1.

Introduction

The competitive advantage of any firm depends on the quality of a firm's products and services. Customer service plays a pivotal role in the development of quality and particularly if the company's product is service. In banking, the competitive edge is almost exclusively derived from the quality of service. Reichheld and Sasser (1990 as cited in Alhemoud, 2010) shows that customer satisfaction is an evaluation by the customer after buying an industrys goods and services. Many industries along with banks are paying greater attention to customer service quality and customer satisfaction for reasons such as increased competition and deregulation. Figures of various surveys have shown that the costs of acquiring a new customer are more expensive than retaining Therefore customer satisfaction, customer relationships and service quality became a serious issue. Therefore as a researcher, the aim goes at finding the satisfaction level of ATM card holder of BRAC Bank In this regard BRAC Bank promises to fulfill every possible Customer needs with high quality service and satisfaction. This success has resulted from the dedication, commitment & dynamic leadership of its management over the periods. To become market leader in providing banking services, introduction of sophisticated banking instruments i.e., on line banking services, ATM services is a demand of time.

1.1

Background:

The MBA Program is designed to focus on theoretical and professional development of people open to take up business s a profession as well as service as a carrier. The course is designed with an excellent combination of theoretical and practical aspects. This project provides the students to link up their knowledge into practical fields. In this research, I have shown the customer satisfaction of ATM Card holder of BRAC Bank Ltd. Students are required to prepare an internship report under the guidance of supervising teachers on a selected subject matter to highlighting his experience and to conduct an in depth analysis on the subject matter. I have tried my level best to present my experience of the practical orientation in this report.

1.2

Significance of the Study:

In this report on customer satisfaction on ATM Card of BBL Ltd clients expectations, problems, feedback of clients will be found out.
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1.3

Objectives of the report

General Objective Measuring the satisfaction level of BRAC Bank ATM card holder

Specific Objective This report will help BBL to take corrective measures to bring changes in their service offerings. This will not only help the company to ensure better service for its but also clients strengthen long term customer relationship.

2.0.1 Research Design There are two kinds of research approaches: quantitative and qualitative. However, for some researches, it can be a combination of both qualitative and quantitative methods. The difference
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between quantitative and qualitative approaches will be discussed in this section below. The quantitative research approach mostly emphasizes on transferring the data to numbers, quantities and statistical models to measurement and analysis. Researchers with this approach have a clear idea of what they are looking for and they often use tools such as questionnaire to collect the data. This approach focuses on preciseness in terms of analyzing and measuring the data. Since quantitative research is based on the measurement of quantity or amount, it involves studies that use statistical analyses to obtain information. The qualitative research approach can be used to earn better understanding or in-depth of interviewees. Qualitative research often involves interviews and observations. The main purpose of qualitative research is to understand the phenomenon studied and describe the situation. Qualitative data consists of descriptions, quotations, observations, and excerpts from documents. The nature and purpose determines the methodology to be carried out for the research. Since the purpose of the research is to identify the level of satisfaction of the customer service provided by BARC Bank Ltd to the clients, so a descriptive research seems to be the most appropriate one.

2.0.2 Sampling Design: Probability and Non-probability sampling are the two types of sampling techniques and the selection of the sample technique depends on the nature of the research, operational and statistical considerations and validity in the population. Under the probability sampling technique, each sampling unit has equal chance to be selected. On the other hand, non- probability sampling technique does not rely on the chance of being selected rather than on the judgement and consideration of the researcher. Availability of the recourse is another key factor in determining which sampling technique to use. For exploratory research, the best fit or the appropriate sampling technique would be non-probability sampling techniques because of the nature of the research and the time constraints. Due to the time constraints, the best possible sampling technique will be convenience or judgment sampling under non- probability sampling technique for this research which is descriptive in nature. It is one of the least time consuming, inexpensive sampling technique and above all most convenient way to draw sample for data collection. Questionnaires will be distributed by following a convenience sampling technique to BBL Ltd clients of its ATM Card.

2.0.2.1 Sampling Frame:

A random sample is one in which the people who make up the sample have been chosen randomly. The aim of a random sample is to negate any risk of bias, and the idea is that each member in the population should have exactly the same opportunity to be selected for the sample. This type of sample is more usually used in experimental quantitative research designs, rather than in qualitative research, although it is sometimes used in qualitative research. In this research random sampling has been used.

