PART II

Report on-

Customer Service as a Differentiator A Cross-Sectional Study of the Mobile Market of Bangladesh

Prepared for:

Prof. G. M. Chowdhury Chairperson, Internship & Placement Program Institute of Business Administration University of Dhaka

Prepared by:

Md. Ahsanul Abid Roll # 44 MBA 38th Evening

January 11, 2007

Institute of Business Administration

University of Dhaka Dhaka 1000

Letter of transmittal:

January 11, 2007

Prof. G. M. Chowdhury Chairperson, Internship & Placement Program Institute of Business Administration University of Dhaka Subject: Letter of Transmittal Dear Sir: Please find attached the Internship report titled Customer Service as a Differentiator A Cross-Sectional Study of the Mobile Market of Bangladesh. This report is the culmination of my 12-weeks of internship at Grameenphone Ltd. My special gratitude to Prof. Nurur Rahman, Prof. GM Chowdhury and Mr. Ferdous Ahmed (my supervisor at Grameenphone), whose guidance helped me to complete this final chapter of MBA degree. For any further clarification, I will be more than glad to comply. With Regards & Sincerity,

Md. Ahsanul Abid Roll # 44 MBA 38th (Evening)

Acknowledgement:
In preparing this report, support from a number of individuals were invaluable. Following few names, I must quote individually for special citationProf. Nurur Rahman My academic supervisor, whose guidance and care inspired me. Prof. GM Chowdhury Chairperson of Internship & Placement Program, who guided me about the pitfalls and key points of Internship well before the start of the Internship program. Mr. Ferdous Ahmed, Additional General Manager, CMD, Grameenphone Ltd. My organizational supervisor, who despite his over-demanded schedule, always found some time to advice & guide me in the right direction. A group of 20 young members of Grameenphone who helped me tremendously in completing my survey within a reasonable time. My sincere gratitude toward all of them. Besides, I must express my thanks to numerous academics and publishers whose papers I used to prepare the secondary analysis.

Table of Content:
Dhaka 1000..............................................................................................................................2 Letter of transmittal:...................................................................................................................3 MBA 38th (Evening) .................................................................................................................3 Acknowledgement:.....................................................................................................................4 Table of Content:........................................................................................................................5 1. Background of the Study:.......................................................................................................6 1.1 Findings of qualitative study.............................................................................................7 1.2 The big question:...............................................................................................................7 1.3 Rationale of the study.......................................................................................................8 1.3 Objectives of the Research................................................................................................8 1.4 Hypothesis.........................................................................................................................8 2. Executive Summary:...............................................................................................................9 3. Methodology:........................................................................................................................11 3.1 Scope:..............................................................................................................................11 3.2 Limitations:.....................................................................................................................11 3.3 Sampling type:................................................................................................................12 3.4 Sample size: ...................................................................................................................12 3.5 Field survey method: ......................................................................................................12 4. Contribution of research: .....................................................................................................12 5. Analysis techniques used:.....................................................................................................12 6. Findings & Recommendations:.............................................................................................13 6.1 Reliability:.......................................................................................................................13 6.2 Distribution of Sample....................................................................................................14 6.3 What is Quality Customer Service?................................................................................16 6.4 Relationship between Quality of Customer Service & Impression about Operator.......18 Correlations # 1.................................................................................................................18 Correlations # 2.................................................................................................................19 Correlations # 3.................................................................................................................20 6.5 Quality of Customer Service: Determining the Key Components..................................21 6.5 Quality of Customer Service Determines Degree of Customer Retention ....................22 6.7 Perceptual position of the four operators (in eyes of the customers):.............................24 7. Recommendations:................................................................................................................26 7.1 Limitations:.....................................................................................................................26 8. Conclusion:...........................................................................................................................27 Appendix:..................................................................................................................................28 Appendix- 1: Sample Structure ............................................................................................28 Appendix-2: Copy of Questionnaire.....................................................................................28 5

