Air Passenger Service Quality in Bangladesh: An Analysis On Biman Bangladesh Airlines Limited

1.
1 Preface:
Aviation plays a significant role in today’s social and economic prospects. It is a vital
component for development and growth. An extensive air transport represents the
infrastructural assets of a country. An Air transport provides cargo and passenger services
worldwide. It connects people and businesses to the global economy. So, the world demand
for air transportation has grown at a very rapid pace in the last several decades. It is predicted
to keep growing rapidly over the next several decades. Boeing -2000 forecasts suggest that
air travel will grow at an average annual rate of 4.8% over the period 2000-2019 (Boeing,
2000). But in case of Bangladesh, aviation industry faces a great challenge. Bangladesh
loses over four billion taka (around $57 million) annually.
Biman the national flag carrier of Bangladesh has started its journey from scratch virtually
with no aircraft, no ancillaries. It came into operation immediately after the war of
independence. Despite many odds on its journey towards a long and challenging way to
progress. Biman has been able to establish its reputation as an airline of welcome smile and
an ocean of hospitality. Biman now carries the nation's flag to 8 South Asian destinations, 6
South-East and Far-Eastern destinations, 9 destinations to Gulf and Middle-East region and 6
European and North American points. A steady progress has been made with better services
ensuring increased passengers. To make Biman passengers feel "once Biman always Biman"
the airline has recently brought in some qualitative changes in its service concept. Biman has
been aiming in achieving the goal of being truly international commercially viable airline of
the region with its warmth and friendliness, care, safety record, traditional hospitality and
comfort of the services it offered.
Bangladesh Biman is the flag carrier of Bangladesh Airlines. It’s main hub is at Shahjalal
International Airport in Dhaka. And it also operated its flights from Shahjalal Amanot
International Airport in Chittagong and Osani International Airport in Sylhet. It has air
service agreements with 42 countries, but flies to just 15 of them.
1.2 Rationality of the Study:

Already we are aware that each passenger has its own expectations before he/she having an
experience with specific airline based on some attributes such as last experience,
publications, news releases, friend’s or relative’s speech or recommendations, advertising
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and so on. After having the experience with that airline, he/she will have the perceptions
based on his/her expectations. The gap between customer's expectations and perceptions is
now a significant issue for finding out in which parts the airline has strengths or weaknesses.
Gap between customer's expectations and perceptions in airline service attributes help top
managers to understand to take some useful decisions. Service organizations have begun
focusing on the customer’s expectation of services and customer’s perceptions of service
because it helps to measure gap of service quality and managers can get opportunities to
develop and improve service performance. To make Biman passengers feel “Once Biman
always Biman” the airline has recently needed some qualitative changes in its service
concept “Air Passenger service quality in Bangladesh-Analysis on Biman Bangladesh
Airlines”. This report is based on customer expectation of service and customer perception of
service. In this report I will show which services are quality service and which are not, that
helps to Biman Bangladesh Airlines to give priories which services they need to develop,
which services they already provide good, what’s new services customers want. This report
also helps Biman Bangladesh Airlines to know about what types of service or quality of
services they provided and what types of services customers expect. This report helps to
managers of Biman Bangladesh airlines to understand in delivering which service attributes,
the airline industry is strong or weak in order to hold and monitor the strong attributes and
invest in the weak attribute.
1.3 Origin of The Report:

The perfect combination of theoretical knowledge and practice is paramount importance in
the context of the modern business world in order to resolve the dichotomy between these
two areas. Therefore, an Internship program is designed for the business graduates of
Bachelor of Business Administration of University of Dhaka on completing of the course to
acquire experience on the practical application of the theoretical knowledge set through the
course curriculum. This report was done during my internship period in Biman Bangladesh
Airlines Limited to fulfill the requirement of the course under the supervision of Ms. Jameni
Jabed Suchana. The topic was selected with able guidance of the supervisor.
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This paper is titled “Air Passenger service quality in Bangladesh; An Analysis on Biman
Bangladesh Airlines Limited.” originated from the fulfillment of the BBA program. I’ve
started my 3 months of internship at the Biman Bangladesh Airlines Limited, Head Office,
Kurmitola, Dhaka, on 19th February 2017 and at the end of the program I am submitting my
internship report focusing on the passenger service quality in Biman Bangladesh Airlines
Limited.
In this report, I have endeavored first to achieve and collect theoretical knowledge, second to
gather operation and practical knowledge is different areas of airlines industry. It provides
me rational analysis and special knowledge on airlines industry.
1.4 Scope of The Report:
The scope of this report is limited to the organizational structure, background and activities,
functions, revenue management system, and customer service of Biman as a while. The
duration of the study was limited in 3 months. This will indicate as to extent to which the
servicing capacity of the passengers and socio-economic development of the country by
proper utilization of services. This study is conducted in head office and various sections in
Sales and Marketing which various types of relevant data are collected that will focus the
whole passenger service system in Biman Bangladesh Airlines Limited.
1.5 Objectives of the study:

This study is to provide an overview of learning of an Intern during the Internship Program
and fulfill the Internship requirement. This study may be helpful to Biman Bangladesh
Airlines Limited, different market research firms as well as firms who are looking for
satisfying their customers. It will help them to fulfill the strategic gap, customers need and
re-position their service for passenger. Beside the general objective, this report can be
categorized into main objective and specific objectives. The objectives behind this report are
mentioned below:
a) Main Objective:
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The main objective of this study is to prepare an Internship report on the specified topic
working within an organization and implementing the knowledge that has been gathered
during the Internship Program.
b) Specific Objectives:
 The specific objectives of this report are as follows:

Measuring gap between management perceptions of customer’s expectations and
customer expectation about service.
 Identifying the service specification gap, the service delivery gap and the marketing
communication gap.
 Measuring service performance or service quality through evaluating the gap between
expectations and perception of service experienced.
 Understanding in delivering which service attributes, the airline industry is strong or
weak in order to hold and monitor the strong attributes and invest in the weak
attribute.
1.6 Types of Research:

This report is a both descriptive and quantitative report in nature which briefly reveals the air
passenger service quality in Biman Bangladesh Airlines Limited.
1.7 Sources of Information:

A number of procedures have been followed to prepare a meaningful report. The
information’s were collected in two different ways. Both sources have been equally used to
generate the report.
a) Primary Source
 To collect the primary data, the following steps have been followed to obtain the
research objective:
 Actively working through internship period with my on-site supervisor about the
topic.
 Collecting information from a sample survey
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 Face-to-face conversation with the respective officers and stuffs of the head
Office.
 Practical work experience in the different desk of the department covers.
 Relevant field study as provided by the officer concern.
b) Secondary Source
For completing this report in more organized way, I have also used several
secondary sources of data.
 Annual Report of Biman Bangladesh Airlines Limited, 2014-15.
 Website of the Biman Bangladesh Airlines Ltd
 Various books, articles regarding general airlines functions, and management.
 Relevant information published in various newspapers
1.8 Limitation of the Study

The main limitations of this study are the constraints of resources, access and time. It
is limiting the study of the island with airports. The choices of sampling method
depend entirely on the resources available.
 Time Limitation: Very limited time was one of the most faced obstacles while
preparing this report. The duration of preparing the full report in nearly two month,
which is very insufficient to understand about the passenger expectations and their
perceptions. Due to time shortage, details of many aspects of the services of Biman
Bangladesh Airlines have to ignore in this report.
 Place Limitation: It is not possible to reach everyone as well as all people to collect
the information. We have collected the information from the passengers in Motijheel
District office of Biman Bangladesh Airlines limited.
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2.1 Literature Review:
Various scholars have considered different dimensions of service quality. Gronoos (1884)
considered technical, functional, and reputation quality; Lehtinen and Lehtinen (1982)
considered interactive, physical, and corporate quality; and Hedvall and Paltschik (1989) focused
on willingness and ability to serve and the physical and psychological access to the service. In
conceptualizing the basic service quality model Rahaman R.K. & Rahaman Md. A (2009)
explored that overall service satisfaction depend on eight distinct service quality attributes like
security inside the plane, environment inside the plane, waiting arrangement, station information,
space for moving, security in the airport, behaviors of the staff in the station, waiting time.
Geetika & Nandan, S. (2010) revealed that, five factors were important for determining
satisfaction with air plane, the most important of which are refreshments, behavior, information
system efficiency, basic facilities and security factors. Parasuraman et al. (1985a) identified ten
key determinants of service quality as perceived by the service provider and the consumer,
namely, reliability, responsiveness, competence, access, courtesy, communication, credibility,
security, understanding / knowing the customer, and tangibility to formulate a service quality
framework, SERVQUAL. Parasuraman et al. (1988b) modified the framework to five
determinants: reliability, assurance, tangibles, empathy, and responsiveness, or RATER.
1) International Journal of Management and Strategy
Title: CUSTOMER SATISFACTION MEASUREMENT IN AIRLINE SERVICES: AN

EMPIRICAL STUDY OF NEED –GAP ANALYSIS
AUTHOR: Dr. Makarand Upadhyaya, Associate Professor (Marketing), College of Business

