customer satisfaction completed) iias
DESCRIPTION
ALL customer satisfactionTRANSCRIPT
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A PROJECT REPORT
SUBMITTED TO LOVELY PROFESSIONAL UNIVERSITY
IN PARTIAL FULLFILLMENT OF THE REQUIREMENTS FOR THE AWARD
OF DEGREE OF MASTER OF BUSINESS ADMINISTRATION
BY
ABINASH PADHA
REG.NO. 10900399
UNDER THE SUPERVISION OF
MS. KANIKA JHAMB (Faculty Guide)
DEPARTMENT OF MANAGEMENT
LOVELY PROFESSIONAL UNIVERSITY
PHAGWARA
2010
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PREFACE
This research project is a part of the business administration course being taken up at
Department of Management Studies, Lovely Professional University, Phagwara.
I was provided opportunity to undergo training at the Jammu and Kashmir bank at its
zonal office JAMMU, my field of interest was to study the:
“CUSTOMER SATISFACTION TOWARDS JAMMU AND KASHMIR BANK IN JAMMU”
This project has been of great help in providing me an insight into the real life working
of an organization. It gave me a chance to apply, all I had learned to practical
situations, enhancing my understanding and image of the market and business world.
This experience in decision making and practical application of knowledge has
contributed greatly to my growth both as a person and a trainee.
ABINASH PADHA
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STUDENT DECLERATION
I declare that project entitled:
“CUSTOMER SATISFACTION TOWARDS JAMMU AND KASHMIR BANK
IN JAMMU”
A critical and comprehensive study of Customer satisfaction in banks is my
own work. I also undertake that the work is purely academic and no part has
been copied or taken from anywhere. This report neither in part nor full is
submitted for any degree or diploma in any Institute or college.
ABINASH PADHA
MBA (LSM)
Registration Number: 10900399
Lovely Professional University
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ACKNOWLWDGEMENT
My all praises to Almighty God, who blessed me with sufficient courage and capacity
to carry out and complete this study. Being aware of my limitations and shortcomings,
it was not possible for me to accomplish this work without His help.
I would like to thank the management of the Jammu and Kashmir bank. For
providing me an opportunity to work as a summer trainee with their B.U (business
units) Jammu
At the very outset, I extend my deepest sense of gratitude to my project guide Mr.
GOVERDHAN DUBEY, BUSINESS CLUSTER II J&K bank, without whose
indefatigable and strenuous effort and valuable expert guidance this research would
have not been concluded. Inspite of his busy schedule he was every time ready to take
out time and assisted me a lot in the execution of my present venture, through his
scholarly disclosure, critical analysis, work designing, valuable suggestions and more
ever his excellent moral support and encouragement through out my work. Thus I
deem it to be my pleasure to have worked under the supervision of such a resourceful
and learned person like him.
I also express my deep and sincere gratitude to my faculty guide, Ms. KANIKA
JHAMB, whose encouraging vigil proved to be great source of inspiration in
accomplishing this work. I am really thankful to him for his guidance and support.
I am indebted to my parents who provided all the facilities and encouragement for the
pursuit of this project work.
ABINASH PADHA
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CHAPTER PARTICULARS PAGE NO.
1 INTRODUCTION
Need of the study
Objectives of the study
Hypothesis
Methodology
Sample design
Data base
Primary data
Secondary data
Questionnaire and sample size
Design of the study
2 CONCEPTUAL FRAMEWORK & REVIEW OF LITERATURE
Meaning
Measurement of customer satisfaction
Customer Satisfaction in Service industry
Customer Satisfaction in Banking Industry
Review of Literature
References
3 COMPANIES PROFILE
Company profile of J&K Bank
Company profile of SBI
Company profile of PNB
4 RESULTS & DISCUSSIONS
Analysis of customer satisfaction regarding attitude, efficiency,
Products & services, physical facilities, advice & problem solving
Role of the bank.
Analysis of overall customer satisfaction
Analysis of reasons for banking with a particular bank
Analysis of response of customers for recommending their
bank
Analysis of customer complaints.
5 CONCLUSION & SUGGESTIONS
Summary of findings & suggestions
BIBLOGRAPHY
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INTRODUCTION
Customer is the nucleus around whom bank business ought to take shape/operate, The policies
and procedures should be used as tools to manage the physical resources, but more importantly
the human resources as, banking services are rendered by human beings to human beings.
Important to customer service in banks are the systems and organizational arrangement, as well
as the characteristics and behavior of employees/employers towards customers. There has been
phenomenal growth of service industries in recent years. More people are now employed in
service industries than in manufacturing industries. A good part of business sector with its
banks, hotels, law firms, consultation firms, air lines etc, is in the service business.
In the changed milieu, every banking organization tries to utilize its resources in the most
efficient and effective way. This calls for propounding new concepts, develop new skills,
redefine the objectives and goals, formulate new strategies and reorient training and modify
attitudes of the employees and executives so that products and services are delivered to the
customers as per their demands and expectations which would lead to the satisfaction of
customers.
Customer satisfaction is a dominant factor in the success of an enterprise. In the banking
industry where intangible products are to be marketed, the importance of customer satisfaction is
all the more significant. The customer has, therefore, necessarily and consistently to be the focal
point in all decision making relating to the policies, programs and practices of an organization.
From this point of view, the prime function of banks can be defined as the creation and delivery
of need based customer service in a customer -satisfying manner, to begin with; therefore, a
banker‟s task is to identify his customer and his needs. The problem would really arise in
locating or identifying a potential customer on the one hand, and the right marketing and
developmental attitude on the other.
