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© 2015. Md. Asfaqur Rahman & Md. Hasebur Rahman. This is a research/review paper, distributed under the terms of theCreative Commons Attribution-Noncommercial 3.0 Unported License http://creativecommons.org/licenses/by-nc/3.0/), permittingall non-commercial use, distribution, and reproduction in any medium, provided the original work is properly cited.Global Journal of Management and Business Research: EMarketingVolume 15 Issue 6 Version 1.0 Year 2015Type: Double Blind Peer Reviewed International Research JournalPublisher: Global Journals Inc. (USA)Online ISSN: 2249-4588 & Print ISSN: 0975-5853Strategic Service Factors Leading to Grameenphone’s SuccessBy Md. Asfaqur Rahman & Md. Hasebur RahmanPabna University of Science and Technology, BangladeshAbstract- With the rapid development of telecommunication industry and usage rates of mobilephone users in Bangladesh truly it is significant to know whether the customers are satisfied withthe service of their operator or how the operators think to provide better service to attract itsvalued customers. In this study, we have examined the determinants of customer satisfactionand loyalty conditions of Grameenphone to recommend what service factors could be appliedstrategically to sustain the leadership over the telecom industry in Bangladesh. The findingsconfirm that customer satisfaction and loyalty would be enhanced if the operator emphasis oncore service factors like service quality, brand image, service charges, network quality and ValueAdded Services (VAS) etc. For this the study is conducted on 150 Grameenphone subscribers inBangladesh. The Chi-square test for customer satisfaction factors and customer loyalty factorssuggests that GP’s customers are satisfied with their services but 40% of them still are not willingto subscribe about GP to other potential users. On the basis of the findings, the study concludesby recommending some potential service factors that could be helpful for GP to gain thecompetitive advantage and will create a positive impact over customer’s mind about receivingGP’s service.Keywords: strategic factors, grameenphone, customer satisfaction, customer loyalty.GJMBR – E Classification : JEL Code : M39StrategicServiceFactorsLeadingtoGrameenphonesSuccessStrictly as per the compliance and regulations of:Strategic Service Factors Leading toGrameenphone’s SuccessMd. Asfaqur Rahman α & Md. Hasebur Rahman σAbstract- With the rapid development of telecommunicationindustry and usage rates of mobile phone users in Bangladeshtruly it is significant to know whether the customers aresatisfied with the service of their operator or how the operatorsthink to provide better service to attract its valued customers.In this study, we have examined the determinants of customersatisfaction and loyalty conditions of Grameenphone torecommend what service factors could be applied strategicallyto sustain the leadership over the telecom industry inBangladesh. The findings confirm that customer satisfactionand loyalty would be enhanced if the operator emphasis oncore service factors like service quality, brand image, servicecharges, network quality and Value Added Services (VAS) etc.For this the study is conducted on 150 Grameenphonesubscribers in Bangladesh. The Chi-square test for customersatisfaction factors and customer loyalty factors suggests thatGP’s customers are satisfied with their services but 40% ofthem still are not willing to subscribe about GP to otherpotential users. On the basis of the findings, the studyconcludes by recommending some potential service factorsthat could be helpful for GP to gain the competitive advantageand will create a positive impact over customer’s mind aboutreceiving GP’s service.Keywords: strategic factors, grameenphone, customersatisfaction, customer loyalty.I. Introductionrameenphone, widely known as GP, is theleading telecommunication service provider inBangladesh. With more than 51.5 millionsubscribers (Grameenphone, 2014), GP is the largestcellular operator in the country. With the slogan StayClose, the goal of GP is to provide affordable telephonyto the entire population of Bangladesh and promises tobring the best of communication technologies so thatthe customers can Go Beyond. The expansion oftelecom industry along with customized services hascreated severe competition among the six mobile phoneoperators and measuring the customers’ satisfactionlevel is an important issue to achieve the ultimate goal tobe the market leader. That is why the competition basedon specific service factors is increasing day by day andthe telecom industry is experiencing significant changesto its ecosystem of customers, operators, deviceAuthor α: Lecturer, Department of Business Administration, PabnaUniversity of Science and Technology.e-mails: [email protected], [email protected] σ: Assistant Professor, Department of Business Administration,Pabna