mini project report avis

8/8/2019 Mini Project Report AVIS

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MINI PROJECT REPORT

on

A Study on customer satisfaction regardingdifferent services provided by different banks within

Dibrugarh town

(A Project Report submitted in partial fulfillment of the requirements of the Degree of Master of Business Administration (Full time) of Dibrugarh University)

ABHIJIT HAZARIKA

MBA 3 rd Semester

Roll 02

No - 01

Centre for Management Studies

Dibrugarh University

JUNE 20110


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Syed sajid ul -islamFaculty Member Centre for Management StudiesDibrugarh UniversityContact number : 9435702586E-Mail Id -

CERTIFICATE

Date

This to certify that the project report entitled, A study of customer satisfaction regardingvarious services provided by the different banks of Dibrugarh town" submitted by Mr.Abhijit Hazarika have been prepared under the my supervision and guidance during theperiod February May 2009 as partial fulfillment of the requirements for the Degree of Master of Business Administration (MBA) of Dibrugarh University.

It is further certified that the said project report has not been submitted anywhere for anyother purpose previously.

I wish him a successful career and a prosperous life ahead.

Syed sajid ul-islamFaculty member

Centre for management studiesDibrugarh University


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DECLARATION

I, the undersigned, hereby declare that the project report entitle A STUDY OFCUSTOMER SATISFACTION REGARDING DIFFERENT SERVICES PROVIDEDBY DIFFERENT BANK OF DIBRUGARH TOWN (With special reference to ATMbanking, Internet banking, Branch banking and Customer care service ), submitted in

partial fulfillment of the requirement for the Master of Business Administration, DibrugarhUniversity, under the guidance of Syed Sajid Ul Islam, Lecturer, Centre for ManagementStudies, Dibrugarh University, is an original work by me. The empirical findings in this mini

project report are based on data collected by me, and it has not been copied from any researchreport submitted for the purpose of any other degree, diploma or other title, by anyone to anyUniversity.

Abhijit Hzarika

MBA 3 RD Semester

CMS, Dibrugarh University


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ABSTRACT

Successful organisations cite their people as their primary source of competitive advantage. They are continuously identifying and adopting innovativehuma n reso u rce pl a nning process and practices, based on the organizationsmission, strategic plan, budgetary resources, and a set of desired workforcecompetencies, to sustain that advantage. The vital component of ed u c at ion a lins t i tut ions catering to the need for higher education of the society at large is thein t elligen t si a , which the institutions are finding very difficult to attract, effectively ulilise to their optimum potential, and most importantly,in retaining them.

The project has tried to study the extent of huma n reso u rcepl a nning practised in Dibrugarh University, in the area of optimum utilization of present faculty available, and future need for additional faculty due to variousdevelopment and expansion activities being initiated in the whol e of DibrugarhUniversity. The project has tried to specify, the various parameters of theDepartments/Centres regarding Training and Development Program being providedto the faculty and, some of the elements detrimental, towards gaining quality faculty members and, to the Departments/Centres at large. I hope that my projectstudy will be able to provide inputs, that might be helpful in some way or the otherto the authorities concerned, in proper utilization of available manpower in themost effective way ,and towards aligning human resource policies and programmeto support the accomplishment of the mission, vision, goals and strategies of Dibrugarh University.


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EXECUTIVE SUMMARY

Project title: A study of customer satisfaction regarding various services provided by different banksof Dibrugarh town

Location: Dibrugarh

Duration of study: 2 Months

Name of the Student : Abhijit Hazarika

Project Guide: Syed sajid ul-islam Faculty Member, Centre for Management StudiesDibrugarh University.Dibrugarh (Assam)

Objectives of the study:

1. To find out the level of satisfaction of customers regarding services offered by six differentbanks in Dibrugarh town, out of which three are public and the rest private banks.

2. To analyze the factors that influence a customer to choose a particular bank.

Scope of the study : The study is confined to Dibrugarh town only.


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LIST OF TABLES

Sl. No. P a r t ic u la rs P a ge No

3.1.1

3.1.2

3.1.3

3.1.4

3.1.5

3.1.6

3.1.7

3.1.8

3.1.9

3.1.10

3.1.11

3.1.12

3.1.13

3.1.14

3.1.15

3.1.16

Showing the percentage of respondents of different age group.

Showing the numbers of respondents having saving account.

Showing the numbers of satisfied and dissatisfied respondentsrespondents regarding call answering time.

Showing the percentage of satisfied re spondents regarding callanswering time.

Showing the numbers of satisfied and dissatisfied respondents

regarding flawless and correct operation.Showing the percentage of satisfied respondents regarding flawlessand correct operation.

Showing the numbers of satisfied and dissatisfied respondentsregarding understanding and replying queries correctly.

Showing the percentage of satisfied respondents regardingunderstanding and replying queries correctly.

Showing the numbers of satisfied and dissatisfied respo ndentsregarding communication skills and positive approach.

Showing the percentage of satisfied respondents regardingcommunication skills and positive approach.

Showing the numbers of satisfied and dissatisfied respondentsregarding behavior of the staff .

Showing the percentage of satisfied respondents regardingbehavior of the staff

Showing the numbers of satisfied and dissatisfied respondentsregarding time taken to proceed the transaction.

Showing the percentage of satisfied respondents regarding tim etaken to proceed the transaction.

Showing the numbers of satisfied and dissatisfied respondentsregarding working hours.

Showing the percentage of satisfied respondents regarding workinghours

13

14

14

15

16

17

18

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3.1.17

3.1.18

3.1.19

3.1.20

3.1.21

3.1.22

3.1.23

3.1.24

3.1.25

3.1.26

3.1.27

3.1.28

Showing the numbers of satisfied respondents regardingmenu flow.Showing the numbers of satisfied respondents regarding ease of use.Showing the numbers of satisfied and dissatisfied respondentsregarding speed of page loading.Showing the numbers of satisfied respondents regarding varie ty of transaction.Showing the numbers of satisfied respondents regardingcontinuous service.Showing the percentage of satisfied respondents regardingcontinuous service.Showing the numbers of satisfied respondents regarding variety of transaction.Showing the percentage of satisfied respondents regarding varietyof transaction.Showing the numbers of satisfied respondents regarding ease of screen use.Showing the percentage of satisfied respondents regarding ease of screen use.Showing the numbers of sat isfied and dissatisfied respondentsregarding ATM network distribution.Showing the percentage of satisfied respondents.

.

.

20

22


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LIST OF FIGURES

Sl. No. P a r t ic u la rs P a ge No.

3.2.1

3.2.2

3.2.3

3.2.4

3.2.5

3.2.6

3.2.7

3.2.8

3.2.9

3.2.10

3.2.11

3.2.12

3.2.13

3.2.14

3.2.15

Showing the percentage of respondents of different age group.

Showing the numbers of respondents having saving account.

Showing the numbers of satisfied and dissatisfied respondentsrespondents regarding call answering time.

Showing the percentage of satisfied respondents regarding callanswering time.

Showing the numbers of satisfied and dissatisfied respondentsregarding flawless and correct operation.

Showing the percentage of satisfied respondents regardingflawless and correct operation.

Showing the numbers of satisfied and dissatisfied respondentsregarding understanding and replying queries correctly.

Showing the percentage of satisfied respondents regardingunderstanding and replying queries correctly.

Showing the numbers of satisfied and dissatisfied respondents

regarding communication skills and positive approach.Showing the percentage of satisfied respondents regardingcommunication skills and positive approach.

Showing the numbers of satisfied and dissatisfied respondentsregarding behavior of the staff.

Showing the percentage of satisfied respondents regardingbehavior of t he staff

Showing the numbers of satisfied and dissatisfied respondentsregarding time taken to proceed the transaction.

Showing the percentage of satisfied respondents regarding timetaken to proceed the transaction.

Showing the numbers of satisfied and dissatisfied respondentsregarding working hours.

15

15

15

16

16

16

17


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3.2.16

3.2. 17

3.2. 18

3.2. 19

3.2.20

3.2.2 1

3.2.22

3.2.23

3.2.24

3.2.25

3.2.26

3.2.27

3.2.28

Showing the percentage of satisfied respondents regardingworking hours.

Showing the numbers of satisfied respondents regarding menuflow.Showing the numbers of satisfied respondents regarding ease of

use.Showing the numbers of satisfied and dissatisfied respondentsregarding speed of page loading.Showing the numbers of satisfied respondents regarding varietyof transaction.Showing the numbers of satisfied respondents regardingcontinuous service.Showing the percentage of satisfied respondents regardingcontinuous service.Showing the numbers of satisfied respondents regarding varietyof transaction.

Showing the percentage of satisfied respondents regardingvariety of transaction.Showing the numbers of satisfied respondents regarding ease of screen use.Showing the percentage of satisfied respondents regarding easeof screen use.Showing the numbers of satisfied and dissatisfied respondentsregarding ATM network distribution.Showing the percentage of s atisfied respondents

18

18

19

20

20


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ACKNOWLEDGEMENT

Despites all the difficulties and hurdles I have been able to complete the project with easeand self-confidence. This has been possible because of the unconditional support andguidance made available by the institutional guide.

