Implications related to Bank’s Customers Satisfaction
(The case of Albanian banks grouped by the origin of shareholder’s capital)
ORKIDA ILOLLARI
Faculty of Economy, Mediterranean University of Albania
Blv. Gjergj Fishta, Nr.52, Postal code 1023, Tirana
ALBANIA
MANUELA MEÇE
Faculty of Applied and Economic Sciences, Albanian University
ALBANIA
ARTUR RIBAJ
Faculty of Economics, Tirana University
ALBANIA
Key Words: Bank; Customer Satisfaction; Customer Behavior; Banking Services/products; trust
Received: July 7, 2021. Revised: February 16, 2022. Accepted: March 4, 2022. Published: March 18, 2022.
1 Introduction
In European countries two-thirds of the workforce
are employed in the service sector and contribution to
the economy is higher from this than all sectors [1].
The service industry, where banking is part of, plays
a pivotal part in the economic advancement and
wealth creation for developing countries. Banking
offers an economic turnover of about 70% of the
economic growth [2].
Most high-income countries are post-industrialized,
therefore switching the ranking by importance in
favor of services then production. This development
trend has lessened the demand for natural inputs but
increased the demand for human and intellectual
capital – meaning a higher demand for educated
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Abstract: This study focuses on the much debatable issue of customer satisfaction (quality matching
expectations) in the banking system, as for banks are the main actors of the Albanian financial system. In fact,
the customer satisfaction in the banking sector is an important criterion for customer to differentiate and build
their loyalty toward the bank, consequently increasing the odds for loyal customers towards more than a service
of the bank. Previous studies and research suggest that consumer perceptions and their expectations are likely
to differ as per their customer satisfaction. This particular study examines implications related to bank’s
customers satisfaction for Albanian banks which for study purpose are grouped in two different clusters based
on the origin of shareholder’s capital. Satisfied customers are an important advantage for any business likewise
banks. The difference is made by customer satisfaction and loyalty created through some components on the
behavior of bankers serving to their customers. The SERVQUAL model that is the pillar of this article
methodology, whereas structured and semi structured questionnaire is the instrument for performing the survey.
A sample of 246 respondents which are banks customers from cluster 1 (local capital origin) is used for the
qualitative research. The results of this study help bankers in order to maintain their business indicators in a
highly competitive market and other stakeholders for identifying the implications faced in the banking industry
in Albania. To achieve this, the Bank must conduct frequent research regarding customer expectations and
respond to customer complaints with precise corrective actions.
employees and less pressure on national resources
and over the global environment [2].
The number of businesses and size of service sector
are not the only change for service as their
dimensions and variety are experiencing a fast-paced
change. Technological advancements are interacting
with the sector by distancing the customer from the
service provider making it difficult to understand and
predict the customer satisfaction or implement
corrective action to improve it on the site. Employees
overpass some service process flaws by using the
direct connection and personal trust build with some
of the bank clients. Mass marketing and mass
consumption can be considered the milestone of such
change – the direct relations with the customer –
resulting in lowering the price and the assortment of
services offered to many customers [3].
2 Methodology
Because of its intangibility, service quality is an
abstract concept that is difficult to be accurately
measured - sensitivity increases the customers ’sense
of risk compared to tangible goods [4]. In 1985,
Parasuraman, Zeithamal & Berry developed a theory
called SERVQUAL. To date, this model has been
widely adopted and used globally to measure
consumer perception of service quality in a spectrum
of service industries [5]. Thus, customer expectation
and their perception of service quality will be
assessed based on 5 dimensions of SERVQUAL.
Those 5 dimensions are Reliability dimension;
Responsiveness; Assurance dimension; Empathy and
Tangibles dimension.
Fig. 1: Managing Service Quality: Dimensions of
service quality
Whereas the Process dimension - Electronic Services
is sometime adding to the fundamental dimensions
up in today’s banking services [6]. Reliability is
considered to be the most important in determining
consumer perception of service quality [7].
Another research study concluded that sensitivity and
vulnerability were the main determinants of customer
satisfaction and had a strong relationship between
service quality and customer satisfaction, [8]. This
model approved by some critics has been widely
adopted to measure service quality and customer
satisfaction. The SERVQUAL model is the main
instrument used in this paper to measure the quality
of service of 2 clusters of banks. The survey consists
of 246 questionnaires - a reliable sample – to
measure the level of satisfaction for the customer
service in the banking system. The structured and
semi structured questionnaire is used for a group of
respondents which are customers in different banks
with local capital origin. The study was conducted
specifically to:
• Assess the level of service quality and customer
satisfaction by a group of banks and draw
conclusions and recommendations for the top
management re improvement of the service quality.