University of Science and Technology.e-mails: [email protected], [email protected] and service suppliers. As a market leader GP iscontinuously coming up with new products andservices. Since the market payers are designing theirstrategy with the combination of traditional and modernarmors and the culture and the practice of innovationsare highly emphasized in this industry, the competitionamong the operators are escalating day by day becauseRobi, Citycell, Airtel, Banglalink and Teletalk are alsotrying to increase their customer based on theirspecified service factors. Thus it realizes us to considerthe factors that the company competing in the sectormust recognize the needs, wants, tasted, fashion criteriaand the perceptions of their consumers in the first place.Successful marketing strategies are based on assetsthat are strong relative to those of competitors. Theseassets include brand equity, scale, scope, andefficiency of operations, financial conditions, locations,and government support. All these assets sum up astotal asset which helps GP to take the competitiveadvantage and be the leading company in thetelecommunication industry of Bangladesh. GP hasbeen a pioneer in bringing innovative mobile-basedsolutions to Bangladesh. In mobile telecommunicationindustry, there are direct and indirect factors thatinfluence customer satisfaction. On the basis of theserealities authors have been motivated to identify the corefactors that are to be proposed as strategic factors thatwill lead GP’s success as: Network Coverage,Emergency Balance, SMS Service, Internet Service,Mobile Banking Platform, My Zone Facility,Advertisement and Promotion, Available Retail Stores,Voice Call, Telecommunication Service, Quality ofTelecommunication Service, Information Service, VoiceMassage, Three G Service, Variety of Package,Customer Care Service, Cost of MMS, Health CareService, Video Call Service, Cost of Using Internet,Responsiveness to Customer, Cost of Using Internet,CSR Activity, Hotline Service, Cost of Video Call, Cost ofVoice Call, Offers, and Call Rate.a) Objectives of The StudyGaining customers’ satisfaction and loyaltyhave already been the strategic parameter for GP’ssuccess. Regardless of these two issues the authorshave tried to identify what the customers actuallyconsider most about GP’s strategic service factors. Inthis context, a survey was conducted to find out thecustomer’s liking and disliking and collected informationG© 2015 Global Journals Inc. (US)49Global Journal of Management and Business Research Volume XV Issue VI Version I ( E ) Year 2015was analyzed to find out the strategic service factorsresponsible for GP’s success. So ultimately the generalobjective of this study is to analyze the customer’ssatisfaction and loyalty to GP and the specific objectivesare as follows:• To rank the strategic service factors that lead toGP’s success.• To find out the strategic weak points and rank them.• To show the strategic service factors linkage tocustomer satisfaction and loyalty. •To draw an overall conclusion and recommend thecore strategic service factors for GP.II.Literature Review Marketing is merely a civilized form of warfare inwhich most battles are won with words, ideas, anddisciplined thinking. Understanding customers are notenough in these days because marketers are facingintensive competition from all corners of the market.Competitive advantage is the key to success in thiswarfare and thus distinguishes it from other companies.According to the study of Akter et al. (2005) on thetelecommunication industry in Bangladesh, the Englishterm ‘strategy’ is derived from Greek word ‘strategia’which means generalship and it is a plan of actiondesigned to achieve the long-run goals of theorganization. To them, marketing strategies evolve frommore general business objectives which include thefollowing dimensions:• The product or service market in which someoneexpects to compete.• The level of investment needed to grow, andmaintain the business.• The product line, positioning, pricing, anddistribution strategies needed to compete in theselected market.• The assets or capabilities to provide a sustainablecompetitive advantage (SCA).As competition has been escalating amongcorporations, it is ardently necessary for them to learnabout the consumers’ perception about the price,promotion, product, service quality and importantfactors that may have been playing vital role for theirsuccess (Haque, Rahman & Rahman, 2010). Shamsad(2014) also focused in his study about the main factorsthat are instrumental for the growth of the mobileoperators is: huge competitions, advancement intechnology, reduced tariff, falling handset price,innovative pricing strategy, new attractive schemes,service quality, brand image, service charges, networkquality and Value Added Services (VAS) etc. Differentresearchers have proposed different factors fromstrategic point of view for the