ASSESSMENT OF SERVICE QUALITY AND IT’S INFLUENCE ON

CUSTOMER EXPERIENCE IN THE CASE OF COMMERCIAL BANK

OF ETHIOPIA

BY: MEKDES GEDION

SENIOR ESSAY SUBMITTED TO UNITY UNIVERSITY FACULTY OF

BUSINESS, ECONOMICS AND SOCIAL SCIENCE, AND
DEPARTMENT OF MARKETING MANAGEMENT

FOR PARTIAL FULFILLMENT OF ACQUIRING BACHELOR OF

ARTS DEGREE IN MAEKETING MANAGEMENT

JUNE 28
2024
ADDIS ABABA
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for any purpose.
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Date: _______________
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This paper has been submitted for examination, by student _______________with my proper
advice and approval therefore.

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I confirm that this paper has been examined by me and the examinee has incorporated all the
comments given.
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Table of Contents
LIST OF TABLES........................................................................................................................................i
ACKNOWLEDGEMENT............................................................................................................................ii
ABBREVIATIONS AND ACRONYMS.........................................................................................................iii
ABSTRACT..............................................................................................................................................iv
Chapter I.................................................................................................................................................1
The Problem And It’s Approach..............................................................................................................1
1.1. Introduction.................................................................................................................................1
1.2. Statement Of The Problem..........................................................................................................1
1.3. Objective Of The Study................................................................................................................2
1.3.1. General Objective.................................................................................................................2
1.3.2. Specific Objective.................................................................................................................2
1.4. Significance Of The Study.............................................................................................................2
1.5. Scope Of The Study......................................................................................................................3
1.6. Limitation Of The Study................................................................................................................3
1.7. Definition Of Terms......................................................................................................................3
1.8. Research Design And Methodology.............................................................................................3
1.8.1. Research Design...................................................................................................................3
1.8.2. Sampling Method.................................................................................................................4
1.8.3. Source Of Data......................................................................................................................4
1.8.4. Data Collection Tools............................................................................................................4
1.8.5. Sample Size...........................................................................................................................4
1.8.6 Method Of Data Analysis And Presentation..........................................................................5
1.9. Organization Of The Study...........................................................................................................5
Chapter II................................................................................................................................................6
Review Of Related Literature.................................................................................................................6
2.1. Definition Of Service....................................................................................................................6
2.2 Service Marketing Features ( Yogesh Hole, Snehal pawar, and Mahesh P. Bhaskar, 2018).........6
2.3. Dimensions Of Service Quality ( Ramya N, A. Kowsalya, and K. Dharanipriya, 2019)...................7
2.4. Measurement of Service Quality ( Ramaya N, A. Kowsalya, and..................................................8
K. Dharanipriya, 2019)........................................................................................................................8
 2.5. Service Performance Measures..................................................................................................10
2.6. Role Of Customer Service In Customer Experience....................................................................10
2.7. History Of Commercial Bank Of Ethiopia (Wikipedia)................................................................11
2.8. Source of customer expectation of service................................................................................13
Chapter III.............................................................................................................................................14
Data Presentation, Analysis And Interpretation...................................................................................14
Chapter IV............................................................................................................................................24
Summary, Conclusion And Recommendation......................................................................................24
4.1 Summary.....................................................................................................................................24
4.2 Conclusion.................................................................................................................................26
4.3 Recommendation......................................................................................................................28
BIBLOGRAPHY.....................................................................................................................................1
LIST OF TABLES

Table No. 1 Background Of The Respondents.....................................................................................14

Table No. 2 Service Quality And Customer Experience.......................................................................15
Table No. 3 Service Quality and Customer Satisfaction......................................................................16
Table no. 4 CBE’s Customer Service....................................................................................................17
Table NO. 5 Service Preference And Usage.........................................................................................18
Table no. 6 Customer Trust And Loyalty.............................................................................................19
Table no.7 Assessing CBE's Impact on Customer Experience: Accessibility, Competence, Trust
Factors.................................................................................................................................................20

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 ACKNOWLEDGEMENT
I deeply thank God for his unwavering support and direction while I worked on this research
paper. I would like to express my deepest gratitude to all those who have contributed to the
development of this research paper. First and foremost, I extend my heartfelt appreciation to
my advisor, Ato. Maschalu Demissie, for his guidance, support and encouragement
throughout the conceptualization and drafting stages of this research. Second I would like to
express my sincere gratitude for the branch manager Ato. Wondeson Takele, for his valuable
insights and time during our interview. Your contributions have greatly enriched my research,
and I appreciate your expertise. Finally, I would like to thank my families and friends for their
continuous support and patience during this journey.

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ABBREVIATIONS AND ACRONYMS

CBE : Commercial Bank Of Ethiopia

SERVQUAL : Service Quality
CX : Customer Experience
SBE: State Bank Of Ethiopia

iii
 ABSTRACT
This study investigates the assessment of service quality and its influence on customer
experience within the context of Commercial Bank of Ethiopia (CBE). In the dynamic banking
industry of Ethiopia, where customer expectations continue to evolve, the quality of service
delivery plays a critical role in shaping customer perceptions, satisfaction, and loyalty. Since
the study mainly focuses on service quality, its findings primarily enable CBE to identify
weaknesses and strengths in their service delivery related to marketing. This ultimately
facilitates customer satisfaction and improves their experience. Additionally, the research
contributes to the body of knowledge for those interested in further study on related topics.
This study used a Descriptive research design. Convenience sampling was employed to select
the respondents. Data for the study was collected from both primary and secondary sources.
Primary data was gathered through questionnaires prepared for customers, featuring close-
ended questions and by interviewing the branch manager. Secondary data was sourced from
various research reports and relevant books. A sample size of 80 was taken, and data analysis
was conducted using Microsoft Excel, and presented in the form of tables. This study
summarizes and concludes that there are largely dissatisfied with CBE's service quality.
Negative impacted are significant with only small proportion positively impacted. Only a few
would recommend CBE's service. The majority feel the service fails to meet their expectations
but agree on the importance of feedback. Speed and responsiveness of service is highly
valued. Recommendation includes enhancing customer service training, technology solutions,
aligning service with expectation, improving service speed and responsiveness.

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 Chapter I

The Problem And It’s Approach

1.1.Introduction
In the dynamic and competitive landscape of the banking industry, the quality of service
provided by financial institutions plays a pivotal role in shaping customer experiences and
influencing long-term relationships. For Commercial Bank of Ethiopia (CBE), one of the
largest and most prominent banks in the country, understanding and enhancing service quality
is paramount to sustaining customer satisfaction and loyalty.