Management, Jazan University, Saudi Arabia.
In his study Dr. M Upadhaya has focused on customer complaint and its quick resolution. In
Airlines industry customer complains plays a vital role in customer satisfaction. He focused on 2
types of complain, controlled complaint are those which is under control such as fare related
problems, flight delays, misbehaviour by staff, etc. and uncontrolled are those such as weather
problems, technical fault, etc. So for solving these problems trained staff is required who can
effectively minimize or handle these problems.
2) International Review of Business Research Papers
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Volume 6.Number 6. December 2010 Pp.48 – 65
Title: A Comparative Study between Indian Public and Private (Low Cost) Airlines With
Respect To Their Passenger Service
Author: Dipa Mitra.
In her study she has given importance on healthy relationship between customer and the Airline
service provider. The Airlines Industry today should aim not only at delivery of the service to the
passengers, but they should also focus on satisfying the passengers with the services. They need
to know the customer preferences and should bring changes according to that. Then the customer
will be satisfied. Some of the private players are very much concerned about their passengers as
well as some of them are implementing low price strategy to attract the passengers. So in this
competitive age, the success of Airlines is very much dependent on the passenger service
provided at all levels, after and during the journey to make their passengers satisfied.
3) ZENITH
International Journal of Multidisciplinary Research
Vol.2 Issue 2, February 2012, ISS N 2231 5780
Title: A STUDY ON SERVICE QUALITY AND PASSENGER SATISFACTION ON INDIAN

AIRLINES.
Author: R.ARCHANA and DR.M.V.SUBHA
They have studied the factors which influences on passenger satisfaction. They have identified
that Cuisines provided, seat comfort, safety these factors have an important role in customer
satisfaction. They have also found that customer satisfaction depends on personal entertainment,
which is an important factor in flying decisions of passenger. According to their study online seat
booking, call centre facilities and reservation/cancellation is highest influencing factor in flying
decisions of the passengers.
4) Title: Application of Customer Relationship Management in Airline Industry
Authors: Mohammad. J. Tarokh and Mahmoud Majidi.
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According to Md J. Tarokh and Mahmoud Majidi customer relationship management has a vital
role in satisfaction of Airlines services. The marketers should understand the customer needs and
wants to satisfy those needs. For that building a good relation is very important with the
customers. They have talked about Airline e-CRM which provides an understanding of customer
behaviour and enables airlines to measure results of marketing changes. E-CRM supports fully
digital information exchange between airlines and customers, reduced cost of a customer contact.
It also helps to dynamically adapt to customer behaviors.
5) Title: “The Impact of Expectation & Perception on Customer Satisfaction in
Airline Industry (A Case Study of Mahan Air)”
Authors:DariushRafati and PeymanShokrollahi.
In their studies they have talked about the gap between customer expectations and perceptions
about services. They have said that according to the educational level the expectation of the
customer differs. They have also said that gap between customer's expectations and perceptions
in airline service attributes help top managers to understandwhich services are important to
customers and which services are consistent to customers’ perceptions.
6) INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN

BUSINESS
VOL 7, NO 9. OCTOBER 2015.
Title: IMPACT OF EMPLOYEE MOTIVATION ON CUSTOMER SATISFACTION: STUDY

OF AIRLINE INDUSTRY IN PAKISTAN.
Authors: Muhammad Bilal Ahmad, Ejaz Wasay and SaifUllah Malik.
Employee motivation is an important factor, which may be directly or indirectly related to

customer satisfaction. If the employees are well motivated then they perform better job. And if
the employees work efficiently and provide services to the customer then the customer get
satisfied. They have said employee motivation is affected by both personal characteristics as well
as workplace environment. If the employees behave nicely with the customer then the customer
feel good and they think the company is showing respect and providing value. And the employee
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behavior will be good when they will be motivated and there is a healthy pay system and work
environment.
7) Australian Journal of Basic and Applied Sciences, 5(11): 718-723, 2016
ISSN 1991-8178
Title: Customer Satisfaction Delivery In Airline Industry In Malaysia: A Case of Low Cost
Carrier.
Authors:JayaramanMunusamy, Shankar Chelliah, SivamuruganPandian.
They have found that the factors such as the pre-flight services which they are proving, customer
relationship management and cabin environment and in-flight services that customers are getting
influence customer satisfaction. If these are very good then customer gets satisfied. The
customers will be satisfied if the cabin facilities, baggage systems are well maintained. Customer
satisfaction also depends on how they are maintaining relationship with the customers. How the
staffs are behaving with customer, entertainment facilities, timing plays a key role in customer
satisfaction in Airlines Industry.
8) Open Access Scientific Reports. Degirmenci et al, 1:5
Title:Customer Satisfaction Measurement in Airline Services Using Servqual.
Authors: Elif Degirmenci, Huseyin Basligil, Ahmet Bolat and Yavuz Ozdemir.
In their study they have focused on service quality, CRM, Loyalty, Airline Service Quality etc.,
which play an important factor for customer satisfaction. To satisfy the customer the Airlines
Company should maintain good relationship with them. It will be possible when they will
provide the best quality service to the customer. The service provider should take care of in-
flight services, it has to be improved. Then the loyalty of customers will be increased. Customer
loyalty depends on the educational level of the customer.
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9) CFS AVIATION INDUSTRY CUSTOMER SATISFACTION SURVEY – 2010
In this report the study was conducted in Nigeria. It is found that they prefer advance ticket
booking services and they have bad experience. So to satisfy the customer the Airlines Company
should take care of this issue. Customers also think about safety and security in flight. So the
marketers need to improve the security system. The service providers need to make a smooth
process of ticket reservation and ticket cancellation. Customer satisfaction mainly depends on
these above issues.
10) Title: Improving Customer Satisfaction in an Airlines Industry.
By: BREAKTHROUGH MANAGEMENT GROUP INTERNATIONAL
According to the report the report Cabin appearance Staff should be trained well. They should
also give importance to build effective communication in all locations.
11) Title: Measuring Customer Expectations of Service Quality: case Airline Industry
By: Ekaterina Tolpa
Date: 06.06.2012
According to the report it is found that the importance is given on the quality of the services in
order to satisfy the customer. When the expectations of the customer get fulfilled then they
become satisfied. Service quality includes customer safety, flight frequency, reliability etc. They
should also focus on customer segmentation. When the flight frequencies get increased and
safety measure is available then the customers get satisfied.
12) Customer Satisfaction Heterogeneity and Shareholder Value

RajdeepGrewal
Alka V. Citrin
Murali Chandra shekaran
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Revision Requested, Under Second Review: Journal of Marketing Research
In this researcher paper researcher has describe the importance of investment. They have done a
research which says that shareholder value and the growth of company depends upon the
investment done by the company i.e. in which sector or in which department they has invested
its money. In this research they have adopted the view that customer satisfaction is a key
marketplace asset, they have tested two conjectures: (a) objective service quality and advertising
impact not only the level of customer satisfaction, but also the heterogeneity in this asset get
impacted, and (b) Satisfaction heterogeneity will decrease the utility of the satisfaction asset in
driving shareholder value, and also influence the contemporaneous volatility in shareholder
value. They have done this research using secondary data from diverse sources describing the
dynamics within the U.S. Airlines Industry over a 9year period from 1997- 2005. They come to
conclusion that increasing levels of satisfaction heterogeneity serve to reduce the volatility in
shareholder value.
13) International Air Transport Association (IATA)
Montreal — Geneva
Vision 2050
Giovanni Bisignani - Director General & CEO – IATA
The whole research is done on the future problems, need, requirement, changes that will be face
by aviation industry. The problem describe in this research is that the number of passengers
increasing day by day and the cost of travelling has decrease, if this the scenario now what will
be in 2050. So the modification that aviation industry should do for their benefits are mention
and research has been done on these things. Solution trace out by the research is that all the
company in this industry should be united and there should be no competition, all should go hand
in hand. Even they should pursue government to join with them. There should be change in the
leadership. They said that last decade has shown that by working together with a common
purpose, change is possible and also flexibility and openness to change will mark the way
forward.
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3.1Corporate Profile
Biman Flight Biman Bangladesh Airlines, popularly

known as Biman, is the national airlines of Bangladesh. A member of IATA, it flies
passengers and cargo to 18 international destinations in Asia and Europe. It goes to most
of the destinations directly or via a stopover. Convenient transfer connections from
Dhaka to regional destinations are easily available. Biman is reputed for its well-trained
and dedicated crew with appreciable safety record.
Biman came into being on January 04, 1972 with a gift of DC-3 aircraft from
Bangladesh Air force. Presently Biman has two Airbus A310-300, two Boeing 737-800,
four Boeing 777-300ER, One Boeing 777-200ER (On lease from Egypt Air) aircrafts for
its fleet.
The airline’s Reservation and Departure Control System and other communication
systems are fully computerized. Biman is now striving to make the airline more
attractive to its valued passengers by fixing priority on providing more comfort and
maintaining schedule regularity.
Biman does entire maintenance work on its F-28 aircraft. Biman is also doing C-check,
D-check on DC10-30 and A310-300 in its hangar complex at Dhaka. Checks, repair and
maintenance of one DC10-30, one wide bodied Boeing and two F-28 aircraft can be done
simultaneously there.
In addition to its own aircraft, Biman’s ground-handling unit also provides support to
Singapore Airlines, Thai Airways, Malaysia Airlines, Qatar Airways, Emirates, Kuwait
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Airways, Oman Air, Saudia, Gulf Air, PIA, Indian Airlines, Dragon Air, Druk Air, etc. at
Hazrat Shahjalal International Airport, Dhaka.
Biman Flight Catering Center (BFCC) has the capacity of producing 8500 meals a day
and is providing cuisine not only to Biman but also to Saudia, Etihad, Malaysia Airlines,
Thai Airways, Emirates, Dragon Air and China Southern Airlines.
Biman Bangladesh Airlines Training Center (BATC) has been training its ground, flight
service and technical personnel to meet the growing needs of Biman’s manpower. The
center has also been turned into a seat of training and technical seminars for local travel
agents and some foreign airlines.
Biman Poultry Complex, a subsidiary of Biman was formed in 1976 and was put into
operation in November 1980 to create a profit earning concern to augment the cash flow
of Biman. The complex is situated 40 km north-west away from Dhaka City over 75
acres of land at Ganakbari, Savar, Dhaka. Center (BFCC) has the capacity of producing
8500 meals a day and is providing cuisine not only to Biman but also to Saudia, Etihad,
Malaysia Airlines, Thai Airways, Emirates, Dragon Air and China Southern Airlines.
Biman Bangladesh Airlines at a Glance:
Founded 4 February, 1972