• Assess the overall business environment in the
elected group of banks, in their branch offices all
over Albania.
• Assess staff responsiveness in this group of banks
in terms of banking products information, familiarity
with customers’ demands as well as their capability
to sell banking products.
• Assess staff attitudes and behavior towards
customers. Based on these objectives the study
presents the main Research question: At what extent
does the service quality for the bank customer (in this
group of banks) affect the increase of customer
satisfaction?
Research hypothesis: "The quality of customer
service at Bank X affects the customer satisfaction
increase; a better service brings higher rate of the
customer retention". The group of respondents
consists of different categories such as state
employees, businesspeople, ordinary citizens,
students, etc.
In this study, the interviewed clients were randomly
selected in order to measure their level of satisfaction
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on the quality of service of clustered commercial
banks in Albania. The model applied for determining
the service quality is done by measuring the gap
between expected service performance and actual
service performance. In fact, there have been some
shortcomings regarding the theoretical aspect and
usage of the SERVQUAL model, as the high level of
correlation between the five dimensions of the model
can degrade the accuracy of the results. Additionally,
there is still limited evidence that the quality of
service is measured based on the gap between
customer expectations and their perceptions [9].
3 Literature Review
Quality of Services and Customer Satisfaction.
According to Kotler [10], service is any substantially
intangible activity or benefit that one party can
provide to the other party. Some authors consider the
service as any activity which provide customer
satisfaction [11]. According to Etzel, Walker, and
Stanton [12], services are identifiable and intangible
activities that are the primary object of a transaction
designed to ensure customer satisfaction. Jobber [13],
saw a service as any deed, performance or effort
made for the client. According to Palmer [14],
services are products that are essentially intangible
and cannot be owned. McCarthy and Perrault [15]
defined service as an act performed by one party for
another. Various authors emphasize that the service is
essentially intangible. This means that a service
cannot be physically transferred but the client
experiences it. The idea of service is therefore
focused on the element of changeability and that
essentially triggers the desire for customer
satisfaction. Services are highly variable as they
depend on who provides them, when and where are
they offered. For example, although the branches of a
particular bank may offer the same service, the
quality may differ from branch to branch. Nowadays,
companies have learned to take advantage of
technology innovations to communicate with their
customers, enabling themselves to offer both pricing
differentiation and a variety of personalized services
[34].
Additionally, the interaction with technology has
made it possible for the service sector to receive and
store data about customers, making it easier to meet
their needs and develop new services according to
their preferences [16]. If a business is going to
deliver poor customer service at any time, the result
will be customer dissatisfaction. In the U.S. retail
banking industry, the banks need to be highly
competitive and adapt to providing better quality
service and pricing to customers thus creating a
positive link between customer value and service
sensitivity while competitors provide low quality
services. Five parameters / dimensions of service
quality significantly affect customer satisfaction and
their improvement can effectively impact customer
satisfaction [17]. Sudhahar and Selvam [18] have
studied the development of the service quality level
of the retail banking sector in India by measuring 34
indicators with the help of scaling procedures.
The availability of service operations in banks and
the performance of employees are closely related to
each other. Service operations directly affect the
customer's perception of the bank. Customer
satisfaction in today's marketing era is believed to be
strongly related to understanding the pattern of
consumer interest and purchasing experience. In most
of cases banks seek help from outside agencies and
various sources to obtain the required information
through analysis and research of common consumer
behavior. After all, there are several motivating and
influential factors even for bank products, that play
an important role in persuading a customer to choose
a product and the same factors are also responsible
for customer satisfaction after the purchasing
experience. Consumers prefer products no longer
based on their functional characteristics. Products are
preferred based on environmental impacts and
several other dynamic factors [19]. In journals and
articles any can find extreme statements that
customer satisfaction always aims to influence the
repurchase of products / services which can be
achieved through positive word of mouth, while the
other extreme statements focus on dissatisfaction that
leads to the spread of negative words. Moreover,
satisfied customers always suggest others to go for it
while dissatisfied customers will also recommend
others in large numbers, but in the context of
negative marketing, perhaps very dissatisfied
customers do not recommend others to use the
product [20].
