Updated Bus Com

CHAPTER-01
INTRODUCTION
1.1 Introduction
bKash Limited is a subsidiary of BRAC Bank. It is a joint venture organization between Money in
Motion, LLC, USA and Brac Bank Limited Bangladesh. Its mission is to provide affordable,
convenient and reliable financial service towards the customers. Its technology platform is Fundamo
(visa) (Bangladesh Bank, 2013). It also has the Full Mobile banking service permission. bKashs
mobile network partners are Robi, Grammen Phone, Banglalink, Teletalk and Airtel. It is the only the
mobile banking service provider which has one service menu for all the operators. It has in total 30,000
agents all over the country. Still now it has the highest numbers of agents in Bangladesh. bKash
Limited is giving the service of cash in, cash out, send money (P2P), payment (payment through
organization or in shop), mobile balance recharge and receiving remittance on bKash account. It is
offering free registration and also free balance, statement check and changing PIN offer. Rather than
the authorized agents it is also available in all Robi WICs, BRAC channel and Continental Courier
channel. Its highest amount of daily transaction limit is 1,25,000 Taka and highest amount of monthly
transaction limit is 2,50,000 Taka. Also its monthly highest P2P transaction limit is 25,000 taka (Bank,
July 2012). The escalation and convergence of wireless telecommunications has created a tremendous
potential platform for providing business services. Technology has become an increasingly vital
element in the competitive landscape of the financial services industry. Banking today is undergoing a
radical transformation. The symptoms are obvious; new products, new players, new channels are
appearing daily. This transformation is taking place across all sectors of the banking industry.
Technology is a major force in this radical transformation that led to breaking the geographical, legal
and industrial barriers and has created new products and services. Banking through mobile phone has
been common in developed countries for years. The real potential of m-banking may be to make
basic financial services more accessible to millions of poor people. Mobile Banking Service (MBS) is
a method to offer financial services which integrate banking with mobile wireless networks that makes
enable users for executing banking transactions. It indicates the ability to make deposits, withdraw, and
to send or receive money from a mobile account and habitually such services are enables by the use of
bank agents which permit mobile account holders to transact at independent agent locations outside of
bank branches (Bangladesh Bank, 2012). Mobile phone has turned into a device for daily usage which
generates an opportunity for the development of banking services for the unbanked people who have
access to a cell phone with the help of mobile phone banking. The remarkable progression of mobile
sector all over the world has made an exclusive chance for delivering financial as well as social
services through mobile network (Kabir, 2013, pp.96 114).Bangladesh Bank has introduced
Measuring Consumers attitude Towards Mobile Banking Service

permissions for Mobile Banking Service on July 2011 to promote market development. Initially five
banks have responded positively to establish active deployments where three largest of these were
launched immediately at the time of launching and others in early 2012. Choosing to discount or
ignore consumers attitudes of a particular product or servicewhile developing a marketing strategy
guarantees limited success of a campaign. This research aims to investigate the consumers attitude
toward mobile banking especially on bKash Limited, the largest player of the market.
1.2 Background of the study
Mobile banking refers to a client-server system that is specifically designed for mobile devices,
allowing banking customers to use handheld devices to access their accounts, pay bills, authorize fund
transfers, or perform other activities. Like many other m-commerce services, mobile banking services
can be challenging and no single company has all the expertise required to develop and deliver
compelling services on its own. Mobile banking (also known as M-Banking, SMS Banking) is a term
used for performing balance checks, account transactions, payments, credit applications and other
banking transactions through a mobile device such as a mobile phone or Personal Digital Assistant
(PDA). The earliest mobile banking services were offered over SMS. With the introduction of the first
primitive smart phones with WAP support enabling the use of the mobile web in 1999, the first
European banks started to offer mobile banking on this platform to their customers. Bangladesh Bank
has introduced permissions for Mobile banking service on July 2011 to promote market development.
Initially five banks have responded positively to establish active deployments where three largest of
these were launched immediately at the time of launching and others in early 2012. According to
CGAP (2014), by the end of the first quarter of 2012 the fastest early expansion has come from bKash
(Brac Bank) and Dutch Bangla Bank Limited. Even though Bangladeshs central bank has approved
more than 20 licenses to offer mobile banking services, more than 80 percent of transactions are
through a single company bKash Limited. bKash launched in the second half of 2011, grew to 3
million accounts by the end of 2012, and shot up to 11 million registered accounts by the end of 2013.
According to BTRC (September, 2014) the mobile phone subscribers in Bangladesh are 118.493
million and 71.9% people are living in low banking coverage are in rural (Bangladesh Bank). So,
enormous opportunities are waiting for the banking industry of Bangladesh in the platform of mobile
banking service.

1.3 Objective of the Study
1.3.1 Broad Objective:

1. To give an overview of mobile banking trend in Bangladesh
2. To identify consumers attitudes towards Mobile Banking Service.
1.3.2 Specific Objective:
1. To figure out the demographic characteristics of mobile banking service users.

2. To identify the purposes for using mobile banking services.
3. To find out about the future prospects in the industry.
4. To determine the factors that influence consumers in adopting mobile banking service.
1.4 Scope of the Study
The scope of the study is limited to the issues related to the Mobile Banking in Bangladesh. The
assignment will focus only on the banking facility provider of the country through Mobile network. In
Recent days mobile financing industry become very much comprehensive. It deals with different areas
to capture the market & it requires huge promotional activities to survive. Beside this it takes huge
effort to known this system with general people. Moreover, they have to come up with different
innovative ideas to have a position in the market. Thus, the study covers a broad spectrum such as
service, price, promotion, government, regulation etc. based.
1.5 Rationale of the Study
There are around 160 million people in Bangladesh, of which only 13 percent have bank accounts
where as more than 90 percent are mobile phone users. More than 70% of the population of
Bangladesh lives in rural areas where access to formal financial services is difficult. Yet these are the
people who are in most need of such services, either for receiving funds from loved ones in distant
locations, or to access financial tools to improve their economic condition. Less than 15% of
Bangladeshis are connected to the formal banking system whereas over 90% has mobile phones
(bKash Limited, 2014). These phones are not merely devices for talking, but can be used for more
useful and sophisticated processing tasks. bKash was conceived primarily to utilize these mobile
devices and the omnipresent telecom networks to extend financial services in a secure manner to the
under-served remote population of Bangladesh. The use of mobile devices for conducting banking
transactions and accessing other financial information is an emerging service that has yet to be widely
adopted by mobile users. Analyzing the consumers attitude toward mobile banking reveals a large and
heterogeneous picture. It is imperative for marketers to understand attributes leading to the adoption of

or resistance to the adoption of mobile banking services. As current market environment is going to be
more competitive, to stay and run a business in this competitive market, marketers have to take more
strategies for attracting customers to their business by creating better facilities and attractive services.
In this study I tried to measures the consumers attitudes towards mobile banking service especially on
bKash Limited.
1.6 Limitations of the study:
1. Sufficient records, publications are not readily available.