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NEED OF THE STUDY
Customer satisfaction can be critical barometer of how well a company is serving its
customers. This information can show a company what it needs to do to increase its customer
satisfaction level unless its majority of customers are totally satisfied. In order to assess how
satisfied or dissatisfied customers are, companies should undertake surveys and understand
what customers need, when they provide various responses.
OBJECTIVES OF THE STUDY
The study aims to achieve the following objectives:
1. To gauge the satisfaction of the customers in organizations under study.
2. To identify the factors which act as impediments for the customer satisfaction in banks?
HYPOTHESIS
To achieve the desired objectives we hypothesize as under:
Ho: There will not be a significant difference of opinion/response between the customers
of sample organizations i.e. JKB, SBI & PNB regarding satisfaction.
H1: The customer of sample organizations will differ in opinion.
METHODOLOGY
The empirical method of research would be followed to complete the study. To gather the
information required for the study, attempts have been made to collect the information related
to customers on the basis of well-defined samples, which are discussed as:
SAMPLE DESIGN
The study is based upon the sample drawn from the three important commercial banks
operating in the Jammu viz., Jammu and Kashmir Bank, State Bank of India and Punjab
National Bank. Since the organizations have lot of branches and customers and because of
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limitation of time and resources, the investigator selected the three branches of Jammu i .e.
from SAMBA District, where these banking organizations are operating. In this way the
investigators have selected a sample of 300 customers at random basis from town of Jammu,
which will be a representative sample of Jammu. While selecting a sample, care has been
taken for considering different characteristics of the customers like age, gender, qualification,
business/professional, level of income, and nature of their accounts as described in table 1,
table 2, table 3, table 4,table 5 and table 6.
TABLE 1
AGE OF SAMPLE CUSTOMERS
TABLE 2
GENDER OF SAMPLE CUSTOMERS
Age in years JKB (%) SBI (%) PNB (%)
18-30 68 62 56
30-50 22 36 28
Above 50 10 02 16
GENDER JKB (%) SBI (%) PNB (%)
MALE 86 98 78
FEMALE 14 02 22
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TABLE 3
QUALIFICATION OF SAMPLE CUSTOMERS
TABLE 4
BUSINESS/PROFESSION OF SAMPLE CUSTOMERS
TABLE 5 LEVEL OF INCOME OF SAMPLE CUSTOMERS
QUALIFICATION JKB (%) SBI (%) PNB (%)
BELOW 10Th
06 38 32
10Th
-GRADUATION 76 46 60
PROFESSIONAL/ TECHNICAL
18 12 08
ANY OTHER 0 04 0
BUSINESS/ PROFESSION
JKB (%) SBI (%) PNB (%)
GOVT. EMPLOYEES 18 26 20
BUSINESS PERSON 64 64 58
PROFESSIONALS 10 08 10
HOUSE WIVES 06 02 10
RETIRED PERSONS 02 0 02
LEVEL OF INCOME JKB (%) SBI (%) PNB (%)
BELOW Rs. 4000 PM 34 56 44
RS. 4000-10000 PM 44 36 40
RS. 10000-30000 PM 20 06 10
ABOVE 30000 PM 02 02 06
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TABLE 6
NATURE OF ACCOUNT OF SAMPLE CUSTOMERS
DATA BASE
The data for the study was collected from both primary as well as secondary sources
described below:
1. Primary data
The primary data was collected through well-designed questionnaires served.
The questionnaire had two parts, part first would deal with the background information of
respondents, part two would ascertain the level of satisfaction of customers with regard to the
sample banks. Since the data relates to the psychological aspects of the customers, attempts
were made to quantify these data. For this purpose, the five point Likeret -type scale ranging
from highly satisfied to highly dissatisfied was used. The intermediate categories were labeled
as satisfied, neither satisfied nor dissatisfied and dissatisfied. The weights of highly satisfied
to highly dissatisfied are given as under:
Highly satisfied 5
Satisfied 4
NATURE OF A/C JKB (%) SBI (%) PNB (%)
SAVING A/C 36 30 40
FIXED DEPOSIT 04 04 02
CURRENT A/C 46 22 34
RECURRING A/C 12 06 24
ANY OTHER 02 38 0
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Neither satisfied nor dissatisfied 3
Dissatisfied 2
Highly dissatisfied 1
The variables and their dimensions, which have a direct bearing on the customer satisfaction,
have been identified on the basis of the extensive survey of literature on the subject and on the
studies conducted by earlier investigators. The main dimensions of customer satisfaction thus
studied relate to the following:
Attitude of the staff
Efficiency of bank
Product and services provided by the bank
Physical facilities of the bank, and
Advice and problem solving role of the bank.
Interviews and personal discussion with officers and employees of the sample organizations.
2. Secondary data
The secondary data was obtained from various books, journals, periodicals, newspapers,
publication of govt., semi govt., & other allied, agencies like Ministry of Finance, Govt. of
India, RBI, Indian Banks association, NIBM & so on.
ADMINISTRATION OF THE QUESTIONAIRE AND SAMPLE SIZE
The questionnaires were served to the customers after dully pre-testing them. With a view to
have a representation of JAMMU by each town in the survey, the size of sample was taken as
300 i.e. 100 customers for each bank (JKB, SBI, PNB) and approximately 33 customers from
each bank to be suggested that have taken..