The link between Reliability and Customer
Satisfaction. Reliability is defined as the ability to
perform the required service accurately as promised
to customers [21]. Dealing with any problems in the
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services encountered by the customers; performing
the services for the first time; keeping track of
services provided on time, are the paradigm of
reliability in terms of service quality which will
greatly affect the level of customer satisfaction [22].
For this study we searched on previous articles from
various authors, [39, 40, 41, 42] on the field of
reliability in banking industry in Albania and SEE.
Services provided to customers by banks like
accuracy in fulfilling demands, accuracy in record
keeping and quotation, accuracy in billing, time
completion of any service are the core elements of
reliability that is considered as the most important
factor in convincing customers to remain loyal to a
particular bank [23].
Relationship between Care and Customer
Satisfaction. Care is defined as the knowledge and
manners of employees [24]. The effect of care adds
up to the service received. Care is also defined as the
ability of employees that helped by acquired
knowledge, inspires confidence, which in return
gives a strong impetus to the level of customer
satisfaction. In banking services care means
providing financial assistance in a polite and friendly
way, ease in accessing account details, convenience
within the bank operations, managing problems from
an experienced and professional team, which will
have favorable results in achieving customer
satisfaction [25].
Relationships between Customer Perception and
Satisfaction. Iwaarden [24] defines perception as the
physical convenience, equipment, and appearance of
employees and the management team. Furthermore, it
is also defined as the ease in the visibility of the
resources needed to provide the service to customers,
well-trained employees and the ease of access to
written materials such as leaflets, brochures, folders,
information books, etc., which have a favorable
impact at the level of customer satisfaction. For this
study we searched on previous articles from various
authors, [43, 44] on the field of customer perception
related to lack of financial education in a developing
country like Albania. Modern or sophisticated
equipment and attractive environment are seen as
positive impacts of perception on customer
satisfaction in the banking sector [26].
The Relationship Between Customer Sensitivity and
Satisfaction. Empathy is defined as the ability to
individually care for customer attention by providing
services to customers [24]. Further, it is concluded
that doing better than competitors in understanding
customer expectations on well-timed provision of the
required service, will strongly influence the increase
of the customer satisfaction level. Favorable working
hours, individualized attention, better understanding
of specific customer needs, improved communic
ation between management and customers, will have
a positive result on customer satisfaction [26].
Relationships between Responsibility and Customer
Satisfaction. Zeithaml [21] defined responsibility as
the interest shown in providing fast customer service
when it is required. Further, it is researched that the
desire or willingness of the employee to provide the
required service to customers without delays or
worries at any time, will strongly affect the level of
customer satisfaction [27]. Consumers are satisfied
when banks provide individual attention and
employees are paying attention to the problems that
consumers experience regarding security in banking
transactions [28]. The intangibility of the service is
usually assumed to make customer assessment of
quality more difficult than for tangible products. This
view is based on people’s natural reluctance to
appreciate things they cannot touch. The "ambiguity"
of services makes them a much more subjective
product. Quality is a matter of how we feel and our
unique taste. This dependence on subjective feelings
means that what is perceived as high-quality service
may vary between individuals [29].
Need and Benefits of Quality Services. The need for
quality service is driven by customers, employees as
well as an ever-changing/evolving business
environment. Consumers, individuals, households, or
organizations are increasingly aware of the
alternatives of financial services provided,
organizations that offer them and of rising service
standards. Consequently, expectations increase, and
consumers become more critical of the quality of
service received and thus companies can be
complacent [34]. Furthermore, recognizing the cost
and benefits of retaining existing customers with a
view to attracting new customers encourages
companies' desire to care for existing customers,
responding to their needs and problems in developing
long-term relationships [30]. Customer retention is
more cost effective than attracting new customers.
Also, good service quality enhances the corporate
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image and can provide isolation from price
competition [31].
Customers perceive quality by weighing how well
the services provided meet their expectations [32].
Thus, the SERVQUAL model was exercised to
assess the perceived quality of customer service. The
model measures the gap between customer
expectation and customer perception. According to
their perception, the quality of the branch network,
reliability and sensitivity are the three most important
dimensions, when considering the quality of service.
Therefore, these dimensions are in fact the most
anticipated dimensions - this finding corresponds
with "the zone of tolerance" theory [33]. In general,
the final result from the SERVQUAL model reveals
that, consumers have positive perceptions towards
the services provided. In addition, a perceived high-
quality service will inevitably bring customer
satisfaction [34].