telecommunicationindustry such as Paulranjan et al. (2011) in Indiarevealed that communication and price are the key andinfluencing factors. Again Khan (2010) in Pakistanemphasized that providing promised service timely,accurately, and dependably should be given the highestpriority. The other factors that are the promptness ofresponse to the complaints and how quickly it isresolved, network coverage and internet facilities havealso given strong priorities.a) GPGP received its license for cellular phoneoperation in Bangladesh from the Ministry of Posts andTelecommunications on November 28, 1996. GP startedoperations on March 26, 1997, in the Independence Dayof Bangladesh. Subsequently GP converted as publiclimited company on June 25, 2007 and listed on theDhaka and Chittagong Stock Exchange on November11, 2009. During the first quarter of 2014, all 64 districtheadquarters of the country were brought under 3Gcoverage and provided lowest priced GP branded 3Gmodem and 3G pocket router for the subscribers. GPsurpassed 51.5 million subscribers, including adding 4.9million 3G subscribers and 100 billion revenues throughits innovative and customer centric product and theircountrywide robust and reliable network, innovative andvalue-for-money products and services. Despite thepressure of competitive environment, GP continued tofocus on enhancing quality services, innovation anddriving market expansion. GP simplified the portfolios ofall 3G data, Voice call, SMS & MMS with moreaffordability. Throughout the commitment of GP towardsthe customer, they introduced 60 seconds equivalentcall reimbursements on every call drop for allsubscribers and emergency balance of BDT 10 to BDT100 based on their past usage pattern and network age.In the interim period GP completed upgrading theirentire IP transmission backbone and backhaul with amore robust solution for their strategic ambition of‘Internet for ALL’. They are also focusing on improvingcustomer service and customer experience and mostlyon CSR initiatives for building societies and secure abetter future for all. By building on their strengths,applying the right mindset and executing the strategy,GP always take aggressive approach in the market andensure to stay ahead of the competition.(Grameenphone, 2014).i. CSR Strategy: Lantos (2001) contended about CSRactivity in his article that the ethical responsibilitiesof corporations have to be taken as additionalresponsibilities going beyond legal compliance andprofit making and include those that the firmsbelieve are the right things to do. Ethicalresponsibility origins from humanistic, religious andmoral orientation of corporation. Companies arenow performing specially in the non-financial areassuch as human rights, business ethics,environmental policies, community development,Global Journal of Management and Business Research Volume XV Issue VI Version I© 2015 Global Journals Inc. (US)( E )50Year 2015Strategic Service Factors Leading to Grameenphone’s Successand workplace issues. Here with the help oftelecommunication technology GP can empowerpeople to bring positive changes in their lives. Asthe company continues to connect people withessential services, it is also using its core expertisefor social development especially in the areas ofhealth, education and climate with the vision of“Empower Societies”.ii. Climate Change Strategy: Energy use in GP’snetwork an operation represent around 81% of thetotal energy consumption and is the main source ofour CO2 emissions. GP continually strives toreduce the environment and climate impact of itsoperations and services and inspires employees toact responsibly. This is why the Climate ChangeProgram was initiated by GP in 2008, with theobjective of minimizing the negative environmentalimpact on the community. At the same time GP alsoadopted the EMS (Environmental ManagementSystem) for sustainable operations. The corporateheadquarter, GP House, as part of awareness andadoption, has also become a magnificent model oftrue green architecture in the country. Mobicashand Billpay have been instrumental in reducingcustomers’ travel requirement and hencecontributed to minimizing carbon emission of thesociety.b) Strategic Service FactorsThe service sector is expanding in an increasingrate and is becoming intensely competitive day by day.In today’s very competitive marketplace a strategy isthat insures consistent approach of offering products orservices in a way that will outsell the competition iscritical. It would not create any value if the organizationlacks either the resources or the expertise to implementit. In the process of implementing the strategy, theorganization should address some uniqueconsiderations to important factors, not all at genericlevel (Marketing Plan, 2015). Many studies have found adirect positive link between service quality perceptionsand customer behavioral intensions (Zeithaml et al.,1996). Customer service is a system