2. Lack of organized and up to date data.
3. Banks keep some information restricted; this confidentiality of information is another
barrier that hindered the study.
4. Survey will be conducted over limited area.
5. Customers are not free to interview long time.
6. Limitation of time and resources.
7. No enough budget for the study.

CHAPTER-2
LITERATURE REVIEW
2.0 Literature Review

2.1 Mobile Banking Service
The latest innovations in telecommunications have capacitated the launch of new access methodsfor
banking services; one of these is mobile banking service; whereby a customer interacts with a bank
via mobile phone (Barnes and Corbitt, 2003, pp.273-288). MBS and M-banking is almost synonymous.
Mobile Banking Service involves conducting account balance and transaction history inquiries, funds
transfers, bill payments, stock trades, portfolio management, as well as insurance ordering, via a
mobile device (Suoranta, and Mattila, 2004, pp.354-66). MBS or Mobile banking can also be
considered as the convergence of mobile technology and financial services (Chung & Kwon, 2009,
pp.539-543). The requirements for this process are to have a mobile device and mobile network
connection. Mobile payment is a subset of mobile banking which is defined as the use of a mobile
device to conduct a payment transaction in which money or funds are transferred from a payer to a
receiver via an intermediary, or directly without an intermediary (Mallat, 2006, pp.17-22). Mobile
devices can be used in a variety of payment scenarios, such as payment for digital content (e.g., ring
tones, news, music, or games), physical goods, tickets, parking fees and transport fares, or to access
electronic payment services to pay bills and invoices. Mobile banking has become a significant source
of revenue to both banks and telecom service providers. (Nysveen, Pedersen and Thornbjrnsen, 2005)
2.2 Mobile Banking Services Trend in Emerging Countries
According to the World Bank (2014), half the people in the world fifteen years of age and older about
2.5 bn people- do not have bank accounts. In emerging markets, formal banking reaches about 37
percent of the population, compared with a 50 percent penetration rate for mobile phones. For every
10,000 people, these countries have one bank branch and one ATMbut 5,100 mobile phones
(Christopher, Beshouri and Jon Gravrak, 2010). In the Philippines, for example, mobile-subscriber
penetration is almost 80 percent, but banking penetration is only around 35 percent, leaving 21 million
mobile subscribers with no bank account. From a banks perspective, however, bringing basic financial
services to the worlds unbanked is a huge market opportunity - and a philanthropic one, too. The
opportunity isnt new, of course. In recent years, however, mobile technologies have matured to the
point that they provide a cost-effective delivery channel, which has put the opportunity within reach
(Sanjay, 2013). Dutch Bangla-Bank Limited (DBBL) is among the pioneers in mobile banking for the
unbanked. In early 2012, the Bangladesh-based bank launched a suite of mobile banking services
targeting the unbanked and under banked. In only ten months, it garnered more than 1m new
customers. Since then, an average of 100,000 customers has been signing up for services each month,
and these customershave deposited more than $7.75m using the mobile banking platform. (Islam,

2010, pp.127-135) The Mobile banking services are especially popular in emerging markets such as
Mexico, Peru, South Africa and India where bank branches are few and far between, roads are poor or
nonexistent and transportation options are slow and/or unreliable. Mobile technology bridges
thesegaps. In countries as diverse as China, Brazil and Kenya the number of new users of mobile
banking soared over 100% in 12 months, as banks leapfrogged traditional service models and moved
directly to mobile (Thomas, 2010).
2.3 Consumers Attitude and Perception towards Mobile Banking Service
Consumers motives predetermine consumers attitudes and behaviors towards different banking
technologies (Barczak, Ellen and Pilling, 1997, pp. 131-139). According to Rogers (2003, p.175), there
are five perceived characteristics of innovation that can be used to form a favorable or unfavorable
attitude toward an innovation, namely: relative advantage, compatibility, complexity, trial ability and
observ ability. Its a useful framework to test the influence of several factors on mobile bank services
adoption. The framework offers an integrated view, taking into account more predictors than other
studies on the adoption of innovations. It was also observed that the predictors influence over the
criterion variable was different for each group of mobile banking users and non-users (Puschel and
Mazzon, 2010, pp. 389-409). It is argued that adoption will not take place unless customers perceive
the service to be useful (Ali & Bharadwaj, 2010). Perceived usefulness, perceived risk, cost and
compatibility were found to affect consumer acceptance of M-banking. The results also support a
mediation model, whereby attitude transfers the effects of the consumers perceptions to their intention
to use M-banking (Wessels and Drennan, 2010, pp. 547-568). Trust and credibility are crucial in
reducing the overall perceived risk of m-banking (Koenig-Lewis, Palmer and Moll, 2010, pp. 410-
432). Commines et al. (2008)
2.4 Background on the Bangladesh Financial Sector
Bangladesh is the 8th largest populated country in the world with around 161 million populations.
From this huge population only 13% people have bank account (Bangladesh Bank, 2014). Agriculture
generates over 17% of GDP, and has become increasingly important as policy makers grapple with
climate change and spikes in global and domestic food prices (CIA, 2013). Simultaneously, there is a
shift underway to transition from subsistence to commercial agriculture. Bangladeshs financial
architecture started developing within public sector institutions established at the time of Bangladeshs
independence. According to Bangladesh Bank (2015).

CHAPTER-3
METHODOLOGY
3.0 Methodology

3.1 Research Technique: we have designed this study in descriptive format. The study is developed in
qualitative point of view. We collected information by conducting a survey and related survey data to
measure consumers attitude towards mobile banking service.
3.2 Population: Users of Mobile banking service is the population of this study.
3.3 Sampling Frame: As we prepare our report on the basis of bKash point of Badda and Rampura
area, so the sample size is limited to this area only.
3.4 Sampling Technique: we used convenience sampling technique with random respondents for
sampling. we accessed my nearest mobile banking service agents locations and conducted survey on
the customers who came to take the service.
3.5 Sample Size: We have conducted my survey on 30 respondents.
3.6 Questionnaire Design: The questions in the questionnaire were based on review of literatures and
the specific characteristics of Bangladeshi people & market context. The specific characteristics
represented different services and facilities provided by the Mobile Banking Service institutions and
expected by the Mobile Banking Service consumers of Bangladesh.
3.7 Fieldwork and Data Collection: The sample size decisions were primarily based on cost
considerations and in line with studies on consumer attitude and acceptance of mobile banking. A total
of 30 respondents from Badda and Rampura.
3.7.1 Primary Data:
o Collecting documents & information from M-Banking agent stores.