Therefore, it is fair to conclude that customers served
in clustered banks were satisfied mostly due to
Customer Service behavior during this process.
Customers identified such behavior as a decent and
professional attitude at the bank level, accompanied
by efforts to understand the Customers’ needs (87%).
But there were also episodes of negligence, letting
their customers wait or passing them to another bank
staff in specific cases.
Fig. 2: Customers satisfaction needs and benefits of
quality services
4 Analysis
4.1 What are the Perceptions of Customers
for the Service in the Banking System?
The “nearby car parking” is considered a weakness
point for Banks, in terms of facilitating access to its
customers. In 52% of cases, the customers choose to
park in a safe area before visiting the bank.
Fig. 3: Perceptions of customers for the facilitating
access in the bank
The design of the bank premises in over 60% of
cases did not impacted beyond the average but
cleanness and order did have an impact (85%)
Fig. 4: Customer satisfaction survey
The leaflets were placed in visible spots at
branches, were easy to understand and new in
65% of the cases.
The security personnel is helpful and friendly in
over 80% of the cases.
Despite the general perception that the offices are
small and not very functional (from a customer’s
perspective), in more than 60% of the cases they
are well-maintained and in order.
4.2 Are Customers Satisfied with Banks
Customer Service?
If we seek for another perspective, customer
satisfaction is based on the evaluation of interactive
70%
17% 7% 3% 3%
Professional
and attentive
to your needs
Friendly
trying to
understand
what your
needs are
In hurry The client
waits up to 5
minutes in
desk
Delegate to
somebody
else
22%
63%
15%
0%
85%
11% 4%
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processes between customers and service providers,
[35] as well as the purchasing behaviour evaluation
which is also a result of services [36].
The Grönroos Nordic model [37] incorporated all
aspects and was used to support the SERVQUAL
model result. The results in the Nordic model show
that consumers are satisfied with the functional and
technical qualities of services - in other words - using
processes and end results have had positive impacts
on customer satisfaction. This has been demonstrated
by the amount of interviewed consumers who have
ranked their satisfaction in "satisfied" and "very
satisfied", categories compared to "slightly satisfied",
"dissatisfied" and "completely dissatisfied",
categories.
In addition, the general term “quality of service” has
gained a higher level of satisfaction compared to
customer service, both in technical quality and
functional quality (availability) [26].
Fig. 5: Level of customer satisfaction regarding the
functional quality of services
This result is quite like that in the SERVQUAL
model, which shows that most customers are satisfied
with the quality of service at Banks, especially with
the dimension of service quality. Even though
consumers value the quality of services, whereas
emotional factors can affect the way they perceive
the real services that is provided [38] and according
to some other research studies [45, 46] in the field of
customers feeling.
Fig. 6: Level of customer satisfaction regarding the
technical quality of services
The survey results confirmed that most consumers
are satisfied with the services provided in clustered
banks and understanding of banking products and
staff selling skills are satisfactory.
The bank employees were respectable, professional,
and friendly, trying to understand and be responsive
to the customer’s needs [31].
Customers know their products and characteristics
well enough, but they should be more convincing and
persistent in improving their marketing skills. They
were very good at describing, but they couldn’t
successfully create the value offered to customers
[33].
(In this case, success refers to introduce the customer
to products like accounts, loans, deposits etc.)
Fig. 7: Level of knowledge
5 Conclusions
1. Bankers need to present continuous improvement
in the customer service, so their banks retain or
expand the market share. Three dimensions which
are tangibles, responsibility, and safety in the
11%
82%
7%
He seems to be neglectfull
He knows and explain good
Other
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SERVQUAL model, have not met the expectations
of the customers. To achieve some results the bank
should place more emphasis on communication
skills of front desk employees. Their
communication should increase customer
confidence. Employees need to flexibly address
customer issues with little or no delays and avoid
unsatisfactory response.
2. The number of employees in the front desk can be
increased so the customer issues can be addressed
consistently and at the earliest time.
3. The relations between the Bank departments
should be more efficient so the employees avoid
delays and dilemmas in solving the client's requests
in due time.
4. The bank should try to moderate the information it
conveys to the customer, in advance. This means,
that the information needs to be compatible with
the benefits that consumers identify in
advertisements or other communication channels.
The bank must comply with the contracts or
promises to ensure the credibility of the customers.