The study aimed to assess the service quality offered by CBE and examined its influence on
customer experiences within the Ethiopian banking sector. By investigating the dimensions of
service quality and their impact on customer perceptions, this research sought to provide
valuable insights into areas of improvement and strategic enhancements that could elevate
CBE's overall service delivery.

1.2. Statement Of The Problem

In the increasingly competitive banking industry, service quality and customer experience
play pivotal roles in maintaining customer satisfaction, loyalty, and profitability. However,
despite significant investments in technology and customer service initiatives, many banks
continue to face challenges in delivering consistently high levels of service quality and
customer experience. The whole customer experience, including their impression of the
company's interactions, has a direct bearing on how well they perceive the quality of the
services provided. Customers may believe that a service or product is of low quality even if it
is technically excellent if they have a negative overall experience (for example, because of
long waiting times, unhelpful staff, or complex procedures).

The way a business provides its services in relation to the expectations of its clients is referred
to as its service quality. Clients make service purchases in response to certain requirements.
People have standards and expectations for how a company's service delivery meets their
demands, whether they are aware of them or not. A business that provides high-quality
services aims to meet or beyond the expectations of its client.

1
Customer experience (CX) refers to the overall perception a customer has of a company based
on their interactions and experiences with that company's products, services, and brand across
all touchpoints. It encompasses every aspect of the customer's journey, from initial awareness
and consideration, through the purchase process, to ongoing support and advocacy. ( Rebecca
Hinds and Sarang Gupta, 2023)

Excellent customer service enhances the whole consumer experience. A business improves the
customer experience by providing dependable, fast, sympathetic, and high-quality service on a
regular basis.

The student researcher tried to find answers for the following basic research questions.
1. What is the relationship between Service quality and Customer experience?
2. What is the customer expectation with regard to service quality delivery?
3. What are the key dimensions of service quality that significantly influence customer
expectation ?
4. What strategies can CBE employ to bridge the gap between customer expectation and
perceived service quality?

1.3. Objective Of The Study

1.3.1. General Objective

The general objective of this study was to assess service quality and its influence on customer
experience.

1.3.2. Specific Objective

 To assess the relationship between service quality and customer experience.
 To assess the customer expectation with regard to service quality delivery.
 To assess the key dimensions of service quality that significantly influence customer
expectations.
 To assess the strategies CBE can employ to bridge the gap between customer
expectation and perceived service quality.

1.4. Significance Of The Study

Since the study mainly focuses on service quality, the findings of this study primarily enable
CBE to identify their weaknesses and strengths concerning their service quality delivery in
relation to marketing. This ultimately facilitates customer satisfaction and improves their
2
experience. In addition, the research contributes to those who would like to undertake further
study on related topics.

1.5. Scope Of The Study

Even though the Commercial Bank of Ethiopia had many branches, due to some problems
such as time and budget, this study was limited to the Commercial Bank of Ethiopia,
specifically in the Gerji branch, on the assessment of service quality and its influence on
customer experience.

1.6. Limitation Of The Study

While conducting this study, time was a significant constraint and issue. Obtaining access to
relevant customer data was challenging. Employees of the bank might have been hesitant to
share sensitive information, and collecting reliable data through surveys was time-consuming
and had limitations due to response rates.

1.7. Definition Of Terms

The following definitions were found from (A.Ivanovic MBA and P.H. Collin, 2003)

 Customer: A purchaser of goods or services. In early use: spec. a person who regularly
purchases from a particular business.
 Customer Experience: (a) Experience of dealing with or serving customers; (b) (now
more commonly) a customer's experience of the assistance, quality of service, etc…
 Customer service: Assistance and advice provided by a company to those people who
buy or use its products or services.
 Service quality: Service quality can be defined as the degree to which a service meets
or exceeds customer expectations.

1.8. Research Design And Methodology

1.8.1. Research Design
This study used a Descriptive research design. Descriptive research was a research method
used to try and determine the characteristics of a population or a particular phenomenon.
Using descriptive research, patterns in the characteristics of a group were identified to
essentially establish everything that needed to be understood apart from why something had
happened.

3
1.8.2. Sampling Method
The study used a non-probability sampling convenience sampling technique to select the
respondents. Convenience sampling techniques were chosen because the total number and list
of customers were unavailable, and also for selecting a branch and customers.

1.8.3. Source Of Data

The data for the study were collected from primary and secondary sources. The primary data
was collected by questionnaires prepared for customers with close-ended questions to obtain
adequate information related to the problem. Secondary data was collected from different
research reports and related books.=

1.8.4. Data Collection Tools

This study used two basic data collection tool, a questionnaire and an interview. This tools
was used to collect information and insights from the respondents and manager.

1.8.5. Sample Size

When dealing with an infinite population in sample size determination, it essentially means
that the population from which you're drawing your sample is so large that it's practically
impossible to enumerate or count all its elements. In such cases, you can't feasibly examine or
include every single member of the population in your sample.

Since the student researcher is dealing with an Infinite population, The following formula was
used to determine the sample size.

n= Z2*p*q
E2
n= Sample size
Z= Parameter that depends on Cl
Cl= Confidence level ( Common confidence level is 95% )
E= Maximum estimated error (typical margins of error range from 3% to 5% )
P= The numerical probability of success (use 0.3 for maximum variability if unsure)
q= 1-p the numerical probability of failure

So incase we set: p=0.3, Cl=95%=z=1.96, E= 0.05

n= (1.96)2 (0.3) (1-0.7)
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 (0.05)2
n= (3.8416)(0.3)(0.7)
0.0025
n= 0.806736
0.0025
n= 322.7
According to the calculation's result, the sample size was around 322 customers. However,
this number was not manageable within the time and budget constraints of the student
researcher, so it was reduced to 100 customers with the approval of the student researcher's
advisor

1.8.6 Method Of Data Analysis And Presentation

Data analysis was conducted using Microsoft Excel and employed Descriptive Statistics.
Descriptive statistics such frequency distributions, and percentile were calculated for
categorical data. The analyzed data was presented in tables forms, which were used to
illustrate the data in an organised and understandable manner.

1.9. Organization Of The Study

This study consists of four chapters.

Chapter I: Includes the Introduction, background of the study, statement of the problem,
Basic research questions, General and specific objectives of the study, Significance of the
study, scope of the study, limitation of the study, definition of the terms, research design,
source of data, data collection tools, method of data analysis and presentation, study of the
organization. Chapter II: Includes Review of the related literature. Chapter III: Includes
Data presentations, data analysis, and interpretation. Chapter IV: Summary, conclusions
and recommendations.