I would like to express my deepest sense of gratitude to Syed Sajid -ul-Islam , Facultymember, CMS Dibrugarh University, my institutional guide for his sincere help, guidance andhis constant reminders which helped me in completion of my project.

Last but not the least, my million thanks to all the people including customers of the bankwhom I have conversed with and taken inputs from to move ahead and complete thisproject.

Abhijit HazarikaMBA 3RD Semester

Roll - 02

No - 0 1


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CHAPTER 1

1. Customer satisfaction- Introduction2. Banking Industry an overview3. Different types of Bank

4. Banking services in India5. Banks available in Dibrugarh town


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INTRO DUCTIO N

1.1 CUSTOMER SATISFACTION :

In the organized segment, banking system occupies an important place in nations economy.It plays a pivotal role in the economic development of a country and forms the core of themoney market in an advanced country. The commercial banks in India comprise of bothpublic sector as well as private sector banks. There are total 28 publi c sector and 27 privatesector banks are functioning in the country presently. Banks have to deal with manycustomers everyday and render various types of services to its customer. Its a well knownfact that no business can exist without customers.

Customer satisfaction: A business term, is a measure of how products and services suppliesby a company meet or surpass customer expectation. It is seen as a key performanceindicator within business. In a competitive marketplace where businesses compete for customers, customer satisfaction is seen as a key differentiator and increasingly hasbecome a a key element of business strategy. Customer satisfaction is an ambiguous andabstract concept and the actual manifestation of the state of satisfaction will vary f ormperson to person and service to service. The state of satisfaction depends on a number of both psychological and physical variables.

Diagram: 1 Customer satisfaction

Measuring customer satisfaction i s a relatively new concept to many companies that havebeen focused exclusively on income statements and balance sheets. Companies nowrecognize that the new global economy has changed things forever. Increased competition,

crowded markets with little prod uct differentiation and years of continual sales growthfollowed by two decades of flattened sales curves have indicated to today's sharpcompetitors that their focus must change.

Competitors that are prospering in the new global economy recognize that me as-uringcustomer satisfaction is key. Only by doing so can they hold on to the customers they haveand understand how to better attract new customers. The competitors who will be successful


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recogn i e t t cus tomer sa tis f ac tion is a cr itica l s tra teg ic eapon t a t can r ing increased marke t share and increased pro fits .

he prob lem compan ies f ace , however , is exac tl ho w to do a ll o f th is and do it we ll. hey need to unders tand how to uan tif y, measure and track cus tomer sa tis f ac tion . Withou t a c lear and accura te sense o f wha t needs to be measured and how to co llec t, ana lyze and use the da ta as a s tra teg ic weapon to dr ive the bus iness , no firm can be e ff ec tive in th is new bus iness clima te . Pl ans cons truc ted us ing cus tomer sa tis f ac tion research resu lts can be des igned to targe t cus tomers and processes tha t are mos t ab le to ex tend pro fits . oo many compan ies re ly on ou tda ted and unre liab le measures of cus tomer sa tis f ac tion . hey wa tch sa les vo lume . hey lis ten to sa les reps descr ib ing the ir cus tomers' s ta tes o f m ind . hey track and coun t the f requency o f comp la in ts . And they wa tch ag ing accoun ts rece ivab le repor ts , recogn izing tha t unhappy cus tomers pay as la te as poss ib le-- if a t a ll. Wh ile these approaches are no t comp le te ly withou t va lue , they are no subs titu te f or a va lid , we ll-des igned cus tomer sa tis f ac tion survey ing program .

It's no surpr ise to find tha t marke t leaders d iff er f rom the res t o f the indus try in tha t t hey're des igned to hear the vo ice o f the cus tomer and ach ieve cus tomer sa tis f ac tion . In these compan ies :

arke ting and sa les emp loyees are pr imar ily respons ib le f or des ign ing with cus tomer inpu t cus tomer sa tis f ac tion survey ing programs , ques tionna ires and f ocus groups .

op managemen t and marke ting d ivis ions champ ion the programs .

orpora te eva lua tions inc lude no t on ly the ir own cus tomer sa tis f ac tion ra tings bu t a lso those of the ir compe titors .

S a tis f ac tion resu lts are made ava ilab le to a ll emp loyees .

us tomers are in f ormed abou t changes brough t abou t as the d irec t resu lt o f lis ten ing to the ir needs .

In terna l and ex terna l qua lity measures are o ften tied toge ther .

us tomer sa tis f ac tion is incorpora ted in to the s tra teg ic f ocus of the company via the m iss ion s ta temen t.

St akeho lder compensa tion is tied d irec tly to the cus tomer satis f ac tion survey ing program .

A concen tra ted e ff or t is made to re la te the cus tomer sa tis f ac tion measuremen t resu lts to in terna l process me tr ics .

o be success f u l, compan ies need a cus tomer sa tis f ac tion survey ing sys tem tha t mee ts the f o llow ing cr iter ia :

he sys tem mus t be re la tive ly easy to des ign and unders tand .

It mus t be cred ib le enough tha t emp loyee per f ormance and compensa tion can be a ttached to the fina l resu lts .

It mus t genera te ac tionab le repor ts f or managemen t.


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Def i i m er i fact i

Because the concep t o f cus tomer sa tis f ac tion is new to many compan ies , it's impor tan t to be clear on exac tly wha t's mean t by the term .

us tomer sa tis f ac tion is the s ta te of m ind tha t cus tomers have abou t a company when the ir expec ta tions have been me t or exceeded over the lif e time of the produc t or serv ice . he ach ievemen t of cus tomer sa tis f ac tion leads to company loya lty and produc t repurchase .

here are some impor tan t imp lica tions o f th is de fin ition :

Because cus tomer sa tis f ac tion is a sub jec tive , nonquan tita tive s ta te , measuremen t won' tbe exac t and will requ ire samp ling and s ta tis tica l ana lys is .

us tomer sa tis f ac tion measuremen t mus t be under taken with an unders tand ing of the gap be tween cus tomer expec ta tions and a ttr ibu te per f ormance percep tions .

here shou ld be some connec tion be tween cus tomer sa tis f ac tion measuremen t and bo ttom- line resu lts .

"Sa tis f ac tion " itse lf can re f er to a number of d iff eren t f ac ts of the re la tionsh ip with a cus tomer . or examp le , it can re f er to any or a ll of the f o llow ing :

S a tis f ac tion with the qua lity of a par ticu lar produc t or serv ice

S a tis f ac tion with an ongo ing bus iness re la tionsh ip

S a tis f ac tion with the pr ice-per f ormance ra tio o f a produc t or serv ice

S a tis f ac tion because a produc t/serv ice met or exceeded the cus tomer's expec ta tions

Each indus try cou ld add to th is lis t accord ing to the na ture o f the bus iness and the spec ific re la tionsh ip with the cus tomer . us tomer sa tis f ac tion measuremen t var iab les will d iff er depend ing on wha t type of sa tisf ac tion is be ing researched . or examp le , manu f ac turers typ ica lly des ire on- time de livery and adherence to spec ifica tions , so measures of sa tis f ac tion taken by supp liers shou ld inc lude these cr itica l var iab les .

lear ly de fin ing and unders tand ing cus tomer sa tis f ac tion can he lp any company iden tif y oppor tun ities f or produc t and serv ice innova tion and serve as the bas is f or per f ormance appra isa l and reward sys tems . It can a lso serve as the bas is f or a cus tomer sa tis f ac tion survey ing program tha t can ensure tha t qua lity improvemen t e ff or ts are proper ly f ocused on issues tha t are mos t impor tan t to the cus tomer .


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Ob ject i es f a custo m er sat isfact ion survey ing rogra m

In add ition to a clear s ta temen t de fin ing cus tomer sa tis f ac tion , any success f u l survey ing program mus t have a c lear se t of ob jec tives tha t, once me t,will lead to improved per f ormance . he mos t bas ic ob jec tives tha t shou ld be me t by any survey ing program inc lude the f o llow ing :

nders tand ing the expec ta tions and requ iremen ts of a ll your cus tomers

e term in ing how we ll your company and its compe titors are sa tis f ying these expec ta tions and requ iremen ts

eve lop ing serv ice and /or produc t s tandards based on your find ings

Exam in ing trends over time in order to take ac tion on a time ly bas is

Es tab lish ing pr ior ities and s tandards to judge how we ll you've me t these goa ls

usto m er S at isfact ion easure m ent acts

y A -percen t increase in loya lty can increase pro fits by %-85 %.

y A very sa tis fied cus tomer is near ly s ix times more like ly to be loya l and to repurchase and /or recommend your produc t than is a cus tomer who is jus t sa tis fied .

y n ly percen t o f d issa tis fied cus tomers will comp la in .

y he average cus tomer with a prob lem even tua lly te lls n ine o ther peop le .

y S a tis fied cus tomers te ll five o ther peop le abou t the ir good

trea tmen t.