1. Background of the Study:

Differentiation, as opposed to price-focus, is a feature-based strategy to outperform ones competitors. This approach primarily focuses on creating a separate or unique identity of the company or products to the eyes of customers. Whereby, price-based competition emphasizes price cutting (cost cutting) and other methods of aggressive pricing, differentiation focuses on a quality perspective by adding new or unique features to the offerings. In Bangladesh, mobile operators have been unable to create any differentiated positioning in customer perception, leading to price-based competition, fragmentation and lower profitability. This paper strives to prove this hypothesis and offer new insight in mobile service differentiation. Differentiation strategy is an integrated set of action designed to produce or deliver goods or services that customers perceive as being different in ways that are important to them. It calls for to sell non-standardized products to customers with unique needs. (Prof. Ferhat Anwar, Undated) Differentiation can be (a) the target market , (b) the brand, (c)a character or a personality, (d) Positioning, (e) product benefits - More Value-Added (MVA), (f) a single, key persuasive sentence, and / or (g) integration across communication. The factors can be summed up in five ways Identity, Personify, Create a new generic, Change the name, and Reposition the category Strategies of Differentiation: Getting into the mind with a new idea or product or benefit is an enormous advantage. An attribute is a characteristic, peculiarity, or distinctive feature of a person of thing. Leadership is the most powerful way to differentiate a brand. The reason is that its most direct way to establish the credentials of a brand. And credentials are the collateral you put up to guarantee the performance of your brand. Positioning Strategy: Position is that one thing, that one descriptive sentence or slogan the company is known for; that one specific idea that first comes to mind about the product; and

that one characteristic that sets the service apart from competitors. (Prof. Ferhat Anwar, Undated) Dimensions of Customer Service: Availability of product or service (to what extent products & services of a company are available) Lead time (difference between time of placing the order and delivery-time) variability System recovery (if something goes wrong, how quickly system can recover) Presence of shadow system [ability to cater to the specialized needs of favored customers] Availability of system information [includes, information availability, quickness, accuracy and completeness] Post sale support system [accessories, maintenance, follow-up etc.]

(Prof. Nurur Rahman, Undated)

1.1 Findings of qualitative study

Customer retention

The Model

Differentiation in customer Perception Quality of Customer Service

Availability

Lead time variability

System recovery time

Presence of shadow system

System information

Post sales support

1.2 The big question:

Is it possible to differentiate (a service offering) based on pre- & post- sales customer services?

1.3 Rationale of the study

Over the last 2 years, Grameenphone Ltd. has invested heavily in developing a aide network customer service. Value-added services were introduced and specially, access to customer service has been made available for the wider population. In this backdrop, the Grameenphone management now wants to find out whether these investments have made inroad to the customer heart and any position of differentiation has been created in terms of retaining the customers.

1.3 Objectives of the Research

Broad Objectives of the Research: To find out whether quality in customer service retains customers. Specific Objectives of the Research: 1. To find out whether (pre & post sale-) customer service can make an operator different (better or worse in customer perception) from its competitors 2. To identify the effect of product / service availability on customers perception 3. To identify the effect of lead time variability on customers reaction toward an operator 4. To identify the effect of system recovery time on customers level of satisfaction 5. To find whether having a shadow system makes customers satisfied 6. To identify the effect of system information availability on customers perception toward an operator 7. To identify effect of post-sale support system on customer perception

1.4 Hypothesis
Ho: Quality of Pre- & Post-sale customer service has direct relationship with the retention rate of customers.

2. Executive Summary:
Findings from the study:
There was not reasonable ground to disprove the null hypothesis that quality of customer service directly related to the retention rate of a customer (time with an operator). In other words, Quality of customer service has reasonable relationship with the retention of customers. Besides, other key findings of the study are: Perception of customer service is strongly dependent on eight independent parameters - Ease of use and customer friendly, Cost effectiveness of customer service, Easy & cheap information about products & services, Behavior of customer service people, Lead time variability, Availability & reach of customer service points, Readiness to go the extra mile, Ease of access to customer service people Quality of customer service can help build positive impression about the operator in the perception of the customer Quality of customer service can help build loyalty and attachment within the customer. However, this relationship does not hold true if we try to incorporate timelength of subscription in the equation. As the correlation # 3 shows, people who have been longer with a particular operator have shown less favorable attitude about the respective operator The principal component analysis identifies the following 06 components to be consistent with the factor analysis (in order the importance): a) Ease of access to customer service people, b) Easy & cheap information about products & services, c) Cost effectiveness of customer service, d) Availability & reach of customer service points, e) Readiness to go the extra mile, f) Behavior of customer service people.