2.0.2.2 Sampling Techniques: Availability of the recourse is another key factor in determining which sampling technique to use. For exploratory research, the best fit or the appropriate sampling technique would be nonprobability sampling techniques because of the nature of the research and the time constraints. Due to the time constraints, the best possible sampling technique will be convenience or judgment sampling under non- probability sampling technique for this research which is descriptive in nature. It is one of the least time consuming, inexpensive sampling technique and above all most convenient way to draw sample for data collection.

2.0.2.3 Sample Size The more respondents can be included for the data collection, the more precious measures or opinion will be reflected. Determining the sample size for the problem on hand is the most complex task in the research. Considerations of several qualitative and quantitative factors come into play while determining the sample size. The time constraints will not permit to have a higher sample size. So the sample size selected for this particular study is 20 from Gulshan Branch.

2.0.3

Data Collection

Most of the times instruments can be used to collect primary data while carrying out a quantitative research approach.

2.0.3.1 Primary Sources

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Primary data: The raw data has gathered from individual interviews, discussion and structured questioner. The primary data has been processed with the software SPSS. Secondary data: The information has also collected from indirect source and literature review to conduct the research. BRAC Research lab and library was the main source of information. A couple of relative case has also browsed in internet.

2.0.4 Limitations of the research

Sample size is too small then the actual population size Respondents wear not much serious about the research Research is done in a informal way by non professional researcher Data collection from Gulshan area based on BRAC ATM Booth. Many respondent intentionally tried to provide wrong information

3.0

Literature Review

The major objective of customer service is to ensure customer satisfaction which also ensures the performance of BRAC Bank. BRAC Bank itself has its own internal research & service quality division to measure the customer satisfaction and service quality On the other hand it is noted
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that no external researcher has not yet conducted any research work on customer satisfaction level. More over when BRAC Bank internally measure the overall performance of their performance and client. I have not found any single research on Customer Satisfaction of BRAC Bank ATM Card Holder. Although most of the account holder has ATM card but the research which has conducted previously was not focusing only ATM card, it has some other aspects also. Therefore I have narrowed down the customer satisfaction to ATM card holder satisfaction to get a clear view the performance of BRAC Bank. Finally after analyzing the research topic my supervisor Shawkat Tanvir Rahman with approval of BBL. The banking industry in Bangladesh is highly competitive. According to International Finance Corporation - IFC (2009), the financial sector in Bangladesh consists of a central bank (Bangladesh Bank), 4 state-owned banks, 5 Government owned specialised banks, 30 Domestic Private Commercial Banks, 9 Foreign- Commercial Banks, and 29 Non-Bank Financial Institutions. 6562 branches of 49 banks operate in the country (Bangladesh Bank, 2006). According to IMF (2007), Private Commercial Banks command the greatest market share in terms of both industry assets and deposits. In late 2006, the contribution of financial sector assets to GDP was roughly 69%; out of them, the banking sector accounted for 58%. Data shows that retail banking is one of the most important sectors in the Bangladesh. Service quality is one of the critical success factors that influence the competitiveness of an organization. A bank can differentiate itself from competitors by providing high quality service. Service quality is one of the most attractive areas for researchers over the last decade in the retail banking sector (Avkiran, 1994; Stafford, 1996; Johnston, 1997; Angur et al, 1999; Lasser et al, 2000; Bahia and Nantel, 2000; Sureshchandar et al, 2002; Gounaris et al, 2003; Choudhury, 2008). However, this study will again investigate the factors that enable banks to attract and maintain their customers. In Bangladesh, customers in the banking sector are in a strong bargaining position due to the significant growth of banks. Therefore, banks have to provide service carefully because of the availability of banks. Banks have to improve the service level continuously. There is no guarantee that what is excellent service today is also applicable for tomorrow. To survive in the competitive banking industry, banks have to develop new strategies which will satisfy their customers. 3.1 COMPETITIVE ADVANTAGE