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Be f ore an appropr ia te cus tomer sa tis f ac tion survey ing program can be des igned , the f o llow ing bas ic ques tions mus t be c lear ly answered :

ow will the in f orma tion we ga ther be used?

ow will th is inf orma tion a llow us to take ac tion ins ide the organ iza tion?

ow shou ld we use th is inf orma tion to keep our cus tomers and find new ones?

are f u l cons idera tion mus t be g iven to wha t the organ iza tion hopes to accomp lish , how the resu lts will be d issem ina ted to var ious par ts of the organ iza tion and how the inf orma tion willbe used . here is no po in t ask ing cus tomers abou t a par ticu lar serv ice or produc t if it won' tor can' t be changed regard less of the f eedback .

onduc ting a cus tomer sa tis f ac tion survey ing program isa burden on the organ iza tion and its cus tomers in terms of time and resources . here is no po in t in engag ing in th is work un less it has been though tf u lly des igned so tha t on ly re levan t and impor tan t in f orma tion is ga thered . h is inf orma tion mus t a llow the organ iza tion to take d irec t ac tion . o th ing is more f rus tra ting than hav ing in f orma tion tha t ind ica tes a prob lem ex is ts bu t f a ils to iso la te the spec ific cause . av ing the purchas ing depar tmen t o f a manu f ac tur ing firm ra te the sa les and serv ice it rece ived on its las t order on a sca le of 1 terr ib le) to magn ificen t) wou ld yie ld little abou t how to improve sa les and serv ice to the manu f ac turer .

he lesson is two f o ld . irs t, genera l ques tions are often no t tha t he lpf u l in cus tomer sa tis f ac tion measuremen t, a t leas t no t withou t many o ther more spec ific ques tions a ttached .S econd , the des ign o f an exce llen t cus tomer sa tis f ac tion survey ing program is more d ifficu ltthan it m igh t firs t appear . It requ ires more than jus t wr iting a f ew ques tions , des ign ing a ques tionna ire , ca lling or ma iling some cus tomers , and then ta llying the resu lts .

Understand ing d iffer ing custo m er att itudes he mos t bas ic ob jec tive of a cus tomer sa tis f ac tion survey ing program is to genera te va lid

and cons is ten t cus tomer f eedback i.e ., to rece ive the vo ice of the cus tomer , wh ich can then be used to in itia te s tra teg ies tha t will re ta in cus tomers and thus pro tec t the mos t va luab le corpora te asse t--loya l cus tomers) .

As it's de term ined wha t needs to be measured and how the da ta re la te to loyalty and repurchase , it becomes impor tan t to exam ine the m ind-se t o f cus tomers the ins tan t they are requ ired to make a pre-purchase or repurchase) dec is ion or a recommenda tion dec is ion .S urvey ing these dec is ions leads to measures o f cus tomer loya lty. In genera l, the cus tomer's pre-purchase m ind-se t will f a ll in to one o f three ca tegor ies--re jec tion will avo id purchas ing if a t a ll poss ib le) , accep tance sa tis fied , bu t will shop f or a be tter dea l), and /or pre f erence

de ligh ted and may even purchase a t a h igher pr ice) .

h is h igh ly sub jec tive sys tem tha t cus tomers themse lves app ly to the ir dec is ions is based pr imar ily on inpu t f rom two sources :

he cus tomers' own exper iences--each time they exper ience a produc t or serv ice ,dec id ing whe ther tha t exper ience is grea t, neu tra l or terr ib le . hese are known as "momen ts o f tru th ."


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he exper iences o f o ther cus tomers--each time they hear some th ing abou t a company ,whe ther it's grea t, neu tra l or terr ib le . h is is known as "word-o f -mou th ."

here is obv ious ly a s trong connec tion be tween these two inpu ts . An excep tiona l

exper ience leads to s trong word-o f -mou th recommenda tions . St rong recommenda tions influence the exper ience o f the cus tomer , and many success f u l compan ies have cap ita lized on tha t link .

ow does a cus tomer sa tis f ac tion survey ing manager make the connec tion be tween the survey response and the cus tomer's a ttitude or m ind-se t regard ing loya lty? esearch conduc ted by bo th corpora te and academ ic researchers shows a re la tionsh ip be tween survey measuremen ts and the degree o f pre f erence or re jec tion tha t a cus tomer m igh t have accumu la ted . W hen the cus tomer is asked a cus tomer sa tis f ac tion ques tion , t he cus tomer's degree of loya lty m ind-se t or a ttitude) will be an accumu la tion o f a ll pas t exper iences and exposures tha t can be ind ica ted as a score f rom 1 very d issa tis fied) to 5 very sa tis fied) . Itcan a lso be cap tured with o ther response f orma ts with an odd number of cho ices e .g ., 1 t o

or 1 to ) to a llow f or a neu tra l response .

bv ious ly, the goa l of every company shou ld be to deve lop cus tomers with a pre f erence a ttitude i.e ., we a ll wan t the cove ted pre f erred vendor s ta tus such tha t the cus tomer , when g iven a cho ice , will choose our company) , bu t it takes con tinuous cus tomer exper ience managemen t, wh ich means cus tomer sa tis f ac tion measuremen t, to ge t there--and even more e ff or t to s tay there .

MEASURING CUSTOMER SATISFACTION IN THE BANKING IN USTRY

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THE NEE D T O M EASURE CUST OM E R SATI SFACTI ON

Satisfied customers are central to optimal performance and financial returns. In many places in theworld, business organizations have been elevating the role of the customer to that of a keystakeholder over the past twenty years. Customers are viewed as a group whose satisfaction withthe enterprise must be incorporated in strategic planning efforts. Forward looking companies arefinding value in directly measuring and tracking customer satisfaction as an important strategicsuccess indicator. Evidence is mounting that placing is high priority on Customer satisfaction iscritical to improved organizational performance in a global marketplace.

"

ith better understanding of customer#

s perceptions, companies can determine the actionsre $ uired to meet the customer needs. They can identify their own strengths and weaknesses, wherethey stand in comparison to their competitor, chart out path future program improvement.Customer satisfaction measurement helps to promote an increased focus on customer outcomesand stimulate improvements in the work practices and processes used within the company.

"

hen buyers are powerful, the health and strength of the company#

s relationship with itscustomers- its most critical economic asset- is its best predictor of the future. Assets on the balancesheet-basically assets of production are good predictors only when buyers are weak. So, it is nowonder that the relationship between those assets and future income is becoming more and moretenuous. As buyers become empowered, sellers have no choice but to adopt. Focusing oncompetition has its place, but with buyer power on the rise, it is more important to pay attention tothe customer.

Customer satisfaction is $ uite a complex issue and there is a lot of debate and confusion about whatexactly is re $ uired and how to go about it. This article is an attempt to review the necessaryre $ uirements, and discuss the steps that need to be taken in order to measure and track customersatisfaction.


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W hat constitutes Satisfaction ?

The meaning of Satisfaction: satisfied has a range of meanings to individuals, but it generallyseems to be a positive assessment of the service.

The word satisfied itself had a number of different meaning for respondents, which can be splitinto the broad themes of contentment/happenings,relief,achieving aims,achieving aims and happywith outcome and the fact that they did not encounter any hassle:

H appy

- Content

- Happy, pretty happy, % uite happy

- Pleased

-&

alk out of there feeling good

-&

alk out of there chuffed

- Grateful the service has been OK

Relieved

-Thank God for that

- Phew

- At ease

- Can relax

- Stress reduction

- Secure

- Safe

- Go to the bank with a troubled mind and they sort it out for you

- Sleep at night without worrying what'

s going to go on

- Everything is sorted out in your mind and you'

re happy

- Secure, you know the money has been sorted out

- Knowing the money'

s going to be there

Achieving aims


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- Achieving your aim or goal

- Getting what you went in for

- Achieve whatever it is you wanted to achieve

- Come away with a proportion of what you want

- Got what wanted in the end

- Got what you went down for

- Everything went according to plan, the way it should have done

- Met expectations

- To be unsatisfied is when you come out and you are still on the same level as you were before

Achieving aims, and happy with outcome

- Happy with the results

- Happy with what you(

ve got

-)

hen you walk out you(

re happy they(

ve sorted everything out and 0 uickly

- Happy with outcome

- Pleased with what(

s happened

- Content with what(

s been done for you

- A feeling of happiness having achieved your goal

- You go in there feeling down and the only way you are going to come out satisfied is if they havebeen good to you

No hassle

- No frustrated

- Everything goes smooth

- No hassle

- No problems

- No hassle getting there

- Straightforward


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Clearly then there is some variation in understanding of the term. Some of the interpretations fitwith definitions used in much of the service 1 uality and satisfaction literature, where satisfaction isviewed as a zero state, merely an assessment that the service is ade 1 uate, as opposed to delightwhich reflects a service that exceeds expectations. However, most respondents have more positiveinterpretations of the term. These 1 uestion allow us to identify priorities for improvement by

comparing satisfaction with stated ( overt) imporatance, comparing satisfaction with modeled (covert) importance ( from identifying key drivers of overall satisfaction),as well as respondent2

s ownsated priorities.