Commenced operation 4 February, 1972
Hubs Shahjalal International Airport
Secondary Hubs Shah Amanat International
Airport,Chittagong.
Osmani International Airport, Sylhet.
Frequent Flyer Program Biman Loyalty Club
Subsidiaries Biman Flight Catering Centre (BFCC),
Biman Poultry Complex,
Biman Ground Handling,
Biman Airlines Training Center (BATC).
Fleet size 9
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Destinations 15
Slogan Your home in the sky
Headquarters Balaka Bhaban, kurmitola, Dhaka
Website: www.biman-airlines.com
Table 1: Biman Bangladesh Limited at a glance
3.2 History:
Biman Bangladesh Airlines was established on 4 January 1972 as Bangladesh's national airline
under the Bangladesh Biman Ordinance. The initiative to launch the flag carrier was taken by
2,500 former employees, including ten Boeing 707 commanders and seven other pilots of
Pakistan International Airlines, who submitted a proposal to the government on 31 December
1971 following the independence of Bangladesh. The airline was initially called Air Bangladesh
International but was soon changed to its current name.
In modern Bengali, the word Biman refers to "aero plane", a name given to a flying machine
mentioned in ancient Vedic literature the logo, painted on the tail, is a stylized white stork inside
a red circle.
The initial livery was a dark blue line extending across the aircraft along the windows and
covering the tail section. In 2010, Biman went through a rebranding exercise and unveiled a new
logo and livery which was applied to its first leased Boeing 777 aircraft. However, following
elections later that year, Biman was forced to revert back to the original branding as the new
brand image was not endorsed by the incoming government. The Bolaka has also given its name
to the Biman headquarters, the Balaka Bhaban.
On 4 February 1972, Biman started its domestic service on the Dhaka–Chittagong, Dhaka–
Jessore and Dhaka–Sylhet routes with a World War II vintage Douglas Dakota and Douglas
DC3, both gifts from the Bangladesh Air Force. On 4 March 1972, Biman started its
international operations with a weekly flight to London using a Boeing 707 chartered from
British Caledonian. The short haul fleet was supplemented by a Fokker F27 from India on 3
March 1972; the aircraft was employed on a daily scheduled flight between Kolkata and
Dhaka on 28 April 1972.
In 1983, three Douglas DC-10s joined the fleet and the airline started to phase out the Boeing
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707s. The flight network expanded further to include Baghdad (1983), Paris (1984) and Bahrain
(1986). On 4 August 1984, Biman faced its worst accident when a Fokker F27 flying in from
Chittagong crashed near Dhaka, killing all 49 on board, including Captain
Kaniz Fatema Roksana, the airline's first female pilot. The long haul fleet was then supplemented
by the purchase of two new Airbus A310s in 1996, followed by the addition of two more in
2000, from Singapore Airlines and Air Jamaica, and another in 2003. In the
2005–06 fiscal years, Biman carried 1.15 million passengers, a growth of 70% over the previous
decade. With the rise of private domestic carriers in Bangladesh, however, Biman's market share
for domestic passengers dropped by 35% over the previous ten years' average.
3.3 Executive directors:
Position Name of The Executive Directors
Managing Director & CEO Mr. A M Mosaddique Ahmed
Director, Customer Services(Acting) Md. Atique Sobhan
Director, Engineering & Material Wg. Cdr. M M Asaduzzaman (Retd.)

Management
Director, Flight Operations Capt. Farhat Hassan Jamil
Director, Procurement & Logistic Md. Atique Sobhan

Support (Actg.)
Chief Financial Officer Vineet Sood
Director, Marketing & Sales( acting) Mohd. Ali Ahsan

Director, Administration Mohammad Mominul Islam
Table 2: Executive Directors

3.4 Vision and Mission of Biman Bangladesh Airlines Ltd.:
Vision
To establish Biman Bangladesh Airlines Limited in the aviation market as a world-class airline.
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Mission
To provide safe, reliable, efficient and economical air transport services and to satisfy customer’s
expectations while earning sustainable profit and continuing to be a caring employer.
3.5 Services of Biman Bangladesh Airlines Limited:
3.5.1 Flights Classes & Fleet Information:
Biman Bangladesh Airlines are now offering Advanced Seat Reservation through the
BIMAN sales outlets and website, allowing Passenger to select the right seat for OWN all
before reaching the airport for check-in.
This service is provided free of charge for BIMAN’s Domestic and International flights.
Business Class
Arrive ready to work and travel in the most comfortable Business Class ever offered by Biman
Airlines. Enjoy our newly equipped Boeing 777 aircraft and the distinct service with premium
meal, beverages and in-flight entertainment.
Economy Class
Enjoy the comfort and affordability of Biman Economy class. When you choose our best-value
economy services you’ll find everything included in the price, with no hidden surprises. It all
adds up to a smoother, more pleasant experience
On 4th January 1972, Biman Bangladesh Airlines made its journey with a DC-3 aircraft.
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After procured two-F-27s, Biman finally took-off on March 7, 1972 with domestic flights to
Chittagong and Sylhet from its base in Dhaka. Shortly afterwards, a Boeing 707, joined the
airline’s fleet, allowing Biman to begin international flights. By the end of the seventies, Biman
had a fleet of 8 F27 and 5 Boeing 707. Biman was serving 7 domestic and 18 International
destinations. Biman made purchase of two new Airbus 310-300 in 1996. These were two of the
last few 310s manufactured by Airbus. The airline operates its own ancillary and maintenance
facilities at Shahjalal International Airport, where it carries out all maintenance work on its F28s,
and C-Checks on DC-10-30s and A310-300s.
Current:
Biman Bangladesh Airlines fleet includes the following aircraft (as of 2016)
Table 3: Fleet information
3.5.2 Hajj Operation

In addition to normal passenger the annual Islamic pilgrimage to Mecca for the Hajj is
undertaken by thousands of Bangladesh’s predominantly Muslim population. Biman carries a
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loin portion of these pilgrims. In 2002, the government of penned up the service to private
operator Air Bangladesh. The initial private flights were plagued with delays, with both outgoing
and return flights postponed for as long as nine days, which caused the Bangladesh government
to return the Hajj flights monopoly to Biman. In June 2007, the caretaker government approved a
three year Hajj policy to alleviate the problems encountered during the previous two years. Hajj
flights of Biman used to continue from Bangladesh’s two other international airports, Shah
Amanat International Airport, Chittagang and Osmani International Airport, Sylhet.
Biman in honored to have the opportunity to serve the Hajj operation. During the fiscal year, it
successfully transported 31,700 hajj Pilgrims to Saudi Arabia through operation of 54 hajj flights
and also 32 scheduled flights from Dhaka and Chittagong. During the previous year, Biman had
transported 29,604 hajj Pilgrims through 40 Hajj flights from DAC-LHR-DAC by other airlines.
Biman put out a tender for the wet lease of two aircraft for additional Hajj flights and reached an
agreement with Phuket Air. However, the deal fell through in August 2007 after Phuket Air
demanded advance payment of 30% instead of the previously agreed-to 10%. Ausban
Aeronautical Services of Australia was selected next, following a re-tender, to fill the gap left by
Phuket Air. In 2008, Biman wet-leased a 542-seater Boeing 747-200 from Kabo Air of Nigeria
for six months to operate flights to Saudi Arabia and the UAE. Another 512-seater Boeing 747-
300 was leased from Orient Thai Airlines.
As of August 2016, Biman still experienced difficulties in providing their scheduled services, as
the carrier gave priority to the transportation of pilgrims to Jeddah during the Hajj season using
aircraft that otherwise were flown on its regular flights. Despite this, the airline reported a profit
of almost BDT 1 billion from the 2016 Hajj season, the highest results ever since these services
were started in 1973.
3.5.3 Cargo Service