In a highly competitive market, the shortest route to differentiation is through the development of brands and active promotion to both intermediaries and final consumers (Parasuraman, 1997). In the long run, however, branding, targeting and positioning would all be much more effective if the supplier had some tangible advantage to offer consumers (Baker, 1993). This is evident in the banking industry, where many banks are providing more or less the identical products for nearly the same price. Unless a bank can extend its product quality beyond the core service with additional and potential service features and value, it is unlikely to gain a sustainable competitive advantage (Chang, Chan, and Leck, 1997). Thus, the most likely way to both retain customers and improve profitability is by adding value via a strategy of differentiation (Baker, 1993) while increasing margins through higher prices. Todays customers do not just buy core quality products or services; they also buy a variety of added value or benefits. This forces the service providers such as banks to adopt a market orientation approach that identifies consumer needs and designs new products and redesigns current ones (Ennew and Binks, 1996; Woodruff, 1997). Further, competitive pressures then push other financial service firms to actively target consumer segments by integrating service quality, brand loyalty, and customer retention strategies (Ennew and Binks, 1996). Service quality is undoubtedly an important input for customer satisfaction which in turn influences customers behavior in terms of loyalty and thus enhances a banks image and performance.

3.2

SERVICE QUALITY

Acknowledged as a critical prerequisite for establishing and sustaining satisfying relationships with Valued customers (Lassar, Manolis et al., 2000, p. 244), service quality remains, in our opinion, a concept that further needs to be scanned in order to fully understand it and to gather all the meanings attributed to this phrase by customers. Moreover, for the management to provide services of a high quality level, it is necessary to identify the antecedents of what the consumer perceives as service quality (Petridou, Spathis et al., 2007, p. 569). Service quality is nevertheless subjective and hinges on the individual perceptions of customers (Schneider and White, 2004, p. 10) which is an explanation for the high number of definitions attributed to service quality.
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Among them, the most cited or the one from which derive many other definitions is that offered by Zeithaml and Parasuraman. According to them, service quality is the difference between customers expectations of service and their perceptions of actual service performance (Zeithaml and Parasuraman, 2004, p. xi). In line with this definition, service quality is the difference between customers expectation and performance of the service actually delivered (Lenka, Suar et al., 2009, p. 48) or is determined by the differences between customers expectations of service providers performance and their evaluation of the services they received (Mohammed and Mohammad, 2003, p. 1). These definitions have two key common words, namely expectation and performance which leads us to the conclusion that customers have certain expectations regarding their experience with a service provider, and based on these expectations evaluates the quality level of the services they receive. However, other authors point out that service quality definitions include phrases such as conformance to requirements, fitness of use and emphasize that customers evaluate the outcome and the manner in which a service is delivered (Eisingerich and Bell, 2008; Jain and Gupta, 2004) and that it is the overall evaluation of a firms service delivery system (Lenka, Suar et al., 2009, p. ). In the light of the above mentioned, bank service quality is a critical prerequisite for establishing and maintaining satisfying relationships with customers. Bank customers evaluate the services they are offered by comparing their expectations with the banks performance in terms of the service delivery system. Since service quality is a multidimensional attitude held by consumers, with each dimension comprising of a number of attributes or service aspects (Schembri and Sandberg, 2002, p. 190) and bearing in mind the fact that we consider the direct contact that exists between customers and bank employees within territorial bank units, service quality is by no means a judgment of several aspects referring to human interactions such as appearance, communication skills, trust. In addition, service quality must be understood as the quality of those aspects referring to the comfort one has when performing banking transactions within territorial units and as the quality of the physical aspects such as parking and waiting areas, offices placement and so on. According to Zeithaml and Parasuraman, (2004), the measurement of service quality should be done with the purpose to identify the gaps between expectations and perceptions or the shortfalls in customers perceptions of services performance. In this respect they developed the
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SERVQUAL model, an approach that supposes the measurement of expectations and perceptions on five dimensions as follows: Assurance, Empathy, Reliability, Responsiveness and Tangibles. The SERVQUAL model is probably the best-known, universal scale designed to measure the perceived service quality (Bahia and Nantel, 2000, p. 84).

To sum up, we must add that most of the quality dimensions in all cases refer to personnel attributes and to interpersonal interaction. This could be explained by the fact that most often services cannot be entirely separated from the provider and hence customers find themselves in the same place with a firms employees. Therefore, the nature of the interaction between service providers and customers (i.e., functional quality) are key contributors to customers evaluations of the overall service offering (Eisingerich and Bell, 2008, p. 257) and thus, bank service quality can be assessed in terms of direct contact with personnel, processes (expressed through convenience and efficiency) and physical evidence.