of activities thatcomprises customer support systems, complaintprocessing, speed of complaint processing, ease ofreporting complaint and friendliness when reportingcomplaint (Hanif et al., 2010). According to Turel andSereko (2010) improved customer services are the focalpoint of the telecom service providers for social as wellas for economic reasons. From a social view point,services should be available to the customers onreasonable terms. As far as economic factor isconcerned, service should satisfy the needs of thecustomers. Kim, Park and Jeong (2004) argued thatservice provider should provide customer orientedservices in order to heighten up customer satisfaction. Itwas also found that the customers get satisfied to abrand more if they get all the needed servicesaccumulated in that very brand (Ahn, Han and Lee,2006). In this respect GP have also been focused onseveral strategic service factors that are comprised ofservice innovativeness, service reliability, servicecompetitiveness, and service consistency for taking thecompetitive advantage on others. Other strategic factorssuch as Network Coverage, Emergency Balance, SMSService, Internet Service, Voice Call, Information Service,Customer Care Service, and CSR Activity also need tobe considered to satisfy its customers.c) Customer’s SatisfactionIn today’s competitive telecommunicationindustry, customers have many options available.Factors that enable an organization to attract and retaina customer should be studied carefully. Mobile serviceprovider should find out effective and creative ways toattract and retain or foster a stronger relationship withcustomers (Salleh, 2012). Rahman et al. (2014) indicatedthat it is obvious, customers are the importantstakeholders in organizations and their satisfaction is apriority for management. Now customer satisfaction isthe ultimate goal of business. So customer satisfactionhas been a subject of great interest to organizations andresearchers alike. It is the measurement of consumer’sfeeling of pleasure or disappointment resulting fromcomparing a product’s perceived performance inrelation to his/her expectation. Previous literatures haveindicated that customer satisfaction can be classifiedinto two ways: transaction-specific satisfaction andgeneral overall satisfaction. Transaction-specificcustomer satisfaction refers to the assessmentcustomers make after a specific purchase experienceand overall satisfaction means the customers’ rating ofthe brand based on their experience (Deng et al., 2010).Different factors have different influence on customers.There is considerable evidence that quality factorsaffecting customer satisfaction in numerous ways.Rahman (2014a) mentioned in his paper that the factorsresponsible for customer satisfaction on GP users areservice innovativeness, service reliability, servicecompetitiveness, service consistency, network andsignal coverage, pricing, quality of offering, customerfulfillment, brand value, value added services, andoperator’ contribution to society. These factors shouldhave also been taken into consideration to formulate thestrategies for customer satisfaction. Ahn, Han and Lee(2006) shows that in the mobile telecom arena thecustomer’s satisfaction also depends on how thecompany dealing with customers complaints.Furthermore, the friendly attitude and courteousbehavior of the service workers at service firms leaves apositive impression on the customer which lead towardscustomer’s satisfaction. Islam (2011) argued thatcustomer value is more viable element than customersatisfaction because it includes not only usual benefits© 2015 Global Journals Inc. (US)51Global Journal of Management and Business Research Volume XV Issue VI Version I ( E ) Year 2015Strategic Service Factors Leading to Grameenphone’s Successthat most organizations focus on but also aconsideration of the price that the customer pays.Customer value is dynamic that must be managed.Customer satisfaction has been found to positivelyaffect a firm’s profitability (Anderson, 1994) and itsmarket value. Several studies in the marketing literaturehave been considered the relationship betweencustomer satisfaction and performance at the firm level.It is obvious that the results generally prove that thecustomer satisfaction provides economic profit to thefirm. From the above literature review on customersatisfaction, some elements can be taken as theindicator of performance measurement criteria of GPcomparing with other rival telecom operators such asNetwork, 3G Service, Customer Care Service, BillingCost, Information Service, Mobile Banking Platform, andthe GP Offers. The company needs to focus more onthese strategic factors to meet customer wants anddemands.d) Customer’s Loyalty and Loyalty ProgramCustomer loyalty mostly plays the vital role forany organization’s success. It is the main objective forthe organizations to go for strategic marketing planningsince it brings