o Interviewing of Mobile Banking user.
o Information collected through preparing a survey over telephone.
3.7.2 Secondary data sources: Secondary data has been collected from different journal, articles, web
site as well as the books and material of hand note.
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CHAPTER-4
ORGANIZATION PROFILE
4.1 Company Profile
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bKash Limited, a subsidiary of BRAC Bank, started as a joint venture between BRAC Bank Limited,
Bangladesh and Money in Motion LLC, USA. In April 2013, International Finance Corporation (IFC),
a member of the World Bank Group, became an equity partner and in April 2014, Bill & Melinda Gates
Foundation became the investor of the company. The ultimate objective of bKash is to ensure access to
a broader range of financial services for the people of Bangladesh. It has a special focus to serve the
low income masses of the country to achieve broader financial inclusion by providing services that are
convenient, affordable and reliable. (bKash, 2014)
4.2 Mission of bKash
By providing financial services that are convenient, affordable and reliable, bKash aims to widen the
net of financial inclusion. bKash wants to provide a solution for Mobile Banking Services, built on a
highly scalable Mobile Money platform, allowing the people of Bangladesh to safely send and receive
money via mobile devices. (bKash, 2014)
4.3 Primary Values Offered in Market

4.3.1 Fast: bKash is dedicated to widening the net of financial inclusion among the people of
Bangladesh by facilitating money transfer through mobile phones. bKash provides Mobile Banking
Services allowing customers to send, receive, and pay money from their mobile phones in the fastest
way.
4.3.2. Affordable: bKash helps to send and receive money with minimal effort and cost. BKash
provides the highest benefits to its customers at an affordable cost, enabling everyone to access the
formal financial system of the economy. In addition to eliminating initial monetary costs involved in
entering the banking system, bKash greatly minimizes opportunity costs such as time and effort
required to access such services. The service charges are minimal and there are no hidden costs
involved. 33 otecting customer information to assure that their transactions and ata are secure with
bKash.
4.3.3 Secure: bKash places a high priority on pr h. bKashs security and compliance practices are
regularly audited to ensure that they meet the highest standards.
4.3.4. Convenient: bKash users enjoy increased convenience of accessing their finances from their
own mobile phones anytime, anywhere. bKash gives you the flexibility to perform transactions 24
hours a day, 7 days a week, regardless of time and place. "No queues no waiting"; the most convenient
way of transferring money.
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4.3.5 Nationwide: bKashs extensive distribution network with more than 100,000 Agents covering
each district and Thana along with around 300 BRAC Bank ATMs provides customers with the
nationwide reach and capacity that customers need to avail bKashservices at a close proximity. The
service is supported by mobile networks of all the leading MNOs which enable customers to access
bKash Wallet even from the remotest areas of Bangladesh.
4.4 Factors influencing bKashs Fast Drive
bKash is neither a MNO nor a bank. It is a separate company that built its business on its own and
scaled up quickly. According to CGAP (2014), three factors have combined to help drive this fast start.
4.5 A specialized organization built to deliver Mobile Banking Services
bKash is purpose built for what it does. BRAC expects bKash to have its own identity and build its
own business. One important distinction from other companies in which BRAC invests is that the
minority investors have significant influence. The minority investors bring specialized skills and
experience that have helped create the business, including providing the CEO, Kamal Quadir. The role
of the minority investors is balanced with BRAC Bank appointing the chair of the bKash board and
other directors. Although other banks in Bangladesh offer Mobile Banking Services, BRAC Bank is
the only one so far to establish a special-purpose company for Mobile Banking Services, and beyond
Bangladesh this is rare for banks or MNOs.
The special-purpose organization establishes a high level of focus on Mobile Banking Services alone,
in contrast with banks that often rotate staff in and out of their Mobile Banking Service departments.
bKash staff do not come in large numbers out of banking but from other industries and commercial
backgrounds. bKash is a standalone business that is expected to drive its own financial performance
whereas in many bank environments Mobile Banking Services are treated as an alternate delivery
channel to serve the needs of other parts of the bank, for instance, to collect deposits for the retail
business. Bank units focused on mobile delivery channels must often respond to the needs of other
parts of the bank rather than focus on building their core business.
4.6 A shared vision for scale among a diverse investor group
Fazle Hasan Abed, the founder of BRAC, is fond of saying, Small may be beautiful, but scale is
necessary. Going to scale has been at the core of BRACs work since the 1980s when BRAC pursued,
against many experts advice, a national program to fight child deaths from diarrhea with a homemade
oral rehydration solution. BRAC was able to take this to every household across Bangladesh.
(Chowdhury and Cash, 1996) bKash did not pilot test, rather it aimed to scale from launch and took a
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learn as you do approach. The push for scaling an agent network and a large customer base has been
difficult, and bKash has had to make many adjustments to its business along the way. For instance, the
shift from the BRAC-acquired agents to direct recruitment required a new distribution team and a re-
design of the distribution incentives. Even while it made this fundamental correction bKash continued
to grow, changing on the fly.
4.7 An enabling and flexible regulatory environment
The launch of bKash in July 2011 came on the heels of Bangladeshs central bank (Bangladesh Bank)
issuing guidelines on Mobile Banking Services that provided the certainty and clarity needed for
bKash and others to invest and build a business. Bangladesh Bank was comfortable issuing a license to
BRAC Bank to launch bKash, since the bank was a well-managed commercial bank the regulator knew
well.
The idea of regulation that would allow nonbanks and particularly MNOs to launch their own services
had first been debated in 2008, but Bangladesh Bank did not feel comfortable at that time to allow
MNOs to lead. However, in addition to allowing banks to offer Mobile Banking Services, the 2011
regulations included a clause that allowed banks to set up subsidiaries specifically for this purpose.
This allowed conventional banks to establish separate companies in partnership with funders with
relevant experience and, importantly, the risk appetite and entrepreneurial bent needed to make the
business succeed. This nuanced light-touch regulation provided the environment that allowed bKash to
be an operationally new and different kind of business while still being regulated under the umbrella of
banking norms. As of yet, no other bank subsidiaries have been established for Mobile Banking
Services in Bangladesh, but the possibility remains.
4.8 Major Challenges for bKash
bKashs initial growth to large scale has been among the fastest globally. At the same time, it is still
early. The bKash board and management are the first to say that there is a long way to go and much
still to do to build the business. It needs to stabilize its technology platform to support a much higher
volume of transactions. It needs to shift users from doing their transactions via agents to using their
own accounts. It needs to move beyond payments to provide other financial services. Major challenges
for bKash in coming days are shown in the below:
1. Local Regulatory Guideline (dos and donts)