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[1 .2] BANKING INDUSTR Y: AN OV ERV IEFor centuries banks have played an important role in financial system of the country.Thevital role continues even today although the form of banking have change today withchanging need of the economy and individuals. ith expansion of trade and commerce, theconcept of banking gained importance. The banking transcend from individuals to groupsand later to companies. During the Mogul period the indigenous bankers played a veryimportant role in lending money and financing foreign trade in India. During Br itish rule theagency houses carried on the banking business.The Banking system in India has three tiers.There are scheduled commercial banks; the regional rural banks; and the cooperativebanks. The scheduled commercial banks constitute those banks which are included in thesecond schedule of RBI Act 1934.

In the organized segment banking system occupies an important place in nations economy.It plays a pivotal role in the economic development of a country and forms the core of themoney market in an advanced country. The commercial banks in India comprise of bothPublic sector as well as private sector banks. There are total 28 public sector and 27 privatesector banks are functioning in the country presently. Banks have to deal with manycustomers everyday and render various types of services to its customers. Its a well knownfact that no business can exist without customers

Currently, India has 96 scheduled commercial banks (SCBs) - 27 public sector banks (that iswith the Government of India holding a stake), 3 1 private banks (these do not havegovernment stake; they may be publicly listed and traded on stock exchanges) and 38

foreign banks. They have a combined net work of over 53,000 branches and 49,000 ATMs. According to a report by ICRA Limited, a rating agency, the public sector banks hold over 75percent of total assets of the banking industry, with the private and foreign banks holding18.2% and 6.5% respectively

Early history

Banking in India originated in the last decades of the 18th century. The first banks were TheGeneral Bank of India which started in 1786, and the Bank of Hindustan, both of which arenow defunct. The oldest bank in existence in India is the State Bank of India, whichoriginated in the Bank of Calcutta in June 1806, which almost immediately became the Bank of Bengal. This was one of the three presidency banks, the other two being the Bank of Bombay and the Bank of Madras, all three of which were established under charters fromthe British East India Company. For many years the Presidency banks acted as quasi -central banks, as did their successors. The three banks merged in 1921 to form the ImperialBank of India, which, upon India's independence, became the State Bank of India.


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Indian merchants in Calcutta established the Union Bank in 1839, but it failed in 1848 as aconsequence of the economic crisis of 1848 -49. The Allahabad Bank, established in 1865and still functioning today, is the oldest Joint Stock bank in India.( Joint Stock Bank : Acompany that issues stock and requires shareholders to be held liable for the company's

debt) It was not the first though. That honor belongs to the Bank of Upper India, wh ich wasestablished in 1863, and which survived until 1913, when it failed, with some of its assetsand liabilities being transferred to the Alliance Bank of Simla.

hen the American Civil ar stopped the supply of cotton to Lancashire fromthe Confederate States , promoters opened banks to finance trading in Indian cotton. ithlarge exposure to speculative ventures, most of the banks opened in India during that p eriodfailed. The depositors lost money and lost interest in keeping deposits with banks.Subsequently, banking in India remained the exclusive domain of Europeans for next severaldecades until the beginning of the 20th century.

Foreign banks too started to arrive, particularly in Calcutta, in the 1860s. The Comptoired'Escompte de Paris opened a branch in Calcutta in 1860, and another in Bombay in 1862;branches in Madras and Pondichery, then a French colony, followed. HSBC establisheditself in Bengal in 1869. Calcutta was the most active trading port in India, mainly due to thetrade of the British Empire, and so became a banking center.

The Bank of Bengal, which later merged with the Bank of Bombay and the Bank of Madras to form the Imperial Bank of India in 1921.

The first entirely Indian joint stock bank was the Oudh Commercial Bank, established in1881 in Faizabad. It failed in 1958. The next was the Punjab National Bank , establishedin Lahore in 1895, which has survived to the present and is now one of t he largest banks inIndia.

Around the turn of the 20th Century, the Indian economy was passing through a relativeperiod of stability. Around five decades had elapsed since the Indian Mutiny, and the social,industrial and other infrastructure had improved. Indians had established small banks, mostof which served particular ethnic and religious communities.

The presidency banks dominated banking in India but t here were also some exchangebanks and a number of Indian joint stock banks. All these banks operated in differentsegments of the economy. The exchange banks, mostly o wned by Europeans, concentratedon financing foreign trade. Indian joint stock banks were generally under capitalized andlacked the experience and maturity to compete with the presidency and exchange banks.This segmentation let Lord Curzon to observe, "In respect of banking it seems we are behindthe times. e are like some old fashioned sailing ship, divided by solid wooden bulkheadsinto separate and cumbersome compartments.


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The period between 1906 and 1911 , saw the establishment of banks inspired bythe Swadeshi movement. The Swadeshi movement inspired local businessmen and politicalfigures to found banks of and for the Indian community. A number of banks established thenhave survived to the present such as Bank of India,Corporation Bank, Indian Bank, Bank of Baroda, Canara Bank and Central Bank of India .

The fervor of Swadeshi movement lead to establishing of many private banks in Dakshina Kannada and Udupi district which were unified earlier and known by the name SouthCanara ( South Kanara ) district. Four nationalised banks started in this district and also aleading private sector bank. Hence undivided Dakshina Kannada district is known as Cradleof Indian Banking .

From World War I to Independence

The period during the First orld ar ( 1914-1918) through the end of the Second orld ar ( 1939- 1945), and two years thereafter until the independence of India were challenging

for Indian banking. The years of the First orld ar were turbulent, and it took its toll withbanks simply collapsing despite the Indian economy gaining indirect boost due to war -related economic activities. At least 94 banks in India failed between 1913 and 1918 as

indicated in the following table:

Years Number of banksthat failedAuthorised capital(Rs. Lakhs)

Paid-up Capital(Rs. Lakhs)

1913 12 274 35

1914 42 7 10 109

1915 11 56 5

1916 13 23 1 4

1917 9 76 25

1918 7 209 1

Post-independence

The partition of India in 1947 adversely impacted the economies of Punjab and est Bengal,paralyzing banking activities for months. India's independence marked the end of a regimeof the Laissez-faire for the Indian banking. The Government of India initiated measures toplay an active role in the economic life of the nation, and the Industrial Policy Resolutionadopted by the government in 1948 e nvisaged a mixed economy. This resulted into greater


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involvement of the state in different segments of the economy including banking and finance.The major steps to regulate ban king included:

In 1948, the Reserve Bank of India, India's central banking authority, was nationalized,and it became an institution owned by the Government of Indi a.

In 1949, the Banking Regulation Act was enacted which empowered the Reserve Bankof India (RBI) to regulate, control, and inspect the banks in India.

The Banking Regulation Act also provided that no new bank or branch of an existingbank could be opened without a license from the RBI, and no two banks could havecommon directors.

However, despite these provisions, control and regulations, banks in India except the State Bank of India, continued to be owned and operated by private persons. This changed withthe nationalisation of major banks in India on 19 July 1969.

Nationalisation

The RBI was nationalized on January 1 , 1949 in terms of the Reserve Bank of India(Transfer to Public Ownership) Act, 1948 (RBI, 2005b).[Reference www.rbi.org.in]

By the 1960s, the Indian banking industry had become an important tool to facilitate thedevelopment of the Indian economy. At the same time, it had emerged as a large employer,and a debate had ensued about the possibility to nationalize the banking industry. Indira Gandhi, the-then Prime Minister of India expressed the intention of the GOI in the annualconference of the All India Congress Meeting in a paper entitled "Stray thoughts on Bank Nationalization." The paper was received with positive enthusiasm. Thereafter, her movewas swift and sudden, and the GOI issued New Bank of an ordinance and nationalized the14 largest commercial banks with effect from the midnight of July 19, 1969. JayaprakashNarayan, a national leader of India, described the step as a "masterstroke of political sagacity." ithin two weeks of the issue of the ordinance, the Parliament passed theBanking Companies (Acquisition and Transfer of Undertaking) Bill, and it receivedthe presidential approval on 9 August 1969.

A second dose of nationalization of 6 more commercial banks followed in 1980. The statedreason for the nationalization was to give the government more control of credit delivery.

ith the second dose of nationalization, the GOI controlled around 9 1% of the bankingbusiness of India. Later on, in the year 1993, the government merged India with PunjabNational Bank. It was the only merger between nationalized banks and resulted in thereduction of the number of nationalized banks from 20 to 19. After this, unt il the 1990s, thenationalized banks grew at a pace of around 4%, closer to the average growth rate of theIndian economy.

The nationalised banks were credited by some, including Home minister P. Chidambaram, tohave helped the Indian economy withstand the global financial crisis of 2007-2009.

Liberalisation

In the early 1990s, the then Narsimha Rao government embarked on a policyof liberalization, licensing a small number of private banks. These came to be known as New Generation tech-savvy banks , and included Global Trust Bank (the first of such newgeneration banks to be set up), which later amalgamated with Oriental Bank of Commerce, Axis Bank(earlier as UTI Bank), ICICI Bank and HDFC Bank. This move, alongwith the rapid growth in the economy of India, revitalized the banking sector in India, whichhas seen rapid growth with strong contribution from all the three sectors of banks, namely,government banks, private banks and foreign banks.


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The next stage for the Indian banking has been setup with the proposed relaxation in thenorms for Foreign Direct Investment, where all Foreign Investors in banks may be givenvoting rights which could exceed the present cap of 10%,at present it has gone up to 74%with some restrictions.