5
 Chapter II
Review Of Related Literature
2.1. Definition Of Service
A service product is an intangible offering provided by a business or organization to fulfill a
customer's needs or desires. It involves actions, experiences, or performances rather than
tangible goods. Examples include healthcare services, financial consulting, education,
transportation, hospitality, and entertainment. Service products are often characterized by
features such as customization, perishability (being consumed at the time of production), and
variability (differences in quality due to human involvement). (Yogesh Hole, Snehal Pawar,
and Mahesh P. Bhaskar, 2018)

2.2 Service Marketing Features ( Yogesh Hole, Snehal pawar, and

Mahesh P. Bhaskar, 2018)

1. Intangibility Aspect: The product, marketed is physical, visible and distinct material,
while Services are intangible. The service cannot be touched or viewed. For example,
banks promote the sale of credit cards by emphasizing the conveniences and
advantages.
2. Inseparability: Personal services are also individual assistance because the Services are
generated and consumed concurrently. The service is generated when the client
receives it; for instance, during legal consultation, Dentist, Lawyers, musicians,
generates and offers services altogether.
3. Variability or Heterogeneity: Services are for people, and the service quality cannot be
standardized. This can be improved by proper training, setting standards and quality
assertion.
4. Perishable: Services are highly perishable because services cannot be reused. The
unused services are lost forever. For instance, the airplane seat cannot be relocated for
the next flight. Similarly, services expire unless consumed.
5. Change in demand: The service demand has severe fluctuations, as they are
seasonal. Tourism Demand is seasonal. Service demand for cricket field, public
transport, and the golf course has demand fluctuations.

6
2.3. Dimensions Of Service Quality ( Ramya N, A. Kowsalya, and K.
Dharanipriya, 2019)

Reliability
Reliability is define as the ability to perform the promised service dependably and
accurately. In broad sense reliability means, service firms' promises about delivery,
service provisions, problem resolutions and pricing. Customers lik to do business with
those firms, who keep their promises. So it is an important element in the service quality
perception by the customer and his loyalty. Hence the service firms need to be aware of
customer expectation of reliability. In the case of banking services, the reliability
dimension includes - regularity, attitude towards complaints, keep
Reliability

Reliability is defined as the ability to perform the promised service dependably and
accurately. In broad sense reliability means, service firms' promises about delivery,
service provisions, problem resolutions and pricing. Customers like to do business with
those firms, who keep their promises. So it is an important element in the service quality
perception by the customer and his loyalty. Hence the service firms need to be aware of
customer expectation of reliability. In the case of banking services, the reliability dimension
includes - regularity, attitude towards complaints, keep customers informed, consistency,
procedures etc.

Responsiveness

Responsiveness is the willingness to help customers and to provide prompt service. This
dimension focuses in the attitude and promptness in dealing with customer requests, questions,
complaints and problems. It also focuses on punctuality, presence, professional commitment
etc., of the employees or staff. It can be calculated on the length of time customers wait for
assistance, answers to questions etc. The conditions of responsiveness can be improved by
continuously view the process of service delivery and employees attitude towards requests of
customers.

7
Assurance

The third dimension of service quality is the Assurance dimension. It can be defined as
employee's knowledge, courtesy and the ability of the firm and its employees to inspire trust
and confidence in their customers. This dimension is important in banking, insurance services
because customers feel uncertain about their ability to evaluate outcome. In some situations
like insurance, stock broking services firms try to build trust and loyalty between key contact
persons like insurance agents, brokers etc and individual customers. In banking services
"personal banker" plays the role of key contact person. This dimension focuses on job
knowledge and skill, accuracy, courtesy etc of employees and security ensured by the firm.

Empathy

Another dimension of service quality is the Empathy dimension. It is defined as the caring,
individualized attention provides to the customers by their banks or service firms. This
dimension try to convey the meaning through personalized or individualized services that
customers are unique and special to the firm. The focus of this dimension is on variety of
services that satisfies different needs of customers, individualized or personalized services etc.
In this case the service providers need to know customers personal needs or wants and
preferences.

Tangibility

The fifth dimension of service quality is the Tangibility which is defined as the appearance of
physical facilities, equipments, communication materials and technology. All these provide
enough hints to customers about the quality of service of the firm. Also, this dimension
enhances the image of the firm. Hence tangibility dimension is very important to firms and
they need to invest heavily in arranging physical facilities.

2.4. Measurement of Service Quality ( Ramaya N, A. Kowsalya, and

K. Dharanipriya, 2019)

In the case of tangible goods, quality can be assessed by examining the goods. Quality control
can be used to check specifications and reject defective goods. But service quality cannot be
assessed in the same way as a tangible product due to particular feature of service such as,

8
intangibility, in separability etc. As in the case of goods, the service provider cannot undertake
quality check before the service is finally delivered to the customer. In order to assess the
service quality the customer judges the expected service quality against the perceived quality
when they receive it. There are mainly two methods for measuring service quality viz.

 Gap analysis Service

 performance measures

Gap analysis

Gap analysis model of service quality was developed by Parasuraman, A. et al. in the year
1985. The model indicated that customer perception of quality was influenced by a series of
five distinct gaps. They are mentioned below.

Gap - I - Gap between customer expectation and Management perception. The reasons
for this gap are lack of adequate market research and lack of upward communication. This
gap can be narrowed by adopting adequate research programs to know customer needs and to
improve the communication system. It can be measured by using the SERVQUAL scale and
comparing the scores obtained from the management and customers.

Gap - II - Gap between Management perception and service quality specification. This gap
exists in service firms because of the lack of whole hearted commitment of management to
service quality, inadequate service leadership etc. It can be closed by standardizing service
delivery process and setting proper organizational goals.

Gap - III - Gap between Service quality specification and service delivery. The third gap
originates from the discrepancies in the actual service delivery, that is, the service providers or
employees do not perform at the level expected by the management. It is because of the
ineffective recruitment, lack of proper incentives and motivations etc. This gap can be
eliminated by providing the employees with adequate support system, better human resource
management system

Gap - IV - Gap between Service delivery and external communication. The gap between
service delivery and external communication occurs due to exaggerated promise or ineffective
communication to the customer, which raise customer expectations. This can be narrowed by
efficient and effective communication system.

9
Gap - V - Gap between expected quality and perceived quality. This gap exists because of the
inequality in the service expectation of customer and his service perception. This can be
overcome by identifying, quantifying and monitoring customer expectations and perceptions
through the effective use of marketing and marketing research tools.

2.5. Service Performance Measures

An alternative to using gap theory methodology for measuring service quality is the service
performance measures. The two types of performance measures can be used under this
method.