2. Approval for Economy model (who grabs steering)
3. strategic alignment with MNO (aspiration and objective)
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4. Business scope definition (technology/agent/customer service)
5. Adapt multi-MNO standard (who is having what to integrate)
6. Technology Integration (capacity, tuning and development)
7. Service and Product synchronization (airtime/existing service adoption)
8. Effective practice of SLA (clear definition, expectation, rigidity)
9. Capacity benchmarking and scalability (projection, proactive measures)
10. Interoperability-internal and external (forget prefix)
11. Balance in market with competition (exclusivity/open/balanced treatment)
4.9 Product-Related Attributes
From the inception, bKash mobile banking services have maintained the highest quality, affordable,
credibility, and convenience on which they originally were founded. Following are the attributes of
bKash which make bKash number one mobile banking service provider in
Bangladesh. v. Nationwide
i. Fast vi. Reliable
ii. Secure vii. Easy
iii. Convenient viii. Multipurpose
iv. Affordable
4.10 bKash Brand Portfolio:

bKash provides different types of services in the market.
i. Cash in vi. Salary disbursement
ii. Send money vii. Merchant payment
iii. Cash out viii. Loan repayments
iv. Mobile recharge ix. ATM withdrawal
v. Foreign remittance x. Interest against savings
15

CHAPTER 5
MOBILE BANKING SERVICES IN BANGLADESH
5.1 Background of Bangladesh Mobile Banking Sector

Bangladesh is the 8th largest populated country in the world with around 161 million populations. In
Bangladesh, almost 31.5% populations are living under poverty (CIA, 2013). From this huge
population only 13% people have bank account (Bangladesh Bank, 2014). Agriculture generates over
16

17% of GDP, and has become increasingly important as policy makers grapple with climate change
and spikes in global and domestic food prices (CIA, 2013). Simultaneously, there is a shift underway to
transition from subsistence to commercial agriculture. Bangladeshs financial architecture started
developing within public sector institutions established at the time of Bangladeshs independence.
According to Bangladesh Bank (2015), after the independence, banking industry in Bangladesh started
its journey with 6 nationalized commercialized banks, 2 State owned specialized banks and 3 Foreign
Banks. In the 1980's banking industry achieved significant expansion with the entrance of private
banks.
5.2 Regulation of Mobile Banking Service
Following several years of deliberations and ad hoc permissions on MOBILE BANKING SERVICE,
the Department of Currency Management and Payment Systems of Bangladesh Bank issued
Guidelines on Mobile Banking Service (MOBILE BANKING SERVICE) for the Banks on 22
September 2011 which were subsequently amended on 20 December 2011. These guidelines state that
only a bank-led model will be permitted. For Bangladesh Bank this means that a customers account,
termed "Mobile Account", will rest with the bank and will be accessible through the customers mobile
device. This mobile account will be a non-chequing account classified separately from a standard
banking account. The guidelines permit the following services, subject to specific bank proposals to
and clearances by Bangladesh Bank:
1) Disbursement of inward foreign remittances
2) Cash in/out using mobile account through agents/Bank branches/ATMs/MNOs outlets

3) Person to Business Payments (utility bill payments or merchant payments)
4) Business to Person Payments (salary disbursement, dividend and refund warrant payments, vendor
payments)
5) Government to Person Payments (elderly allowances, freedom-fighter allowances, subsidies)
6) Person to Government Payments (taxes, levy payments)
7) Person to Person Payments P2P (One registered mobile account to another registered mobile
account)
8) Other Payments (microfinance, overdraft facility, insurance premiums, deposit pension scheme
deposits)
A holistic view of the MBS status as of December 2015 are given in the table below:-
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TABLE 1: Holistic view of Mobile Banking Service
5.3 Market Development of Mobile Banking Service
The second half of 2011 marked an important turning point in MBS for Bangladesh. Earlier adhoc
permissions from Bangladesh Bank were replaced with a set of guidelines providing the regulatory
certainty critical to promote market development.
5.4 Key Players of the Market
5.4.1 bKash: bKash is a joint venture between BRAC Bank and Money In Motion LLC, USA. bKash
is a leading MOBILE BANKING SERVICE in Bangladesh, helping BRAC expand its reach beyond its
ATM network and branches, and serving smaller rural villages. The Bill and Melinda Gates Foundation
invested $10 million to help build a scalable MOBILE BANKING SERVICE platform. Because Bkash
has partnerships with 4 MNOs, 98% of mobile users have access to Bkash. According to CGAP
(2013), it has 11 million registered with cumulative transactions of $14.8 Million. bKash has 40,000+
agents (one in almost every 2 rural villages in Bangaldesh). The range of services provided by bKash
includes Cash in/ Out, Payments, International Remittances, P2P payments, Bill Pay etc.
(BangladeshBank, 2012)
5.4.2 DBBL Mobile: DBBL Mobile is the mobile financial service of Dutch Bangla Bank. It is
available on every MNO. It has 172,020 registered customers and cumulative transactions of $11.0
Million (2011). The numbers of agents are 23,974. DBBL has notably developed partnerships with
insurance providers and employers to use its platform for distributing payments. Services offered by
DBBL Mobile are: cash-in/Out, International Remittances, Salary Disbursement, P2P payments,
Mobile top-off, Bill Pay. (Bangladesh Bank, 2012)
5.4.3 Trust Mobile Money: Trust Bank offers Trust Mobile Money a service under its Alternative
Delivery Channel group in the bank. It has been partnering with Teletalk. The cumulative Transactions
is $0.02 Million with 1104 Customers and 170 Agents (Bangladesh Bank, 2012).
5.4.4 Bank Asia: Bank Asia launched its MOBILE BANKING SERVICE in the first quarter of 2012.
What differentiates Bank Asia is that its technology base is a platform called iPay that is accessible via
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SmartPhones. This allows use of internet based applications for transactions. Thus, this service can be
used without relying on a channel negotiated with an MNO. Any client with a Smart-Phone could
potentially use the Bank Asia service.
5.4.5Mercantile Bank: Mercantile Banks MOBILE BANKING SERVICE has been tested and
allows the agent to transact using a Java based program over an internet enabled Smartphone. Clients
are however free to use any phone and transact over an IVR driven menu based service. Mercantile has
established 148 agent locations mostly from the UISCs. Thus far Mercantile has opened 1,392 mobile
accounts, though this is mostly from within a closed group of bank staff. Its cumulative transactions
are $12.5 Million. The service has not been marketed heavily to outside consumers yet. (Bangladesh
Bank, 2012)
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CHAPTER 6
BKASH ANALYSIS FROM BRANDING PERSPECTIVE
6.1 Brand Inventory