Biman also operates a cargo service using the cargo holds of its passenger aircraft to ship freight
to international destinations. It has established Cargo Village at Shahjalal International Airport
where the cargo is packaged and labeled before being loaded onto its aircraft.
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Biman also operates a cargo service using the cargo holds of its passenger aircraft to ship freight
to international destinations. It has established a Cargo Village at 29 HazratShahjalal
International Airport where the cargo is packaged and labeled before being loaded onto its
aircraft. While the air cargo industry in Bangladesh grew by 16.5 %( fiscal 2014-15).Biman’s
cargo operations remained stagnant when private operators such as Bismillah Airlines,Best
Aviation and Air Bangladesh witnessed a 108%growth from the previous year. The private
operators increased their share of the cargo market by 10.6% and were responsible for handling
24% of the total 99,000 tons of cargo at the expense of both Biman and foreign airlines which
saw a reduction in their shares by 4.6% and 6% respectively. Foreign airlines handled 47% of the
total cargo with Bismillah Air taking on the remaining 29%.
3.6 SWOT Analysis of Biman Bangladesh Airlines Limited:
Biman Bangladesh is promising service sector for travel and tourism industry in Bangladesh as
well as for aviation industry. The importance and the opportunity are increasing for this sector
day by day though the competition is also growing in a rapid number. Modern Airlines, better
service facilities, on time schedule, etc. are threats for the airline. Biman’s most weakness point
is the lack of aircrafts and human resources
Strengths:
 The experienced manpower that it is really a good strength of Biman to lead the market.
This efficient Manpower is mostly experienced in the field rather than the itinerary
experts of present days.
 Being the national flag carrier, Biman bears the symbol of our independence and
sovereignty which is definitely strengths of the marketing of Biman.
 All of the departments of Biman Bangladesh Airlines Ltd. Are at one building in Balaka.
 During work load, employees come to complete the task from the other departments and
these strengths can produce more revenue.
Weakness:
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 The main weakness of Biman is the miss management. The management of Biman
could never work independently since the government owned the organization.
 Lack of own aircrafts in the fleet is one of the major weakness of Biman Bangladesh
Airlines Limited and these affects to maintain flight schedule and completion with
other airlines.
 Communication Gap with the related sections, lack of time.
 Biman Bangladesh Airlines Limited does not possess any Human Resource
Information System (HRIS) to recruit, select and make employee inventory.
Opportunities:
 If Biman Bangladesh Airlines Limited add more aircrafts in their flights and
develop their passenger services it will be the most emerging airlines in South
Asia.
 According to the demand and cargo transports, Biman could earn more revenue
from their passengers from different sections.
 As Bangladesh Government possesses more share of Biman Bangladesh Airlines
Limited, people prefer this job for high security.
 It is the most reputed airline in Bangladesh. That’s why people want to do job in
this organization.
Threats:
 The more competitions in the airlines make this airline a threat for their
passenger.
 People in general have a wrong perception about this organization. They
always find this place a place of corruption. So, the talented persons always
look for lucrative and better job which will offer them a handsome salary with
respectable position. In this case, Biman lag behind.
 Lack of aircrafts makes it quite impossible to maintain the flight schedule and
reach safely.
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4.1 In Flight Services
Biman has incorporated suggestions of many of their traveler into the most creative
menus you’ll find in the air. For the outbound flight from Dhaka all the foods are
carefully prepared by Biman Flight Catering Centre (BFCC). BFCC proudly offers flight
catering services to many other airlines in the foot print. Menus still taste wonderful at
30,000 feet. They have different types of delicious food for different time of the day.
Biman has relaunched its In-flight

Magazine re-branded as ‘Bihanga’ in September 2013. This magazine is both English
and Bengali. The newer Boeing 777s is equipped with modern in-flight entertainment.
Every seat is fitted with personal touch screen displays loaded with movies, songs and
games. 777s are equipped with modern in-flight entertainment. Every seat is fitted with
personal touch screen displays loaded with movies, songs and games.
4.2 Ticketing
An agreement was signed with Amadeus in 2007 to upgrade Biman's ticketing system
with an e-ticketing solution to comply with IATA rules, which set out a deadline of 31
December 2007 for all member airlines to switch over their ticketing systems. E-ticketing
has enabled major airlines to provide online check-in facilities, reducing the need to
queue up at check-in counters. However, Biman has not made any attempts to improve
customer service through the adoption of e-ticketing, although it has been able to reduce
its own costs. In 2005, Biman had briefly stopped using the Amadeus ticketing system
when the government suspended the operation of a local Amadeus subsidiary following a
court order, after allegations of money laundering. The suspension, however, lasted only
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a month, and was lifted after the writ was appealed in the High Court. In 2013, Biman
signed an agreement with German e-ticketing company Hahn Air, enabling Biman's
tickets to be purchased from anywhere around the world.
4.3 Frequent flyer Program
Biman launched a frequent-flyer program, named Biman Loyalty Club, in November

2013. It offers rewards such as tiered benefits, mileage bonuses, extra baggage, lounge
access and priority check-in at airports. As of July 2014, the frequent-flyer program had
8,000 members.
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5.1 Defining Service Quality
A study carried out by Johns, (1998, p.954) points out that the word “service” has many
meanings which lead to some confusion in the way the concept is defined in management
literature, service could mean an industry, a performance, an output or offering or a
process. He further argues that services are mostly described as “intangible” and their
output viewed as an activity rather than a tangible object which is not clear because some
service outputs have some substantial tangible components like physical facilities,
equipment and personnel. Airline industry services are divided into in-flight services and
ground services.
1. Ground services have some indexes for example: check-in services for passengers,
airline lounges, and sending passengers baggage to baggage claim area.
2. In-flight services have also some indexes for example: in-flight entertainment, food
and beverages, comfort seat and so on.
In recent years, it is commonly agreed that service quality is the outcome of evaluations
made by the customers. The general logic is obvious, since the customer’s own
evaluation influences his/her future behavior such as returning next time or positive
accounts to relatives (Zeithaml et al., 1990; Grönroos, 1984; Brown et al., 1991).
Moreover, most service quality writers, belonging to one of the two prevalent schools of
thought, agree that the customers evaluate service quality by the outcome of a
comparison between their expectations of the service performance and their perception of
the actual service received. This is consistent with Garvin’s definition on value-based
quality (Garvin, 1988), and the condition can also be seen in Grönroos’s definition of
service quality: “The perceived quality of a service will be the outcome of an evaluation
process where consumers compare expectations with the service they perceive they have
got” (Grönroos, 1983) Furthermore, Zeithaml et al. (1990) support that service quality is
evaluated by comparing customer expectations with customer perceptions of the service
delivered: “Perceived service quality is a form of attitude, related but not equivalent to
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satisfaction, and results from a comparison of expectations with perceptions of service
performance” (Zeithaml et al., 1990)
Looking at the definition above, Zeithaml et al. go further than saying that service quality
is only a comparison of expectations and perceptions. They state that service quality is a
form of attitude, meaning that customers can have a perception of a specific service even
though they have never used it before.
5.2 Gaps between Passenger expectations and perceptions:
There exists a gap between expected service quality and perceived service quality. In an
attempt to explain such gap, (Parasuraman et al 1985), came up with a “gap model”
which is intended to be used for analyzing sources of quality problems and help
managers understand how service quality can be improved.
Firstly, the model demonstrates how service emerges. The upper portion of the model
includes phenomena related to customers, while the lower portion includes phenomena
related to the service provider. The expected service is a function of the customer’s past
experience and personal needs and of word of mouth communication.(Parasuraman, A.,
Zeithaml, V.A., Berry L.L. 1985)It is also influenced by the market communication
activities of the firm. The service experienced, which in this model is termed as
perceived service, is the outcome of a series of internal decisions and activities.
Management perceptions of customer expectations guide decisions regarding service
quality specifications to be followed by the company when service delivery (i.e. the
execution of the service express) occurs.( RasmusLindstrøm Jensen2009) The customer
experiences the service delivery and production process as a process-related quality
component and the technical solution received by the process as an outcome-related
quality component. As illustrated, marketing communication can influence the perceived
service and also the expected service. This basic model demonstrates the steps that have
to be considered during analyzing and planning service quality. The five discrepancies
(so-called quality gaps) between the various elements of the structure are a result of
inconsistencies in the quality management process. (Parasuraman 1985) The ultimate
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gap (Gap 5) i.e. the gap between expected and perceived (experienced) service is a
function of other gaps that possibly occurred in the process.
Figure 1: Gaps model of Service Quality
5.3 Flight Service Quality Dimensions:

Service quality is a perception of the customer. Customers, however, form opinions
about service quality not just from a single reference but from a host of contributing
factors. Service marketers need to understand all the dimensions used by customers to
evaluate service quality. David Garvin in the article ‘Competing on the Eight
Dimensions of Quality’ identified the following eight dimensions of quality applicable
to both goods and services. These include: Performance, Features, Reliability,
Conformance, Durability, Serviceability, Aesthetics, Perceived quality or prestige.In a
further refinement of their earlier factor identification, Parasuram, Zeithmal and Berry
has identified the following five dimensions of service quality as crucial. These are:
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5.3.1 Tangibles
It refers to physical facilities, equipment, and appearance of a service firm’s employees.
The job of the tangible and physical evidence of a service is multifunctional. When a
patient in the waiting room of a clinic sees the doctor’s certificate, he becomes aware of
the quality of service he is about to receive. If a dental clinic provides patients with clean
rubber footwear and freshly laundered bibs or coats before the actual service, the patients
and their accompanying relatives or friends will be impressed. A dentist dressed in a
spotless white coat is likely to impress, them even further. Tangibles provide the
customer proof of the quality of service. There are some variables those are used to
measure service performance showed below:
 Appearance, attitudes and uniforms of employees