Soft measures of service quality

Soft measures are those that cannot easily be observed and must be collected by talking to
customers, employees or others.

1. Customer satisfaction surveys Under this method individual customers or corporate

customer may be asked to rate their specific and overall impression of service delivery. For
this a questionnaire or interview schedule can be used. Besides this, focus group interviews
and other market research techniques can be utilized for this purpose.

2. Internal performance analysis In this method employee surveys are conducted to determine
perception of the quality of service delivered to customers on specific dimensions. Also, feed
back from quality circles, performance evaluation reports, customer retention levels etc.,
provide information to monitor quality of services.

Hard measures of service

This method includes those characteristics and activities that can be counted, timed or
measured through audits. For Example - Such measures may include waiting time for the
pass book to be updated by a bank, time taken to issue a demand draft, delay in clearing and
crediting a cheque deposited.

2.6. Role Of Customer Service In Customer Experience

From a Human Resources Management perspective, it is important to highlight the
significance of attracting, developing, and retaining employees who display a customer-
oriented personality. Thus, best practices in selection/hiring procedures should be
implemented to ensure that front-line service employees represent the behaviour of a
10
customer-oriented profile. The organization may be able to better place the right applicants
into the right job. Customer Orientated employees are able to better take care of customers,
can correctly read customers’ needs, develop personal relationships with them, and deliver
good service on time, and thus they will create a unique positive Customer Experience23.
Recent studies have also found that customer services employees empowerment exerts a
positive influence on their customer orientation24. According to Lee and Koh, empowerment
is “the psychological state of a subordinate perceiving four dimensions of meaningfulness,
competence, self-determination and impact, which is affected by the empowering behaviours
of the supervisor”25. Thus, training supervisors on how to empower their employees may be
crucial for the development of customer-oriented workers. Service organizations having an
empowerment culture may enhance employees’ predisposition to meet customers’ needs. If
employees find meaning in their tasks, they should be more inclined to give their customers
individual attention and resolve any problem thus creating a positive experience for
customers. Customer service employees who are confident about their role in the organization
are more likely to feel that it is important to anticipate customers’ needs, and find satisfaction
in delivering a good service on time. Finally, if employees have influence and control over
their jobs, they may be inclined to exercise initiatives in improving interactions and
developing closer relationships with their customers26.

2.7. History Of Commercial Bank Of Ethiopia (Wikipedia)

After the Ethiopian victory over Italy during World War II, the new government issued a
proclamation on 26 August 1942 that established the State Bank of Ethiopia (SBE). SBE
commenced full operations on 15 April 1943 with two branches and 43 staff. It served both as
Ethiopia's central bank, with the power to issue banknotes and coins as the agent of the
Ministry of Finance, and as the principal commercial bank in the country. In 1945 the
Ethiopian government granted the bank the sole right of issuing currency. The first governor
of the bank was an American, George Blowers. He inaugurated the new national currency,
which owed its successful introduction to the United States. The United States provided the
silver for 50-cent coins, whose intrinsic value ensured popular acceptance of the new paper
money to a population used to the circulation of the silver Maria Theresa thaler. In 1958, the
State Bank of Ethiopia established a branch in Khartoum, Sudan. Over time SBD's branch
network grew to number 21 branches.

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In the 1950s, SBE established a branch in Djibouti. In 1920 the Bank of Abyssinia had opened
a transit office in Djibouti. At some point after the creation of the State Bank of Ethiopia it
reopened the transit office, which in time became a branch.

In 1963, the Ethiopian government split the State Bank of Ethiopia into two banks, the
National Bank of Ethiopia (the central bank), and the Commercial Bank of Ethiopia (CBE).
Seven years later, the Sudanese government nationalized the Commercial Bank of Ethiopia's
branch in Khartoum that had originally been the Sudan branch of SBD.

The Ethiopian government merged Addis Bank into the Commercial Bank of Ethiopia in 1980
to make CBE the sole commercial bank in the country. The government had created Addis
Bank from the merger of the newly nationalized Addis Ababa Bank, and the Ethiopian
operations of the Banco di Roma and Banco di Napoli. Addis Ababa Bank was an affiliate
that National and Grindlays Bank had established in 1963 and of which it owned 40%. At the
time of nationalization, Addis Ababa Bank had 26 branches. The merger of Addis Ababa
Bank with CBE made CBE the sole commercial bank in Ethiopia, with 128 branches and
3,633 employees.

In 1991, when Eritrea achieved its independence, the Eritrean government nationalized the
branches there. In 1994 these branches formed the basis for what became the Commercial
Bank of Eritrea. Also in 1994, the Ethiopian government reorganized and reestablished CBE.

In 2004, CBE closed its branch in Djibouti due to problems with loan losses.

In January 2009, CBE received regulatory approval to open a branch in Juba, Southern Sudan.
CBE expanded its presence in South Sudan to five branches in Juba and Malakal, but ongoing
conflict in the country has forced CBE to close all but two branches in Juba.

In February 2022, the government restructured CBE and signed a contract with Royal Bank of
Scotland for management consultancy services. After the death of its former President
Gezahegn Yilma, the Board of Management appointed Abie Sano as a new President of the
Bank. The Parliament recently increased the bank's capital to 4 billion Ethiopian birr. The
bank has reached 1284 branches as of 10 August 2018.

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2.8. Source of customer expectation of service
Customer’s expectation of a given service depends on the following factors: -

1. Explicit Service Promises: - are personal and non-personal statements about the
service made by the organizations to customers. Explicit service promises are one of
the few influences on expectations that are completely in the control of the service
provider.

2. Implicit service promises: - are service related cues other than explicit promises that
lead to inferences about what the service should and will be like.

3. Word of mouth: - is the strongest source of information which highly influences

customer’s expectation. It can be highly useful especially where customers have little
knowledge or experience.

4. Past experience: - The customers pervious exposure to service that is relevant to the
local service is another force in shaping predictions and desires. (Zeitham and Bitner
2003)

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 Chapter III

Data Presentation, Analysis And Interpretation

This section includes presentation, analyses, and interpretation of the findings gathered from
respondents of the questionnaire and Interview . The data were collected through a
questionnaire for CBE customers and an interview for the manager of the branch.

A total of 100 questionnaires were distributed to 100 customers, but due to limited time and a
lack of cooperative respondents, the researcher was only able to question 80 respondents. This
information gathered from the customers is presented using tables and the descriptive analysis
method.