6.1.1 Product-Related Attributes: From the inception, bKash mobile banking services have aintained
the highest quality, affordable, credibility, and convenience on which they originally were founded.
Following are the attributes of bKash which make bKash number one mobile banking service provider
in Bangladesh.
i. Fast iv. Affordable
ii. Secure v. Nationwide
iii. Convenient vi. Reliable
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vii. Easy viii. Multipurpose
6.1.2 bKash Brand Portfolio: bKash provides different types of services in the market.
i. Cash in vi. Salary disbursement
ii. Send money vii. Merchant payment
iii. Cash out viii. Loan repayments
iv. Mobile recharge ix. ATM withdrawal
v. Foreign remittance x. Interest against savings
6.1.3 Competitor Analysis: The main competitor of bKash is DBBL Mobile. They are also providing
almost same facilities of mobile banking for their customers. DBBL Mobile has been giving the
toughest competition to bKash. DBBL Mobile has 172,020 registered customers and cumulative
transactions of $11.0 Million (2011). The numbers of agents are 23,974. DBBL has notably developed
partnerships with insurance providers and employers to use its platform for distributing payments.
Services offered by DBBL Mobile are: cash-in/Out, International Remittances, Salary Disbursement,
P2P payments, Mobile top-off, Bill Pay. Other competitiors are: Trust Mobile Money, iPay (Bank
Asia), M-Cash (Islamic Bank Bangladesh Ltd.), My-Cash (Mercantile Bank) etc.
Table-2: Comparisn between DBBL and bkash.
6.1.4 Communications, Pricing, and Distribution of bKash: To promote a new service bKash
invested significantly in above-the-line marketing through television spots, radio, and billboards.
bKash is a play on wordswhen said quickly in the local language the word sounds like the term for
progress. bKashs image is also enhanced by its extensive distribution and affordable pricing. bKash
slogan is The easiest and safest way to send or receive money instantly on your mobile, nationwide.
The term bKash has become so commonplace that it is synonymous to mobile money payments. bKash
communications is simple, clear and clever. bkash have in total 8 TV Commercial including a 3D
advertisement. In those commercial they are providing massage about their services. bKash extensively
use billboard to reach more people. Now bkash have 200 billboards all over the country use wall paint
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to attract rural people. bkash have 2,00,000 SF of wall paint in all over the country. Besides these,
bKash successfully execute agent point promotion. bKash has a high market coverage with 85,000
agents, 300+ ATM and 1000+ merchants in all over the country. The most important fact is the number
is not stagnant; it is growing in every coming day. bKash makes it an integral part of business
development to reach more people. The pricing structure of bKash is affordable and simple. They
charge from customers based on types of transactions. The competitive pricing structure gives bKash
an edge in the market. The pricing structure of bKash is given below:
Table-3: The pricing structure of bKash.

6.2 Brand Exploratory
22

Customer Knowledge: BRAC has successfully leveraged its history and tradition of excellence along
with innovation to become the most respected development organization in the world. BRAC has a
track record of creating special purpose businesses, with some 18 in its portfolio, that are expected to
be accountable for their own performance. bKash is not an exception of these. Consumers have a
positive perception towards bKash and that is reflected in their performance so far. Moreover, bKash
has successful created some positive and strong brand associations, that help bKash to maintain high
rate of growth in the market. Typical consumer brand associations for bKash are shown in the
following bKash intellectual map:
Fig-1: bKash intellectual map

6.3 Sources of Brand Equity
The bKash name, one of the largest mobile banking service providers in the world, is inarguably the
companys most important source of brand equity. The name bKash itself is the synonymous to mobile
banking in the country. The bKash logo, an important source of brand equity, is widely recognized in
the country. The most important contributors to bKash brand equity are its functional benefit, namely
the credibility, convenience, and availability. Its extensive distribution makes it a brand for mass
people in the country. TV commercial is successfully executed to makes it a brand for everyone.
6.3.1 The Customer-Based Brand Equity Pyramid (CBBE): The bKash customer-based brand
equity pyramid is equally strong on both sides and it is also strong from bottom to top. bKash is
23

enjoying the highest brand awareness of any mobile banking service provider as well as high repeat
purchase rates and high customer loyalty. It is also successful in building a strong, unique and
favorable brand image. The following figure highlights the key aspects of the bKash CBBE pyramid:
Fig-2: bKash CBBE Pyramid

6.3.2 Criminals target bKash dealers: Threat to Equity
Over the last couple of years there happened many incidents where bKash dealers or agents were
mugged. Even in some cases, muggers killed bKash dealers and rob the money. It is an alarming trend
for the business. Because, it creates fear among the mass people and rises tensions among the
24

consumer. The law enforcing agency alone cant make the situation better. Thus bKash must come with
some innovative ideas to face this unwanted challenge.
6.3.3. Impolite Agents: Threat to Equity

The impolite behavior of bKash agents is another threat to bKash brand equity. It greatly affects
consumer experiences while receiving service. bKash must develop some general guideline for agents
to provide mobile banking service courteously. In addition to this, bKash can arrange training facilities
for agents.
6.4 IMC (Integrated Marketing Communication) program of bKash:
6.4.1 Media Advertising: bKash extensively use media advertising in the form of TV commercials,
Print media (Newspaper), and Radio.
6.4.2. TV Commercials: bkash have many TV Commercial including a 3D advertisement. In those
commercial they are providing massage about their services. In bellow I am providing some ideas
about theose TV Commercial.
6.4.3. Print Media: bKash provide advertisement in daily newspaper. Newspaper ad has high
coverage with timely value. bKash is trying to exploit this advantage. Here is a glimpse of a recent ad
in a daily newspaper:
6.4.4 Radio: bKash also use radio ad as it is relatively inexpensive medium and it provides local
coverage. bKash make some radio ad campaign with persuasive story of how bKash make life easy.
The main disadvantage is lack of visual image.
6.5 Direct Response Advertising: bKash execute some form of direct response marketing; such as:
Telemarketing and SMS marketing.
6.5 Telemarketing: This is one of the regular direct marketing tools. bKahas has a strong call center
department. They give services to the Channel partner and customer. Channel partners are their agent
and distributors. They take help of call center If they face network problem and they take help to know
whether the transaction properly held or not. They also give service to the customer. They give
information about bKashs products and give solutions about service problems. The call center
department of bKash does this telemarketing.
25

6.6 SMS Service: Today SMS service is one of the sufficient ways for direct marketing. bKash send
bulk sms through the help of telecom company to convince consumers for opening a bKash account.
6.7 Online Advertising: bKash use online advertising or E-Marketing to build relations with
customers and prospects through regular, lowcost personalized communication. bKash is doing E-
marketing in the form of website and Social media (Facebook).
6.8 Website: Through their website bKash is promoting their services & providing the feedback
information regarding their brand. They have launched their first bKash 3D animation (Bikoshito
Bangladesh) through their website. Keeping with the spirit of innovation and empowerment, bKash
proudly presents a world class 3D animation made entirely in Bangladesh. This explanatory video
illustrates common problems related to money matters, outlining how bKash helps to make everyday
transaction easier and how it is relevant and necessary in the lives of rural and city dwellers. bKash
also publishes stories through their website. Those stories are about successful people in which bKash
has contributed behind their success.
6.9 Facebook: Now-a-days facebook is the most used social network site. bKash also has a very active
Facebook page. In Facebook bKash upload all their promotions and their advertising. With the help of
Facebook bKash is connected 24 hours with their valuable customer. There is a particular department
of digital marketing who actually looks after the Facebook communication and advertising. bKash
regularly arrange different game show, contest, competition in their Facebook page.
26