many favorable outcomes (Pratminingsihet al., 2013). Further, loyal customers discuss pastservice experiences positively than non-loyal customersand it is much less expensive to retain currentcustomers than is to seek new ones. Customer’s loyaltytowards the organization can be examined throughbehavioral and attitudinal approach. Behavioral loyalty iscustomer willingness to continue a relationship andrepurchase the product and attitudinal loyalty is the levelof customer advocacy and psychological attachmentsto the service provider (Chaudhuri & Holbrook, 2001).For this organizations should offer unique set of benefitsto its’ loyal customers so that the competitors cannotimitate and thus strengthen customer retention. Sharp &Sharp (1997) recommended that the loyalty programsare the structured marketing efforts that reward, andtherefore encourage buying behavior – behavior whichis potentially beneficial to the firm. Loyalty programshave been initiated to satisfy and retain the valuedcustomers as well as attract new customers. O’Malley(1998) stated that the basic idea of loyalty program is toreward customers’ repeat purchase and encourageloyalty by providing targets at which various benefits canbe achieved. Loyalty programs have been revealed inlarge scale especially in banking, superstores, airline,consumer goods like jewelry, clothing etc. O’Brien andJones (1995) identified five elements which determinethe value of loyalty program which includes cash value,choice of redemption options, aspirational value,relevance and convenience. Proper and planned loyaltyprograms can create customer commitment whichbuilds long term relationship with customers (Liu &Yang,2009). As GP is holding an important customer base fora very time, they initiated a loyalty program to recognizeand appreciate its’ valuable subscribers under “GPSTAR” subscriber program. Customers will be moreloyal if GP fulfill the expectations of its valuedsubscribers are as follows:• Privileged and free 121 service• Faster problem-solving• Exclusive booth in GP center• Hand set servicing facility• Reduced tariff for high and old users• Reduced price of Value Added Services(VAS)• Incentive providing etc.e) Strategic Service Factors Linkage to CustomerSatisfaction and LoyaltyFindings of previous researches proved that thehigher level of customer satisfaction lead to greatercustomer loyalty. Researchers describe that satisfactionand loyalty relationship is affected by two factors. Thefirst one is trust and the other factor is commitment. Incase of mobile phones, the customer satisfaction islargely depend on how much he or she uses theproduct and their experience with the product would tellhow much they are satisfied or dissatisfied that leadsthem to loyalty or to switch (Goode et al., 2005). Sincecustomer satisfaction reflects the degree of acustomer’s positive feeling for a service provider in amobile commerce context, it is important for serviceproviders to understand the customer’s vision of theirservices (Deng et al., 2009). On the other hand, a highlevel of customer satisfaction may have a positiveimpact on customer loyalty. Lee (2013) suggested thatthe concept of perceived value, perceived price, andperceived switching cost should go to the mobile phoneservice market in order to gain a deeper understandingof customer satisfaction and customer loyalty. Manyresearchers have focused on determining the distinctionbetween customer satisfaction and service quality.Oliver (1980) discussed in his early discussion thatcustomer satisfaction results from comparing andexperiencing a service quality which is encountered withwhat was expected. Lee (2013) once again found abewildering array of “expectations” that reflected whatmight, could, will, should, or better not happen. Whensomeone says that the “service exceeded myexpectations,” what they generally mean is that theservice was better than they had predicted it would be.A high level of customer satisfaction may have a positiveeffect on customer loyalty. Deng et al., (2009) alsorecommended that customer loyalty is not only theultimate object for customer satisfaction measurement,but also a key determinant of a firm’s long term viability.Fornell (1992) mentioned that the higher the level of acustomer satisfaction, the greater the level of customerloyalty. Moreover, compared with loyal customers, nonGlobal Journal of Management and Business Research Volume XV Issue VI Version I© 2015 Global Journals Inc. (US)( E )52Year 2015Strategic Service Factors Leading to Grameenphone’s Successloyal customers are much more influenced by negativeinformation about the products or services (Donio,Massari and Passiante, 2006).Dube and Maute, (1996)argued that a few dissatisfied customers may complainafter a poor service experience, but will not switch.However, many dissatisfied customers will not complainbut will switch silently and create negative word ofmouth. So GP should