Table No. 1 Background Of The Respondents

Item Age Frequency Percentage

1. 18-28 60 75%
2. 29-39 15 18.75%
3. 40-49 5 6.25%
4. 50 and 0 0
above
Total 80 100%
Item Educational Frequency Percentage
Background
1. High school 0 0
2. TVET* 0 0
3. First 65 81.25%
Degree
4. Masters 15 18.75%
Degree
5. Others 0
Total 80 100%
* Technical and Vocational Education and Training.

According to table NO.1

60(75%) of the respondents age distribution reveals that young people make up the bulk

From this the researcher can understand that a significant majority of the respondents are
young, implying that this demographic group forms the largest segment.

80 (100%) of the respondents are first degree and above holders.

14
From this the researcher can understand that the respondents are reliable source of
information.

Table No. 2 Service Quality And Customer Experience

Item In your opinion, how does the quality of Frequency Percentage
CBE’s* services impact your overall
experience as a customer?
1. Positively 15 18.75%
2. Negatively 50 62.5%
3. No Impact 11 13.75%
4. Not Sure 4 5%
Total 80 100%
Item How important is it for you that the service Frequency Percentage
quality aligns with your expectations for a
positive customer experience?
1. Extremely important 60 75%
2. Important 20 25%
3. Neutral 0 0
4. Not Important 0 0
Total 80 100%
Item How likely are you to continue using Frequen Percentage
CBE’s services in the future based on cy
your overall experience?
1. Likely 28 35%
2. Unlikely 20 25%
3. Neutral 32 40%
Total 80 100%
*Commercial bank of Ethiopia

According to table. 2

50 (62.5%) of the respondents customer experience is negatively impacted by CBE’s service

quality.

From this the researcher can understand that the respondents customer experience is adversely
affected by the service quality provided by CBE.

80 (100%) of the respondents find it very important that the service quality aligns with their
expectation for positive customer experience.

From this the researcher can understand that there's a high level of importance placed by
respondents on the alignment of service quality with their expectations

32(40%) of the respondents are neutral to the likely of using CBE’s services in the
future based on their overall experience.
15
Table No. 3 Service Quality and Customer Satisfaction
Item How satisfied are you with the timeliness of CBE’s Frequenc Percentage
service delivery? y
1. Very Satisfied 0 0
2. Satisfied 20 25%
3. Mild 25 31.25%
4. Not Satisfied 35 43.75%
Total 80 100%
Item How satisfied are you with the responsiveness of Frequency Percentage
CBE’s customer service team in addressing your
inquiries or concerns?
1. Very Satisfied 0 0
2. Satisfied 10 12.5%
3. Mild 17 21.25%
4. Not satisfied 53 66.25%
Total 80 100%
Item Have you recommended CBE’s services to others Frequency Percentage
based on your overall experiences?
1. Yes 14 17.5%
2. No 66 82.5%
Total 80 100%
According to table 3

35(43.75%) of the respondents are not satisfied with the timeliness of CBE’s service.
From this the researcher can understand that a notable number of customers perceive delays or
inefficiencies in the delivery of CBE's services
53(66.25%) of the respondents are not satisfied with the responsiveness of CBE’s customer
service team in addressing their inquiries and concerns.
From this the researcher can understand that a significant portion of respondents feel that
CBE's customer service team is not adequately addressing their needs in a timely or effective
manner.
66(82.5%) of the respondents have not recommended CBE’s service to others based on their
overall experience.
From this the researcher can understand that despite the respondents' interactions with CBE's
service, they have chosen not to advocate for it by recommending it to others.

Table no. 4 CBE’s Customer Service

16
Item To what extent do you feel that CBE’s services meet Frequency Percentage
your expectations in terms of the identified key
dimensions of service quality?
1. Exceeds expectations 6 7.5%
2. Meets expectations 11 13.75%
3. Falls below expectations 63 78.75%
Total 80 100%
Item How important is it for you that CBE incorporate your
feedback into their service improvements?
1. Important 80 100%
2. Not Important 0 0
3. Neutral 0 0
Total 80 100%
Item In what aspect do you think CBE service quality lacks ?
1. Reliability 14 17.5%
2. Responsiveness 29 36.25%
3. Assurance 0 0
4. Speed of service 37 46.25%
Total 80 100%
According to table no. 4
63(78.75%) of the respondents expectations are not met in terms of the identified key
dimensions of service quality.
From this the researcher can understand that most of the respondents expressed dissatisfaction
or disappointment with the service provided, as it did not meet their expectations in the areas
of identified key dimensions.
80(100%) of the respondents find it important that CBE incorporates their feedback into it’s
service improvements.
From this the researcher can understand that the critical significance the respondents place on
their voices being heard and valued by CBE.
56(82.5%) of the respondents thinks that CBE’s service quality lacks at its speed of service
and responsiveness.
From this the researcher can understand that there is widespread dissatisfaction among
respondents regarding the efficiency and timeliness of CBE's service delivery.

Table NO. 5 Service Preference And Usage

17
Item What factors are most important to you when Frequency Percentage
evaluating CBE's service quality?
1. Speed of service 55 68.75%
2. Friendliness of staff 7 8.75%
3. Accuracy of service 18 22.5%
4. Personalization/customization 0 0
Total 80 100%
Item How do you prefer to receive updates or Frequency Percentage
notifications regarding your service request?
1. Email 60 75%
2. SMS 17 21.25%
3. Phone call 3 3.75%
Total 80 100%
Item How frequently do you utilize CBE’s services? Frequency Percentage
1. Daily 12 15%
2. Weekly 41 51.25%
3. Monthly 18 22.5%
4. Occasionally 6 7.5%
5. Rarely 3 3.75%
Total 80 100%
Item Have you ever experienced any issues with CBE’s Frequency Percentage
service delivery?
1. I have 74 92.5%
2. I have not 6 7.5%
Total 80 100%
Item How would you rate the ease of using our services ? Frequency Percentage
1. Very difficult 0 0
2. Difficult 0 0
3. Mild 12 15%
4. Easy 68 85%
Total 80 100%
According to table 5

73(91.25%) of the respondents find speed and accuracy of the service the most important
factors in evaluating service quality of CBE.
From this the researcher can understand the critical importance that the respondents place on
both speed and accuracy in their interactions with CBE
77(96.25%) of the respondents prefer to receive updates or notifications regarding their
service request through Email and SMS.
From this the researcher can understand that the vast majority of respondents value the
convenience and accessibility of receiving updates via email and SMS
41(51.25%) of the respondents utilize CBE’s service weekly.
From this the researcher can understand that CBE's service plays a regular and frequent role in
the lives of a substantial portion of the respondents.