DATA PROCESSING AND STATISTICAL ANALYSIS
In order to reach to logical conclusion, the data collected, both from the primary & secondary
sources have been arranged in a rational order & processed both manually & computer, the
verbal responses were converted into symbols & proper codes. The analysis of the data has
been done with the help of various statistical techniques like ratio, percentage, mean,
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combined mean, standard deviation & combined standard deviations.
For testing the hypothesis the „Z‟ test was used to find out the level of significance of
difference in the mean scores of the responses among the customers of different banks.
DESIGN OF THE STUDY
The whole study has been computed in five chapters as explained below:
Introduction & Methodology: This chapter introduces the problem & discusses the
objectives & methodology of the research to be followed.
Conceptual Framework & Review of Literature: In this chapter, a survey of the
existing literature on the subject has been done & the need for the current study has been
highlighted.
Companies Profile: company profile of J&K Bank, SBI and PNB
Results & Discussions: This chapter has presented the main results of the survey. The
analysis & interpretations of the empirical data has been discussed in detail to outline the
findings.
Conclusions & Policy Implications: This chapter has summarized the main findings of
the study & has given conclusions & policy implications for the organizations about
which the study is related
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CONCEPTUAL FRAMEWORK
Man is a "perpetual wanting animal" & therefore when one need is satisfied a new need at a
high level emerges. His continual drive for more & more can be explained in terms of
psychological theories of motivation. As basic needs are satisfied humans strive to satisfy
higher social & egoistic desires. The fulfillment of these cannot be directly measured. In this
way a man as a customer tries to purchase goods & services to satisfy his wants (Maslow,
1990).
Consumer gives his purchasing power in return expects certain benefits, customer satisfaction
is the fulfillment of expectations of consumer needs. Humans are born creatures of needs; as
they mature, want is added to need; economic needs are spontaneous & in their crudest sense,
limited, humans, like all living things, need a minimum of nourishment, & like a few other
living things; they need shelter. Unlike other beings, they also need essential clothing. The
human beings have some other needs as well as which arises not from an inner desire for
preservation of self or services but from a desire for a fulfillment & spiritual satisfaction.
Mounting evidence tells us that satisfying our customers all the time is being perceived as a
quality leader in a market carry significant advantages. PIMS (profit impact of marketing
strategies research project of the strategic planning institute) has concentrated that acclaiming
recognition as the markets quality leader leads to profitability more often than any other
strategy.
Unfortunately, it has always been very difficult to determine what features services &
innovations (or combination of these & other products & services attributes) will lead to being
perceived as the quality leader .it is even more difficult to answer the following questions,
Which of the myriad things we could do to improve the products, or the sales, services &
support activities that go with it, will lead to the greatest increase in perceived quality."
The answer to this question contains important strategic information because, it also reveals
where a company's product & services are most vulnerable to quality improvements by its
competitors & inversely it reveals where a company's competition may be most vulnerable to
quality improvement that it might under take.
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"The goal of marketing is to create customer satisfaction profitably by building value-laden
relationship with important customers .the marketing department cannot accomplish this goal
by it self It must team up closely with other departments, in the company & partner with
organizations throughout its entire value-delivery system to provide superior value to
customers. Thus, marketing calls up on every one in the organization to "think customer's &
to do all they can to help create & deliver superior value & satisfaction." (Kotler & Strong,
2000) Customer satisfaction is the core element of the banking concept, for which all the
companies, irrespective of their nature of business should strive for their existence & survival,
customer satisfaction ratings are the indicators to gauge the functional/aesthetic performance
of products & services of any organization.
The term satisfaction means different things to different people. In the economic sense,
satisfaction is equated with utility, or the customers' ability to enjoy a good (Bennet &
Kussarjian, 1972) & utility is never measured directly but inferred from the action's of the
marketplace. In the buyer behavior model developed by (Howard and Sheth, 1969), customer
satisfaction is defined as the point at which expectations & reality coincide. Anderson, (1973)
defined dissatisfaction in a similar, but reverse, manner as "the degree of disparity between
expectations & perceived product performance."
Measurement of customer satisfaction
When we ask ourselves what we want to focus on, we need to know what our customers' real
requirements are & how well we are meeting them; effective measurement plays a pivotal role
in determing those requirements. It is straightforward, easy to contract, & easy to understand.
Measurement demonstrates the value & effectiveness of what we do. It provides feedback on
whether or not we have adequately met our customers, requirements. It also creates an
awareness quality goals and progress. Hill (1967) operationally measured satisfaction by
asking consumers to evaluate their satisfaction with the purchase decision they made rather
than with the products themselves. This concept of satisfaction embraces not only what is
gained in the use of the product but also consumers feeling about the effectiveness of their
own decision process.
By continually identifying & reidentifying requirements, we position ourselves to better
understand how successfully we are meeting them. It gets us away from anecdotal
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assessments, from the tendency to remember the traumatic moments & base our evaluations
& decisions on those memories. Effective measurements focus action tracts progress &
quantify results. It provides a base for introduction of more complex analytical methods in the
future. Individual doing the works identifies specific measurement to tract & determines how
often measurement should take place, which will chart the measurements, & how they will be
charted.