Recommendations:
Grameenphone should continue in its path to emphasizing customer service as a key differentiator while positioning itself apart from other operators. The key components while defining customer service are- a) Ease of access to customer service people, b) Easy & cheap information about products & services, c) Cost effectiveness of customer service, d) Availability & reach of customer service points, e) Readiness to go the extra mile, f) Behavior of customer service people. Appeal of a particular service might wear off with the length of time a customer sticks with a particular operator. So, Grameenphone should continue to redefine the 6-factors customer service with new features and facilities. On a more general note, the operator instead of concentrating on price basedcompetition should focus on a qualitative positioning. Otherwise they might soon find their profit base eroding rapidly. Grameenphone should identify customer service as a core competence area (in addition to network quality and value-based services) and continue build on that.

10

3. Methodology:
3.1 Scope:
The primary scope is to find the answers to the specific objectives as described above The research will reflect the perception of mobile phone subscribers of Bangladesh The report will reflect the opinion of the respondents, and findings will be based on those sampled opinion The mobile subscribes living within Dhaka city have been taken as the sample frame of the study; however, the background of the study encompasses the whole mobile industry of Bangladesh. Only the subscribers of five operators (GP, Aktel, CityCell, BanglaLink and Tele Talk) have been considered for the study. Subscribers of any other fringe operators were not considered.

3.2 Limitations:
Sample sizes for Tele Talk and City Cell subscribers are short of the planned number (30); so any deductions based on these samples regarding Tele Talk and City Cell might not be statistically correct Many of the findings & concepts from the qualitative study could not be accommodated. Some of them (as following) were dropped from quantitative survey:o Development of new features in mobile packages o Role of pricing in customer perception etc. Customer service (a comprehensive construct) was replaced by 6 parameters product/service availability, lead time variability, availability of shadow system, system recovery time, availability of system information, and availability of post sales support service. Respondents of the quantitative survey have shown a tendency to over state the time for which they are using the current operator

11

3.3 Sampling type:

Quota sampling method was employed, where sample units represent the proportional distribution of the population. Sample elements are individual subscribers of different mobile operators (Grameenphone, Aktel, BanglaLink, CityCell, and Tele Talk). Sample frame is all the mobile phone subscribers of Bangladesh. Sample elements were selected based on convenience.

3.4 Sample size:

Sample size is 182 (calculation of the sample structure is given in the appendix # 2)

3.5 Field survey method:

As it is a cross sectional study, survey elements were chosen from the subscribers of five mobile operators. However, individual elements were picked based on convenience. Although the study covers the mobile phone industry of Bangladesh, the fieldwork was conducted only in Dhaka. The researcher acted as interviewer. Sample elements were given the questionnaire on the spot to fill up. The questionnaire was self-administered.

4. Contribution of research:
Individual: As a student of marketing, I am getting a hands-on learning in the pros & cons of research. Learning to apply the tools & techniques from classroom to the applied world of real-life business problems. Organizational: findings and learning from the study can be used by the mobile operators of Bangladesh to focus their attention to specific marketing issues like differentiation, competition and customer satisfaction. Society: Maybe the learning are minute and fraught with mistakes (of an apprentice), however, it will add to the total understanding of mobile service marketing in Bangladesh as very little have been done in areas of differentiation and per se.

5. Analysis techniques used:

Sections of the Findings Analysis Technique used 12

Reliability of data Distribution of sample Quality of customer service Relationship between customer service & impression about operator Test of null hypothesis Key components for customer service

Cronbachs Alpha Descriptive statistics, graphs Regression model and ANOVA table Correlation Paired sample t-test and descriptive statistics Key component factor analysis

6. Findings & Recommendations:

6.1 Reliability:
The reliability test shows Cronbachs alpha to be .649 proving the data to be reasonably reliable. Case Processing Summary N 101 % 76.8

Cases

31 23.2 ed(a) Total 132 100.0 A List wise deletion based on all variables in the procedure. Reliability Statistics

Valid Exclud

Cronbach's Alpha Cronbach's Alpha .649 Based on Standardized Items N of Items .746 17 Scale Statistics Std. Mean 51.3619 Variance Deviation 49.5601 7.0399 N Items 17 of

13

6.2 Distribution of Sample

Distribution of Sample According to Operator

60

Bars show Last Values

Reference numb er

40

20

0 Aktel BanglaLink City Cell Grameenphone Tele Talk

Reference Category

14

Distribution of Sample as per Longivity (Time with Current Operator)

Less than 1 yr 1 to 2 yr 2 to 3 yr 3 to 4 yr More than 4 yr

Reference Category
Aktel BanglaLink City Cell Grameenphone Tele Talk Pies show counts

Interpretation: As the above pie-chart shows, Grameenphone has clearly lead the

pack in terms of retaining their customers over the years followed by Aktel. On the other hand, BanglaLink has majority of their subscribers for less than 1 year. This fact is consistent with the core hypothesis, as Grameenphone has been spending heavily on customer service over the years; and currently has more than 600 customer contact points through out Bangladesh, which provides an edge over its competitors.