18
74(92.5%) of the respondents have experienced issues with CBE’s service delivery.
From this the researcher can understand that a considerable portion of the respondents has
encountered challenges or problems in their interactions with the company's services.
68(85%) of the respondents find it easy to use CBE’s service.
From this the researcher can understand that a significant portion of the respondents perceives
the service as user-friendly and accessible.
Table no. 6 Customer Trust And Loyalty
Item Do you feel that CBE demonstrates understanding and Frequency Percentage
empathy towards your needs and concerns?
1. Yes, consistently 17 18.75%
2. Sometimes 55 68.75%
3. Rarely 8 10%
4. Never 0 0
Total 80 100%
Item How important is consistency in service delivery across Frequency Percentage
different CBE branches in maintaining your loyalty?
1. Important 71 88.75%
2. Neutral 9 11.25%
3. Not important 0 0
Total 80 100%
Item To what extent does personalized service and attention Frequency Percentage
contribute to your loyalty to CBE?
1. Very highly 0 0
2. Highly 38 47.5%
3. Mild 26 32.5%
4. Does not contribute 16 20%
Total 80 100%
According to table no. 6

55(68.75%) of the respondents feel that CBE sometimes demonstrates understanding and
empathy towards their needs and concerns.

From this the researcher can understand that while CBE occasionally exhibits understanding
and empathy towards customers' needs and concerns, there may be room for improvement in
consistently demonstrating these qualities

71(88.75%) of the respondents find it important that consistency in service delivery across
different CBE branches in maintaining their loyalty.

From this the research can understand that the critical role that consistency plays in customer
loyalty within CBE's service delivery model.
19
38(47.5%) of the respondents find it highly that personalized service and attention contributes
to their loyalty to CBE.

From this the researcher can understand that significant proportion of the respondents places a
high importance on receiving personalized attention and service.

Table no.7 Assessing CBE's Impact on Customer Experience: Accessibility,

Competence, Trust Factors.
Item How does the accessibility of CBE's services (e.g., Frequency Percentage
branch locations, ATMs) affect your overall
experience?
1. Positively 55 68.75%

2. Negatively 0 0

3. No effect 25 31.25

Total 80 100%

Item How would you rate the overall competence and Frequency Percentage
knowledge of CBE staff in assisting customers with
financial services?
1. Highly competent 0 0

2. Mildly competent 15 18.75%

3. Competent 26 32.5%

4. Not competent 39 48.75%

Total 80 100%

Item What factors contribute to your trust and confidence Frequency Percentage
in CBE's staff?
1. Accountability 5 6.25%

2. Reliability 16 20%

3. Timeliness 59 73.75%

4. Empathy 0 0

Total 80 100%

According to table no.7

55(68.75) of the respondents are positively affected by the accessibility of CBE’s service.

From this the researcher can understand that a substantial portion of the surveyed individuals
value and appreciate the convenience and ease of accessing CBE's services.

20
39(48.75%) of the respondents find the overall competence and knowledge of CBE staff in
assisting customers with financial services not competent.

From this the researcher can understand that nearly half of the respondents have reservations
about the competence and expertise of CBE staff when it comes to providing assistance with
financial services.

75(93.75) of the respondents think that reliability and timeliness are the factors that contribute
to their trust and confidence in CBE's staff.

From this the researcher can understand that critical importance of reliability and timeliness in
building trust and confidence in CBE's staff among customers.
Interview conducted with Wondeson Takele the branch manager in which the questions
focused on areas like sources of most customer complaints , how to enhance timeliness,
utilization of customers feedback, approach in communicating with customers, speed of
service future improvement plan and meeting customers expectation.
1. The source of most customer complaints is predominantly derived from which the
specific area?
 The branch manager identifies waiting time as a significant source of customer
complaints, referring to the duration customers must wait to receive the desired
service.
 This aligns with the survey findings where a majority of respondents 56 (82.5%)
feel that the Commercial Bank of Ethiopia lacks in service quality, particularly in
terms of speed of service and responsiveness. This correlation suggests that the
perceived inadequacy in speed of service directly contributes to customer
dissatisfaction, validating the manager's observation regarding the primary cause
of complaints.
2. How do you enhance the timeliness of service delivery at your branch?
 According to the branch manager Standard time delivery to enhance the
timeliness of service delivery which is the expected or targeted time frame
within which certain services or transactions should be completed or delivered
to customers.
 The survey findings reveal that a significant majority of respondents 59
(73.75%) believe that timeliness is a crucial factor contributing to their trust
and confidence in the staff of the Commercial Bank of Ethiopia (CBE). This

21
 correlation suggests that adhering to standard time delivery practices can
directly influence customer perceptions of reliability and competence among
bank staff.
3. How do you utilize customer feedbacks to make improvement’s and address issues?
 According to the branch manager feedback from customers are collected
through various channels such as register book complaints and suggestion
boxs. And these feedbacks will be incorporated into the service improvement
strategies.
 In correlation, all respondents 80(100%) consider it important that the
Commercial Bank of Ethiopia (CBE) incorporates their feedback into its
service improvements. This high percentage underscores the significance
customers place on their opinions being heard and acted upon by the bank.
4. Can you describe your branch’s approach to communicating with customers regarding
service notifications ?
 The branch manager indicates that the Commercial Bank of Ethiopia
primarily sends service updates or transaction notifications through
SMS.
 In correlation, a significant majority of respondents (96.25%) express a
preference to receive updates or notifications via both Email and SMS.
Aligning the branch manager's practice of using SMS for notifications
with the respondents' preference for both Email and SMS indicates an
opportunity for CBE to enhance customer communication strategies.
5. Looking ahead what measures will be taken to improve the speed of service and
overall improvement?
 The manager emphasizes that improving speed of service and overall
efficiency will be achieved through digitalization, division of teams,
and reducing ticket transactions.
 In correlation, a significant majority of respondents 73(91.25%)
identify speed and accuracy of service as the most crucial factors when
evaluating the service quality of CBE. the alignment between the
manager's strategies (digitalization, team division, and transaction

22
 reduction) and the respondents' prioritization of speed and accuracy
indicates a strategic focus on addressing key customer expectations.
6. How do you ensure the quality of service provided at this branch meets customer
expectations?
 The branch manager outlines several methods employed to ensure that the
service quality provided by the Commercial Bank of Ethiopia (CBE) meets
customer expectations. These methods include conducting overall training
sessions for staff, coaching by seniors and managers, implementing
digitalization initiatives, and actively considering customer feedback
surveys.
 However, despite these efforts, a significant majority of respondents
(78.75%) express that their expectations are not being met in terms of the
identified key dimensions of service quality. This finding indicates a gap
between the service quality perceived by customers and the level they
expect from CBE.