A diversity of meaning variations within specific contexts emerges from the literature on the
concept of customer satisfaction. The first that might be called a gestall approach assumes
that a single evaluation of a product can be made, which includes all of the experience
surrounding its purchase & use. The second, or disaggregative approach, assumes that
measuring separately each of the various components, which affect satisfaction, & then
combining them into an overall measure can best quantify satisfaction. A strong theoretical
basis for the disaggregative approach is that it recognizes multiple motivation of the
customers' behavior but it also raises the question of how to examine the individual
components or facets of products & consumption relevant to the measurement of the customer
satisfaction.
Defining the fact: Most studies of customer satisfaction to date have measured specific
components. These facets vary according to the product or service classifications. In this
"consuming . mix system" Renoux (1973) identified this element; shopping (availability and
adequacy of shopping outlets), buying cease with which customers can evaluate alternative
products & make purchase decision); & consuming (experience in owing the products). In her
construction of an index of customer satisfaction for a "market basket" of several products,
ptaff (1972) emphasis product & marketing price, to develop a comprehensive list of
customer satisfaction facet.
The following are the proposed:
purchase process;
decision;
service &
Environmental attributes.
Purchase process: refers to the action of the customers in buying the product. Could he find
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the product easily? Did he have to travel for to buy it, was sufficient information available?
Was the purchase act itself convenient? Obviously for a banker who exercises strongly over
his channels any measurement of customer satisfaction should include this facet.
Decision: refers to the extent to which the customers thought his decision to be correct or
"satisfying." Apart from the product or the purchase process. The customer might have regrets
about one facet, which would color other facets. He might feel 'yes' “I am happy with the
service, but I see, now that I cannot afford it."
Service attributes refer specifically to the post sale service available to & required by the
customer & would vary in importance depending on the service.
Environmental attributes: is a facet of customer satisfaction, which is growing in
importance, should be considered.
Any successful strategy to manage satisfaction is the ability to listen to the customers. Most
highly successful banks employ several approaches, which are:
(a) Customer satisfaction indices surveying customers about their level of satisfaction &
plotting the results can help & understand just how satisfied or dissatisfied customers are with
both their dealings with banks in general & service provided by the banks in particular.
(b) Feedback: Collection after, complaints from complaint box, their comments & their
raised questions. The management cannot survive the past activities but to some extent it can
amend when something has gone wrong.
(c) Market research: A huge amount is spent on this activity. Although companies
traditionally invest significantly in this area customers are simply asked few questions, new trend
of interacting with customers is totally different in the sense, when you are interviewing the large
no. of customers though a single device at fixed place. A list of questions is placed of a
questionnaire. The answer to the first question will provide data about the effectiveness of the
company's awareness advertising, and the customers to the second will supply information about
the specific factors that actually sparked the decision to try to product or services also is
absolutely critical to understand where is a defect. A market research will be fruitful when such
information is implemented in providing better and the best satisfaction to the customers.
Customer satisfaction in service industry
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The basic relation in any service industry is between the organization and its customer.
The success of the service is solely dependent on whether the customer is satisfied or not.
This relationship is of prime importance. So when a customer begins to feel that the
organization is not longer capable or does not want to help him, or that is no longer gives him
efficient service. It is time for the organization to do something about it, organization should
become aware of these problems and devise ways & means to stop the rumbling of customer
dissatisfaction from developing into an uproar. They can anticipate such consumerism by
critically evaluating their services & introducing changes wherever necessary.
During the past decade services have increasingly assumed an important role in the India
economy. The competition, in the other hand in service organization is becoming intense &
severe. As a result, the service organizations if they have to be successful have to have a more
professional approach to manage their business. Perhaps, today the role of marketing is
gaining importance in service organizations.
The service organizations are quite varied & different from each other & can be put into four
categories:
Firstly it is public agency sector which includes post office, police, fire departments, water
& electricity authorities etc.
Secondly the private non-profit sector running charities, foundations, old age homes, or
various societies involved in issue related to the women, literacy, family welfare, etc.,
Thirdly the business sector comprising banks, hotels, airlines, travel agencies, tour
operations, courier service, insurance, consultancy, legal management or medical.
Lastly, the manufacturing sector, which provides to those, involved in manufacturing. This
includes those firms providing security personnel, accountants & auditors, computer
operators, & software consultants which help manufacturing firms in their operations.
The "service-driven service company," an article by Schlesinger & Haskett (march-April
1994) assert that the net service model puts frontline workers first who are carefully
selected & the service strategy are designed around them. Schlesinger & Haskett
comments certain arguments that:
1) Any effective service strategy comprises a number of carefully integrated, internally
consistent elements.
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2) The model that industrializes a service has worked well in the past for organizations.
3) Another model- one that emphasizes the human factor in association with technology that
improves service to customers & increases customer satisfaction.
The importance of customer satisfaction is implied that customer satisfaction is rooted in
employee satisfaction & includes technology. They suggest the employee satisfaction is high
in service organization that not only delivers high value to customers but gives latitude to
solve customer problems. Schelesinger & Haskett believes that more job narrowing,
technology restrictive controls & programmed behavior & reduction of human elements in
service delivery will offer the potential & high value to both customers & employee who
served them. In 1973 Besson proposed that "for the customers services or activities offered
for sale that provides valuable benefits or satisfaction; activities that he could not perform for
himself or that he choose not to perform for himself."
Peter Drucker (1954) has given greatest significance to customer. He has said that Marketing
is not only much broader than selling, it is not a specialized activity at all. It encompasses the
whole business. It is the whole business seems from the point of view of its results that is
from the customers' point of view. Concern & responsibilities for marketing therefore
permeate all areas of the enterprise.
