Study Analyzing the Mediating Effects of Customer Satisfaction in the Relationship Between ATM Service Quality and Customer Loyalty


  • Saoron Chandra



Service Quality, Customer Satisfaction, Customers loyalty, Private Banking Sector in Bangladesh.


The purpose of this study is to determinants of customer satisfaction, customer loyalty and ATM service quality in the Bangladesh banking sector. The Banking sector has been playing an important role in the overall economic Development of Bangladesh. Customer satisfaction is essential for the success of service firms like banks. Many studies show that service quality is related to customer satisfaction, and the quality of service is an important component of has become an aspect of customer satisfaction. This study, endeavors to discover and discuss the impact of service quality on customer satisfaction in private-sector banks in Bangladesh. First, seven dimensions of service quality such as tangibility, reliability, responsiveness, empathy, assurance, access, and effectiveness (Parasuraman, Zeithaml, & Berry, 1985) are considered the basis for this study. Second, as structured questionnaire with 5 points Likert scale has been used to collect the data by conducting the survey. For the convenience of the experiment, 400 questionnaire data are randomly sampled. The sample size is 400 and is chosen on a timely basis. Data has been analyzed Finally; we conducted the analysis using SPSS software (version: 17) on the 400-questionnaire data. The result of the study showed that tangibility, reliability, responsiveness, assurance, empathy, access, and effectiveness significantly and positively influenced customer loyalty in terms of satisfaction, which means that service quality dimensions are crucial for customer satisfaction in the private banking sector in Bangladesh.


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How to Cite

Chandra, S. (2022). Study Analyzing the Mediating Effects of Customer Satisfaction in the Relationship Between ATM Service Quality and Customer Loyalty. Frontiers in Business, Economics and Management, 7(1), 160–166.