5. Consumers expect to be the center of attention.
Thus, the Bank needs to understand the specific
customers’ demands or requirements and respond
effectively. To achieve this, the Bank must conduct
frequent research regarding customer expectations
by each segment. Each target group has well-
defined requirements for their desired services,
understanding these demands, the bank will
provide the services accordingly.
6. The performance of bank employees should be
constantly monitored in order to increase
accountability towards customer to avoid mistakes
in the customer management.
7. The bank should respond to customer complaints
with precise corrective actions which should not be
vague, as they may cause confusion for customers.
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844
Volume 19, 2022
Transactions on Business and Economics, 16,
288–297.
[40] Cinaj V., Meçe M., Ribaj A., Kadrimi I., (2020).
The need for improvement of external audit
reports of banks (the case of banks in Albania
which mainly belong to EU Banks). WSEAS
Transactions on Business and Economics, 17,
539-547. https://doi.
org/10.37394/232015.2020.16.55.
[41] Blerina Banushi, Valbona Cinaj, Artur Ribaj,
"The Role of Good Governance in the
Performance of a Public Entity (The Case of
ARDA)", WSEAS Transactions on Environment
and Development, vol. 17, pp. 636-647, 2021.
[42] Ribaj, A., Mexhuani, F. The impact of savings
on economic growth in a developing country (the
case of Kosovo). J Innov Entrep 10, 1 (2021).
https://doi.org/10.1186/s13731-020-00140-6
[43] Ribaj A., Meçe M., Cinaj V., Kadrimi I., (2020).
Issues related to financial education of youth in a
developing country (the case of Albanian youth).
WSEAS Transactions on Business and
Economics, 17, 140–152.
https://doi.org/10.37394/23207.2020.17.16.
[44] Mexhuani, F. and Ribaj, A., 2018. National
Financial Inclusion Strategy for Fighting Against
Poverty and Enhancing Sustainable Economic
Development in Albania. European Journal of
Marketing and Economics, 1(2), p.57.
[45] Ilollari, O., Papajorgji, P., Civici, A. (2020).
Understanding client’s feelings about mobile
banking in Albania. Paper presented at the 2nd
Unicart Interdisciplinary International
Conference On Management, Tourism And
Development Of Territory. 6-7 April 2020,
Dubrovnik (Croatia).
[46] Ilollari, O., Papajorgji, P., S. G., Gere, A.,
Zemel, Moscowitz, H.R., (2019). Using Mind
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Creative Commons Attribution License 4.0
(Attribution 4.0 International, CC BY 4.0)
This article is published under the terms of the
Creative Commons Attribution License 4.0
https://creativecommons.org/licenses/by/4.0/deed.en_
US
Annex
Questionnaire
Banks with Local Capital
Banks with Foreign Capital
1. Is there a Bank branch, at a distance of 100 meters from where you work / live / spend your free time? Yes / No, (result in %).
Tirana
63/37
Tirana
50/50
Provinces
74/26
Provinces
88/12
TOTAL
69/31
TOTAL
77/23
2. When you drive to the Bank branch: 1. There is a parking space; 2. Park where I find (even in a forbidden place) with the risk of
a fine; 3. Park where I need to and walk the distance; 4. Do not park and postpone the visit
Tirana
31/29/39/1
Tirana
17/50/33/0
Provinces
38/34/28/0
Provinces
75/19/10/5
TOTAL
35/32/32/1
TOTAL
62/15/19/4
3. How do you assess the appearance of the premises of the Bank branch you are visiting? 1. Looks neat and maintained; 2. Average;
3. Not maintained
WSEAS TRANSACTIONS on BUSINESS and ECONOMICS
DOI: 10.37394/23207.2022.19.73
Orkida Ilollari, Manuela Meçe, Artur Ribaj
E-ISSN: 2224-2899
845
Volume 19, 2022
Tirana
72/22/6
Tirana
100/0/0
Provinces
74/15/11
Provinces
89/11/0
TOTAL
73/18/9
TOTAL
91/9/0
4. Compare the Bank branch you are visiting with its closest competitors? 1. Much better; 2. Approximately the same;3. Worse
Tirana
25/60/15
Tirana
NO DATA
Provinces
11/82/7
Provinces
NO DATA
TOTAL
17/73/10
TOTAL
NO DATA
5. Are the Bank's Security Staff hospitable? YES/ NO
Tirana
80/20
Tirana
100/0
Provinces
95/5
Provinces
92/8
TOTAL
89/11
TOTAL
94/6
6. During the visit to the Bank branch at 8.30 in the morning, it turns out that the Bank: 1. Is open to customers; 2. Opens 5-10
minutes late; 3. Opens more than 10 minutes late
Tirana
100/0/0
Tirana
100/0/0
Provinces
100/0/0
Provinces
NO DATA
TOTAL
100/0/0
TOTAL
100/0/0
7. During the visit to the Bank branch at 14.50, it turns out that the Bank: 1. It is still open for customers; 2. The door is closed but
there are customers in premises; 3. The door is closed and there are no customers in premises
Tirana
78/22/0
Tirana
62/32/6
Provinces
91/9/0
Provinces
100/0/0
TOTAL
87/13/0
TOTAL
83/15/2
8. When you call the Bank branch, does anyone answers the phone? 1. Yes, immediately; 2. Must call 2-3 times; 3. No one answers