Every passenger expects that appearance and attitude of airline personnel must be
good. They expect personnel of airlines attitude must be cool. Passengers also expect
that uniforms of airline personnel are being always neat and clean, and they behave
well. If passengers are not getting these types of attitudes they feel negative service
quality of airlines. So this variable is perfect to measure customer’s expectation and
perception of service.
 Good on-board services (meals, drinks & newspapers):

This variable is selected for measuring in flight service performance. In tangible
factors physical facilities are selected to identify service quality. For this reason this
variable is selected to question to measure service quality through identify service
expectation and service perception.
 In-flight computer games, movies, and music and entertainment programs:

In a journey everyone wants to enjoy. For this reason they expect in flight computer
games, movies, music or any entertainment facilities. These facilities make them
happy and they can keep their flying time enjoyable. But if they don’t get this
facilities with well served they become unhappy. Because they expect all the movie
or music or games are up dated. So this variable I use in my report to identify service
26 | P a g e
performance through measuring service expectation and service perception gap
analysis.
 Good on-board facilities (seat comfort & spacious)

In flight passengers expect good on board facilities like seat comfort and spacious. It
is the vital service that passenger’s want from the airlines, because if the seat is not
comfortable or spacious, passengers don’t feel them comfortable. If the journey is too
long and passengers get uncomfortable it makes them unhappy. So this variable is
need tom report for measuring customer’s expectation and perception.
5.3.2 Reliability:
This dimension is shown to have the highest influence on the customer perception of
quality. It is the ability to perform the promised service dependably and accurately.
Sahara Airlines, an upcoming domestic air carrier within India, has been striving to
protect itself as a reliable airline. It hopes to differentiate itself from other airlines Indian
Airlines. To p[protect this reliability, Sahara Airways has a scheme of full refund plus a
coupon of Rs3,000 to every passenger on delay of flights by more than 59 minutes. When
service delivery fails the first time, a service provider may get a second chance to provide
the same service in the phase called ‘Recovery’. The expectations of the customer are
usually higher during the recovery phase than before because of the initial failure. Thus,
the service provider is likely to come under greater scrutiny, thereby increasing the
possibility of customer dissatisfaction. The reliability dimension, which ensures timely
delivery time after time, helps the service provider to meet the customer expectations
fully at the lowest level of service expectation.. There are some variables those are used
to measure service performance showed below:
 Efficiency of the check-in process
Before boarding in flight there is a process that is check in process. If the personnel of
airlines are not efficient they cannot provide easy and efficient check in service.
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Passengers expect check in service must be quicker. That is why efficient instrument and
efficient personnel needed to provide these services. So this variable is perfect for
measuring service performance and help to take initiatives for provide better service.
 On-time performance of scheduled flights:
Everyone expect that their flight departure and arrive in time. Everybody have time
schedule for work or business or for other things. If they do not go the right place in time
they suffer a lot. It is also so boring for waiting their flight too long. On time arrival and
departure is the vital dimension to satisfy any passenger. In airlines for providing better
service performance it must be needed in on time flight schedule. All passengers expect
that their flight on time. If it is not they get negative message about the service quality of
the airlines. So this variable is correct one to identify service performance of Biman
Bangladesh Airlines.
 Good procedures for delayed or missing baggage:
Passengers expect that there baggage must be safe. All the assets and needed things,
documents if missing there all will be lost. That’s why they always concern about their
baggage. If anyhow they suffer for delayed or missing baggage they expect easy way of
complain and recovery. If they don’t get they will be dissatisfy and there perceived
service experience getting down about the airlines. They don’t believe that there baggage
will miss. So they believe those airlines that take care about their baggage and safely
return to passengers. This variable is so vital to measure any airline’s service
performance.
5.3.3 Assurance
It defined as the ability of the company to inspire trust and confidence in the service
delivery. It refers to knowledge and courtesy of the service firm’s employees and their
ability to inspire trust and confidence in the customer toward the company. This
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dimension is considered vital for services that involve high risk as customers may not be
able to evaluate all the uncertainties involved in the process by them. Example: Medical
services requiring complex uncommon procedures, sales / purchase of financial
securities, investment issues, legal affairs, etc. demand this service quality dimension.
There are property developers/builders who provide a list of previous buyers of flats or
apartments to potential buyers. The evaluation of construction services is beyond
technical capabilities of most buyers. However, the prospective customers are free to call
the previous customers. When prospective customers hear from them about the company
and its satisfactory delivery, they feel assured and develop a more positive attitude
towards the company. There are some variables those are used to measure service
performance showed below:
 Patience in resolving passengers’ problems:
Passengers expect that if they face any problem about anything or services airline
must resolve their problem. Always passengers are want different sort of things in
flight for their entertainment and expect airlines provide them or if they face any
problem about food or beverage facilities, seating problem, if they fell sick they want
that airlines easily can handle the problem and resolve it. This kind of service makes
them satisfactory if they get proper service but if they do not get they are getting
dissatisfy about their expectation and perception.
 Safety performance of airline:
Every passenger expects good airline flight safety and security. Most of the people do
not know about airline safety measures but they expect the safety measures must be
updated that can make them assure. Educated people know about more safety and
securities and that’s why they expect more. If they don’t get these safety measures
they fell in secured and the get negative aspect about airlines service. So these
variables help me to measure service performance.
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 Sincere and responsive attitude to passenger complaints:
Passengers of airlines expect if they have any complain about the service of airlines,
airlines must efficiently handle the complaint that means they get the complaint and
work to resolve the problem. If they will do not passengers get negative message
about service of airlines. So this variable is appropriate for measuring customer’s
expectation about this service and their perception about this service.
5.3.4 Responsiveness:
It is the willingness of the service firm’s staff to help customers and to provide them
with prompt service. The customers may have queries, special requests, complaints, etc.
In fact, each customer may have problems of his or her own. While the front-end
employee may have been trained or equipped to deliver standardized services, the
customers want them to go beyond this limit. It is the willingness to help the customer or
willingness to go that extra distance that is responsiveness. Example: A customer calls
room service to find out if they would pack a Jain lunch. It is not the hotel’s normal
policy to cook such specialty and customized meals. However, the customer being very
religious minded would be very pleased if the hotel could pack it for him to carry and eat.
This may impose some strain on the kitchen. However, the hotel may be rewarded in two
different ways if it agreed to provide the meal. The customer would be very pleased with
the service and is very likely to recommend the hotel to his friends and acquaintances. In
addition, the hotel could charge extra commensurate with the extra efforts. He is unlikely
to mind paying more. The second aspect of responsiveness is speedy response to a
customer request. When response is delayed customers usually loses interest. Many sales
representatives respond on the phone, ‘I will call you back’. The call is never returned.
The customer draws his or her own conclusion about the quality of service he is likely to
receive in the future. There are some variables those are used to measure service
performance showed below:
 Capable to response to any situations

 Passengers of airlines expect that if they ask any question or ask for something they
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need they can easily get these from in-flight service personnel. Passengers like
responsive employees. If the response of employees not satisfactory passengers get
hurt and their expectation not fulfill. In this situation we get a gap about passengers
perception and there expectation of services.
 Attention to passengers’ specific needs
In flight every passengers expect they get a good attention by stewardesses.

Passengers needed stewardess for getting in flight service. Some passengers have
little knowledge about airline in-flight service. They have no idea how to tie seat belt,
how comfort the set, where is the fresh room etc. For these reason they expect
stewardess attention. If they do not get their attention service of the airlines they
become unhappy and they perceive low rank services. It is a variable that help me to
measure service performance.
 Employee’s willingness to help passengers

Employees are deployed in their jobs to do their work well. Employee of airlines also
has same duty. So passengers of employee expect help from them if they need.
Employees must have the willingness to help passengers. If they do not do their right
job, passengers get negative message about the service. This low quality service
makes a gap between customer’s expectation and perception.
5.3.5 Empathy:
It refers to the caring, individualized attention the service firm provides each customer.
When service provider puts himself in the shoes of the customers, he may see the
customer’s viewpoint better. When customers feel that the provider is making his best
effort to see their viewpoint, it may be good enough for most. Example: a lady customer
with a young child arrives slightly late at the check-in counter and requests the agent for a
seat along the aisle and near the toilet. Even if all such seats have already been taken up,
the agent and the airline may make even effort to request another passenger to exchange
seats and meet the customer demand. The lady passenger would be delighted if her
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request could be honored despite the last minute checking in, and even if she does not get
such a seat, she would be grateful for their effort. There are some variables those are used
to measure service performance showed below:
 Convenient flight scheduling:
Every passenger expect convenient flight schedule from airlines. If the schedule of
airlines do not convenient they passengers do not feel good. Passengers expect flight
when they need for and fulfilling customer’s expectation it is necessary to provide
convenient flight schedule. So this variable helps me to measure service performance,
because it is the variable that is influence customers expectation and perception.
 Spontaneous care and concern for passengers’ needs:
Passengers want or expect that the airline personnel provide spontaneous care and
concern to them. Customers are expected that stewardess always come to them and ask
them about their journey and for anything needed. But if passengers do not get
spontaneous care and service, their perception get change. So this variable is perfect for
measuring the gap between expectation and perception.
 Frequent cabin service rounds by flight attendants:
Passengers are expecting that stewardess provide frequent cabin service rounds. If this
service is frequent passengers can easily ask them for something they needed. So
passengers are expecting from them to provide round service. This variable helps me to
measure customer service performance because this variable also helps me to identify
service expectation and service perception.
 Helpful employee’s behavior to delayed passengers:

Sometime flight getting late due to technical problem or weather problem and it is totally
unfortunate. In this moment passengers get worried about their flight. Because, they have
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different schedule for different types of work. In this moment passengers expect helpful
behavior from employees. When flight delayed employee of airlines must assure
passengers when the flight will come, where they stay during this time etc. Everyone
expect help from the employee. So this variable is a vital one to measure customer’s
expectation and perception about the service.
5.4 Importance-Performance of services:
Nowadays, one of the most important challenges for organizations is the marketing
strategy or in other words the approaches which have adopted by organizations in a world
competitive market. One important strategy in airline industry or service industry
organization, understands the importance of performance analysis. The grid has four
quadrants.
Concentrate here: it means that the service attributes are important to customers but the
service quality level is not as good as it must be, as a consequence the airline company
must improve these attributes in order to satisfy their customers.
Keep up the Good Work: it means that the expectations of the customers and the service
attributes performance by the organization are aligned with each other and both of them
are in high level.
Low Priority: it is obviously clear that the low importance and low performance are the
vertical and horizontal axis for this part of the grid. These attributes are less important to
the customers and it is illogical to spend resources or focus in this territory.
Possible Overkill: it contains low importance service attributes and low service quality. It
is undeniable that managers must recognize which service attributes place in which
quadrant in order to allocate the resources in the best way. This technique helps airline
companies to understand their strengths and weaknesses. Finally this method clarifies the
path for managers for better investing, monitoring, focusing and planning for the future.
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6.1 Research Design & Methodology:
Having established clear objectives for the research and conducted an analysis of existing
subject-specific and theoretical literature, it is now possible to specify research
methodology that will guide the collection and analysis of the empirical data. Following
figure provides an overview of the methodology and its relationship with other elements
of this thesis.
1. Research Design
2. Data Collection &

Preparation of Survey Question
3. Passenger Survey
4. Analysis of Survey
5. Conclusions &
Recommendations
Figure 1: An Overview of the Methodology and its Relationship with Other

Elements of the Thesis.
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6.2 Data collection methodology:
 Yin (1994) stimulates as an overriding principle of research the use of multiple
sources of evidence. Having conducted interviews with the airline and airport,
alternative sources of information were sought. Gillen (1997) identifies six key
types of evidence to support case study arguments: Documents, Records,
Interviews/survey, Detached observation, Participant observation, Physical
artifacts Of these six types of evidence, four were used for this research, namely
interviews, detached observation through a visit to the airport, documents and
records. Using these different approaches is advantageous as any findings or
conclusion in a case study is likely to be much more convincing and accurate if it
is based on several different sources of information (Yin, 1994).
And then the survey questionnaire was prepared. There are 3 stages of testing
survey questionnaire.
Question Development
Questionnaire Development
Polishing Pilot Test
6.3 Passenger Survey

The thesis applies the qualitative and quantitative analysis to evaluate the passenger
service quality of Biman Bangladesh Airlines Limited to obtain the objective. Biman
Bangladesh airlines is a national flag carrier. So, the survey on this airline is considered
especially. Based on a questionnaire survey of 50 passengers of Biman, the paper tried to
find out the present service quality of Biman.
6.4 Analysis of Survey:

In this study questionnaire analysis was used and as such two questionnaire surveys were
adopted. Finally the survey information was analyzed by score method (there are five
score with
(1 = Strongly Disagree,
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2 = Disagree,
3 = Neutral,
4 =Agree,
5 = Strongly Agree)
to measure the passenger service quality. A summary of the documents and records obtained
and used as part of the study along with their function.
6.5 Passenger Survey:
The thesis applies the qualitative and quantitative analysis to evaluate the passenger
service quality of Biman Bangladesh Airlines Limited to obtain the objective. Biman
Bangladesh airlines is a national flag carrier. So, the survey on this airline is considered
especially. Based on a questionnaire survey of 50 passengers of Biman, the paper tried to
find out the present service quality of Biman. And this survey was conducted on District
Sales Office, Motijheel Branch of Biman Bangladesh Limited.
6.6 Conclusions & Recommendations:

This chapter has addressed and documented the selection and execution of two methods
to address the research objectives. These questionnaires, interviews will provide detailed
causal evidence with regards to establishing conclusions for the research. This two
pronged approach was found to be necessary in order to fully meet the objectives of the
research and ensure the findings are robust. The mechanics of undertaking the chosen
methods and analyzing the results were also described so as to ensure that the research
can be repeated or developed if necessary in the future.
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7.1 Frequency Distribution: Passenger’s Demographic Stages:
The total number of respondents in this research was 50. The demographic profile of the
respondents can be seen in below. Most of the respondents (about 65.4%) were in the age group
of 26-40 years. The rest were in the age group of 41-55 years (about 21.2%) and below 25 years
(about 9.6%). Also majority of the respondents were males (90%).
Age Frequency Percentage Cumulative

Percentage
Below 25 5 9.6 9.6
26-40 34 65.4 75
41-55 11 21.2 96.2
56 above 2 3.8 100.0
Total 52 100.0
Table 1: Age of the Passenger
70
60
50
40
30
20
10
0
Below 25 26-40 41-55 56 above
Age of Passenger
Figure 1: Age of the Passenger
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Age Frequency Percentage Cumulative
Percentage
Male 45 90 90
Female 05 10 100
Total 50 100
Table 2: Gender of Passengers
Gender of Passenger
Male
Female
Figure 2: Gender of Passenger
Cumulative
Frequency Frequency Percentage Percentage
Employed
For wages 35 70 70
Self-
Employed 11 22 92
Student 1 2 4
Others 3 6 100
Total 50 100.0
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Table 3: Employment Status
Employment Status
Employed For wages

Self- Employed
Student
Others
Figure 3: Employment Status
Cabin Class Frequency Percentage Cumulative

Percentage
Economy 47 94 94
Business 3 6 100
Total 50 100
Table 4: Cabin Class
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Cabin Class
Economy
Business
Figure 4: Cabin Class

7.2 Gap Analysis:
Gap analysis of each dimension is given below:
Tangible: The Tangibility dimension of the SERVQUAL customer perception tool is
comprised of the first four questions which define Biman Bangladesh Airlines customer
perceptions of the tangible appearance aspects (equipment, materials, physical facility
and employees) of Biman Bangladesh Airlines. When looking at each of the four factors
making up the tangibility dimension of customer satisfaction, the customers’ expectations
exceed their perceptions in the area of Good Appearance, attitudes and uniforms of
employees (gap score – P-E = -0.58.) and In-flight computer games, movies, and music
and entertainment programs (gap score – P-E = -0.44), Good on-board services (meals,
drinks & newspapers) (gap score – P-E = -0.26) and Good in-flight environment and
seating facilities (gap score – P-E = -0.43). A summary of the survey results for the
tangibility dimension of customer service quality are summarized in the tables that appear
below.
Serial No. Item Expectation Perception Gap

(mean) (mean)
1. Good Appearance, attitudes and 3.08 2.50 0.58
uniforms of employees
2. Good on-board services (meals, drinks & 2.98 2.72 0.26
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newspapers)
3. In-flight computer games, movies, and 3.16 2.72 0.44
music and entertainment programs
4 Good in-flight environment and seating 3.29 2.86 0.43
facilities
Total Average 3.13 2.7 0.43
Table 5: Tangibility Dimension - SERVQUAL Results
Reliability:
The Reliability dimension of the SERVQUAL instrument which assess Biman
Bangladesh Airlines customers perceptions of the reliability aspects (acting according to
promises, sincerity in problem solving, performing the service right at the first time,
providing service at the promised time & insistence on error free records) of Biman
Bangladesh Airlines. When looking at each of the five factors making up the reliability
dimension of customer satisfaction, the expectations of customers’ expectations exceed
their perceptions in all.
A summary of the survey results for the reliability dimension of customer service quality
are summarized in the two tables that appear below.

(mean) (mean)
5. Efficient check-in process 3.24 2.82 0.42
6. On-time performance of 3.37 2.78 0.59
7. Scheduled flights 3.08 2.74 0.34
Table: 6 Reliability Dimension - SERVQUAL Results
Responsiveness:
The Responsiveness dimension of the SERVQUAL instrument is comprised of questions
8-10, which assess Biman Bangladesh Airlines customers perceptions of the
responsiveness aspects (informing when services will be performed, providing services
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promptly, willingness to help, never being too busy to respond to request for service).
When looking at each of the three factors making up the reliability dimension of
customer satisfaction, the expectations of the customers’ expectations exceed their
perceptions in all. A summary of the survey results for the responsiveness dimension of
customer service quality are summarized in the tables that appear below-

(mean) (mean)
8. Capable to response to any 3.43 2.90 0.53
Situations
9. Attentive to passengers’ specific 3.59 3.00 0.59
needs
10. Employee’s willingness to help 3.43 2.74 0.69
passengers
Table 7: Responsiveness Dimension – SERVQUAL Results
Assurance:
The Assurance dimension of the SERVQUAL instrument is comprised of questions 11-
12 which assess Biman Bangladesh Airlines customers’ perceptions of the assurance
aspects (employee behavior instills confidence, customers feel secure in their
transactions, employees are consistently courteous, employees have the knowledge to
answer questions). When looking at each of the two factors making up the assurance
dimension of customer satisfaction. Sincere and responsive attitude to passenger
complaints (gap score–P-E = -0.53), Safety performance of airline is satisfactory (gap
score–P-E = -0.47).
A summary of the survey results for the assurance dimension of customer service quality
are summarized in the tables that appear below.