consider the strategic servicefactors that have a tight linkage with customersatisfaction and customer loyalty.III. Research MethodologyThe study is conducted to examine the strategicfactors that lead to GP’s success. For this purpose aconstructive questionnaire was developed to cover thefactors that lead to strategic service factors andstrategic weak points of GP. The questionnaire wasdesigned to rank the strategic factors that satisfy the GPsubscribers as well as to rank the strategic weak pointsfor recommending GP to restructure their service qualityand attention on customer satisfaction and loyalty. Thepopulation was consists on the university students ofPabna University of Science and Technology, Pabna,Bangladesh as pilot survey for this research. Thetechnique that used was convenient sampling andquestionnaire were distributed to the students who wereGP subscribers. For more reliability and validity thepopulation for the study included all categories of GPsubscribers from Pabna based on the demographiccharacteristics. The factors have been measured andinvestigated through 5 Point Scale such as StronglyAgree/ 1, Agree /2, Undecided /3, Disagree /4 andStrongly Disagree /5. The survey was conducted inbetween January 2015 to June 2015 and total 150number of GP users has been taken to conduct thisresearch.SPSS Statistics software package version 16 isused for statistical analysis. Descriptive statisticaltechniques such as mean and standard deviation wereused to measure the mean scores and their variability.Chi-Square test has been conducted to observe thelinkage among the strategic factors with customersatisfaction and loyalty.IV. Analysis and Findingsa) Strategic Service Factors Descriptive Statistics: Strategic Service FactorsRankStrategic Service factorsNMeanStd.Deviation01Network Coverage1503.491.17402Emergency Balance1503.371.09603SMS Service1503.371.00604Internet Service1503.171.11605Mobile Banking Platform1503.031.04206My Zone Facility1502.991.29007Advertisement and Promotion1502.971.16708Available Retail Stores1502.951.27109Voice Call1492.931.07610Telecommunication Service1502.911.05111Quality of Telecommunication Service1502.89.99812Information Service1502.821.07513Voice Massage1502.73.98814Three G Service1502.681.08315Variety of Package1502.651.05616Customer Care Service1502.571.08917Cost of MMS1502.521.06618HealthCare Service1502.511.12219Video Call Service1502.501.06720Responsiveness to Customer1502.471.12721Cost of Using Internet1502.451.20722CSR Activity1502.42.93623Hotline Service1502.271.25824Cost of Video Call1502.181.05025Cost of Voice Call1502.161.11226Offers1502.111.15927Call Rate1502.01.980 © 2015 Global Journals Inc. (US)53Global Journal of Management and Business Research Volume XV Issue VI Version I ( E ) Year 2015Strategic Service Factors Leading to Grameenphone’s SuccessDescriptive statistics such as mean is used tomeasure the average value of the variables andstandard deviation is used to test variability of the meanvalue. Five point scales is used to collect perceptionregarding the variables. Therefore, mean value ofvariables ranges 1 to 5. A mean value below 2.5 isbelow average, mean value 2.5 to 2.9 above average, 3to 3.9 is moderate and mean value 4 to 5 is high. Themean value of the variables of the study ranges 3.49 to2.01. The mean values for the strategic service factorsranked up to 27 items do not indicate of any high value.Mean value ranges up to Above Average (2.5 to 2.9)except Network Coverage (3.49 Moderate), EmergencyBalance (3.37 Moderate), SMS Service (3.37 Moderate),Internet Service (3.17 Moderate), Mobile BankingPlatform (3.03 Moderate). My Zone Facility (2.99),Advertisement and Promotion (2.97), Available RetailStores (2.95), Voice Call (2.93), TelecommunicationService (2.91), Quality of Telecommunication Service(2.89), Information Service (2.82), Voice Massage (2.73),Three G Service (2.68), Variety of Package (2.65),Customer Care Service (2.57), Cost of MMS (2.55),Health Care Service (2.51), Video Call Service (2.50)ranges within the value 2.5 to 2.9 which indicates thevalue of above average. Rest of the strategic servicefactors have been ranked for Below Average because oftheir value ranged within 2.5. The Standard Deviationranges 0.936 to 1.290. Therefore, higher variability inperception regarding variables has been observed.b) Strategic Weak Point of GP Descriptive Statistics: Strategic weak point of GPRankStrategic weak point of GPNMeanStd. Deviation1.High Call Rate1503.971.1442.Time Consuming Customer Care Service1503.851.0913.Limited F&F Number1503.761.1574.Limited Balance Validity Time1503.661.0615.Enough Time in Changing F&F Number1503.521.1976.Busy Network1503.171.172 The success strategy also depends onconsidering the weaknesses and threats regarding theservices and nature of competitive market structure. Theresearchers also emphasizes on the specific weakpoints of GP for developing the success