The new policy shook the Banking sector in India completely. Bankers, till this time, wereused to the 4-6-4 method (Borrow at 4%; Lend at 6%;Go home at 4) of functioning. The newwave ushered in a modern outlook and tech -savvy methods of working for tradition al banks.

All this led to the retail boom in India. People not just demanded more from their banks butalso received more.

Currently (2007), banking in India is generally fairly mature in terms of supply, product rangeand reach-even though reach in rural India still remains a challenge for the private sector and foreign banks. In terms of quality of assets and capital adequacy, Indian banks areconsidered to have clean, strong and transparent balance sheets relative to other banks incomparable economies in its region. The Reserve Bank of India is an autonomous body,with minimal pressure from the government. The stated policy of the Bank on the IndianRupee is to manage volatility but without any fixed exchange rate -and this has mostly beentrue.

ith the growth in the Indian economy expected to be strong for quite some time -especiallyin its services sector-the demand for banking services, especially retail banking, mortgagesand investment services are expected to be strong. One may also expect M&As, takeovers,and asset sales.

In March 2006, the Reserve Bank of India allowed arburg Pincus to increase its stake inKotak Mahindra Bank (a private sector bank) to 10%. This is the f irst time an investor hasbeen allowed to hold more than 5% in a private sector bank since the RBI announced normsin 2005 that any stake exceeding 5% in the private sector banks would need to be vetted bythem.

In recent years critics have charged that the non-government owned banks are tooaggressive in their loan recovery efforts in connection with housing, vehicle and personal

loans. There are press reports that the banks' loan recovery efforts have driven defaultingborrowers to suicide.

1.3 Different types of bank

Scheduled and Non scheduled Banks

Those listed in the scheduled 2 of RBI Act, 1934 satisfies the following conditions:

a) Paid up capital and reserves of Rs 5 lacks

b) Business not conducted in detrimental way

Maintain reserve with RBI

Enjoy privileges:

Financial accommodation & Remittance facilities from RBI at concession

Every other banks is Non -scheduled Bank


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Public sector banks include :

State Bank GroupNationalized BanksRegional Rural Banks

Generally majority stake is held by Government

Nationalized Banks

The banks acquired by government BOI,PNB,BOB,Central Bank,Canara Bank,SyndicateBank,Indian Bank,IOB

Regional Rural Banks

Established to cater the rural areas where the commercial banks failed to reach Governedby Regional Rural Bank act, 1976 one or more districts -as area of operation 100 branchesare expected. This number is already exceeded in practice .

Private Banks

There is no Government stake equity held by private shareholders

UTI,ICICI,HDFC,IDBI,Centurion Bank

1.4 BAN ING SERVICE S IN INDIA

Banking

Banking as per section 5( 1) (b) of Banking Regulation act , 1949 means :

Accepting monies from the public for the purpose of lending or investment repayable ondemand otherwise withdrawal buy cheque, draft, and order or otherwise money accepted istermed as deposit.

ho can do banking?

Banking can be legally done by incorporated entities un -incorporated entities in the bankingsector.


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Banking services:

ACCO UNTS AND DEPO SITS:

Savings accountsCurrent accountsFixed accountsDemat accountsSafe Deposit Lockers

Loans:

Personal loansHome loansEducation loansTwo wheeler loansFour wheeler loansNew & used car loansGold loanLoans against securitiesLoan against property

orking capital financeHealth Care FinanceConstruction Equipment financeOverdraft loan

Cards:

Debit CardCredit CardPre-paid card

omans credit cardCorporate Credit Card

Forex services

Travelers ChequesForeign currency cashForeign currency draftForeign currency cheque


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Payment services :

Payment of billsElectronic clearance

INTE RNET BAN 3 ING

Internet banking is used widely by masses, and has numerous benefits to offer.Nowadays, all banks provide online banking facility to their customers as an addedadvantage. Gone are the days, when one had to transact with a bank which was only in hislocal limits. Online banking has opened the doors for all customers, to operate beyondboundaries. Nowadays, people are so busy in their work lives, that they don't even have timeto go to the bank for conducting their banking transactions. Internet banking enable peopleto carry out most of their banking transactions using a safe website, which is operated bytheir respective banks. It provides many features and functions to their customers, andenables them to view their account balance, transfer money from their account to another account (be it in their respective bank or any other bank), view their account summary, etc.

In this procedure, many financial transactions can be carried out by simply utilizing acomputer with an Internet connection. The necessary things that a person needs for usingonline banking are, an active bank account with balance in it for transactions, debit or a credit card number, customer's user ID, bank account number, the Internet banking PINnumber, and a PC with access to the web. People using Internet banking are certainlybenefited by the online services their respective banks are providing them with. The primaryreason why it is so famous and mostly used is that, custo mers are allowed to bank at non -working hours.

Banks create their banking interfaces and websites in a viewable and user -friendly manner,

which enable customers to conduct their financial transactions with ease. If they are stuck inany process while performing their online transactions, banks have another helpful facilitythat is 'phone banking', wherein customers can call the banks toll -free number and getassistance in completing their transactions. Electronic bill payment, viewing anddownloading financial records, and money transfers are some of the general transactionswhich the customers generally carry out. All online banking services, provided by somebanks, are free of cost.

hen a customer views the bank's website, there are many options availab le, but to executethose transactions, he would obligatorily need to log into his virtual account. ithout loggingin, he won't be allowed to carry out any kind of the transactions. Initially, when he opens anaccount with the bank, the bank gives a welcom e kit which contains important documentsthat include the checkbook; a

document on which the customer's user ID, online banking password, phone bankingpassword, and account number is embedded. The kit also contains some other confidentialdata, the credit or debit card, and the card details. The website will prompt the user to enter the necessary details like the Internet banking password and account number, and then will


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display his account information. In this stage, he can carry out all functions that are availableon the website.

ith regards to the password authentication and encryption, high security is maintained, asthere is a chance of hackers getting unauthorized access to the c ustomer's account andperforming malpractices. However, banks keep their online security systems up -to-date toprevent such scenarios. Moreover, banks also suggest their customers to keep on changingpasswords periodically. They also implement some securit y measures like using uniquelogin IDs, transaction codes, using two passwords, security tokens which generateautomatically changing passwords, etc.

The Internet banking facilities provided by banks differ from bank to bank, and country tocountry. To know all online banking services and processes, one has to thoroughly refer tothe guides which were made available in the welcome kit. Moreover, proper care has to betaken regarding the confidential documents as, Internet banking frauds are on an increase.

CUST OM E R CARE SE RVICES

Does money describe the main business of a financial -services company? hile the obviousanswer is of course, I believe that, just as important, financial -services companies are inthe business of customer service. Therefore, the business and IT strategy of a company likeThe PNC Financial Services Group must ultimately focus on the customer.

At PNC, we've launched a series of sharply focused IT projects, all aimed at improving theservice and value we provide to customers. As CIO , I spend about a quarter of my timemeeting with customers, determining their needs now and in the near future. Informationtechnology then becomes a primary tool for serving these customers better, faster and morecomprehensively.The results speak for themselves: PNC is enjoying a period of growth. Though 2003 net

income of $ 1 billion was down from $ 1 .18 billion in 2002, fourth -quarter earnings of $274million were up 5 percent from the fourth quarter of 2002. Meanwhile, 22 percent of PNC'srevenue in 2003 was derived from processing-related business, including fund servicing,treasury management and commercial real -estate servicing. On the expense side, we're ontarget to meet our goal of reducing PFPC orldwide's expenses by $50 million, withoutcompromising service levels. Our PFPC orldwide entity, which I head, is a full -servicemutual-fund transfer agent.To a large extent, I credit our technology decisions and initiatives as major contributors tothese achievements. Since becoming CIO six years ago, I've directed the strategic use of technology to deliver the variety and quality of services that our customers demand.PNC is a large, complex organization. Consumer banking constitutes about 60 percent of our earnings. e operate bank branches throughou t our core mid-Atlantic region of Delaware, Kentucky, New Jersey, Ohio and Pennsylvania. Our other lines of business

include wholesale banking, encompassing corporate banking, real -estate finance and asset -based lending; wealth management; asset management ; and global fund services. As a result, we have a broad array of customers, ranging from mutual -fund leaders toindividual investors. Regardless of customer category, our strategy for success rests onthree basic principles:

continual improvement of th e experience with PNC. Continual improvement of our product offerings. Continual improvement of our infrastructure and security.

The customer is at the center of each of these principles. And increasingly, IT plays a criticalrole in fulfilling these crucial goals.


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PNC took a leap of faith in 1990 when we decided to merge onto a single IT platform,consolidate our data centers and centralize our back -office functions. Since then, we'vemade numerous acquisitions, including nine financial institution s, as well as the companiesthat now form the basis of our nonbank businesses. This early commitment to consolidationhelped us lower costs and improve operational efficiencies as the various companiesmerged. And it has contributed to continued savings an d high productivity.Just as important, our tight, integrated infrastructure has provided the basis for initiatives thatdramatically enhance the customer experience.These initiatives fall under the umbrella of our Segment of 1" concept, which is a guaranteethat our customers will experience maximum personalization and information access,regardless of where or how they do business with us. For example, in the recently completedIT project dubbed Project Genesis, we built a multichannel distribution system for our retailbanking sector based on CRM technology from Siebel Systems and IBM, with a datawarehouse on the back end.