CHAPTER-7
FINDINGS AND ANALYSIS
27

7.1 Data Analysis of the Findings
7.1.1 Gender of Respondents
Out of total 30 respondents 22 were male and 8 were female. The majority of the respondents were
male which may represent that male consumers use mobile banking services more frequently than the
female consumers.
Gender of Respondents
Male 22
Female 8
Table 4: Gender of respondents in the survey
7.1.2 Occupation of the Respondents
The majority of respondents in the survey were students which is about 47% which may also indicate
that students are the most frequent users of mobile money transfer services. The service holders are in
the second position with 37%, which may also reflect that they use mobile money transfer services
frequently too. Another fact is businessmen has the lowest tendency to use mobile money transfer
service as we know business transactions are generally done in larger amounts and which is not
affordable and accessible through mobile money transfer service.
Occupation
Student 14
Business 4
Service 11
Others 1
Total 50
Table 5: Occupation of the respondents in the survey
7.1.3 Income of the Respondents
The majority respondents have income less than 15000 Taka which means that the limited earning
people are the main users of Mobile Banking Service. It also shows us that customer with higher
income has lower tendency to use Mobile Banking Service.
Earning (Per month)of the respondents
Dependent on parents income 11
UNDER 10000 Taka 7
10000-15000 Taka 9
20000-25000 Taka 2
ABOVE 25000 Taka 1
Table 6: Income level of the respondents in the survey
7.1.4 Communications, Pricing, and Distribution of bKash
28

To promote a new service bKash invested significantly in above-the-line marketing through television
spots, radio, and billboards.. In our survey of 30 people, which includes student, businessman, service
holder and other profession, replied that 100% of them heard about Mobile Financial Service or
Mobile Banking. Many people heard about Mobile Banking, but some of them yet have not felt that
they should use it, regularly as they are happy to use traditional banking system. So, it is clear to
understand that M-Banking has already reached to each and every stakeholder of banking industry.
Figure 3: Communications, Pricing, and Distribution of bKash

7.1.5 How Frequently Respondents Use Mobile Banking
The extent of uses varies from person to person. About 45% of respondents said that they frequently
use Mobile Banking Service and another 24% replied that they use Mobile Banking Service very
frequently. On the other hand, about 13% respondents said that they use mobile banking services
infrequently and around 7% respondents opined that they use Mobile Banking Service very
infrequently.
Figure 4: Frequency of using mobile banking service
7.1.6 Purposes for Using Mobile Banking Services

People use mobile banking services for different purposes. Fund transfer and cash withdrawal are the
most popular mobile banking services among the consumers. Out of 50 respondents about 93% opined
that they transfer fund and around 95% said that they withdraw cash through mobile banking. Airtime
recharge through personal mobile banking account is another service that is gaining popularity. About
40% respondents replied that they recharge airtime from their personal mobile banking account. Utility
29

bill payment through mobile banking is yet to gain popularity which accounts only 30%. On the other
hand, around 30% respondents said that they use their mobile banking account to make payments of
purchasing. There is another interesting fact that is about 10% respondents replied that they save
money in their personal mobile banking account.
Purposes of using Mobile Banking Service
Purchasing 30%
Cash Withdrawal 95%
Savings 10%
Bill Payment 30%
Fund Transfer 93%
Airtime Recharge 40%
Remittance 10%
Table 7: Purposes of using mobile banking service
7.1.7 Consumers Responses about Fast and Availability

Mobile Financial Service, a real time on-line banking service, is available anytime, anywhere
throughout the country. So it can save ones time. People need not to wait by standing in a long line so
it takes less time than traditional banking. In our survey, about 87% respondents agreed that mobile
banking is speedier than traditional banking.
Consumers opinion about fast and availability (Statement Yes/No)
Yes 87%
No 13%
Table 8: Consumers opinion about fast and availability
7.1.8 Time for Receiving Money

Average waiting time for receiving money through mobile banking is yet to match standard. Out of 30
respondents 78% replied that they receive money within 10 minutes. And 22% replied that they receive
money within 20 minutes. Above 15 minutes to receive money is too more. So, it is an area where
bKash should focus.
30

Figure 5: Consumer opinion about average waiting time for receiving money
7.1.9 Measuring Brand Performance of bKash:
There are many brand metrics to measure brand performance. Here we try to use six brand metrics
to measure brand performance of bKash. In our survey, around 38% respondents said that their average
distance to agents is less than 0.5 kilometers. But other 48% respondents said that their average
distance to agents is 0.5 to 1 kilometers. Also, 12 % respondents opined that it is 1to 1.5 kilometers.
Figure 6: IMC (Integrated Marketing Communication) program of bKash

7.1.10 Availability of Mobile Banking Agents
Credibility is an important criterion for consumers in adopting technology based services. Mobile
banking is also a service based on telecommunication network. bKash has already established
credibility in consumers mind. Around 91% respondents agreed that they are confident in withdrawing
money alone from agents.
Credibility and Convenience
Yes 91%
No 0%
Moderate 9%
Table 9: Consumers Responses about Credibility, Affordability and Convenience
7.1.11 Responders Rating of bKash considering its service
Consumers have an overall favorable attitude towards bKash. In my survey, when they are asked about
the first thing that comes to their mind when they think about bKash, more than 70% replied with
positive feelings or associations. Some of the answers are bKash is an easy way to cash transfer, bKash
31

is available, bKash is reliable, bKash is easy to use etc. Some respondents also expressed negative
feelings such as bKash agent is not polite enough, network sometimes fail, charge need to a bit lower
etc. Overall most of the customers are satisfied with bKash performance. When they are asked to rate
bKash in terms of satisfaction around 52% rated bKash with 8. And another 35% and 13% rated it with
7 and 6 respectively.
Figure 7: Consumer attitude toward bKash
7.1.12 bKash Agents Service Charge is Affordable or Not
Most of the respondent said that bKash charge too much as service charge. Some of them even said
that they are only unhappy about this service charge of bKash. Because, most of the time they use
bKash for their daily transaction. It is not acceptable for them to pay such high service charge every
time. They think every time by paying 1.85% service charges they actually paying lots of money for
their many transactions. From our data it is about 90% people said that their service charge is too high
for them, where only 10% said service charge is moderate.
Figure 8: Service Charge is Affordable or Not