(mean) (mean)
11. Safety performance of airline is 3.45 2.98 0.47
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satisfactory
12 Sincere and responsive attitude to 3.35 2.82 0.53
passenger Complaints
Table 8: Assurance Dimension – SERVQUAL Results
Empathy:
The Empathy dimension of the SERVQUAL instrument which assess customers of Biman
Bangladesh Airlines perceptions of the empathy aspects (provides individual attention, has
convenient operating hours, employees provide personal attention, has the best interest of the
customer at heart, employees understand the needs of the customers). When looking at each
of the four factors making up the empathy dimension of customer satisfaction, the customers’
expectations exceed their perceptions in all four areas; Spontaneous care and concern for
passenger’ needs (gap score – P-E = -0.59), Frequent cabin service rounds by flight
attendants (gap score – P-E = -1.2), Convenient flight schedule (gap score – P-E = -.57),
Helpful employee’s behavior to delayed passengers (gap score – P-E = -.55). A summary of
the survey results for the empathy dimension of customer service quality are summarized in
the tables that appear below.

(mean) (mean)
13. Convenient flight Schedule 3.31 2.74 0.57
14. Helpful employee’s behavior to 3.41 2.86 0.55
delayed Passengers
15. Spontaneous care and concern for 3.33 2.74 0.59
passengers needs
16. Frequent cabin service rounds by 4.04 2.84 1.20
flight attendants
Table 9: Empathy Dimension – SERVQUAL Results
43 | P a g e
Rank order Passenger Expectations & Perception Gap:
Listed below are the five sets of features offering by Biman Bangladesh Airlines. These
dimensions are indicating how much each of these sets of features is important to the
customer. Lowest gap score show highest importance and the highest gap score show
lowest importance. It also determine the overall service performance of Biman
Dimensions Expectation (mean) Perception (mean) Gap
Tangibility 3.13 2.7 0.43
Reliability 3.23 2.78 0.45
Responsive 3.48 2.88 0.60
Assurance 3.40 2.90 0.50
Empathy 3.52 2.80 0.7
Table 10: Dimensional Service Gap between Expectation & Perception
44 | P a g e
Dimensional Service Gap
0.8
0.7
0.6
0.5
0.4
0.3
0.2
0.1
0
Tangibility Reliability Responsive Assurance Empathy
Figure 5: Dimensional Service Gap between Expectation & Perception
Overall Service gap between Passenger Expectation & Perception:
Average Expectation (mean) Average Perceptions (Mean) Average Gap (mean)
3.35 2.81 0.54
Table 11: Overall Service Quality Gap
45 | P a g e
3.4
3.3
3.2
3.1
2.9
2.8
2.7
2.6
2.5
Average Expectation Average Perception
Service Quality Gap
Figure 6: Service Quality Gap
It can be seen that, from figure 6 the Expectation of Biman Bangladesh Airlines
Passengers exceeds the perception of customers, that also indicate than passengers are
not satisfy about overall service quality and performance.
7.3 Findings:
The overall results of service quality gap is not acceptable and Biman Bangladesh Airlines is
not delivering a quality of service that closely matches their current perceptions (gap score -
0.74) and customers are not pleased about overall service quality of Biman Bangladesh
Airlines.
If we see to the quantitative findings that are found by analyzing the Biman Bangladesh
Airlines customer’s response through the Service Quality Model instrument are as follows:
Tangibility
The Service Quality Model average perception value for tangibility is 2.7 and expectation
value is 3.13 out of possible 5. The expectation score exceed the perception score (-0.43 gap
score), indicates Biman Bangladesh Airlines customers are not satisfied with the overall
46 | P a g e
tangible appearances (equipment, materials, physical facilities and employees) of Biman
Reliability
According to the average Service Quality Model perception value for reliability 2.78 and
expectation value is 3.23 out of a possible 5 and gap score is (-0.45), performance of all of
the dimensions listed under Reliability acting according to promises, sincerity in problem
solving, performing the service right at the first time, providing service at the promised time
& insistence on error free records is not good service quality.
Responsiveness
The average Service Quality Model perception value for responsiveness is 2.88 and
expectation value is 3.48 out of a possible 5. This score indicates that customer of Biman
Bangladesh Airlines are not satisfied with the overall responsiveness of Biman Bangladesh
Airlines. More specifically, they are not satisfied with performance in the areas of informing
when services will be performed, providing services promptly, willingness to help, and never
being too busy to respond to request for service.
Assurance
The average Service Quality Model perception value for assurance is 2.90 and expectation
score is 3.40 out of a possible 5. This score indicates that, the customers of Biman
Bangladesh Airlines are not satisfied.
Empathy
The average Service Quality Model perception value for empathy is 2.80 and expectation
value is 3.52 out of a possible 5. This score indicates that customers of Biman Bangladesh
Airlines are not too much satisfied with the overall empathy displayed and demonstrated by
the employee of Biman Bangladesh Airlines. Biman not provides individual attention,
convenient operating hours, employees who provide personal attention, and who understand
their needs. It is the lowest score of all of the services. So Management should put highest
importance to develop these service qualities.
47 | P a g e
8.1 Suggestions:
To help Biman move out from its old-fashioned way of management, to accommodate the
future opportunities and to avert the current crisis and threats, it is extremely essential for
Biman to undertake the following steps set forth as
a) Based on survey results

• Attentive to passengers’ specific needs
• Good procedures for delayed or missing baggage
• Spontaneous care and concern for passengers’ needs
• Price and quality of food and beverage should be improved
•Service efficiency of the staff should be improved by proper training
• On-time performance of scheduled flights
• Biman should maintain flight schedule properly
• Entertainment facilities like audio, video, magazine and newspaper should be improved
b) Based on the comments of the participants in survey

i) A customer service-oriented organization
• Good on-board services (meals, drinks & newspapers)
• Good in-flight environment and seating facilities
• Safety performance of airline is satisfactory
• Sincere and responsive attitude to passenger complaints
• Helpful employee’s behavior to delayed passengers
• Drawing up of a quality assurance programmer
• Creation of a security division
• Creation of a department for internal appraisal
• Making improved customer service the responsibility of service providers
• Improved the choice of tax free shopping
• Improved the quality of food and drinks
ii) Reinforced training and more information

• Increased Training facilities for the staff
48 | P a g e
• Creation of a new security / training partner
iii)Policy Level
• Biman should have a vision and mission statement.
• To ensure accountability, the Board of Directors needs to be reformed. The Minister for
Civil Aviation should not be the Chairman of the Board of Directors. The responsibilities of
the members of the Board should be specified.
• Experts on commercial airline and aviation industry must be included as members in the
Board of Directors.
• Biman should abide by the current business methodologies as used in world-class airline to
make it successful and profitable.
• The Annual Report should be made public. This report must include financial statements
• Biman should not be exploited in the name of national interest. It should not operate
unprofitable flights.
• Biman’s existing procurement rules should be appropriately amended so that Biman can
take its own business decisions.
8.2 Conclusions:
This study evaluated the service quality of passengers in Biman Bangladesh Airlines
Limited. Excellent and reliable customer service is one of the greatest aspects for an airport
and airlines in today’s competitive environment. There are many factors that can help an
airport to build its customer base and customer service can be a determining factor in the
success of an entire operation.
The analysis of passenger service quality of Biman Bangladesh Airlines Limited is reviewed
by questionnaire survey on 50 passengers who used this airport and the information of the
airlines is analyzed by gap analysis. The questionnaire was designed simply and focused
mainly on general information of passenger and passenger evaluation through check in
facilities, security, staff attitude and other facilities which are supposed to arrange for
passengers. The average score level is also low in case of telephone, fax service and service
due to delay, divert and cancelled flight.
49 | P a g e
The presented Gap model of service quality can help management identify reasons of poor
service quality in its company and take suitable measures for the improvement of the same.
More often questioning of Biman Bangladesh Airlines Management and customers by
applying model (Service Gap Model) would cause first gap. Development of strong relations
with customers, continuous following of changes in the demands of customers and
development of different revival strategies when mistakes in the delivery of services occur
are the best way how to overcome problems which are caused when management does not
know what customers expect or have inaccurate perceptions of what consumers actually
expect. Studies show that if management provides more concern about customer’s
expectation then a service performed better, but if not match with customer expectation then
the service cannot provide quality service. Change of management (in extreme situations),
otherwise normally, learn from front-line customer contact staff, flatten the hierarchical
structure, include expectations data in consumer records, market research for improvement in
the knowledge of the characteristics of service competition, etc.
This paper presents systematic method to examine the quality of passenger service through
the average score method analysis. This technique helps decision makers and marketing in air
transport field to upgrade passenger service quality to attract more passengers traveling by
Biman Bangladesh Airlines Limited.
50 | P a g e
9.1 Appendix
Questionnaire for Air Passenger Service Quality in Bangladesh:

Analysis on Biman Bangladesh Airlines Ltd
FOR PASSENGER (Domestic & Foreign)
Section 1: Demographic Data
You should rank each statement as follows:
1 =strongly disagree; 2=Disagree; 3= Neutral; 4=Agree; 5 = strongly agree
1. What is your Name?
……………..................................................................
2. What is your age?
25 or under 26-40
41-55 56 or old
3. What is your gender?

