory requirements. Admin works with
vendors and suppliers, negotiates contracts, and ensures that services such as catering,
cleaning, and maintenance are up to standard.

Admin plays a role in implementing health and safety protocols, emergency

preparedness plans, and workplace safety to protect employees and assets. Organizing
corporate events, meetings, and conferences, including logistical arrangements and
catering, is often managed by the Admin Department.

(7) Regional Sale and Distribution Department

The Regional Sales and Distribution Department in Ooredoo Myanmar

Limited is ensuring that telecommunication services are efficiently and effectively
delivered to customers within a specific geographic region. This department is
responsible for a wide range of functions aimed at expanding market reach, managing the
distribution network, and optimizing sales strategies.

There are divided into 3 regions for sale and distribution as Lower Myanmar,
Upper Myanmar and Yangon. Aims to outperform rivals in terms of market share,
customer satisfaction, and overall business performance and in expanding market reach,
managing distribution networks, and optimizing sales strategies to achieve growth,
efficiency, and customer satisfaction objectives within a specific region.

The primary objective is to increase market penetration within the assigned region.
By implementing effective sales and distribution strategies, the department aims to drive
revenue growth. Ensuring that customers have easy access to telecom services and
products contributes to higher customer satisfaction.

(8) B2B Sale Department

The Business-to-Business (B2B) Sales Department of Ooredoo Myanmar Limited

specializes in serving corporate and enterprise customers. This department is responsible
for managing and nurturing long-term relationships with business clients. Account
managers serve as a single point of contact for businesses, ensuring that their telecom
services continue to align with evolving business needs.

B2B sales teams work closely with corporate clients to understand their specific
communication requirements and may include voice services, data connectivity, cloud
services, and more, to address these needs effectively.

34
 B2B sales professionals conduct thorough needs assessments for prospective
clients. After understanding a business's requirements, the department creates
comprehensive proposals that outline the telecom solutions offered, pricing structures,
and potential benefits. These proposals are often tailored to individual businesses.

B2B sales teams negotiate contracts and service level agreements (SLAs) with
corporate clients which involve terms and conditions, pricing, service quality guarantees,
and scalability options.

Ensuring that business clients receive uninterrupted telecom services is crucial.

The B2B Sales Department collaborates with technical support teams to address any
technical issues promptly and efficiently.

B2B Sales Department of Ooredoo Myanmar Limited serves as the bridge

between the telecom operator and corporate clients, customizing solutions to meet
specific business needs, driving revenue growth, and maintaining strong client
relationships. Their functions and objectives are central to achieving success in the
competitive corporate telecom market.

(9) Engineering Department

The Engineering Department within Ooredoo Myanmar Limited is responsible for

the design, development, maintenance, and optimization of the telecommunications
network infrastructure. Also, ensuring the network's reliability, scalability, and
performance.

Network Planning and Design which is determining the placement of cell towers,
base stations, and other network components to optimize coverage and capacity. The
deployment of network infrastructure, including the installation of towers, antennas, and
fiber optic cables. This ensures that the network is physically built according to the
design specifications. Ongoing optimization is essential to maintain network quality.
Engineers continually monitor network performance, identify bottlenecks or areas of
congestion, and implement solutions to improve service quality and reliability.

The engineering team ensures efficient spectrum utilization and compliance with
regulatory requirements. With rapid advancements in telecom technology, the engineering
department is responsible for evaluating and implementing new technologies and
standards that enhance network capabilities and customer experience.

Ensuring a high QoS is a top priority. The engineering team defines and enforces
QoS standards to meet or exceed customer expectations for voice and data services.

35
Planning for network resilience is crucial. Engineers develop disaster recovery plans and
implement redundancy measures to minimize service disruptions during emergencies.

Telecom networks are susceptible to cyber threats. Engineers work on network

security measures to protect customer data and maintain the integrity of the network.

(10) Customer Service Department

The Customer Service Department is ensuring customer satisfaction and resolving

inquiries, issues, and concerns. The department provides support to customers through
various channels, including phone, email, chat, and social media. They assist customers
with inquiries, technical issues, billing questions, and service troubleshooting.

When customers encounter problems with their telecom services, such as network
disruptions or billing discrepancies, the customer service team works to resolve these
issues promptly and efficiently.

Customer service representatives manage customer accounts, including

activations, deactivations, and changes to service plans. Handling billing inquiries and
assisting customers with payment-related matters is a significant function. This includes
explaining bills, processing payments, and setting up payment plans.