15

Distribution of Sample Based on Operator and

60 50

40

30

Age group of the res

20

Percent

15-25 yrs 10 0 Aktel BanglaLink City Cell Tele Talk Grameenphone 26-35 yrs 35+ yrs

Reference Category
Interpretation: Both Aktel and BanglaLink have majority of their subscribers

coming from the age group of 15-25 year; where as Grameenphone has substantial number of customers who are older than 25 years this fact can have important implication regarding retention & loyalty as young people are generally more inquisitive and less loyal; and whenever any new offers come along they are the first to jump ship. 6.3 What is Quality Customer Service?
Customer Service, to the best of understanding, is a construct, which can mean both pre- & post- sales services. But, when customers talk about quality of service, they usually mean speed, convenience, availability and other related concepts. So, for our analysis, customer service has been replaced by the following 8 parameters or concepts: a) Ease of use and customer friendly, b) Cost effectiveness of customer service, c) Easy & cheap information about products & services, d) Behavior of customer service people, e) Lead 16

time variability, f) Availability & reach of customer service points, g) Readiness to go the extra mile, h) Ease of access to customer service people The following regression model tries to understand the strength and direction of relationship between these eight parameters (independent variables) and perception about customer service based on survey results. Model Summary Std. Error of R Adjusted the Square R Square Estimate Change Statistics R Square F Change Change

Mode l R

Sig. F df1 df2 Change

. 11 678( .460 .422 .729 .460 12.042 8 .000 3 a) a Predictors: (Constant), Ease of use and customer friendly, Cost effectiveness of customer service, Easy & cheap information about products & services, Behavior of customer service people, Lead time variability, Availability & reach of customer service points, Readiness to go the extra mile, Ease of access to customer service people ANOVA(b)

Regression Residual Total a Predictors: (Constant),

Model 1

Sum of Squares df Mean Square F Sig. 51.228 8 6.403 12.042 .000(a) 60.092 113 .532 111.320 121 Ease of use and customer friendly, Cost effectiveness of customer

service, Easy & cheap information about products & services, Behavior of customer service people, Lead time variability, Availability & reach of customer service points, Readiness to go the extra mile, Ease of access to customer service people b Dependent Variable: Overall impression about customer service of current operator

17

Interpretation: From the above regression model, the R score (0.678) and the

level of significance imply perception of customer service is strongly dependent on eight independent parameters. However, there might be other factors (apart from these 8) to consider as the ANOVA table shows Residual values constitute a significant portion of the total sum of squares value. 6.4 Relationship between Quality of Customer Service & Impression about Operator

Correlations # 1 Descriptive Statistics Std. Deviation .846

Mean Overall impression about current 3.18 operator Overall impression about customer 3.39 service of current operator Correlations

N 128

.968

127

Overall impression Overall impression about about current customer service of operator current operator Overall impression about Pearson current operator Correlation Sig. (2-tailed) N Overall impression about Pearson customer service of current Correlation operator 1 . 128 .591(**) .591(**) .000 126 1

18

Sig. (2-tailed) N

.000

. 127

126 ** Correlation is significant at the 0.01 level (2-tailed).

Interpretation: As the above correlation table shows, variable overall impression

about current operator and overall impression about customer service of current operator have strong correlation (0.591) and they are both unidirectional. Thus, it can said based on this analysis that quality of customer service can help build positive impression about the operator in the perception of the customer.
Interpretation: The following correlation tries to measure the degree of correlation between the variables feel love & pride to do business with current operator and overall impression about customer service of current operator. Result of this test also shows quality of customer service can help build loyalty and attachment within the customer (correlation score 0.548). However, this relationship does not hold true if we try to incorporate time-length of subscription in the equation. As the correlation # 3 shows, people who have been longer with a particular operator have shown less favorable attitude about the respective operator (negative correlation). Correlations # 2 Descriptive Statistics Mean Feel love & pride to do business with 3.13 current operator Overall impression about service of current operator customer 3.39 Std. Deviation .956 .968 N 128 127