Drucker also suggested that there is only one valid definition of business purposes i.e., to
create a customer. His hidden message in this statement is innovations, it is only through
innovations organizations can continuously replacing products with newer products.
Satisfying customers needs better.
Customer services in banks
Customer service is the hallmark of banking industry. It is the service of the people
(user/customers) rendered by people (bank employees at all levels & the counter personnel in
particular). Generally, a customer is taken as a user or a potential user of bank services.
Accordingly as a customer would obviously include an accountholder, or his representative,
or a person carrying out casual business transactions with the banks. Banking industry places
employees in face to face interaction with customers. Both experience interpersonal
sensitivities, since many of the transactions are made on the spot. Customer service extents
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beyond the spot transactions. It is more then effectively meeting the customer needs or
handling of their grievances.
Banks are community-based organizations. Banks are also business organizations. The two
roles are complementary, as business organizations. Traditionally, they accept deposits for
purpose of lending and investment with a view to making profit. As part of business, they also
provide ancillary service, like remittance, collections, custody of valuable etc. in fulfilling
their roles as community -based organizations, banks have to be alive to the aspirations and
total needs of community & endeavor to satisfy these needs by themselves & in coordination
with other community-based organizations. It is also a part of bankers' task to anticipate the
needs & provide positive response. This task is rendered more challenging as the society's
needs are ever changing.
It would be unrealistic today to believe that banks are mere financial institutions, working for
profit but are also serving a social purpose, as we see, banks essentially are social
organizations, rendering financial services to sub serve the socio-economic objectives of the
society. It is important to recognize that the social purpose of the banks is not peripheral but
vital to the banks themselves, & in a way, the vary reasons for their existence. We also
believe that fulfillment of this social purpose does not militate against surplus generations;
indeed generations of surplus, in the aggregate, is itself a component of this social obligation.
Relevant to the customer service are the organizational arrangements at branches of different
banks, policies & practice, working conditions as well as the socialization experience,
motives, attitudes, perceptions, & beliefs of personnel employed by the banking industry & of
customers.
The observation made by Peter Drucker that customers defined the business appears to be
more true for banks, than for any other industry, it is here that customers needs, beliefs,
perceptions, & cognition's remain supreme & influence the needs & goals of banks at the
organizational level in banks are under pressure indeed to structure their programmed around
the expectations of the customers.
Customers have so demographic characteristics & have expectations from banks. Their
expectations & evaluations of services rendered by banks are complex & manifold.
Customer's evaluations of employees performance can indeed provide meaningful feedback to
employees & through them to banks, customers' values, perceptions & purposes are simply
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not the subjective states of their individual minds which arise spontaneously in the process of
their own & employees historical & biographical experiences with the definite social milieu.
It is this that employees behavior in the banks should be examined in relation to the services
rendered to customers. As knowledge of the values & understandings of the norms that shape
employees perceptions & guide evaluations of customers can offer important insight into their
individual goals & the imperative of these for organizational growth of banks.
In bank advertising in India; some issues Ouly-dec 1991) Manoj Kumar assert that bank
marketing in general and bank advertising in particular are still in nascent stage in India
because of competitors and communication. Potential customers can be informed about the
availability of services offered through proper channel. A present banker implies competition
from non-bank financial intermediaries and threatens profitability of banks.
Development of bank advertising took birth after nationalization of 14 banks in July 1969. Its
results are qualitative and quantitative change in bank services and accordingly, advertising
also changed, the first choice was newspapers, magazines, followed by outdoors advertising,
cinema & radio. Second, the ads were addressed to a specific group like farmers, small-scale
enterprises, self employed, house wives and minors. Third, India commercial banks used a
variety of themes in their slogans. A suitable slogan not only communicates but conveys the
perception or attitude of the bank towards customers.
The banks aim at providing customer service, which is efficient as well as satisfactory. The
employees & customers desire the two attributes in the service but valued them differently. If
the banks were to intervene & monitor the operations to achieve the desired levels of
efficiency & satisfaction. They ought to understand which employees' or/& customers
attributes influenced these. Also does efficiency lead to satisfaction & vice-versa. Customers
came to banks as a matter of right & the banks have a primary duty towards customers to
serve them well. The customers where also egoistic to some extent in their expectations. Their
expectations were always higher then the banks could meet within the institutional
framework. Often customers expectation where characterized by contradictory beliefs. Bank
marketing deals with providing services to satisfy customer‟s financial needs & wants. Bank
has to find out the financial needs of the customers &offer the services, which can satisfy
those needs. Bank may also require to satisfy the customers financial & other related needs.
The individual & corporate bodies have certain needs in ration to money commodity, to
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satisfy these financial needs, customers want specific services. Different banks offer different
benefits by offering various schemes, which can take care of the wants of the customers.
Hence the marketing concept is essentially about the following few things which contribute
towards bank success:
(a) The bank cannot exist without the customers.
(b) The purpose of the bank is to create, win & help a customer. The customer is & should be
the central focus of everything the bank does.
(c) The bank should ensure that the services are performed & delivered in the most efficient
way. Service facilities also should be designed for customer convenience.
(d) Ultimate aim of the bank is to deliver total satisfaction to the customer.
(e) Customer satisfaction is affected by the performance of all the personnel of the banks.
All the techniques & strategies of marketing are used so that ultimately they induce the people
to do business with a particular bank. To create & keep a customer means doing all those
things so that people would like to do business & continue to do it with a particular bank
rather than with the competitors.