As a result, it no longer matters how or where a customer touches us -- at a bank branch, ina supermarket, by ATM, via telephone or through our eb interface. Regardless of thechannel, the customer transaction is logged and the account data immediately updated. If a

customer needs assistance, our service representatives can access up -to-the minuteinformation. Obviously, these real-time capabilities have vastly improved our customers'overall experience.Project Genesis has been such a success that we're now deploying similar technology for our institutional customers. But extending CRM to larger corporate customers can be achallenge for two reasons. First, each client company might functionally be multiple clientsbecause different groups within the company use various financial products and services --for example, cash management and corporate finance. Second, we've historica lly supportedthese products and services with separate applications and separate teams of sales andservice specialists. These two factors together have made it difficult to get the single view of the customer that's needed for optimal customer service.To remedy this situation, we're extending the Genesis approach into our wholesale bankingbusiness, leveraging our enterprise Siebel/IBM CRM software. It will more closely aggregate

the applications and information on the institutional side. As a result, we 'll have a moreholistic view of our corporate clients, so we can serve them faster and more efficiently. Aswith the original Project Genesis, holesale Genesis involves much more than just systemsintegration. e're also reengineering our approach to rel ationship management to assuremaximum understanding of clients' needs.

ATM SERVICES

ATMs allow you to do a number of banking functions - such as withdrawing cash from one'saccount, making balance inquiries and transferring money from one account to anot her -using a plastic, magnetic -strip card and personal identification number issued by thefinancial institution.


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BRANCH BANKING

multi-office banking, generally defined as accepting deposits or making loans at facilitiesaway from a bank's home office. Branch banking has gone through significant changes since

the 1980s as banks responded to a more competitive nationwide financial services marke t.

In the 1990s, regulatory limitations on bank branching, such as the 1920s era mcfaddenact that restricted branching to a bank's home state, were finally l ifted. The Regal-NealInterstate Banking & Branching Efficiency Act of 1994 authorized well -capitalized banks toacquire branch offices, or open new ones, anywhere in the United States outside their homestate after June 1 , 1997. Most states passed laws en abling interstate branching prior to thatdate. Branch banking networks are gradually evolving into multi -state financial servicesnetworks where depositors can access their accounts from any banking office. Financialinnovation such as internet banking will also influence the future of "bricks and mortar "

banking by potentially reducing the need to maintain extensive branch networks to serviceconsumers.


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1.5 : BAN 4 S AVAILABLE IN D IBRUGARH T OW N:

SBI

HDFC

ICICI

AXIS

UBI

UCO

ALLAHBAD

INDIAN OVERSEAS BANK ANDHRA BANK

BANK OF RAJASTHAN

BANK OF MAHARASHTRA

PUNJAB & SIND BANK

PUNJAB NATIONAL BANK

CENTRAL BANK OF INDIA INDIAN BANK

BANK OF BARODA

VIJAYA BANK

ORIENTAL BANK OF COMMERCE

INDUSLIND BANK APEX BANK

UNION BANK


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CHAPTER 2

Research Methodology

2.1 OBJECTIVES OF THE PROJECT

1. To find out the level of satisfaction of customers regarding services offered by six differentbanks in Dibrugarh town, out of which three are public and the rest private banks.

2. To analyze the factors that influence a customer to choose a particular bank


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2.2 SCOPE OF THE STUDY

The scope of this project is confined to Dibrugarh town only .

2.3 RESEARCH METHODOLOGY

I took up descriptive research for my purpose .

Descriptive Research:

Descriptive research includes surveys and fact finding en 5 uiries of different kinds. The maincharacteristics of this method is that researcher has no control over the variables : he can onlyreport what has happened or what is happening. The methods of research utilized in descriptive

research are survey methods of all kinds, including comparative and correlation methods .

The research process I involved the following steps:

1. Formulating the research problem

The first step in research is formulating a research problem. It is most important stage in appliedresearch, as poorly define problem will not yield meaningful results. I decided to to start theresearch work taking into consideration the Customer satisfaction regarding Banking services (A TM

Services, Mobile banking, Internet banking and Customer services )

2. Choice of R esearch Design

Research design is the plan, structure and strategy of investigation conceived so as to obtain

answers to research 5 uestions and control variance .Research design is more or less a blueprint of research . The research are of following types

Exploratory Research Descriptive Research Diagnosis Research Experimentation Research

3. Determining the size of the data

The next step followed was to determine size of the data to be needed. Since my research work isentirely based upon the customers of Dibrugarh town and also there are no related data availablefor the same,I decided to go for primary data.


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4.Designing data collection forms

O nce the decision in favour of collection of primary data was taken, I had to decide mode of collection. The two methods by which primary data can be collected are:

O bservation Communication

I preferred to communicate people rather than just observing them. I made 6 uestionnaires to collectre 6 uisite information. The 6 uestionnaire can be classified into two two main types :

Structured Non structured

I designed a structured 7 uestionnaire for my research where I disclosed the purpose of my researchto my respondents and 7 uestions are listed in a predetermined order. I designed my 7 uestionnairekeeping the following in mind

Types of 8 uestions

The important aspect in designing of a 7 uestionnaire was to decide which type of 7 uestions to beneeded. I had followed open-ended 7 uestions ( multiple choice or alternative answers listed).

Phasing the 8 uestions

The way in which 7 uestions are drafted is very significant. I took care of following points whilefacing the 7 uestions

I tried to avoid difficult words as far as possible

I tried to phrase short9

uestions I did not combine two @ uestions at the same time I tried to be very precise and specific as regard to the A uestions I framed

How many A uestions to ask?

B

hile deciding on the length of A uestionnaire I tried to put myself in respondents place andimagined how I would react to that A uestionnaire would be more preferable, as it would not take up

much time .

5.Sample and sampling Units

I took up a sample of 25 customers from each bank. The samples are collected from 6 bank of Dibrugarh town and convenient method of sampling was used to conduct the research

Banks considered for the study:


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1. State Bank of India

2. ICICI Bank

3. HDFC Bank

4. AXIS Bank

5. UBI

6. UCO Bank .

6.O rganising and conducting the sample survey

Having prepared the C uestionnaire and selected the sample design and size of sample,the next stepwas to organize and conduct the survey.

7.Processing and analyzing the collected data

O nce the survey was over and C uestionnaire had been received, next task was to aggregate the datain a meaningful manner. I had to process,analyzed and interpret the collected data.

Analysis

In analyzing the data I had made the statistical tools like tabulation, Bar graph .

Interpretation

The next step is to draw inferences from the analysis of data. Before preparing the report I decidedto draw specific conclusions from the data analyzed before.

8.Preparing the Research report

O nce the data had been tabulated, interpreted and analyzed, I started preparing my reportembodying the findings of the research I carried out and some recommendation


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CH APTE R -3 Analysis and Interpretations

ANAL SIS AND INTE RPRET ATI ON

AGE GRO UP O F R ESPO NDENTS

Though the first question attempt was made to find out the age of the respondents . Therespondents were broadly classified under five heads. The following table shows the findingof age group


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Table -3. 1 .1

Total sample- 150

Showing the age group of r espondents

AGE-GRO

UP NO

.O

FR

ESPO

NDENT

S PER

CENT

AGE15 Years to 25 Years 19 13%

26 Years to 35 Years 38 25%




Fig:3.2. 1 Showing the number of respondents of different age.

Findings : From the above table it has been seen that nearly 25% of the respondents

belong to the age limit between 26 35 years and only a few are 15 -25 years,which amount

to just 13%

ACCOUNT TY PE

13% 25% 23% 22% 17%0

5

10

15

20

25

30

35

40

15 Years to

25 years

26 Years to

35 years

36 Years to

45 years

46 Years to

55 years

56 Years to

65 years

D E F G ER OFRESH O D I ED TS

H ERCED TAGE


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After ga ther ing in f orma tion abou t the responden ts age , the nex t ques tion was made to check ou t wha t type o f accoun t responden ts have .

ab le o-3 .1.

ACCOUNT TP Q R SAVI NGS CURRENT 150 Nil

ig : 3 . . - show ing type of accoun t o f responden t

ind ing :

All cus tomers posses sav ings accoun t on ly.

R E R DI SE R VI E S IS I ON

SERVICE 1 : CUSTOMER CARESERVI CE

1S

1 - CT ll answ U V in W ti X U

TY e q ` es a ion wa s re b arding sati s c action l eve l of r es d ond ent s on call answe ring tim e of c ` stom er car e se rvices -

0

50

100

150

200

SAVI NGS CURRENT

ACCOUNT TYPE

ACCOUNT Te f E


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VERYHIGH g YSATISFIED

HIGH g YSATISFIED

SATISFIED DISSATISFIED EXTREMEg YDISSATISFIED

NAME OF BANK

SBI 2 5 10 3 5 ICICI 2 8 15

HDFC 1 9 15 UCO 5 12 8 UBI 2 10 8 5 AXIS 4 4 17

Tabl e 3.1.3 - Sh owing th e numb ers of sati sfied and di ssati sfied r es i ond ent s regarding callan swe ring tim e.