Chapter IV

Summary, Conclusion And Recommendation

23
4.1 Summary
60 (75%) of the respondents belong to the 18-28 age group, while 20 (25%) fall into the older
age categories.
65 (81.25%) of the respondents hold a First Degree as their highest educational qualification.
A smaller percentage 15 (18.75%) have attained a Masters Degree.
50 (62.5%) of the respondents are negatively impacted by the service quality of CBE while 15
(18.75%) are positively impacted.

60 (75%) of the respondents find it extremely important that CBE’s service quality aligns with
their expectation.

32 (40%) of the respondents are neutral when it comes to the likelihood of using CBE’s
services in the future based of their experience while 28 (35%) are likely to use it.

35 (43.75%) of the respondents are not satisfied by the timeliness of CBE’s service delivery
while 25 (31.25%) are mildly satisfied.

53 (66.25%) of the respondents are not satisfied by the responsiveness of CBE’s customer
service team while 17 (21.25%) are mildly satisfied.

66 (82.5%) of the respondents have not recommended CBE’s service to others based on their
experience while 14 (17.5%) of them have.

63 (78.75%) of the respondents feel that CBE’s service fails to meet their expectation while
11 (13.75%) expectation is met.

80 (100%) of the respondents find it important that CBE incorporates their feedback into the
customer service improvement.

37 (46.25%) of the respondents think CBE’s service quality lacks on speed of service while
29 (36.25%) think it’s responsiveness.

55 (68.75%) of the respondents think speed of service is the most important factor in
evaluating CBE’s service while 18 (22.5%) think its accuracy of the service.

60 (75%) of the respondents prefer to receive updates or notification regarding their service
request through Email while 17 (21.25%) prefer through SMS.

24
41 (51.25%) of the respondents utilize CBE’s service on a weekly basis while 18 (22.5%) on a
monthly basis.

74 (92.5%) of the respondents have experienced issue with the delivery of CBE’s service
while 6 (7.5%) have not.

68 (85%) of the respondents find it easy to use the service of CBE while 12 (15%) find it
mildly easy.

55 (68.75%) of the respondents feel that CBE sometimes demonstrates understanding and
empathy towards their needs and concern while 17 (18.75%) feel that CBE demonstrates it
consistently.

71 (88.75%) of the respondents find the consistency in CBE’s service delivery across different
branches important in maintaining their loyalty.

38 (47.5%) of the respondents find that CBE’s personalized service and attention highly
contributes to their loyalty.

55 (68.75%) of the respondents are positively affected by the accessibility of CBE’s services
while 25 (31.25%) stay unaffected.

39 (48.75%) of the respondents find the overall competence and knowledge of CBE’s staff in
assisting customers not competent while 26 (32.5%) find It competent.

59 (73.75%) of the respondents find timeliness to be the factor that contributes to their trust
and confidence in CBE’s staff while 16 (20%) choose reliability.

25
 4.2 Conclusion

It is evident that a significant majority of respondents have expressed negative sentiments

regarding the service quality provided by CBE. Conversely, the minority of respondents
reported a positive impact from the service quality.

A significant majority of respondents have indicated that it is extremely important for CBE's
service quality to align with their expectations.

A significant majority of respondents have indicated a positive impact from the accessibility
of CBE’s services. Conversely, minority of respondents reported no significant impact from
the accessibility of CBE’s services.

A significant portion of respondents have expressed dissatisfaction with the timeliness of

CBE’s service delivery. Conversely, a minority of respondents reported mild satisfaction with
the timeliness of CBE’s service delivery.

A significant majority of respondents have expressed dissatisfaction with the responsiveness

of CBE’s customer service team. Conversely, a minority of respondents reported mild
satisfaction with the responsiveness of CBE’s customer service team.

A significant majority of respondents have not recommended CBE’s service to others based
on their experience. Conversely, a minority of respondents have recommended CBE’s service
to others.

A significant majority of respondents feel that CBE’s service fails to meet their expectations.
Conversely, a minority of respondents reported that their expectations are met by CBE’s
service.

All of the respondents find it important that CBE incorporates their feedback into customer
service improvement efforts.

A significant portion of respondents perceive the overall competence and knowledge of

CBE’s staff in assisting customers as not competent. Conversely, a minority of respondents
find CBE’s staff competent in their overall competence and knowledge.

A significant portion of respondents perceive that CBE’s service quality lacks in terms of
speed of service and responsiveness.
26
A significant majority of respondents, specifically consider speed of service and accuracy of
service as the most important factor when evaluating CBE’s service.

A significant majority of respondents indicated a preference to receive updates or notifications

regarding their service requests through Email and SMS

A slight majority of respondents utilize CBE’s service on a weekly basis Conversely of

respondents use CBE’s service on a monthly basis.

A vast majority of respondents have experienced issues with the delivery of CBE’s service.
This high percentage highlights significant challenges or shortcomings in the service delivery
process.

A significant majority of respondents feel that CBE sometimes demonstrates understanding

and empathy towards their needs and concerns.

A significant majority of respondents, specifically emphasize the importance of consistency in

CBE’s service delivery across different branches in maintaining their loyalty. Prioritizing
consistency across all branches is crucial for CBE to maintain and strengthen customer
loyalty.

Nearly half of the respondents, specifically find that CBE’s personalized service and attention
significantly contribute to their loyalty. This indicates that personalized interactions and
tailored service offerings play a crucial role in enhancing customer satisfaction and fostering
loyalty among a substantial portion of CBE's customer base.

A significant majority of respondents consider timeliness and reliability as the primary factor
contributing to their trust and confidence in CBE’s staff

27
 4.3 Recommendation

Based on the survey findings showing dissatisfaction with CBE's service quality and with
incompetence of the staff, the student researcher recommends implementing the following
strategies:

 Implement comprehensive training programs and specialized modules for staff,

including regular skills assessments.
 Foster a culture of continuous learning and professional development among staff.
 Launch a Customer Feedback and Service Improvement initiative alongside
comprehensive customer service training.
 Invest in technology solutions like digital banking platforms to enhance service
delivery.

Based on the survey findings emphasizing the importance of aligning CBE's service quality
with customer expectations and incorporating their feedback, the student researcher suggests
the following integrated approach:

 Conduct Customer Expectation Analysis to inform service improvements.

 Implement a robust feedback system to regularly review and categorize customer
input.
 Transform feedback into actionable insights and foster cross-functional collaboration
to address issues effectively.

Based on the survey findings indicating dissatisfaction with the timeliness of CBE's service
delivery, the student researcher suggests implementing the following integrated strategies to
enhance efficiency and meet customer expectations:

 Optimize process efficiency and identify factors contributing to delays.