3.3

CUSTOMER SATISFACTION

Although confusion still exists between the two concepts (service quality and satisfaction), several authors have managed to highlight the distinction between them. Thus, service quality is the managerial delivery of services while satisfaction is customers experiences with those services (Lenka, Suar et al., 2009, p. ) and is considered a consequence of service quality (Lassar, Manolis et al., 2000; Mohammed and Mohammad, 2003; Reimann, Ulrich et al., 2008). Other authors consider that service quality is a consumers judgment about the service itself, while satisfaction is more a judgment of how the service emotionally affects the consumer (Schneider and White, 2004, p. 51). This assertion has its grounds in the belief that customers need to experience a service in order to decide whether satisfied or not, but can make quality judgments in the absence of an experience with the service. In line with the above mentioned, Johnson and Gustafsson (2000, p. 63) point out that service attributes provide customers with benefits and the benefits derive overall satisfaction. This idea could be extended and say that the higher the benefits are perceived by customers, the higher the satisfaction level. Other authors are of the opinion that customers satisfaction is a combination of their cognitive and affective response to service encounters (Lenka, Suar et al., 2009, p. ) and others refer to channel satisfaction which is defined as the customer satisfaction with the experience of dealing with
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any given channel individually (Madaleno, Wilson et al., 2007, p. 917). Thus, we may say that bank customer satisfaction is a positive emotional state that results due to a positive interaction experience. Considering the interaction within bank units, we must add that satisfaction is a result of positive interactions with bank personnel, with physical evidence and of customers perceptions about the attributes referring to processes which provide customers with the comfort and efficiency benefits. On the other hand, machine service quality attributes (nonhuman delivery systems), may include aspects referring to the quantity and quality of the information, to the ease of use, system security etcetera. However, most financial services require considerable customer contact (Chebat and Kollias, 2000) and as highlighted in previous studies, traditional services quality factors are very important in banks attempt to satisfy their customers (Al-hawari, 2008). Therefore, we consider that bank management should pay attention to the human component of service quality. Personnel-related characteristics are keys in helping to achieve customer satisfaction (Neilson and Chadha, 2008, p. 208) as they reduce the number of barriers which may affect customers trust in the financial institution. Bank personnel must demonstrate professional knowledge in their interaction and communication skills. Unless customers understand the terms used by bank employees, the information they receive is not considered valuable and cannot be convinced to end the buying process. Therefore, bank personnel must realize that communication is thought to play an important role in the service delivery process (Lassar, Manolis et al., 2000, p. 249) and try to use the appropriate terms so as to inspire trust and confidence. Moreover, bank personnel must prove interest and concern for customers needs and offer them support when they encounter different problems. In their interaction with customers, employees must first listen to customers needs and not to be aggressive sellers. Their major interest should be trust gaining and not an increase in sells. The importance of personnel and of customer trust in personnel and in the bank is given by services characteristics. Financial services are intangible, and most important, they imply customers financial resources. Besides, financial services are bought with a low frequency and suppose a long term relationship between customers and their banks. In addition, many customers do not have the necessary bank culture and even when the services they want to buy are at a low complexity level they find it difficult to make decisions all by themselves.

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Hence, they usually rely on the advice offered by a bank employee when judging a services performance and the more limited the customers understanding of financial services, the greater the dependence on a financial services provider or a financial adviser (Ennew and Sekhon, 2007, p. 63). Bank employees have critical role due to the interactive nature of service delivery process (Wilson and Frimpong, 2004). Therefore, we may assert that personnel-related characteristics are key factors that can enhance or decrease customers satisfaction level with services. Satisfied customers will continue the relationship with their trustworthy financial advisor and will share their positive experience with the bank to other persons. Given its potential to reduce the perceived financial risk, trust has a major role in client-bank relationship and is explicit in customers willingness to rely on banks personnel advice in their buying process (Moorman, Zaltman et al., 1992).