Fig- 3.2.3 showing th e numb ers sati sfied and di ssati sfied r es i ond ent s re garding callan swe ring tim e.

Finding s: NUMBERS OF SATISFIED

RES p ONDENTS NUMBERS OF DISSATISFIED

RES p ONDENTS PERCENTAGE OF

SATISFIEDRESPONDENTS

NAME OF BANKSBI 17 8 68 q

ICICI 25 0 100 q HDFC 25 0 100 q

2 2 145

8 9

2 4

10

15 15

5 10

17

3

12

8

5 4 5

0

5

10

15

20

SBI ICICI HDFC UCO UBI AXIS

V e ry highl y sati sfied Highl y sati sfied

Sati sfied Dissati sfied

Extrem e ly dissati sfied


44/74

UCO 5 20 20 r UBI 12 13 48 r AXIS 25 0 100 r

T ab le 3 .1. : S how ing the percen tage of sa tis fied responden ts of the s tud ied responden ts

Fig 3.2.4 : Showing th e pe rce ntag e of sati sfied r es pond ent s of th e studi e dBank s.

INT E R P R ETAT ION S

SBI = 8% esponden ts Sa tis fied

I I I = 1 % esponden ts Sa tis fied

= 1 % esponden ts Satis fied

= % esponden ts Sa tis fied

BI= 8 % esponden ts Sa tis fied

AXIS= 1 % esponden ts Sa tis fied

1s

2 Flawl t ss and co u u t ct op t u a tion

V ERYHIGH v YSATISFIED

HIGHv YSATISFIED

SATISFIED DISSATISFIED EXTREMEv YDISSATISFIED

NAME OF BANK

SBI 2 5 10 5 3 ICICI 2 3 20 HDFC 2 2 21 UCO 5 15 5

17

25 25

5

12

25

8

0 0

20

13

068 w 100 w 100 w 20 w 48 w 100 w


NUMBERSOF SATISFIED RESPONDENTS

NUMBERS OF DISSATISFIED RESPNDENTS

PERCENTAGE OF SATISFIED RESPONDENTS


45/74

UBI 7 13 5 AXIS 2 2 21

Tabl e : 3.1.5 Showing th e numb ers of sati sfied and di ssati sfie d r es pond ent s regardingflawl ess and corr ec t op eration.

Fig- 3.2.5 Showing th e numb ers of sati sfied and di ssati sfied r es pond ent s on Flawlessx

corr ec top eration

Finding s:

NUMBERS OF SATISFIEDRESPONDENTS

NUMBERS OF DISSATISFIEDRESPONDENTS

PRCENTAGE OF SATISFIED RESPONDENTS

NAME OF BANK

SBI 17 8 68 y ICICI 25 0 100 y HDFC 25 0 100 y UCO 5 20 20 y UBI 7 18 28 y AXIX 25 0 100 y

Tabl e : 3.1.6 Showing th e perce ntag e of sati sfied r es pond e nt s

2 2 2 2

53 2 2

10

20 21

57

21

5

1513

35 5

0

5

10

15

20

25


ve ry highl y sati sfie d Highl y sati sfied Sati sfied

Dissati sfied Extr emely Dissati sfied


46/74

Fig 3.2.6: Showing the percentage of satisfied respondents

INTERPRETATIONS :

SBI = 68% Respondents Satisfied

ICICI =100% R espondents Satisfied

HDFC = 100% R espondents Satisfied

UCO

= 20%R

espondents SatisfiedUBI = 28% Respondents Satisfied

AXIS = 100% Respondents Satisfied

1. 3 Understanding and replying Queries correctly

17

25 25

57

25

8

0 0

2018

068 100

100

20

28 100

S I I I I F O I

IS

N M ER S OF S

T ISFIE R ESPON ENT S

N M ER S OF ISS

T ISFIE R ESPON ENT S

PERC ENTA GE OF SAT ISFIE R ESPON ENT S


47/74

V ERYHIGH YSATISFIED

HIGH YSATISFIED

SATISFIED DISSATISFIED EXTREME YDISSATISFIED

NAME OF BANK

SBI 1 4 14 5 1 ICICI 1 1 23 HDFC 1 3 21 UCO 7 13 5 UBI 10 8 7

AXIS 1 2 22

Tabl e : 3.1.7 Showing th e numb ers of sati sfied and di ssati sfied r es pond ent s regarding und erstandingand r eplying queries corr ec tly.

Fig 3.2.7: Showing th e numb ers sati sfied and di ssati sfied r es pond ent s on und erstanding andreplying queries corr ec tly.

Finding s:




NAME OF BANK

SBI 19 6 76 ICICI 25 0 100 HDFC 25 0 100 UCO 7 18 28 UBI 10 15 40 AXIS 25 0 100

Tabl e : 3.1.8- showing th e perce ntag e of sati sfied r es pond e nt s

13

12

53

1 1

23

13

21

7

13

5

108 7

1 2

22

Very highl y sati sfied

Highly sati sfie d

Sati sfied Dissati sfied Extr e m e ly dissati sfied



48/74

Fig 3.2.8: Showing the percentage of satisfied respondents

INTERPRETATIONS :

SBI - 76% R espondents Satisfied

ICICI - 100%R espondents Satisfied

HDFC - 100% R espondents Satisfied

UCO - 28% R espondents Satisfied

UBI - 40% R espondents Satisfied

AXIS - 100%R espondents Satisfied

19

25 25

710

25

6

0 0

1815

076% 100% 100% 28% 40% 100%

S I IC IC I FC UC O UB I AX IS

NU MB ER S OF SAT ISFIE R ESPON ENT S

NU MB ER S OF ISSAT ISFIE R ESPON ENT S

PERC ENTA GE OG SAT ISFIE R ESPON ENT S


49/74


50/74

Fig 3.2. 10: Showing the percentage of satisfied respondents

INTERPRETATIONS:

SBI- 88% Respondents are satisfied

ICICI-100% Respondents are satisfied

HDFC-100% Respondents are satisfied

UCO-44% Respondents are satisfied

UBI-60% Respondents are satisfied

AXIS- 100% Respondents are satisfied

SERVICE 2 : BR ANCH BANKING

2225 25

11

15

25

30 0

14

10

088% 100% 100% 44% 60% 100%

SBI ICICI H FC U CO U BI AXIS

NU MBER S OF SAT ISFIE R ESPON ENT S

NU MBER S OF ISSAT ISFIE

PER CENTAGE OF SAT ISFIE R ESPON ENT S


51/74

2

1 : Behav io of th e st a ff

V ERY HIGHj YSATISFIED

HIGH j YSATISFIED

SATISFIED DISSATISFIED EXTREMEj YDISSATISFIED

NAME OF BANK

SBI 1 4 10 5 5 ICICI 2 1 22

HDFC 1 2 22

UCO 10 10 5

UBI 10 10 5

AXIS 2 2 21 T ab le 3 .1.11: show ing the numbers of sa tis fied and d issa tis fied responden ts regard ing

behav ior o f the s ta ff.

ig :3 . .11: S how ing the numbers of sa tis fied and d issa tis fied responden ts regard ing Behav ior of the s ta ff.

Finding s:




NAME OF BANK

SBI 15 10 60 k ICICI 25 100 k HDFC 25 100 k UCO 10 15 40 k UBI 10 15 40 k AXIS 25 0 100 k

T ab le 3 .1.1 : S how ing the percen tage o f sa tis fied responden ts .

1

4

10

5 5

2 1

22

1 2

22

10 10

5

10 10

5

2 2

21

Ve ry highl y sati sfied

Highly sati sfied




52/74

Fig: 3.2. 12: Showing the percentage of satisfied respondents .

INEERPRETATIONS

SBI- 60% Respondents are satisfied

ICICI -100% Respondents are satisfied

HDFC - 100% Respondents are satisfied

UCO 40% Respondents are satisfied

UBI 40% Respondents are satisfied

AXIS 100% Respondents are satisfied

2.2 : T ime taken to precede the Transaction

15

25 25

10 10

25

1015 15

060% 100% 100% 40% 40% 100%

SB I IC IC I l m FC UC O UB I AX IS

Chart T itleNU MB ER S OF SAT ISFIEm R ESPONm ENT S

NU MB ER S OF m ISSAT ISFIEm R ESPONm ENT S

PERC ENTA GE OF SAT ISFIEm R ESPONm ENTS


53/74

VERY HIGH n YSATISFIED

HIGH n YSATISFIED

SATISFIED DISSATISFIED EXTREMEn YDISSATISFIED

NAME OF BANKSBI 2 6 10 5 2 ICICI 15 10

HDFC 15 10 UCO 15 5 5 UBI 17 5 3

AXIS 13 12

Tabl e 3.1.13 : Showing th e numb ers of sati sfied di ssati sfied res pond ent s regarding tim e tak en topr ece de th e tran saction.

Fig: 3.2.13 Showing th e numb ers of sati sfied and di ssati sfied r es pond ent s regarding Time tak en topr ece de th e entir e Tran saction.