7.1.13 Opening and maintaining a bKash personal account is easy
Operating bKash personal account is really easy according to our respondents. According to their
opinion they can easily open a personal account from any bKash agent point. To open a personal
account they only need two copies of passport size photo and their national id cards photocopy and rest
of the work done by bKash agent to open a personal account. They also said by dialing *247# they can
32

easily maintain and use all the function of bKash. And as our all the respondents were literate so it is
easy for them to use all function of bKash from their mobile. So, most of the answer of our
respondents ware, agree or strongly agree.
7.1.14 Using bKash saves time

According to the responders perception using bKash really save their time. They think traditional
banking system and money transferring system is very time consuming. But bKash gave them a great
opportunity to transfer their money to other at a very short time. As bKash agent is available at their
door point they do not even have to go to any bank branch to conduct any transaction. Beside that
every personal account holder of bKash has the convenience to send money, air time recharge etc.
Those made their life so easy just because of bkash. According to our data survey it shows 97% of our
responders choose strongly agree and rest of only 5% choose agree about bKash saves time.
Figure 9: Use of bKash save time

7.1.15 What Influenced Customers Decision to Use bKash
bKash is a modern mobile banking service and that is not the only reason influenced customers to use
bKash. Customers think convenience of using different banking features through mobile is attracted
them mostly to use this service. But beside that, customers sometime influenced by other person to use
this service. Our survey result shows that 75% of the respondents use this service driven by their
needs. And other 12%, 8% and 5% is influence respectively by mass media, friends and family.
Figure 10: Customers Decision to Use bKash

7.2 Summary of the Findings and Analysis
33

i. Mobile Financial Service is a new technology in Bangladesh which started from 31st March 2011.
Most people heard about mobile banking but some of them do not know how to open and maintain
personal account.
ii. Most of the people use mobile banking service to transfer and withdrawal cash.
iii. Still most people make transaction from agents accounts.
iv. bkash provides the best quality service among all the MBS providers and it is the market leader
also.
v. Overall bKash consumers are satisfied with bKash performance.
vi. bKash agent are not polite enough and help customers little to open new personal account.
vii. Personal need, Mass media, friends and family members have strong influence in adopting Mobile
Banking Service.
viii. bKash brand awareness is very much strong in the market.
ix. Consumers are not satisfied with bKash existing pricing structure.
x. Fast, convenience, availability and reliability are the factors that influence consumers to choose
bKash.
CHAPTER-8
34

RECOMMENDATION AND CONCLUSION
8.1 Recommendations
i. Mobile Banking Services mainly depend on the technology so bkash need to improve their server as
early as possible because some time the server down for one or two hour.
ii. bkash need to promote their service by doing one to one marketing because of the complexity of the
service.
iii. The payment service of bkash is not satisfactory so if they want to capture the urban people they
need to revise their pricing strategy.
iv. bkash need to promote airtime recharge service as it has tremendous potentiality.
v. International remittance service of bkash is not clear to everyone so that they need to promote that
service with high priority.
vi. In resent time Islami Bank Bangladesh introduce mobile banking service called M-Cash. So bkash
need to have close observation on M-Cash, because they may become the threat for bkash.
vii. bKash should execute a campaign to encourage people to open bKash personal account.
viii. bKash should facilitate training program for bKash agents.
35

8.2 Conclusion
Mobile Banking Service is very new to Bangladeshi consumers and it is still at early stages in
Bangladesh. bKashs initial growth to large scale has been among the fastest globally. At the same
time, it is still early. The bKash board and management are the first to say that there is a long way to go
and much still to do to build the business. It needs to stabilize its technology platform to support a
much higher volume of transactions. It needs to shift users from doing their transactions via agents to
using their own accounts. It also needs to move beyond payments to provide other financial services.
This research has served to enhance the understanding of the consumers attitudes towards mobile
banking in the context of Bangladesh. This study has also explored the reasons behind bKash fast drive
in the market. It will help the government policy makers, m-banking service providers and
practitioners in the field of Mobile Banking Service.
CHAPTER-9
REFERENCE AND APPENDIX
36

9.1 References
Ashta, A. (2010). Evolution of Mobile banking Regulations. Retrieved from:

http://www.arraydev.com/commerce/JIBC/0306-04.htm. (Accessed: 22 February 2015)
Akinci, S., Aksoy, S., &Atilgan, E. (2004). Adoption of internet banking among sophisticated
consumer segments in an advanced developing country. International Journal of Bank
marketing, 22 (3), pp.212-232.
Ali & Bharadwaj, (2010). Factor analysis approach of decision making in Indian e-banking: a
value adding consumers perspective. Retrieved from:
http://inderscience.metapress.com/app/home/contribution.asp?referrer
journal, 3,18;linkingpublicationresults,1:120361
Akturan, U. and Tezcan, N. Mobile banking adoption of the youth market Perceptions and
intentions, Marketing Intelligence & Planning, 2012, Vol. 30 No. 4, pp. 444-459. DOI
10.1108/02634501211231928
37

Ajzen, I. and Fishbein, M. (1980). Understanding attitudes and Predicting social behavior.
Englewood Cliffs, NJ: Pearson Prentice Hall.
Bangladesh Bank (2012), Mobile Banking Services in Bangladesh: An Overview of Market

Development, Bangladesh Bank Policy Paper, July 2012, Available from:
http://www.bangladesh-bank.org/pub/research/policypaper/pp072012.pdf (Accessed: February
25, 2015).
bKash Limited (2014), Company Profile, (Online), Available from:

http://www.bkash.com/about/company-profile (Accessed: February 25, 2015).
Barnes, S.J., and Corbitt, B. (2003) Mobile banking: concept and potential. International
Journal of Mobile Communications.1 (3), pp.273-288.
Barczak, G., Ellen, P. S. and Pilling, B. K. Developing typologies of consumer motives for use
of technologically based banking services, Journal of Business Research, 1997, Vol. 38 No. 2,
pp. 131-39.
Bangladesh Bank (2015), Mobile Banking Services. (Online). Available from:

http://www.bangladesh-bank.org/fnansys/paymentsys/mobilefin.php (Accessed: 5 March, 2015)
CGAP (2014), bKash Bangladesh: A Fast Start for Mobile Banking Services, July 2014,
(Online). Available from: www.cgap.org. (Accessed: February 25, 2015).
Chung, N., and Kwon, S. J. (2009) The effect of customers' mobile experience and technical
support on the intention to use mobile banking, Cyber Psychology and Behavior, 12, pp.539543.
Clark, A. (2008). Mobile banking & Switching. P.3-27. Retrieved from:

www.mcom.co.nz/assets/sm/163/.../CriticalSwitchingEvents-WhitePaper.pdf (Accessed: 22
February 2015)
Christopher P., Beshouri and Jon Gravrk (2010). Capturing the promise of mobile banking in
38

emerging markets (Online) February 2010. Available from:
http://www.mckinsey.com/insights/telecommunications/capturing_the_promise_of_mobile_banking_in
_emerging_markets (Accessed: 22 February 2015)
Comninos, A., Esselaar, S., Ndiwalana, A., & Stork, C. (2008). Towards evidence-based ICT
policy and regulation m-banking the unbanked. Retrieved from:
http://externo.casafrica.es/aeo/pdf/english/overview_part_2_09_aeo_09.pdf (Accessed: 22
February 2015)
CGAP (2012), Landscape study on international remittances through mobile money, Available
from: www.cgap.org. (Accessed: 5 March, 2015)
Chowdhury, A. M. R., and R. A. Cash. 1996. A Simple Solution: Teaching Millions to Treat
Diarrhea at Home. Dhaka: University Press Ltd.
Donner, J., & Tellez, C. (2008). Mobile Banking and Economic Development: Linking
Adoption, Impact, and Use. Asian Journal of Communication, 18(4), pp.318-322.
Dean, G. (2010) Understanding consumer attitudes. Marketing Strategy (Online) 17 October.