3.4

DIMENSIONS OF SERVICE QUALITY

Reliability According to Philip Kotler (1999); Bitner, M. J., and Zeithaml, V. A. (2003) the ability to perform the promised service dependably and accurately is the reliability. Gilbert A. Churchill, Jr. & J. Paul peter (1999) added that customers want performance to be consistent and dependable. Responsiveness According to Philip Kotler (1999); Bitner, M. J., and Zeithaml, V. A. (2003) responsiveness is the willingness to help customers and provide prompt service. Gilbert A. Churchill, Jr. & J. Paul peter (1999) added that customer must see service provider as ready and willing to perform. Tangibles According to Philip Kotler (1999); Bitner, M. J., and Zeithaml, V. A. (2003), the appearance of physical facilities, equipment, personnel, and communication material of an organization is the tangibles. Gilbert A. Churchill, Jr. & J. Paul peter (1999) added that customer look for quality in the equipment, facilities, and communication materials used to provide the service. Empathy According to Philip Kotler (1999); Bitner, M. J., and Zeithaml, V. A. (2003), empathy means the provision of caring, individualized attention to the customer.
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Assurance According to Philip Kotler (1999); Bitner, M. J., and Zeithaml, V. A. (2003), assurance means the knowledge and courtesy of employees and their ability to convey trust and confidence. Switching cost According to Porter (1998), switching cost is the cost involved in changing from one service provider to another. In addition to measurable monetary costs, switching costs also include time and psychological effort involved in facing the uncertainty of dealing with a new service provider (Dick and Basu, 1994; Guiltinan, 1989). According to Jackson (1985), it is the sum of economic, psychological cost, and physical costs. It includes the psychological components, performance or credibility trust and benevolence trust, as Ganesan (1994) pointed out in a business-to-business context. 3.5 SERVICE QUALITY AND CUSTOMER SATISFACTION

Bank physical evidence includes all tangible elements that are attached to services. Examples in this respect would be physical facilities, the equipment used in order to perform a service, personnel and visible communication materials (Zeithaml and Parasuraman, 2004) such as signs, the brand, logos, brochures that describe and create an image for the promised services, documents that certify the acquisition of a particular service, direction indicators etcetera. This dimension is considered an important component of the marketing mix due to services intangible nature, which makes it impossible for customers to see or touch what they buy and even difficult to appreciate the services value before purchase and consumption. Physical evidence become even more important in the banking sector (Parasuraman, Zeithaml et al., 1988) where services are hard to measure and customers can get an idea about the quality of services based on the elements they can see. When customers interact with bank employees they must involve themselves in the delivery process. Therefore, of great importance are the banks location, park places as well as the interior and exterior layout of the bank. Customers expect to feel comfortable within the bank unit and thus pay attention to the physical layout of equipment and other furnishings (Mohammed and Mohammad, 2003). Of great importance become the waiting areas and those where customers can sit to fill in the forms as well as the counters and offices arrangement which should ensure the flow of operations. Another important attribute that customers take into consideration when visiting a bank is cleanliness, as it has a great impact on the general atmosphere inside the bank unit. Maybe one of the most important physical evidence
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in the banking sector is the bank itself. Unlike the old bank branches, that had an austere appearance or size, the new, modern bank branches are more welcoming, with bright interior and with transparent windows denoting friendliness. The place where customers meet the service provider is of high importance in the perceived service quality (Ballantyne, Christopher et al., 1995) as they take into consideration all physical evidences and infer the banks and its services performance (Lenka, Suar et al., 2009). Thus, we agree to the statement that banks physical evidences influence customer satisfaction with the bank and its services (Neilson and Chadha, 2008). Processes as a component of the marketing mix refer to those steps that need to be taken in order to obtain a service, and are highly connected to the distribution component of the marketing mix. If considering those situations when customers ask for services inside the bank, through direct contact with bank personnel, the first step that needs to be taken is visiting the bank unit. A bank service, usually suppose several intangible activities and now, due to the advances in technology a customer may decide to perform alone different banking operations after having bought a service. Often, however, customers decide to visit territorial units and involve in the delivery process along with bank employees. In this case, important factors in their evaluation are promptness in service delivery which means that customers expect to receive a service in a reasonable amount of time. Time is now a resource that customers value and therefore they care if the bank unit is crowded or not and if all counters in the unit are opened when necessary. The importance of promptness in service delivery is a consequence of customers interest in the convenience benefit and of their value of time (Berry, Seiders et al., 2002). In addition, when deciding to visit a bank unit, customers expect to find one in their proximity. Thus, units location is of high importance when customers prefer direct contact with bank employees. Another important issue refers to the bank work program. If years ago the program with customers used to end at 15:30, now most of them allow customers to enter the unit till 18:00. Given the influence that these attributes have on customers perceptions of service quality, the bank management needs to permanently adapt the distribution processes to customers preferences. Although distinct, service quality and customer satisfaction are two related constructs and questions have arisen whether quality judgments lead to satisfaction judgments or vice versa. Several studies prove that there is an agreement on this very issue: quality judgments cause
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satisfaction (Schneider and White, 2004, p. 52) and service quality is an important indicator of customer satisfaction (Mohammed and Mohammad, 2003, p. 1).