Tirana
83/9/8
Tirana
100/0/0
Provinces
91/5/4
Provinces
NO DATA
TOTAL
88/7/5
TOTAL
100/0/0
9. How do you assess the environment of the Bank branch you visited?
1. Business type environment; 2. Modern and stylish; 3. Outdated; 4. Unacceptable
Tirana
62/12/25/1
Tirana
67/33/0/0
Provinces
75/6/16/4
Provinces
70/20/5/5
TOTAL
70/8/20/3
TOTAL
69/23/4/4
10. The environment of the branch you visited was: 1. Clean and tidy; 2. Somehow clean and tidy; 3. Messy and dirty
WSEAS TRANSACTIONS on BUSINESS and ECONOMICS
DOI: 10.37394/23207.2022.19.73
Orkida Ilollari, Manuela Meçe, Artur Ribaj
E-ISSN: 2224-2899
846
Volume 19, 2022
Tirana
68/26/6
Tirana
83/17/0
Provinces
86/9/5
Provinces
74/26/0
TOTAL
79/16/5
TOTAL
76/24/0
11. How do you assess the environment of the Bank branch you visited? 1.Functional; 2. Not functional
Tirana
99/1
Tirana
67/33
Provinces
97/3
Provinces
89/11
TOTAL
98/2
TOTAL
84/16
12. If the Bank does not have a hosting staff at the entrance, what happens when you or one of the customers have questions? 1. Goes
to the counter; 2. Ask an employee who seems willing; 3. Waiting for a branch employee to explain to you; 4. Someone from the staff
offers to help you
Tirana
56/34/3/7
Tirana
50/50/0/0
Provinces
61/28/5/5
Provinces
41/34/25/0
TOTAL
59/30/4/6
TOTAL
35/45/20/0
13. In the Bank branch you visited, the promotional and informational materials are: 1. Easily identifiable and on the relevant
stand; 2. I have to ask the staff ; 3. There is no leaflet or other display
Tirana
97/3/0
Tirana
100/0/0
Provinces
95/5/0
Provinces
100/0/0
TOTAL
96/4/0
TOTAL
100/0/0
14. Are promotional and informational materials easily understandable? 1. Yes very understandable; 2. Somewhat understandable;
3. Very technical to understand; 4. Confusing
Tirana
74/26/0/0
Tirana
33/67/0/0
Provinces
85/13/3/0
Provinces
78/22/0/0
TOTAL
80/18/2/0
TOTAL
67/33/0/0
15. Promotional and informational materials are: 1. New; 2. Used; 3. Very used; 4. Destroyed and torn
Tirana
78/21/1/0
Tirana
100/0/0/0
Provinces
94/6/0/1
Provinces
95/5/0/0
TOTAL
88/11/1/1
TOTAL
96/4/0/0
16. Your attention is focused on the Cashier, when you notice: 1. Other employees are there; 2. The Cashier staff comes and goes; 3.