REVIEW OF EXISTING LITERATURE
Recent studies have demonstrated that knowing & satisfying the customers with
competitively superior services is the key to profitable performance. The service firm must
effectively train & motivate its employees as well as all the supporting service personnel to
work as a team to provide customer satisfaction. Many researchers have contributed a lot on
customer satisfaction & have given their own ideas about how to satisfy a customer. Some of
the important studies are described here under:
Studies abroad
Halstead (1993) proposed a model of satisfaction & complaint resolution in which the
expectations determined the purchase service & the related disconfirmation. The study further
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suggested that, to the extent the expectations are clearly formed, the customers are more
satisfied with complaint resolution. It also suggests providing additional services other then
whatever is expected by customer, because service disconfirmation is more strongly
correlated with satisfaction & complaint resolution than warranty confirmation.
Jones and Sasser (1995) reveals that one of the methods of measuring the impact of quality
improvement process in corporate sector is to create a customer satisfaction survey. The study
discussed a survey with one of the company's senior officer, the CEO proudly points out that
82% of customers surveyed responded with an over all satisfaction and only 18% of its
customers were less then satisfied. There divisions with average ratings 5(completely
satisfied), 4(satisfied) 4.5(neutral) 3.5(dissatisfy) and the lowest rating 2.7very dissatisfied.
The study concludes that there is tough competition in lubricant division and its price
conscious customers will never be satisfied, as it does not pay to make additional investment
to try to satisfy them.
Kotler (1995) in his study comments that some companies raise expectations to match their
performances. They aim for total customer satisfaction as Xerox, (e.g.) guarantees "Total
satisfaction "and will replace at its expense in dissatisfied customer's equipment's for a period
of three years after purchase with the same or comparable products. Another company like
Cigna advertises that their company will be never 100% satisfied until their customers are too.
One of the studies of Toyota buyers showed those highly satisfied buyers shows high
customer loyalty than those who are just satisfied.
Lovelock and Young (1979) in an article, "Look to consumers to increase productivity",
observed that in many services, attempt to improve productivity are likely to fail unless the
support of consumers can be secured. On the contrary, some see consumers as a barrier to
productivity. They further observed that the insensitivity towards customers can be avoid by
developing customer trust in the productivity related changes through systematic and planned
communication program and by understanding customers habit and understand determinants
of customer behavior.
The study on "selected determinants of customer satisfaction & complaint reports" by
Bearden & Teel (1983), & Oliver (1980), reveals that consumer satisfaction is based on the
preference shares-purchase belief, regarding products performance, expectation &
28
disconfirmation belief or post purchase perception that a product could or could not performs
as expected have a significant influence on customer satisfaction.
Kendall & Russ (1975) reveals that express warranties are promises of complaint resolution &
they often encourage unsatisfied customers. Further concluded by them are that expectations
of warranty serviced in case of durable goods are greater then non-durable goods.
Lele & Sheth (1988) says that for determining customer satisfaction, one of the factors will be
the expectations regarding after sale's support like tool free, numbers, warranties, Parts
availability etc. they further reveals that after sales support is said to be the litmus test of
firm's intentions towards its customers.
Solomon (1985) argues that customer satisfaction services with regard to complaining process
is a function of the "congruence" between perceived behavior & the behavior expected by the
role player.
Gilbert A. Churchill and C.Surprenant (1982) concluded that in determining customer
satisfaction, a high correlation exists between performance & satisfaction of customers. The
study further concludes that in case of durable goods, the satisfaction is more dependent on
the actual performance of the product then that of non-durable goods.
Baumgarten (1972) in their nursing home study found no relation ship between satisfaction as
such functional attributes as the modernity of the home, its size or any objective feature. To a
statistically significant degree they found satisfaction related to the ability of the respondents
to make friends there to the number of such friends and to the religious affiliation of the
home. Despite a difficulty in specifying which psychosocial veritable are important in any
case and in measuring them. It is a taste, which should be handed for all but most common
place product classification.
Rolphe E. Anderson (1973) in this study defines customer satisfaction as the disparity
between expectation & the perceived product performance, whereby customer satisfaction is
viewed as a type of comparison process. Anderson further suggested satisfaction measures to
reconcile the disadvantaged customer.
Theodore Levitt (1960) emphasis that there is a need for farsighted marketing remarks,
because most of the business suffer from "marketing myopia," when they fails to ask
29
themselves a question i.e., what business are we in? Levitt further suggests from the
customers point of view that one must define & understand his business not in terms of
product made or sold, but in terms of what needs of customers are satisfied i.e., in terms of
what service is provided to customers, & that should be better in quality.
Jonathan Freedman (1964) suggests a slight understatement of the products qualities might
lead to higher customer satisfaction. Of course, the advertisement of company's product
qualities could not understate so that the customer boy passes it for mother brand. Several
studies have supported the possible success of this promotional strategy.
The generalized negativity is that any discrepancy between expectations & the real result in a
generalized negative state, cause the product to receive less favorable rating than the matched
with expectations, even if the products performance exceeds the customers expectations.
Carlasmith & Aronson (1963) suggest two cross word theory regarding the customer
satisfaction. He says that if a customer expects more & get a better a disconfirmed expectancy
results which would support contrast theory, & on the other hand he further says, is a
customer expects better & get a tasteful solution which support assimilation theory, if a
customer expects a particular performance from a product or service, but a different
performance is offered, he will judge the service to be less pleasant then if he had no previous
expectancy.