One of the main objectives of this study is to determine the impact that certain service attributes have on customer satisfaction and with the help of the results to establish which are those service attributes and benefits that need to be given most attention by bank management in order to increase the satisfaction level.

4.0

Frequency Table

After gathering the respondent responses I have expressed in a individually in free frequency table. Duration in using of customer of BRAC Bank
FREQUENCY PERCENTANGE CUMMULATIVE 14

PERCENTANGE More Than 5 Years 3 - 5 Years 1 - 2 Years Less Than 1 Year TOTAL 11 23 7 9 22% 46% 14% 18% 100% 22% 62% 16% 100%

In using duration 3 to 5 years uses 46% people, more than 22% users are 3 to 5 years. Bank Switch Rate
FREQUENCY O 15 27 8 PERCENTANGE 0 30 54 16 100 CUMMULATIVE PERCENTANGE 0% 30% 84% 100%

Over 5 tiems 3 - 5 times 1 - 2 tiems Naver switched TOTAL

In this table highest rate of switch 54%, level times 1 to 2. Technical problem faced in ATM Machine
FREQUENCY 0 0 18 6 24 PERCENTANGE 0 0 36 12 48 CUMMULATIVE PERCENTANGE 0% 30% 36% 48%

Over 40 tiems 20-40 times 10-20 times Lass than 10 times TOTAL

Durability & Customer service response positively for any technical problem Excellent Customer service
FREQUENCY PERCENT VALID Strongly agree Agree Neutral Disagree Completely disagree 3 10 5 2 0 0.15 0.5 0.25 0.1 0 VALID PERCENT 0.15 0.5 0.25 0.1 0 CUMULATIVE PERCENT 0.15 0.65 0.9 1.00 0.00 15

TOTAL

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1.00

1.00

In this table we see that disagree level is high in durability; in customer positive response agree level & excellent customer level also.

Competitive charge for ATM Card & Hidden Charges

FREQUENCY PERCENT VALID Strongly agree Agree Neutral Disagree Completely disagree TOTAL 4 7 6 2 1 20 0.2 0.35 0.3 0.1 0.05 1.00 VALID PERCENT 0.2 0.35 0.3 0.1 0.05 1.00 CUMULATIVE PERCENT 0.2 0.55 0.85 0.95 1.00

Competitive & hidden charge, disagree level is high. Next agree level is 16% & 44%. Money availability & Booth availability.
FREQUENCY PERCENT VALID Strongly agree Agree Neutral Disagree Completely disagree TOTAL 8 7 4 1 0 20 0.4 0.35 0.2 0.05 0 1.00 VALID PERCENT 0.4 0.35 0.2 0.05 0 1.00 CUMULATIVE PERCENT 0.4 0.75 0.95 1.00 0.00

Money and booth availability is important for customer and Bank also. In this table we see that most of the atm card holder is very unhappy in money availability, we see that 40% are strongly agree , 35% is agree. In booth availability is fully also. Booth is not available of BRAC Bank Ltd.

4.1

Findings

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After taking structured individual interview and discussion with respondents of BRAC Bank, Gulshan Branch, it is found that 46% of their customer is doing transaction between 2 or 3 Years. It is only 18% customer who is doing transaction with BRAC Bank for last one year.However other than the geographical location 54% customer moved to another bank and 16% never move to another Bank. 19.04% customer moved to another bank due to slow customer service and 9.52% customer think BRAC Bank customer service is poor. But 41.42% of the customer moved to another Bank for other reasons like safety, higher FD interest rate and for other Business purposes. It is noted that an individual is doing transaction in more than one bank.

4.2

ATM cad security & support

According to the survey 14% of the customer of BRAC Bank is using ATM card for more than 5 years, 36% are using for 3 to 5 years, 14% for last two years and 18% is in last year. While using BRAC Bank ATM card 36% people faced technical problem for less than 10 times in a year and 12% faced technical problem between 10 to 20 times. According to the interview with participant majority people has a doubt about ATM card quality. 20% people are agree that BRAC Bank ATM card has good quality where 44% is opposing. On the other hand in terms of BSSO responsiveness, 52% people are agree on that BSSO response quick for any technical problem, ie. Online fraud, fake note from ATM machine and so on. Whereas 22% people are disagree about this. Similarly in terms excellent customer service, 14% are strongly agree and42% agree, 34% disagree and 10 percent strongly disagree. According to research customer has identify some limitation of BRAC Bank ATM card, like - wait for a long time in queue, deposit in ATM machine took 48 hours to update.