Correlations

19

Overall impression Feel love & pride to about customer do business with service of current current operator operator Feel love & pride to do Pearson Correlation business with current operator Sig. (2-tailed) N Overall impression about Pearson Correlation customer service of current operator Sig. (2-tailed) N 1 . 128 .548(**) .000 .548(**) .000 123 1 . 127

123 ** Correlation is significant at the 0.01 level (2-tailed). Correlations # 3 Correlations

Feel love & pride to do business with current operator Feel love & pride to do Pearson business with current Correlation operator Sig. (2-tailed) N Overall impression about Pearson current operator Correlation Sig. (2-tailed) N Time with the current Pearson operator Correlation Sig. (2-tailed) N 1 . 128 .491(**) .000 125 -.278(**) .001 128

Overall impression Time with about current the current operator operator .491(**) .000 125 1 . 128 -.033 .710 128 -.278(**) .001 128 -.033 .710 128 1 . 132

** Correlation is significant at the 0.01 level (2-tailed).

20

6.5 Quality of Customer Service: Determining the Key Components

Communalities

Sl 01 02 03 04 05 06 07 08

Lead time variability Ease of use and customer friendly Behavior of customer service people Readiness to go the extra mile Availability & reach of customer service points Cost effectiveness of customer service Easy & cheap information about products & services Ease of access to customer service people

Initial 1.000 1.000 1.000 1.000 1.000 1.000 1.000 1.000

Extraction .562 .618 .644 .648 .737 .779 .787 .809

Extraction Method: Principal Component Analysis.

Interpretation: The principal component analysis identifies the following 06 components to be consistent with the factor analysis (in order the importance): a) Ease of access to customer service people, b) Easy & cheap information about products & services, c) Cost effectiveness of customer service, d) Availability & reach of customer service points, e) Readiness to go the extra mile, f) Behavior of customer service people. Thus, we can conclude a model for determining the quality of customer service: Customer Service = f (Ease of access to customer service people, b) Easy & cheap information about products & services, c) Cost effectiveness of customer service, d) Availability & reach of customer service points, e) Readiness to go the extra mile, f) Behavior of customer service people)

21

6.5 Quality of Customer Service Determines Degree of Customer Retention

Test of HypothesisHo: Quality of Pre- & Post-sale customer service has direct relationship with the retention rate of customers (time with current operator). Decision rule: If the mean value of the variable time with current operator is not significantly different from the mean value of variable overall impression about the current operator, then there is not sufficient ground to disprove the null hypothesis. Paired Sample t- Test: T-Test Variables compared= longevity with current operator and Overall impression about customer service of current operator
Paired Samples Statistics

Mean Pair 1 Time with the current 3.09 operator Overall impression about customer service 3.39 of current operator
Paired Samples Correlations

N 127 127

Std. Deviation 1.414 .968

Std. Error Mean .126 .086

Pair 1

N Time with the current operator & Overall impression about customer 127 service of current operator

Correlation .022

Sig. .808

Paired Samples Test

22

Paired Differences Std. Error Mean 95% Confidence Interval of the Difference Low Upp er er

df

Sig. (2tailed)

Mea n

Std. Deviation

Pair 1

Time with the current operator Overall impression -.30 about customer service of current operator

1.696

.151

-.60

.00

-1.988 126

.05

Interpretation: The level of significance for T-test is low but not lower than the

critical point (0.05). The Lower and upper limit of the confidence interval contains zero among them. So, there is not enough evidence to disprove the null hypothesis. So, quality of customer service has reasonable relationship with the retention of customers. However, the correlation value of the paired sample variables show a weak (0.22) relationship among the two variables.

23

6.7 Perceptual position of the four operators (in eyes of the customers):
[Ref:
Why Aktel is Different

Differentiation

in

Mobile

Market of Bangladesh, by this same author] A

60

significant

number

of

the

respondents did not answer this question, while asked to differentiate Aktel from other operators based on a certain factor. This can lead to the conclusion that Aktel has failed to

50

40

30

y c n u q e r F
20

create any clear position in the perception of the customers. Apart from that- low call charge, 10-second
low er rat e
r se e vic

10

0
fea tur es &
ve Ad

h& wt ro tg fas t

v co

lse pu ge ka ac tp en fer dif

n ive tg no

Why CityCell is different

r we lo e ic pr

tq ne

f er us

fac ilit ies

pulse and features

& facilities

e ag er &

en m se rti

Why Aktel is Different

lity ua

nd rie ly

offered by the operator (Aktel) has been cited as consistent factors with Aktel. (Fig-3)

nt me lop ve de

Similarly, regarding CityCell most of the respondents position for struggled the to delineate Most a of operator.