The study by Hoveland, Lumstaine & Sheffield (1948) assumes that individuals have latitudes
of acceptance, rejection, & neutrality. They have further suggested that the customer
expectation should not exceed so which will fall outside the consumers' range of acceptance.
Anita Ptaff (1972) in her study states that both cognitive & affective models may be
alternatives for describing satisfaction
Dinah Nemeroff (1991). Director of customer affairs citi bank New York agrees with
Schlesinger and Hashett that companies must be service driven, foremost they must be
customer satisfaction driven, Nemeroff asserts that optimal model over the service model by
Schlesinger and Hashett puts customer first and design a business around their satisfaction,
Nemeroff disagreed that the economies of customer loyalty are only beginning to worked out.
Nemeroff asserts that the impact of customer satisfaction are knowable in terms of both
30
expense reduction on revenue growth and increased satisfaction demonstrably leads to higher
customer revenue.
Latour & Peat (1979) have given leading contribution in customer satisfaction/dissatisfaction
theory to social science research. They assert that the primary distinction between satisfaction
and attitudes derives from tempoial positioning. Attitude can be defined as a preference
shares-decision and satisfaction as a post-decision.
Social equity theory has been widely used to explain the formation customer
satisfaction/dissatisfaction. A customer evaluates the costs & benefits realized by other person
with those of the costs & benefits he actually received. This comparison process becomes the
basis for the degree of equity.
Sometimes company's fail to provide frequent changes in these brands which results either or
neutral or emotional response from consumer. Consumer get reluctant towards the same
variety & the same choice, they want to have additional benefits with the introduction of new
uses instead of brand's instead of repeated use.
Keith Hunt (1977) stresses upon the balanced scale for measurement of customer satisfaction.
In this study, he advised a scale of different levels, such as 'very good' & absolutely delighted
Keith further reports that most of the researchers claiming multidimensionality have less
responsibility for showing their validity than that of undimensional. Multidimensionality is
itself raises the problem of working with all the relevant dimensions. It at the same time needs
to examine the separate consideration for other evaluation or studies that price & product
shows separate evaluation.
Keith Hunt further cautions that the timing can be important for measuring customer
satisfaction/dissatisfaction in case of specific purchase, time is of essence then overall
judgement of satisfaction. Dissonance & dissatisfaction will be reduced if the measuring is
delayed & favourable report exists.
Czepiel & Rosenberg (1977), Analyse in their study that customer satisfaction can be
measured. As per than, customer behavior cannot exist prior to the purchase or consumption
of the attitude object. They further stressed for the customer satisfaction/dissatisfaction
studies in qualitative terms they have actually in search of meaning for existence of
31
satisfaction. The effect of social or psychological factors, consumer references evaluation &
customer perception towards the experiential satisfaction.
C.R.Handy (1977) in his study suggested that, if private factors are given chance or are
encouraged for the self-regulation or voluntary action. Their respond will be flexible towards
the minority interest to whom they seek to serve because once the legislation & regulations
are enacted, tend to impose universal behaviour & values on all.
The another dimension added by the study as defined the consumer dissatisfaction as the gap
between the customer's ideal attribute combination of the product or service & alternatives
desired by consumers are not incorporated into any specific choice.
Working Group formed by RBI, IBA, on "Customer Service" (1977) observed as "Bank users
criticize, and bankers them selves concede, that customer service rendered by banks leaves
much to be desired, and in certain respects has indeed reached very low levels, both
absolutely and in comparison with the past.
The study has identified some areas where dissatisfaction occurs:
It has been found that there is inaccuracy in putting transactions and inadequacies in
correspondence and if any decision making takes place, they are mostly faulty and bring
no help to the customers.
There is lack of elementary discipline with regard to truly and producers and
organizational support for reasonable departures.
Dissatisfaction with regard to credit application:
a) Flexible to meet customer needs.
b) Irrelevant questions and data are asked which are not always available and expensive to
obtain.
c) Cumbersome procedures regarding documentation.
More than half of the depositors receive from small and large size branches intimation
from their branch about the maturity of their fixed deposits. 48.57% depositors from
medium sized branches avail the same service.
92.44% of customers get their remittances correctly.
32
Very few errors are contained in the monthly statement of accounts of customers.
Many customers fixed it difficult to understand the entries made in their passbook because
of illegible handwriting, abbreviations used in complete details
It takes about 10-15 minutes an average to deposit or withdrawals cash in C.D/C.C/O.D
accounts
The time taken to en cash a fixed deposit receipts are on an average 15-30 minutes. It
takes about two days to receive the amounts of loans against fixed deposit receipt.
It takes 30-60 minutes to purchase a bank draft while as in large sized branches it takes
more than 60 minutes.
It takes on an average 5-1 days for collection of out station cheques .
Over 75% of small customers do not fixed the branch manager or his staff at the branch
taking interest kin helping then in their transactions with the branch, such as advise on
matters like choice of deposit plans or mode of operating account or choice of borrowing
facilities.
About 70% of customers are treated politely depending upon age and their occupations.
On an average 57.50% of customers are corresponded politely by the bank.
Studies in India
Mona Mehra (1976) disclose the real results of the customer dissatisfaction, she says, by
taking the customer dissatisfaction lightly affects the whole business & transfer of accounts.
She further says, due to customer dissatisfaction, customer change their agencies, banks,
hotels, airlines etc.
Anticipating customers in service industries can therefore be a catalyst for constructive
evaluation & analysis of the service offered.