4.3

Bank charges and Cost

Around 32% people agree that BRAC Bank charges a competitive price for ATM card where 60% people disagree. On the other hand in terms of hidden charge (The charge which is not said or cleared by BSSO but written in terms and condition paper) 10% people strongly agree and

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44% agree that they have not faced any hidden charges but again 30% people disagree on this issue.

4.4

Comfort and use of ATM card

Comfort of ATM card depends on flexibility, booth availability and wait in queue. Research found that 40% people have 10 to 20 min distance from his work place or residence to nearest ATM booth and 28% people have to cover 5 to 10 min distance. It is only 14% people who has to cover less than 5 min distance where as 18% people has nearest ATM booth for more than 20 min. distance. More over 68% of the customer has to wait in the queue for more than 5 min whereas only 12% has to wait in queue for less than 5 min. It is also noted that while using BRAC Bank ATM card internationally there is a number of restrictions. 18% customer of BRAC bank thinks they cant use this card abroad.

5.0

Recommendation

BRAC Bank is now mainly focusing on the service quality issue because it believes in long term relationship with its guest. Bank believes that if every guest has a positive image about the bank then they will wholeheartedly refer BRAC Bank to others. My observation shows that positive word of mouth has more power than the promotion, products and price. To do so it needs more
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priority on customer services than any other thing. Due to huge customer base and cross cultural differences it seems very difficult for the team to properly manage customer satisfaction. So from my point of view the team member should have more cross cultural training in order to und guest best. First of all BRAC Bank can develop online banking activities through expanding online shopping. As an example now BRAC Bank ATM card holder can do shopping online in Bangladesh. But the number of shop is only 11 which should be increased.

More over it is often found that customer has a lot of wrong information about BRAC Bank internet banking and ATM card usage. Therefore BRAC Bank can launch a new campaign to establish internet banking where they can demonstrate the process of e-banking.

BRAC Bank should also give attention to on their employee specially those who are skilled and oyal, because BRAC Bank has the highest employee turnover rate. After all employee satisfaction ensures the customer satisfaction.

Most importantly BRAC Bank must need to increase the number of ATM booth for its growing customer.

Finally but not least, it looks odd that customer of BRAC Bank is standing in a long queue for deposit or withdraw money for a long time with very poor air cooling system. At least BRAC Bank has enough economic strength to maintain Air cooling system, After all this gives a good impression to the customer.

5.1

Conclusion

Finally in conclusion it can say that the existing customer of BRAC Bank is more or less satisfied with BRAC Bank but there remain some wrong information among the customer which causes a little harassment. BRAC Bank is always taking new initiatives to improve the satisfaction of ATM card holders. As a result BRAC Bank is awarded as the fastest growing
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Bank in Asia in March, 11. We moved a long way from the time when the banks were deposit taking and money-lending institution. The old concepts, attitudes and methods in banking have undergone a marked change all over the world. Modern Banking is an outcome development driven by changing financial activities and lifestyle. Bangladesh has not lagged behind. Banks are required to participate in the nation building activities and act as agent for bringing about socioeconomic changes. Entering as a new bank in private banking scenario of Bangladesh, BRAC Bank is constantly try to cross the obstacles regarding typical business oriented ideas and come up with innovative curtailed to its Consumers need to harvest maximum benefit for them. BRAC Bank Limited is a third generation bank inaugurated on 4 July 2001 with a mission of providing best banking service in the country to enhance economic activity. Therefore as a researcher, I would like to know how satisfied the ATM card holder of BRAC Bank. And what is the draw back and possible conclusion in future? This is what I have tried to find out in my research work. In the world of global economy, banking needs have become more diverse and exotic than ever before. In this regard BRAC Bank promises to fulfill every possible Customer needs with high quality service and satisfaction. This success has resulted from the dedication, commitment & dynamic leadership of its management over the periods. To become market leader in providing banking services, introduction of sophisticated banking instruments i.e., on line banking services, ATM services is a demand of time.

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