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International Journal of Research in Management

Vol. 6, Issue 1, Part F (2024)

An examination of the differences in the use of mobile banking between the urban and rural areas of Bhagalpur

Author(s):

Aditya Kumar

Abstract:

This study investigates the disparities in mobile banking usage between urban and rural areas of Bhagalpur, Bihar, focusing on factors such as accessibility, user demographics, technological infrastructure, and socio-economic conditions. Mobile banking has revolutionized the banking sector in India, offering convenience and efficiency, yet its adoption varies significantly between urban and rural populations. Through surveys and interviews with 500 residents-250 from urban areas and 250 from rural areas-this research identifies key differences in mobile banking usage patterns. Findings reveal that urban areas exhibit a higher adoption rate of 75%, predominantly among younger, educated individuals employed in formal sectors. In contrast, rural areas show a lower adoption rate of 40%, with users typically being older, less educated, and engaged in agriculture or informal employment. Accessibility and technological infrastructure significantly impact usage rates. Urban Bhagalpur benefits from better internet connectivity and higher smartphone penetration, facilitating easier access to mobile banking services. Conversely, rural areas face challenges such as poor internet connectivity, frequent outages, and lower smartphone ownership, hindering adoption. User satisfaction also varies, with urban users reporting higher satisfaction due to the perceived convenience and time-saving benefits of mobile banking. Rural users, however, face difficulties in understanding the technology, lack of trust, and fear of fraud, leading to lower satisfaction levels.

Pages: 495-499  |  78 Views  31 Downloads


International Journal of Research in Management
How to cite this article:
Aditya Kumar. An examination of the differences in the use of mobile banking between the urban and rural areas of Bhagalpur. Int. J. Res. Manage. 2024;6(1):495-499. DOI: 10.33545/26648792.2024.v6.i1f.179
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