factors. Thestrategic weak points recommended by the researchersin this paper have been developed through 150 GPsubscribers. They proclaim the strategic weak point ofGP according to the rank are of High Call Rate, TimeConsuming Customer Care Service, Limited F&FNumber, Limited Balance Validity Time, Enough Time inChanging F&F Number and Busy Network. The meanvalue of the variables of the study ranges 3.97 to 3.17which indicates that all the items are of moderate value.The Standard Deviation ranges 1.061 to 1.197.Therefore, higher variability in perception regardingvariables has been observed.c) Customer Satisfaction Factor FactorsStronglyDisagreeDisagreeUndecidedAgreeStronglyAgreeTotalChiSquaredfAsymp.SigSatisfaction withNetwork14(9.3%)15(10%)21(14%)72(48%)28(18.7%)150(100%)77.6674.000Satisfaction withThree G Service19(12.7%)34(22.7%)31(20.7%)59(39.3%)7(4.7%)150(100%)50.2674.000Satisfaction withCustomer CareService26(17.3%)41(27.3%)22(14.7%)57(38.0%)4(2.7%)150(100%)53.5334.00025(16.7%)35(23.3%)38(25.3%)46(30.7%)6(4.0%)150(100%)31.5334.000Satisfaction withInformationService13(8.7%)30(20.0%)22(14.7%)80(53.3%)5(3.3%)150(100%)115.9334.000Satisfaction withMobile BankingPlatform10(6.7%)16(10.7%)24(16.0%)84(56.0%)16(10.7%)150(100%)124.8004.000Satisfaction withGP Offers37(24.7%)54(36.0%)17(11.3%)36(24.0%)6(4.0%)150(100%)46.8674.000 Satisfaction withBilling CostOpinion has been served in respect tosatisfaction with GP’s network among one hundred andfifty (150) respondents. Among the respondent 9.3%Strongly Disagreed, 10% Disagreed, 14% Undecided,Global Journal of Management and Business Research Volume XV Issue VI Version I© 2015 Global Journals Inc. (US)( E )54Year 2015Strategic Service Factors Leading to Grameenphone’s Success48% Agreed, and 18.7% strongly Agreed with ChiSquare value 77.667(df=4) with Asymp. Sig. =.000.Therefore, it can be concluded that GP’s customers aresatisfied with GP’s network. In case of GP’s 3G service12.7% Strongly Disagreed, 22.7% Disagreed, 20.7%Undecided, 39.3% Agreed, and 4.7% Strongly Agreedwith Chi-Square value 50.267(df=4) with Asymp. Sig.=.000. Therefore, it can be concluded that thecustomers are satisfied with GP’s 3G service. Again forCustomer Care Service 17.3% Strongly Disagreed,27.3% Disagreed, 14.7% Undecided, 38% Agreed, and2.7% Strongly Agreed with Chi-Square value53.533(df=4) with Asymp. Sig. =.000. So we can easilydecide that GP’s customers are satisfied with GP’sCustomer Care Service. For Billing Cost the results ofthe respondents shows that 16.7% Strongly Disagreed,23.3% Disagreed, 25.3% Undecided, 30.7% Agreed,and 4.0% Strongly Agreed with Chi-Square value31.533(df=4) with Asymp. Sig. =.000 which means GP’scustomers are not very satisfied with its Billing Cost. Butthe customers shows their highly satisfaction withInformation Service which represents that therespondents are 8.7% Strongly Disagreed, 20.0%Disagreed, 14.7% Undecided, 53.3% Agreed, and 3.3%Strongly Agreed with Chi-Square value 115.933(df=4)with Asymp. Sig. =.000. Again the customers showstheir highly satisfaction with Mobile Banking Platformbecause the respondents shows their opinion as6.7% Strongly Disagreed, 10.7% Disagreed, 16.0%Undecided, 56.0% Agreed, and 10.7% Strongly Agreedwith Chi-Square value 124.800(df=4) with Asymp. Sig.=.000. But the customers are somewhat satisfied withGP Offers because the respondents are StronglyDisagreed 24.7%, Disagreed 36.0%, Undecided 11.3%,Agreed 24.0%, and Strongly Agreed 4.0% with ChiSquare value 46.867(df=4) with Asymp. Sig. =.000.d) Customer Loyalty Factor FactorsStronglyDisagreeDisagreeUndecidedAgreeStronglyAgreeTotalChiSquaredfAsymp.SigGP has Better customerrelationship15(10.0%)32(21.3%)15(10.0%)72(48.0%)16(10.7%)150(100%)80.4674.000I am willing toRecommend my friendsand relatives64.0%)31(20.7%)24(16.0%)79(52.7%)10(6.7%)150(100%)113.8004.000GP is better than otheroperators7(4.7%)18(12.0%)25(16.7%)80(53.3%)20(13.3%)150(100%)109.9334.000Trust and LoyalCustomers of GP9(6.0%)16(10.7%)38(25.3%)63(42.0%)24(16.0%)150(100%)60.8674.000 High degree of service quality translates intoloyalty. Loyalty of customers is expected to increasewhen customer’s service quality expectations are met. Inthis case the researchers found out that GP ismaintaining better customer relationship that therespondents has shown their opinion with Chi-Squarevalue 80.467(df=4) with Asymp. Sig. =.000. Satisfiedcustomers draw new customers. GP’s satisfiedcustomers are willing to recommend their friends andrelatives because the respondents has shown theiropinion with high Chi-Square value 113.800(df=4) withAsymp. Sig. =.000. In comparison with the competitiveadvantage among the other operators of Bangladeshthe subscribers mentioned that GP is better than otheroperators which is indicated by the Chi-Square value109.933(df=4) with Asymp. Sig. =.000. Lastly the loyaltyfactor is measured with trust and loyal customers of GPwhich has low impact on GP’s strategic