Available from: http://marketography.com/2010/10/17/understanding-consumer-attitudes/
(Accessed: 13 March, 2105)
Gartner (2013),Global Trend in Mobile Phone, pp.2-47
Hoeffler, S. and Keller, K. L. (2003). The marketing advantages of strong brands, Journal of
Brand Management 10, no. 6, pp. 421-445
Islam, A. (2010): Exciting Developments in Mobile Phone Remittance: A Road to Digital

Bangladesh, BUBT Journal, 3, pp.127-135.
39

9.2 Appendix
9.2.1 Survey Questionnaire
Measuring Consumers Attitudes Towards Mobile Banking Service
Name of the Participants:

1. Gender of the respondent
a. Male b. Female
2. Occupation of respondent
a. Student b. Business c. Service d. Other.
3. Income of the respondent
a. >10K b. 10K to 15K c.20K to 25K d. <25K
4. Heard about Mobile Financial Service /Mobile Banking?
a. Yes b. No
5. How frequently do you use mobile banking?
Infrequently Very frequently
5. I use my mobile banking account for the following purposes .
a. Airtime recharge
b. Fund transfer
c. Bill payment
d. Savings
e. Cash withdrawal
f. Purchasing
g. Remittance
6. Is bKash fast and available everywhere?
a. Yes b. No
7. Time required to receiving money-
a. Less the 10 minute b. Less 20 minute
8. Mobile banking agents availability-
a. 0.5km b. 1km c.1.5 km d. 2km
9. Opinion about credibility, affordability and convenience
a. Yes b. No c. Moderate
10. How do you rate bKash interms of overall mobile banking service?
1---2---3---4---5---6---7---8---9---10
40

10. bKash agents service charge is affordable
1. Too high 2. High 3. Moderate 4. Low 5.Too low
11. Opening and maintaining a bKash personal account is easy
1. Strongly Disagree 2. Disagree 3. Uncertain 4. Agree 5. Strongly Agree
12. bKash agents are courteous (polite)
1. Strongly Disagree 2. Disagree 3. Uncertain 4. Agree 5. Strongly Agree
13. Using bKash save my time
1. Strongly Disagree 2. Disagree 3. Neither agree nor disagree 4. Agree 5.Strongly Agree
14. What influenced your decision to use bKash
1.Friend 2. Family 3. Mass media 4. Driven by own need
15. Mass media (e.g. TV, newspaper, articles, radio) influence me to use bKash.
1. Strongly Disagree 2. Disagree 3. Neither agree nor disagree 4. Agree 5. Strongly Agree
41

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CHAPTER-01

Measuring Consumers attitude Towards Mobile Banking Service

1.2 Background of the study

Measuring Consumers attitude Towards Mobile Banking Service

1.3.1 Broad Objective:

1.3.2 Specific Objective:

1. To figure out the demographic characteristics of mobile banking service users.

1.4 Scope of the Study

1.5 Rationale of the Study

Measuring Consumers attitude Towards Mobile Banking Service

1.6 Limitations of the study:

1. Sufficient records, publications are not readily available.

Measuring Consumers attitude Towards Mobile Banking Service

2.0 Literature Review

Measuring Consumers attitude Towards Mobile Banking Service

2.2 Mobile Banking Services Trend in Emerging Countries

Measuring Consumers attitude Towards Mobile Banking Service

2.3 Consumers Attitude and Perception towards Mobile Banking Service

2.4 Background on the Bangladesh Financial Sector

Measuring Consumers attitude Towards Mobile Banking Service

Measuring Consumers attitude Towards Mobile Banking Service

3.5 Sample Size: We have conducted my survey on 30 respondents.

3.7.1 Primary Data:

o Collecting documents & information from M-Banking agent stores.

Measuring Consumers attitude Towards Mobile Banking Service

4.1 Company Profile

Measuring Consumers attitude Towards Mobile Banking Service

4.3 Primary Values Offered in Market

Measuring Consumers attitude Towards Mobile Banking Service

4.4 Factors influencing bKashs Fast Drive

4.5 A specialized organization built to deliver Mobile Banking Services

4.6 A shared vision for scale among a diverse investor group

Measuring Consumers attitude Towards Mobile Banking Service

4.7 An enabling and flexible regulatory environment

4.8 Major Challenges for bKash

1. Local Regulatory Guideline (dos and donts)

Measuring Consumers attitude Towards Mobile Banking Service

4.10 bKash Brand Portfolio:

Measuring Consumers attitude Towards Mobile Banking Service

5.1 Background of Bangladesh Mobile Banking Sector

Measuring Consumers attitude Towards Mobile Banking Service

1) Disbursement of inward foreign remittances

2) Cash in/out using mobile account through agents/Bank branches/ATMs/MNOs outlets

Measuring Consumers attitude Towards Mobile Banking Service

5.4 Key Players of the Market

Measuring Consumers attitude Towards Mobile Banking Service

Measuring Consumers attitude Towards Mobile Banking Service

6.1 Brand Inventory

Measuring Consumers attitude Towards Mobile Banking Service

Table-2: Comparisn between DBBL and bkash.

Measuring Consumers attitude Towards Mobile Banking Service

Table-3: The pricing structure of bKash.

Measuring Consumers attitude Towards Mobile Banking Service

Fig-1: bKash intellectual map

Measuring Consumers attitude Towards Mobile Banking Service

Fig-2: bKash CBBE Pyramid

Measuring Consumers attitude Towards Mobile Banking Service

6.3.3. Impolite Agents: Threat to Equity

6.4 IMC (Integrated Marketing Communication) program of bKash:

Measuring Consumers attitude Towards Mobile Banking Service

Measuring Consumers attitude Towards Mobile Banking Service

FINDINGS AND ANALYSIS

Measuring Consumers attitude Towards Mobile Banking Service

Measuring Consumers attitude Towards Mobile Banking Service