A Cashier was missing from her post all the time
Tirana
53/6/41
Tirana
83/0/17
Provinces
67/5/28
Provinces
69/13/19
TOTAL
61/5/33
TOTAL
73/9/10
WSEAS TRANSACTIONS on BUSINESS and ECONOMICS
DOI: 10.37394/23207.2022.19.73
Orkida Ilollari, Manuela Meçe, Artur Ribaj
E-ISSN: 2224-2899
847
Volume 19, 2022
17. From the way you and your customers are served, which do you identify as the most worrying element of service? 1. The Cashier
shows up and leaves from one moment to the next; 2. The Cashier starts a conversation with a friendly client, 3. A Manager
intervenes by giving the cashier an important task; 4. The Cashier is having a conversation with the colleague at the adjacent table;
5. Cashiers are diligently doing their tasks
Tirana
4/3/6/2/85
Tirana
40/0/10/10/40
Provinces
9/2/3/6/80
Provinces
38/0/12/12/38
TOTAL
7/2/4/5/82
TOTAL
39/0/11/11/39
18. List in order of frequency the above concerns in descending order 1,2,3,4
Tirana
0/25/25/50
Tirana
0/17/50/33
Provinces
40/7/33/20
Provinces
0/17/50/33
TOTAL
32/11/32/25
TOTAL
0/17/50/33
19. Does the Cashier asks for your ID while at their desk? YES/NO
Tirana
97/3
Tirana
100
Provinces
93/7
Provinces
100
TOTAL
95/5
TOTAL
100
20. How was the behavior of the bank employee when you received the service? 1.Correct and professional; 2. Friendly but
professional; 3. Very friendly and warm
Tirana
77/23/0
Tirana
100/0/0
Provinces
56/37/8
Provinces
89/11/0
TOTAL
64/31/5
TOTAL
92/8/0
21. Did the Bank employee tried to: 1. Inform you about the new products of the Bank; 2. Give / sell you a credit / debit card; 3.
Inform you about the credit products; 4. Inform you inform on e-banking and its services; 5. He did not inform me of anything new
Tirana
9/3/6/0/83
Tirana
33/0/33/0/33
Provinces
12/92/2/75
Provinces
7/0/0/0/83
TOTAL
11/7/3/1/78
TOTAL
22/0/11/0/67
22. What was the response you received from the Bank employee when you requested a copy of your account transactions? 1. Served
you immediately; 2. Referred to Customer Service
Tirana
67/33
Tirana
NO DATA
Provinces
74/26
Provinces
NO DATA
TOTAL
71/29
TOTAL
NO DATA
23. Is the banking document you received clear and understandable? YES/NO
Tirana
100/0
Tirana
NO DATA
Provinces
55/45
Provinces
NO DATA
TOTAL
76/23
TOTAL
NO DATA
WSEAS TRANSACTIONS on BUSINESS and ECONOMICS
DOI: 10.37394/23207.2022.19.73
Orkida Ilollari, Manuela Meçe, Artur Ribaj
E-ISSN: 2224-2899
848
Volume 19, 2022
24. When you go to the Customer Service desk, what is the employee's behavior like? 1. Correct, professional, and satisfactory to
your needs; 2. Friendly, asking you for information to understand your needs; 3 In a hurry, give the impression that he wants to
finish work with you very quickly
Tirana
71/15/14
Tirana
40/40/20
Provinces
62/30/8
Provinces
53/29/18
TOTAL
66/24/10
TOTAL
50/32/18
25. What do you think of the Customer Service employee? 1. In order and pleasant; 2. Properly dressed; 3. Pleasant colors and hair
fixing; 4. Badly dressed and smelly / over perfumed
Tirana
71/15/14/0/0
Tirana
60/40/0/0/0
Provinces
78/17/0/5/0
Provinces
82/18/0/0/0
TOTAL
73/20/1/6/0
TOTAL
68/32/0/0/0
26. When looking for account type’ information, what is the impression you get? 1. The employee is informed about all types of
accounts; 2 The employee is not very clear with his explanations; 3 The employee seems unprepared for the explanations and
proposes to read the leaflets; 4. Expresses inability to respond to your request and directs you to another bank
Tirana
89/7/4/0
Tirana
75/0/25/0
Provinces
76/14/8/2
Provinces
82/18/0/0
TOTAL
81/12/6/1
TOTAL
80/13/7/0
27. When you receive account information, does he / she propose you to open an account? YES/NO
Tirana
52/48
Tirana
25/75
Provinces
47/53
Provinces
56/44
TOTAL
49/51
TOTAL
46/54
28. If so, was her/ his proposal valid in the context of the conversation and request you had? YES/NO
Tirana
64/36
Tirana
100/0
Provinces
51/49
Provinces
71/29
TOTAL
56/44
TOTAL
75/25
29. When looking for Loans information, what is the impression you get? 1. He / she is informed about all types of loans; 2 He / she is