There is also Customer Helpdesk with 24 hours service hotline which is providing
technical assistance to customers, especially in cases of device setup, voice or data issue,
billing problem, network configuration, or troubleshooting, is essential to ensure a
seamless user experience. When customers have complaints or express dissatisfaction,
the customer service team listens to their concerns, investigates issues, and takes steps to
resolve them, aiming to turn negative experiences into positive ones.

(11) The Legal and Regulatory Affairs Department

The Legal and Regulatory Affairs Department operates within the boundaries of
local and international laws and complies with industry regulations. The department
monitors and ensures that all business activities, contracts, and operations conform to
local and international legal standards. This includes compliance with
telecommunications regulations, intellectual property laws, and contractual obligations.
for ensuring legal compliance, managing risks, and advocating for policies that support
the company's growth and stability in the dynamic telecommunications industry.

Telecom operators are subject to a variety of regulations imposed by government

agencies and regulatory bodies. The Legal and Regulatory Affairs Department is

36
responsible for interpreting and complying with these regulations, which can include
licensing requirements, spectrum allocation, and data protection laws.

Managing contracts with various stakeholders, including vendors, partners, and

customers, falls under this department's purview. In cases of legal disputes or regulatory
issues, the department initiates legal proceedings or negotiations to resolve conflicts.
They may represent the company in court or engage in alternative dispute resolution
methods like mediation or arbitration.

Identifying legal and regulatory risks and developing strategies to mitigate them is
a core function. This includes assessing risks related to new business initiatives,
compliance changes, and emerging legal challenges.

Ensuring compliance with data privacy and security regulations is vital, especially
in an era of increasing data breaches and cybersecurity threats. The department works to
protect customer data and ensure compliance with laws such as GDPR or local data
protection acts.

(12) HR Department

The Human Resource (HR) Department is in managing the company's most

valuable asset: its people. It’s function are Recruitment and Talent Acquisition, Employee
Relations, Training and Development, Performance Management, Compensation and
Benefits, Policy Development, Labor Law Compliance, Workforce Planning, and
Employee Engagement and Wellness

HR is responsible for attracting, recruiting, and selecting the right talent to meet
the company's staffing needs. HR handles grievances, conflict resolution, and ensures a
fair and inclusive work environment.HR designs and implements training programs to
enhance employees' skills and capabilities.

HR department develops and oversees performance appraisal systems that measure

and improve employee performance. HR manages compensation structures, including
salaries, bonuses, and benefits such as health insurance and retirement plans. HR creates
and enforces company policies and procedures, including those related to employee
conduct, ethics, and compliance with labor laws.

Ensuring compliance with labor standards, including wage laws, working hours,
and employee safety. Anticipating future staffing needs and aligning the workforce with
the company's strategic goals is a critical function. HR engages in workforce planning to
ensure the right people are in the right roles.

37
38
 The Service Quality, Customer Relationship Quality and Customer
Loyalty in Ooredoo Myanmar Telecommunication service

The information provided in the questionnaire will remain strictly confidential and
anonymous. The information will be used only for the purposes of the study whose findings
will be to assist to meet the requirements of a degree of Master of Business Administration.

QUESTIONNAIRES SURVEY

1. Age
☐ Under 20 ☐ 20 to 29 ☐ 30 to 40 ☐ Over 40.

2. Monthly Income
☐ Equal and less than 10 Lakhs ☐ Between 11 to 20 Lakhs
☐ Between 21 to 30 Lakhs ☐ Over 31 Lakhs

3. Education Level
☐Diploma ☐Bachelor ☐Master ☐PhD
4. Size of Organization or Company.
☐ Own business ☐ Small business ☐ Mid-Market Enterprise ☐ Large Enterprise
5. Position of the surveyor.
☐ Self-Employed ☐ Staff ☐ Manager ☐ Other
6. Using Ooredoo B2B service.
☐ Less than 2 years ☐ 2 to 4 years ☐ 4 to 6 years ☐ over 6 years

7. Number of B2B sim card from Ooredoo Myanmar.

☐ 20 – 40 ☐ 40 – 60 ☐ 60- 80 ☐ over 80
8. Location of Organization or Business.
☐ Yangon Region ☐ Lower Myanmar ☐ Upper Myanmar ☐ NayPyiDaw
9. Using more than one operator in Dual sims.
☐ use only Ooredoo SIM ☐ Use Ooredoo with another SIM ☐ Not using Ooredoo SIM
10. Used for Voice daily.
☐ Ooredoo ☐ MPT ☐ ATOM ☐ Mytel
11. Used for Data daily.
☐ Ooredoo ☐ MPT ☐ ATOM ☐ Mytel

39
12. Average daily Phone Call usage hours.
☐ Less than one hour ☐ From 1 to 2 hours☐ From 2 to 3 hours ☐ Over hours

13. Monthly Mobile Data Usage.

☐ Less than 5 GB ☐ between 5 to 10 GB ☐ between 11 to 20 GB ☐ Over 20 GB

Service Quality

Scale: 1 to 5,
“1” for very poor,
“2” for poor,
Tangibility
“3” for acceptable,
“4” for good, and
“5” for excellent
Statement 1 2 3 4 5
1 Ooredoo’s physical facilities (like, computers, brochures) are
4 visually appealing.
1
Ooredoo employees are well dressed and appear neat.
5
1 Ooredoo customer service centers perform up-to-date service and
6 equipment.
1 Physical layout of equipment and furniture are comfortable for
7 customer.