Female Male
4. What is your employment status?
Employed for wages Self-employed A homemaker

A student retired
4. Which cabin do you used?
Economy class Business class
51 | P a g e
Table : The Survey Questionnaire for customer
ITEM EXPECTATION PERCEPTION
Tangibles
1.Good Appearance, attitudes 1 2 3 4 5 1 2 3 4 5
and uniforms of employees
2.Good on-board services 1 2 3 4 5 1 2 3 4 5
(meals, drinks & newspapers)
3.In-flight computer games, 1 2 3 4 5 1 2 3 4 5
movies, and music and
entertainment programs
4 Good in-flight environment 1 2 3 4 5 1 2 3 4 5
and seating facilities
Reliability
5.Efficient check-in process 1 2 3 4 5 1 2 3 4 5
6.On-time performance of 1 2 3 4 5 1 2 3 4 5
scheduled flights
7.Good procedures for delayed 1 2 3 4 5 1 2 3 4 5
or missing baggage
Responsiveness
8.Capable to response to any 1 2 3 4 5 1 2 3 4 5
Situations
9.Attentive to passengers’ 1 2 3 4 5 1 2 3 4 5
specific needs
10. Employee’s willingness to 1 2 3 4 5 1 2 3 4 5
help passengers
Assurance
11.Safety performance of 1 2 3 4 5 1 2 3 4 5
airline is satisfactory
12.Sincere and responsive 1 2 3 4 5 1 2 3 4 5
52 | P a g e
attitude to passenger
Complaints
Empathy
13. Convenient flight 1 2 3 4 5 1 2 3 4 5
Schedule.
14.Helpful employee’s 1 2 3 4 5 1 2 3 4 5
behavior to delayed
Passengers
15.Spontaneous care and 1 2 3 4 5 1 2 3 4 5
concern for passengers needs
16.Frequent cabin service 1 2 3 4 5 1 2 3 4 5
rounds by flight attendants
53 | P a g e
9.2 References
 www.bimanair.com
 www.airlinequality.com/index.htm
 http://www.trochim.human.cornell.edu/kb/index.htm
 http://www.thefinancialexpress-bd.com/2016/03/30/96310.html
 http://www.ti-bangladesh.org/research/EX_Summary_Biman_Eng.pdf
 www.marketingmasters.co.uk/geoff/marketing research handout.doc
 www.google.com
 www.wikipedia.com
 https://www.biman-airlines.com/
 Airline Network Benefits” - IATA Economics Briefing no. 3, January.
 Boeing Commercial Airplane Group (2000), “Current Market Outlook. Seattle,
WA,USA”.
 "Skyscraper City forums” “Bangladesh Airports and Aviation”, page 39, 2008-1-26,
 Bangladesh. [http://www.skyscrapercity.com/showthread.php?p=17983690]
 Bangladesh Strategy for Sustained Growth June 26, Volume II: Main Report
 Trinh, T. A. and HUNG Q. B.“Improving Quality of Passenger Service in Vietnam
Airlines”,
 Journal of the Eastern Asia Society for Transportation Studies, Vol. 7
 Baccarani, l. A conceptual service quality map: the value of a wide opened
perspective.
 Becser, N. (2007). Improving service quality in retail trade .the premises of a
potential measurement model and a decision support system based on it.
 ChingangNde Daniel, L. P. (n.d.). Using the SERVQUAL Model to assess Service
Quality and Customer Satisfaction.An Empirical study of grocery stores in Umea.
 Dragin, Application of Gap Model in the Researches of Hotel Services Quality.
 Feng-I LING, J.-L.L. (n.d.).Airlines and its effect on passengers’ preferences.
 Gupta, S. K. (n.d.). Measuring Service Quality: SERVQUAL vs. SERVPERF Scales.
 Jensen, R. L. (2009). Delivering excellent service quality in low cost aviation.

 Lacle, R. (n.d.). Management perception of service quality in the hospitality industry.
54 | P a g e
 Mistri, P. C. (n.d.). A study of the consumer behavior concerning service quality and
various dimensions of services provided by airlines services.
 Parasuraman, A. B. (1991). Refinement and reassessment of the SERVQUAL scale.
 Parasuraman, A. Z. (1988). SERVQUAL: A multiple-item scale for measuring
consumer perceptions of service quality. SERVQUAL: A multiple-item scale for
measuring consumer perceptions of service quality.
 Prof. Osama Ahmed Jannadi, P. S.-S. (n.d.).quality gaps analysis at sceco-east,
saudiarabia.
 Prof. Osama Ahmed Jannadi, P. S.-S. (n.d.). Service quality gaps analysis at sceco-
east, saudiarabia.
 Rafati, D. (n.d.). The Impact of Expectation & Perception on Customer Satisfaction in
Airline Industry (A Case Study of Mahan Air).
 Shahin, A. (n.d.). Developing the Models of Service Quality Gaps.
 Zainol, A. Z. (n.d.). Truths of Service Quality (Passenger Handing) in Airlines
Industry.A Descriptive Exploration between Malaysia Airlines and Air Asia
55 | P a g e

Air Passenger Service Quality in Bangladesh: An Analysis On Biman Bangladesh Airlines Limited

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1.

1.2 Rationality of the Study:

1.3 Origin of The Report:

1.4 Scope of The Report:

1.5 Objectives of the study:

 The specific objectives of this report are as follows:

1.6 Types of Research:

1.7 Sources of Information:

1.8 Limitation of the Study

1) International Journal of Management and Strategy

Title: CUSTOMER SATISFACTION MEASUREMENT IN AIRLINE SERVICES: AN

AUTHOR: Dr. Makarand Upadhyaya, Associate Professor (Marketing), College of Business

2) International Review of Business Research Papers

Author: Dipa Mitra.

International Journal of Multidisciplinary Research

Vol.2 Issue 2, February 2012, ISS N 2231 5780

Title: A STUDY ON SERVICE QUALITY AND PASSENGER SATISFACTION ON INDIAN

Author: R.ARCHANA and DR.M.V.SUBHA

4) Title: Application of Customer Relationship Management in Airline Industry

Authors: Mohammad. J. Tarokh and Mahmoud Majidi.

5) Title: “The Impact of Expectation & Perception on Customer Satisfaction in

Airline Industry (A Case Study of Mahan Air)”

Authors:DariushRafati and PeymanShokrollahi.

6) INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN

VOL 7, NO 9. OCTOBER 2015.

Title: IMPACT OF EMPLOYEE MOTIVATION ON CUSTOMER SATISFACTION: STUDY

Authors: Muhammad Bilal Ahmad, Ejaz Wasay and SaifUllah Malik.

Employee motivation is an important factor, which may be directly or indirectly related to

7) Australian Journal of Basic and Applied Sciences, 5(11): 718-723, 2016

Authors:JayaramanMunusamy, Shankar Chelliah, SivamuruganPandian.

8) Open Access Scientific Reports. Degirmenci et al, 1:5

Title:Customer Satisfaction Measurement in Airline Services Using Servqual.

10) Title: Improving Customer Satisfaction in an Airlines Industry.

By: BREAKTHROUGH MANAGEMENT GROUP INTERNATIONAL

By: Ekaterina Tolpa

12) Customer Satisfaction Heterogeneity and Shareholder Value

13) International Air Transport Association (IATA)

Giovanni Bisignani - Director General & CEO – IATA

Biman Flight Biman Bangladesh Airlines, popularly

Biman Bangladesh Airlines at a Glance:

Founded 4 February, 1972

3.3 Executive directors:

Position Name of The Executive Directors

Managing Director & CEO Mr. A M Mosaddique Ahmed

Director, Customer Services(Acting) Md. Atique Sobhan

Director, Engineering & Material Wg. Cdr. M M Asaduzzaman (Retd.)

Director, Procurement & Logistic Md. Atique Sobhan

Director, Marketing & Sales( acting) Mohd. Ali Ahsan

Table 2: Executive Directors

3.5 Services of Biman Bangladesh Airlines Limited:

3.5.1 Flights Classes & Fleet Information:

Table 3: Fleet information

3.5.2 Hajj Operation

3.5.3 Cargo Service

3.6 SWOT Analysis of Biman Bangladesh Airlines Limited:

Biman has relaunched its In-flight

4.3 Frequent flyer Program

Biman launched a frequent-flyer program, named Biman Loyalty Club, in November

5.2 Gaps between Passenger expectations and perceptions:

Figure 1: Gaps model of Service Quality

5.3 Flight Service Quality Dimensions:

 Appearance, attitudes and uniforms of employees

 Good on-board services (meals, drinks & newspapers):