service factorsmeasured with the value of Chi-Square (60.867) at(df=4) with Asymp. Sig. =.000.V. Conclusion & RecommendationsThis work studied to determine the strategicfactors by which GP can lead the telecommunicationindustry in Bangladesh. First, we explore the factors thathelp GP enriching their customers’ satisfaction andcustomer loyalty, but recommending the serviceprovider about strategic service factors have seldomconcern by other researchers yet. Thus our research fillsthe gap in understanding what GP should consider inproviding better service beyond the traditional service togain the competitive advantage, retain the loyalcustomers, attract more new customers and being themarket leader in the telecommunication industry.Second, we have analyzed the service factors based on27 strategic variables; none of them crossed the highmean value (4 to 5). Some items took place in moderaterange but most of the items remain in the range ofabove average which is alarming for GP if they remainunconscious about developing the services like VoiceCall, Information Service, Voice Massage, 3G Service,Customer Care Service, Video Call Service, and the like.High Call Rate, Limited F&F Number, Busy Networkhave been found very crucial among the strategic weakpoints and need a special consideration about its oldand loyal customers. Finally the overall resultssuggested that customer satisfaction and customerloyalty may be most significantly influenced by highquality services, but maintaining perceived quality is stillcritical for retaining customers and maintainingcompetitiveness.© 2015 Global Journals Inc. (US)55Global Journal of Management and Business Research Volume XV Issue VI Version I ( E ) Year 2015Strategic Service Factors Leading to Grameenphone’s SuccessIn respect of these areas GP should also giveattention on the relative factors that maintaining qualityis the most important thing in growingtelecommunication sector. Because customers mostoften complaints about their network fail in busy time. Anincentive called ‘Call Ferot’ is introduced by the operatorbut the absence of strong network coverage and signalstrength may lead the customers to strongdissatisfaction. So they should develop the quality ofnetwork and signal coverage area.Rahman et al. (2014) argued that it is obviousthat designing an offering with expected attributes andquality of those offerings according to the demand ofcustomer is very much significant for customersatisfaction. But increasing the attributes within anoffering and maintaining the quality of those offerings isnot free of cost. But this study finds that most of theoffers are tends to attract the new customers ignoringthe loyal and old customers. So GP should emphasizeon maintaining the quality and balancing of their offeringrather than to promise for offering with more newattributes.Customers are now more and more demandingthan before. Hence, GP should serve the customersadditional and prompt service by their trained, loyal andexpert employees through their customer care centers.They should enhance their adaptability and sensitivity torealize, understand and to response quickly and moreeffectively to customer problems and inquiries.At present consumers are not influenced byadvertising rather publicity and the publicity is theoutcome of the CSR activities of a company. Throughthis the company can create a good image to thesociety and gain a brand value. Thus it is recommendedthat GP should also give more emphasize on CSRactivities with more service innovativeness, serviceconsistency, quality and quantity of offerings etc.Finally GP must do more market researchperiodically and take proper steps quickly which theyget as a feedback from research. Research fromexternal should give equal importance as they conductinternally for enriching the customer’s feedback andupgrading their service.References Références Referencias1. Ahmed, S. (2014). Consumers’ Expectations frommobile telecommunication operators: Bangladeshperspective. D.U. Journal of Marketing, Vol. (15),June 2012, 245-265.2. Ahn, J. H., Han, S. P., & Lee, Y. S. (2006). Customerchurn analysis: Churn determinants and mediationeffects of partial defection in the Koreanmobile telecommunications service industry.Telecommunications policy, 30(10), 552-568.3. Akter, S.M., Fatima, K.J & Iqbal, M. 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The behavioral consequences of servicequality. The Journal of Marketing, 31-46.© 2015 Global Journals Inc. (US)57Global Journal of Management and Business Research Volume XV Issue VI Version I ( E ) Year 2015Strategic Service Factors Leading to Grameenphone’s SuccessThis page is intentionally left blank© 2015 Global Journals Inc. (US)Strategic Service Factors Leading to Grameenphone’s SuccessGlobal Journal of Management and Business Research Volume XV Issue VI Version I ( E )58Year 2015

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