Scale: 1 to 5,
“1” for very poor,
“2” for poor,
Reliability
“3” for acceptable,
“4” for good, and
“5” for excellent
Statement 1 2 3 4 5
1 When they promise to do better the mobile network by a certain
8 time, they do
1 Provider performs the service right the first time.
9
2 provides the service at the time they promised to do so
0
2 Ooredoo staff's sympathetic and reassuring
1
2 Ooredoo takes responsibility for the wrong activities or failure to

40
2 customer commitment.
Scale: 1 to 5,
“1” for very poor,
Responsiveness “2” for poor,
“3” for acceptable,
“4” for good, and
“5” for excellent
Statement 1 2 3 4 5
2 When a customer has a problem, they show a sincere interest in
3 solving it.
2 Never too busy to respond to customer's request
4
2 Employees make information easily obtainable by customers
5
2 Their operating hours and helpdesk hotline are convenient to all
6 their customers.

Scale: 1 to 5,
“1” for very poor,
Assurance “2” for poor,
“3” for acceptable,
“4” for good, and
“5” for excellent
Statement 1 2 3 4 5
2 Customers feel safe in their transactions with employees in the
7 Customer service counters
2 Employees keep their records accurately.
8
2 The behaviors of employees are still confidence in customers
9
3 Ooredoo employees have the knowledge of customer service and
0 technical knowledge.

41
 Scale: 1 to 5,
“1” for very poor,
Empathy “2” for poor,
“3” for acceptable,
“4” for good, and
“5” for excellent
Statement 1 2 3 4 5

3 When a customer has a problem, they show a sincere interest in

1 solving it.
3 Employees give prompt service to customers.
2
3 Ooredoo gives you individual attention
3
3 Ooredoo employees understand my specific needs
4

Relationship Quality

Scale: 1 to 5,
“1” for very poor,
Trust “2” for poor,
“3” for acceptable,
“4” for good, and
“5” for excellent
Statement 1 2 3 4 5
3 Ooredoo telecom operator and its staff operate well.
5
3 The company is consistent in providing quality services
6
3 The service provided by Ooredoo meet my expectation completely
7
3 My decision for choosing Ooredoo Telecom Service Provider is
8 right.
3 Ooredoo Telecom Service Provider Offer what I need.
9

42
 Scale: 1 to 5,
“1” for very poor,
Satisfaction “2” for poor,
“3” for acceptable,
“4” for good, and
“5” for excellent
Statement 1 2 3 4 5
4 Ooredoo Telecom Service Provider will point out the best
0 alternative for me at any time.

4 The employees of Ooredoo are strongly encourage to solve my

1 problem.
4 Ooredoo employs well-educated skillful employees.
2
4 I always have an excellent experience when I interact with my
3 service provider.
4 Ooredoo is capable to satisfy our need.
4

Customer Loyalty

Scale: 1 to 5,
“1” for very unlikely,
Loyalty “2” for unlikely,
“3” for neutral,
“4” for likely, and
“5” for very likely
Statement 1 2 3 4 5
4 I intend to stay with the Ooredoo Telecom service.
5
4 If I decide again, I would choose Ooredoo again.
6
4 I intend to recommend the carrier to others
7
4 I think this Ooredoo Telecom service fits to me.
8
4 In the future, I likely use Ooredoo sim because of service.

43
 9

Switching Cost

Scale: 1 to 5,
“1” for very unlikely,
Switching Cost “2” for unlikely,
“3” for neutral,
“4” for likely, and
“5” for very likely
Statement 1 2 3 4 5
5 Switching to other providers will bring economic loss.
0
5 Switching to other provider will bring psychological burden.
1
5 For switching to other operators, it still takes times and efforts to
2 learn their services.

5 I worry that the cost and services provided by the other operators
3 might not match my expectations.
5 It requires complicated steps to switch to another operator.
4

55. If have, are there any additional comments or feedback you would like to provide regarding
your experience with current Ooredoo telecom service provider?
…………………………………….

44