 Upgrade IT infrastructure to support faster transaction processing and reduce wait
times.
 Provide training and development for staff to improve service speed and adherence to
clear service standards and protocols.

Based on the survey findings emphasizing timeliness, reliability, speed, and accuracy as
crucial factors for customer trust and satisfaction in CBE's service, the student researcher
suggests implementing an integrated approach to address these priorities:

 Implement strict adherence to service timelines and commitments.

 Conduct regular performance evaluations to ensure consistent reliability and identify
improvement areas.
 Provide ongoing training to staff on time management, reliability, and accuracy.
 Utilize technology and automation where applicable to enhance efficiency and
reliability.

28
 BIBLOGRAPHY

A. Ivanovic and P.H. Collin (2003). Dictionary of marketing.3rded. London. Bloomsbury.

Ramya N, A. Kowsalya, and K. Dharanipriya (2019). Service quality and it’s dimensions.

Robert H. woods and Judy Z King (2002). Service marketing integrated customer.

Rebecca Hinds and Sarang Gupta (2023). Customer experience is everyone’s

responsibility.

Yogesh Hole, Snehal Pawar, and Mahesh P. Bhaskar (2018). Service Marketing and
Quality Strategies.

Zeithaml, V. A., & Bitner, M. J. (2003). Service Marketing: Integrating Customer Focus
across the Firm.
 Annex I

UNITY UNIVERSITY FACULTY OF BUSINESS, ECONOMICS AND

SOCIAL SCIENCE, AND DEPARTMENT OF MARKETING
MANAGEMENT

Questionnaire filled by The customers of CBE

This questionnaire aims to assess various aspects of the services offered by CBE,
including the efficiency, reliability, responsiveness, and empathy of their staff, as
well as the convenience and accessibility of their banking channels. Your honest
opinions and experiences will contribute significantly to CBE’s understanding of
how they can improve their service delivery and create a more positive customer
experience for you and others. Please be assured that all information provided will
be kept strictly confidential and used solely for research purposes. Your anonymity
is guaranteed, and your participation is voluntary.

The questionnaire consists of 20 multiple choice questions and will take 10-15
minutes to complete it. We kindly ask for your patience and thoughtful responses.

Do not write your name and you can choose more than one alternative.

Thank You in advance for participating.

PART ONE: BACKGROUND OF THE RESPONDENTS FOR CUSTOMERS

1. Age
a. 18-28
b. 29-39
c. 40-49
d. 50 and above
2. Education background
a. High school
b. TVET
c. First Degree
d. Masters Degree
e. Others
 PART TWO: MAIN QUESTIONS
MULTIPLE CHOICE QUESTIONS
1. In your opinion, how does the quality of CBE’s services impact your overall
experience as a customer?
a. Positively
b. Negatively
c. No impact
d. Not sure
2. How important is it for you that the service quality aligns with your
expectations for a positive customer experience?
a. Extremely important
b. Important
c. Neutral
d. Not important
3. What factors are most important to you when evaluating service quality?
a. Speed of service
b. Friendliness of staff
c. Accuracy of service
d. Personalization/customization
4. How do you prefer to receive updates or notifications regarding your service
request?
a. Email
b. SMS
c. Phone call
5. How satisfied are you with the timeliness of CBE’s service delivery?
a. Very satisfied
b. Satisfied
c. Mild
d. Not satisfied
6. How frequently do you utilize CBE’s services?
a. Daily
b. Weekly
c. Monthly
d. Occasionally
e. Rarely
7. How satisfied are you with the responsiveness of CBE’s customer service
team in addressing your inquiries or concerns?
a. Very satisfied
b. Satisfied
c. Neutral
d. Dissatisfied
8. Do you feel that CBE demonstrates understanding and empathy towards your
needs and concerns?
a. Yes, consistently
 b. Sometimes
c. Rarely
d. Never
9. To what extent do you feel that CBE’s services meet your expectations in
terms of the identified key dimensions of service quality?
a. Exceeds expectations
b. Meets expectations
c. Falls below expectations
10. Have you ever experienced any issues with our service delivery?
a. I have
b. I have not
11. How would you rate the ease of using our services ?
a. Very difficult
b. Difficult
c. Neutral
d. Easy
12. Have you recommended CBE’s services to others based on your positive
experiences?
a. Yes
b. No
c. Not applicable
13. How likely are you to continue using CBE’s services in the future based on
your overall experience?
a. Very likely
b. Likely
c. Neutral
d. Unlikely
14. How important is it for you that CBE incorporate your feedback into their
service improvements?
a. Very important
b. Important
c. Neutral
d. Not important
15. What factors contribute to your trust and confidence in CBE staff
a. Accountability
b. Reliability
c. Timeliness
d. Empathy
16. How important is consistency in service delivery across different CBE
branches in maintaining your loyalty?
a. Very important
b. Important
c. Neutral
d. Not important
17. What are the key factors that contribute to a positive customer experience
when interacting with CBE?
a. Timeliness
b. Empathy
18. How would you rate the overall competence and knowledge of CBE staff in
assisting customers with financial services?
a. Highly competent
b. Mildly competent
c. Competent
d. Not competent
19. To what extent does personalized service and attention contribute to your
loyalty to CBE?
a. Very Highly
b. High
c. Mild
d. Doesn’t contribute
20. How does the accessibility of CBE's services (e.g., branch locations, ATMs)
affect your overall experience?
a. Very Highly
b. High
c. Mild
d. Doesn’t have an effect
 Annex II

UNITY UNIVERSITY FACULTY OF BUSINESS, ECONOMICS AND

SOCIAL SCIENCE, AND DEPARTMENT OF MARKETING
MANAGEMENT

The student researcher extends sincere gratitude for considering participation in this
research endeavor. Your expertise and insights as a manager within the banking
industry are pivotal in comprehending the intricate relationship between service
quality and customer experience.

This questionnaire is designed to explore various dimensions of service quality

within your esteemed institution and how these aspects influence the overall
customer experience. By delving into your perspectives and experiences, aim to
obtain valuable insights that can inform strategies to enhance service delivery and
elevate customer experience.

Thank you in advance for participating.

Interview Questions answered by The Manager Of the Branch

1. The source of most customer complaints is predominantly derived from
which specific area?
2. How do you enhance the timeliness of service delivery at your branch?
3. How do you utilize customer feedbacks to make improvement’s and address
issues?
4. Can you describe your branch’s approach to communicating with customers
regarding service notifications ?
5. Looking ahead what measures will be taken to improve the speed of service
and overall improvement?
6. How do you ensure the quality of service provided at this branch meets
customer expectations?