Finding s :



PRCENTAGE OF SATISFIEDRESPONDENTS

NAME OF BANK

SBI 18 7 72 o ICICI 25 0 100 o HDFC 25 0 100 o UCO 15 10 60 o UBI 17 8 68 o AXIS 25 0 100 o

Tabl e 3.1.14 : Showing th e perce ntag e of sati sfied r es pond ent s.

2

6

10

5

2

15

10

15

10

15

5 5

17

5

3

1312


Highly sati sfied

Sati sfied Dissati sfied Extr emely dissati sfied



54/74

Fig: 3.2.14: Showing percentage of satisfied respondents

INTERPRETATIONS:

SBI 72% Respondents are satisfied

ICICI 100% Respondents are satisfied

HDFC 100% Respondents are satisfied

UCO 60% Respondents are satisfied

UBI 68% Respondents are satisfied

AXIS 100%Respondents are satisfied

2.3: Working Hours

18

25 25

15 17

25

7

0 0

10 8

072% 100% 100% 60% 68% 100%

SB I IC IC I FC UC O UB I AX IS

Chart T itleNU MB ER S OF SAT ISFIE R ESPON ENT S

NU MB ER S OF ISSAT ISFIE R ESPON ENT S

PERC ENTA GE OF SAT ISFIE R ESPON ENTS


55/74


56/74

Fig: 3.2. 16: Showing the percentage of satisfied respondents.

INTERPRETATIONS:

SBI 48% Respondents are satisfiedICICI 100% Respondents are satisfiedHDFC 100% Respondents are satisfiedUCO 72% Respondents are satisfiedUBI 76% Respondents are satisfied


SERVICE 3 : Internet Banking

12

25 25

18 19

25

13

0 0

7 6

048% 100% 100% 72% 76% 100%

SBI IC IC I FC UC O U BI AX IS

Chart T itleNU MBER S OF SAT ISFIE R ESPON ENT S

NU MBER S OF ISSAT ISFIE R ESPON ENT S

PERC ENTA GE OF SAT ISFIE R ESPON ENTS


57/74

3. 1 : Page se tup / me nu flow

V ERY HIGH YSATISFIED

HIGH YSATISFIED


NAME OF BANK

SBI

3 10

ICICI 10 5

HDFC 9 6

UCOUBI 5

AXIS 10 2 T ab le :3 .1.1 : S how ing the numbers o f sa tis fied responden ts .

ig :3 . .1 : S how ing the numbers of sa tis fied responden ts regard ing Se tup / enu flow


SBI - 13 responden ts are sa tis fied I I I- 15 responden ts are sa tis fied .

- 15 responden ts are sa tis fied - n il

BI- 5 responden ts are sa tis fied AXIS -1 responden ts are sa tis fied

3. 2 : Ease of USE

3

1010

5

9

65

10

2

Ve ry highl y sati sfied

Highly sati sfied

Satisfied Dissati sfied Extr emely dissati sfied



58/74


HIGH YSATISFIED


NAME OF BANK

SBI 1 10 2 ICICI 12 3

HDFC 11 4 UCOUBI 3 2

AXIS 10 2 T ab le : 3 .1.1 8 : S how ing the numbers of sa tis fied responden ts .

ig :3 . .1 8 S how ing the numbers of sa tis fied esponden ts regard ing Ease o f se.

INT E R P R ETAT ION S :

SBI - 11 responden ts are sa tis fied I I I- 15 responden ts are sa tis fied

-15 responden ts are sa tis fied -n il

BI-5 responden ts are sa tis fied AXIS -1 responden ts are sa tis fied

3.3: Spee d of Page lo adin g

1

12 11

3

1010

34

2 22


Char t Titl eVe ry highl y sati sfied Highl y sati sfied Sati sfied Extr em e ly dissati sfied


59/74

VERY HIGHLYSATISFIED

HIGHLYSATISFIED

SATISFIED DISSATISFIED EXTR EMELYDISSATISFIED

NAME O F BANK

SBI 3 9 1

ICICI 15

HDFC 12 3UCO UBI 5

AXIS 10 2Table: 3. 1 .19: Showing the numbers of satisfied and dissatisfied respondents.

Fig:3.2. 19 Showing the numbers of satisfied respondents regarding Speed of Page load .

INTERPRETATION :

SBI-12 respondents are satisfiedICICI- 15 respondents are satisfiedHDFC-15 respondents are satisfiedUCO-NilUBI-5 respondents are satisfied

AXIS- 12 respondents are satisfied.

3

9

1

15

12

3

5

10

2

V ery highlysatisfied

Highlysatisfied

Satisfied Dissatisfied Extremelydissatisfied



60/74

3. 4 : Var ie t of Tra ns ac tion


HIGH YSATISFIED


NAME OF BANK

SBI

3 10

ICICI 13 2

HDFC 12 3

UCOUBI 5

AXIS 10 2 T ab le : 3 .1. : S how ing the numbers of sa tis fied responden ts .

ig :3 . . S how ing the numbers of sa tis fied responden ts . INT E R P R ETAT ION S :

SBI -13 responden ts are sa tis fied I I I- 15 responden ts are sa tis fied

-15 responden ts are sa tis fied -NI

BI-5 responden ts are sa tis fied

AXIS -1 responden ts are sa tis fied .

SERVICE 4 : ATM Services

3

z 0

13

{

12

3

5

10

2


Highly sati sfie d


S| I I } I } I HDFC ~ CO ~ BI A IS


61/74

4 .1 : Continuous serv ice


HIGH YSATISFIED


NAME OF BANK

SBI 1 2 18 3 1 ICICI 23 2

HDFC 15 5 5

UCOUBI 20 5

AXIS 21 4 T ab le :3 .1. 1 : S how ing the numbers o f sa tis fied and d issa tis fied responden ts regard ing

con tinuous serv ice .

ig :3 . . 1: S how ing the numbers of sa tis fied and d issa tis fied responden ts regard ing on tinuous serv ice o f ATM .

Finding s:




NAME OF BANK

SBI 21 4 84 ICICI 23 2 92

HDFC 20 5 80

UCOUBI 20 5 80 AXIS 25 0 100

T ab le : 3 .1. : S how ing the percen tage of sa tis fied responden ts .

1 2

2315 2118

2 520

43 5 51

BI I I I HDFC CO BI A IS

Char t TitleV e ry highl y sati sfied Highl y sati sfied

Sati sfied Dissati sfied

Extremely dissati sfied


62/74

F ig : 3 . . : S how ing the percen tage o f sa tis fied responden ts .


SBI 84 % esponden ts are sa tis fied I I I % esponden ts are sa tis fied

- NilFC 80 % esponden ts are sa tis fied

BI 80 % esponden ts are sa tis fied AXIS 100 % esponden ts are sa tis fied

4 .2 : Var ie t of Tra ns ac tion

21 23 20 2025

4 25 5 5

84 92% 80 % 80% 100%


Char t Titl eNUMBER OF SATISFIED RESPONDENTS

NUBERS OF DISSATISFIED RESPONDENTS

PERCENTAGE OF SATISFIED RESPPONDENTS


63/74

V ERYHIGH YSATISFIED

HIGH YSATISFIED


NAME OF BANK

SBI 3 2 19 1

ICICI 23 2

HDFC 22 3

UCOUBI 18 5 2

AXIS 21 4 T ab le :3 .1. 3 : S how ing the numbers o f sa tis fied and d issa tis fied responden ts regard ing

var ie ty of transac tion .

Fig :3 . . 3 S how ing the numbers of sa tis fied and d issa tis fied responden ts regard ing Var ie ty o f transac tion through ATM .

NUMBERS OF SATISFIED

RESPONDENTS


PRCENTAGE OF SATISFIEDRESPONDENTS

NAME OF BANK

SBI 24 1 96%ICICI 25 100 %HDFC 25 100 %UCO 0 0 0%UBI 23 2 92%AXIS 25 100 %

T ab le :3 .1. 4 : Show ing the percen tage of sa tis fied responden ts .

3 2

20

23

2

22

3

20

5

21

4

y highl y sati sfiedHighly satisfied Sati sfied Dissati sfiedExtremely dissati sfied

SBI I I I HDFC CO BI A IS


64/74

Table:3.2.24: Showing the percentage of satisfied respondents.

INTE RPRET ATI ONS

SBI 100% Respondents are satisfiedICICI 100% Respondents are satisfiedHDFC 100% Respondents are satisfiedUCO NilUBI 100% Respondents are satisfied


4. 3: Ease of screen use

24 25 25

0

2325

1 296% 100% 100% 92% 100%

SB I IC IC I FC UC O UB I AX IS

NU MB ER S OF SAT ISFIE R ESPON ENT S

NU MB ER S OF ISSAT ISFIE R ESPON ENTS

NU MB ER S OF SAT ISFIE R ESPON ENT S IN PERC ENTA GE


65/74


HIGH YSATISFIED


NAME OF BANK

SBI 22 3 ICICI 23 2

HDFC 22 3 UCOUBI 20 5

AXIS 20 5 T ab le :3 .1. 5 S how ing the numbers o f sa tis fied responden ts regard ing ease of screen use .

F ig :3 . . 5 S how ing t

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