not very clear with his / her explanations; 3 He / she seems unprepared for the explanations, and he / she proposes to read the
leaflets; 4. Expresses inability to respond to your request and directs you to another bank
Tirana
77/9/14/0
Tirana
100/0/0/0
Provinces
66/17/11/6
Provinces
100/0/0/0
TOTAL
71/14/12/3
TOTAL
100/0/0/0
30. When you receive information on Loans, does the employee make a proposal to apply for a loan? YES/NO
Tirana
45/55
Tirana
50/50
Provinces
46/54
Provinces
78/22
TOTAL
45/55
TOTAL
69/31
31. If so, was her proposal valid in the context of the conversation and the request you had? YES/NO
Tirana
45/55
Tirana
100/0
Provinces
41/59
Provinces
88/13
WSEAS TRANSACTIONS on BUSINESS and ECONOMICS
DOI: 10.37394/23207.2022.19.73
Orkida Ilollari, Manuela Meçe, Artur Ribaj
E-ISSN: 2224-2899
849
Volume 19, 2022
TOTAL
43/57
TOTAL
90/10
32. When looking for credit/debit card information, what is your impression? 1. The employee is informed about all types of
credit/debit cards; 2. The employee is not very clear with his explanations; 3 The employee seems unprepared for the explanations
and proposes to read the leaflets; 4. Expresses inability to respond to your request and directs you to another bank
Tirana
83/13/4
Tirana
67/0/33
Provinces
35/49/16
Provinces
75/25/0
TOTAL
53/36/11
TOTAL
71/14/14
33. When you receive credit / debit card information, does the employee propose to provide you with a credit / debit card? YES/NO
Tirana
53/47
Tirana
25/75
Provinces
35/65
Provinces
60/40
TOTAL
41/59
TOTAL
44/56
34. If yes, was her proposal valid in the context of the conversation and request you had? YES/NO
Tirana
65/35
Tirana
100/0
Provinces
33/67
Provinces
60/40
TOTAL
44/56
TOTAL
67/33
35. When you receive information on money / fund transfers, what is your impression: 1. The employee is informed about all types of
transfers; 2 The employee is not very clear while explaining; 3. The employee seems unprepared for the explanations and proposes
to read the leaflets; 4. Expresses inability to respond to your request and directs you to another bank
Tirana
84/16/0/0
Tirana
100/0/0
Provinces
63/29/8/0
Provinces
83/0/17
TOTAL
70/25/5/0
TOTAL
88/0/12
36. When you received information on money / fund transfers, did the employee propose you to apply for the services provided by
this Bank for transfers? YES/NO
Tirana
65/35
Tirana
50/50
Provinces
44/56
Provinces
20/80
TOTAL
52/48
TOTAL
29/71
37. When you received information on money / fund transfers, did the employee explained you about the benefits you have from the
Bank's transfer service? YES/NO
Tirana
63/37
Tirana
0/100
Provinces
42/58
Provinces
20/80
TOTAL
50/50
TOTAL
29/71
38. When looking for information on alternative payments through E-banking (telephone, internet, etc.), what is your impression? 1.
The employee is informed about all types of alternative services; 2. The employee is not very clear with his explanations; 3 The
employee seems unprepared for the explanations and proposes to read the leaflets; 4. Expresses inability to respond to your request
and emphasizes the negative aspects of E-Banking.
Tirana
91/9/0/0
Tirana
75/0/25/0
Provinces
73/21/3/3
Provinces
50/50/0/0
TOTAL
80/16/2/2
TOTAL
67/17/17/0
WSEAS TRANSACTIONS on BUSINESS and ECONOMICS
DOI: 10.37394/23207.2022.19.73
Orkida Ilollari, Manuela Meçe, Artur Ribaj
E-ISSN: 2224-2899
850
Volume 19, 2022
39. When requesting information on alternative payments (telephone payments, internet, etc.), did the employee propose you to
apply for E-BANK? YES/NO
Tirana
64/36
Tirana
75/25
Provinces
55/45
Provinces
0/100
TOTAL
58/42
TOTAL
33/67
40. When requesting information on alternative payments (telephone, internet, etc.), did the employee explained the benefits you
have from E-BANK? YES/NO
Tirana
73/27
Tirana
75/25
Provinces
59/41
Provinces
0/100
TOTAL
64/36
TOTAL
33/67
WSEAS TRANSACTIONS on BUSINESS and ECONOMICS
DOI: 10.37394/23207.2022.19.73
Orkida Ilollari, Manuela Meçe, Artur Ribaj
E-ISSN: 2224-2899
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Volume 19, 2022