70

respondent could only cite the CDMA

60

technology as the major differentiating factor for the operator.

50

40

y c n u q e r F

30

20

(Fig-4)

10

0
low er r
e ic rv se

ate

ne tq ua lity

fea tu re s

nt me se rti ve Ad

v co

nt re fe dif

st de ol

M D C

n ive tg no

e ic pr er w lo

ls pu

e ag er &

&

e e ag

fa cil itie s

Why CityCell is different

ck pa

24

However, when asked with the same question regarding GrameenPhone,

100

Why GP is different

most of the respondents talked about the nation-wide coverage and higher quality of network for the operator. (Fig- 5) Regarding BanglaLink, respondents could not identify any one or two area
y c n u q e r F

80

60

40

20

Why BLink is different

0 not given lower price coverage & service lower rate different package net quality features & facilities

30

Why GP is different

for differentiation, prompting one to

25

speculate

that

BanglaLink

although

20

vibrant & dynamic had given away to many messages cluttering the perception of the customer; from and forming forcing any the clear customers
low er ra te fe a
th

15

y c n u q e r F
10 5

0
tu re s&
r ve Ad st fa re ffe di t no v gi en

perception about the company.

p er low e ric
t ne it al qu y e ag

w ne er m m co

ve no

gr

lty

e tis

ow

fa cil

Why BLink is different

Table: Perceptual position of the 4 operators (in customer mind) Area of Focus GP Aktel CityCell Service, Low price, 10- CDMA Coverage & Net secod pulse and technology Quality Features & lower rate facilities BanglaLink No clear & position

ck pa nt

m t en

itie s

& v de m op el t en

Results of the above analysis is presented in the following table:

25

7. Recommendations:
Grameenphone should continue in its path to emphasizing customer service as a key differentiator while positioning itself apart from other operators. The key components while defining customer service are- a) Ease of access to customer service people, b) Easy & cheap information about products & services, c) Cost effectiveness of customer service, d) Availability & reach of customer service points, e) Readiness to go the extra mile, f) Behavior of customer service people. Appeal of a particular service might wear off with the length of time a customer sticks with a particular operator. So, Grameenphone should continue to redefine the 6-factors customer service with new features and facilities. On a more general note, the operator instead of concentrating on price basedcompetition should focus on a qualitative positioning. Otherwise they might soon find their profit base eroding rapidly. Grameenphone should identify customer service as a core competence area (in addition to network quality and value-based services) and continue build on that.

7.1 Limitations:
Lack of availability of the respondents forced the study to be completed with 132 sample elements rather than the initial 182 (stipulated). However, the researcher tried to meet the 30sample mark under each category of population. At the end, the sample was more or less representational of the population groups.

26

8. Conclusion:
There was not sufficient ground to disprove the hypothesis that Quality of Pre- & Post-sale customer service has direct relationship with the retention rate of customers (time with current operator). In other words, customer service can give an edge to a particular operator over its competitors. Grameenphone already has some degree of perceptual positioning distinct from its competitors (in terms of customer service and network quality). However, the problem with any service is competitors can quickly catch up with ones position and emulate Grameenphones current offerings. So, the challenge is to redefine the basic concepts of customer service (a) Ease of access to customer service people, b) Easy & cheap information about products & services, c) Cost effectiveness of customer service, d) Availability & reach of customer service points, e) Readiness to go the extra mile, f) Behavior of customer service people) with innovative offers and facilities. Only, thus, Grameenphone can stay ahead of its competitors and create a differentiated position in terms of retaining its customers.

27

Appendix:

Appendix- 1: Sample Structure

Mobile Users (182)

62%

18%

15%

4%

1%

Grameenphone (62) P.S.

Aktel (30)

BanglaLink (30)

City Cell (30)

Tele Talk (30)

- The percentage amounts are respective market shares of different operators. - The base sample number was 100

Appendix-2: Copy of Questionnaire

(In the following page)

28