Vivek Deolanker (1985) highlights the consumer behavior with related to their decision
making which plays a vital role in a purchase transaction. The buyer according to
Behaviorists has to pass through five stages in the buying process to effect a purchase. The
buyer process starts with recognition of unsatisfied need. As per the author needs can be
dormant or latent which can be aroused by external stimulus and once need is recognized, the
33
buyer starts to identify the different alternatives. The individual subjects himself to more
active in formation search, by evaluation of alternatives the consumer tends to view a product
not merely an object of entity but also a bunch of attributes such as utility, durability.
Dependability etc, after searching and evaluation the consumer forms his purchase intention
on the taste of anticipation situations, if the purchased brand does not offer the expected
satisfaction.
The study made by Singhal (1987) is regarding the efficiency and satisfaction In banks. She
made a study both at the branch and individual level. The main findings of the study are
summarized as follows:
Employee diversities were significant on some variables by their position, the type of
branch at which they were placed, in the employing bank .
The employees and the customers belonged to a common social environment. They had
compatible needs and values. It was thus neutral to expect that they should have different
perception of services.
The difference between the officers and the clerks were significant on some demographic
and psychological dispositions that affect the efficiency and satisfaction. Branches also
acted as a source of variance.
On the part of the customers, sex, was found to be a relevant predictor of satisfaction.
In getting loan repayments and advance, lack of satisfaction, was indicated. The time
taken in each transaction was the main concern of the dissatisfaction. However, the
customer did not expect over all satisfaction from their dealings.
Seshaiah & Krishnama Raju (1990) concludes in their study that there is need for
maximization of satisfaction for both producer as well as for customer. One cannot ensure
that the maximization of profit would lead to maximization of satisfaction of customers or
vice-versa. The study gives a probable solution to integrate the mutual interests of producer &
customer by creating the mutual understanding with the help of 'producer-customer
conscience'. The mutual interests of both the parties can be achieved through the consumer
education & actions of voluntary associations. The desired result of maximizing the
producer's profit & customers satisfaction can't be achieved as long as the misunderstanding
34
prevails in the minds of both the prices.
A sample study of customer expectation & customer satisfaction with respect to a 100CC bike
by Aileni & Azeem (1998), suggests that the service provided by the companies should be
efficient, effective & more accurate to the satisfaction of customers. It has seemed that most
of the customers were not satisfied with the complaint resolution. The companies are advised
to interact their dealer network for providing better services. The study also suggests the
companies to be clear with respect to warranty expectations, if somewhere lacks
communication between customers & companies. Almost 60% of the respondent are expecting
solution for the problem rather than lip service, because majority of the customers is not
happy with post -purchase service, therefore the top management are advised to take
appropriate measures.
Biswa N. Bhattachary (1991) as per his study, it is quite clear the customer service of a bank
has to be evaluated on objective & subjective basis. These evaluations require a periodic
survey by interviewing a sample of bank customers either directly or mail reply
questionnaires. Finally one can measure the time taken for each transaction as specified by the
customers. The study further suggested to conducts survey by direct observation on a sample
of bank premises for measuring the time taken for each transaction. Again, one can compare
this observation to the optimal time limits.
For subjective evaluation, a sample survey is conducted on the quality of bank services
rendered by bank employees as, mentioned in the study.
Now Reserve Bank of India and Indian Banks Association can decide about the performance
rating for banks A, B, C, 0 & E depending on how many times a bank exceeds specified time
limits & also on the percentage of the customers dissatisfied with the quality of service.
Rao, Nath and Munishwami (1990) made an attempt to review and asses the extent of
application of marketing concept in the service sector, even though service sector industries
have grown phenomenally, only recently they starting learning and implementing marketing
concept and techniques. The article reveals that by circumstances like staff competition, rising
costs, poor productivity compel them to do so. The strategies recommended by marketing
management are helpful in creating demand, growth of profitable sales volume and effective
35
services to customers, they says that various developments have been taking place in service
organizations in recent years. The objects of these developments, strategies are satisfying the
needs and wants of customers and making service organization highly productive in all
aspects.
C. S. Rayuda (1990) in his study reveals that there is less competition in banking service.
However some US banks located in the metropolitan cities are more marketing oriented
because they are serving small segment of the market with high-income class. Bank helps in
mobilization of small saving and provides advances to the entrepreneurs; the main task of
banks is to play a vital role in the economic and social progress of the country. Banking
advertisements donot fully focus attention on the customers, they need to attract them and to
create an image of customer oriented banking.
Shanmugasundaram, &. Kumar (1978) conducted a comparative study on "consumer
satisfaction for hand loom and mill cloth" in Coinbotare. The major findings of the study are
as under:
The sample respondents are more satisfied with mill cloth than handloom cloth.
Respondents of all the age groups are more satisfied with mill cloth than with handloom
cloth. Age affects satisfaction with mill cloth. Old respondents tend to be less satisfied
with mill cloth than the young and middle aged are less satisfied than the young are.
Illiterate respondents are more satisfied with hand loom cloth than mill cloth.
Occupational status influences satisfaction. Agriculturists are more satisfied with
handloom cloth than with mill cloth. The respondents with higher occupational status are
more satisfied with mill cloth than the respondents with lower occupational status did;
conversely respondents with higher occupational status are less satisfied with hand loom
cloth than those with lower occupational status .
Income influences satisfaction with mill cloth while it does not influence the satisfaction
with handloom cloth. Respondents with higher annual income are more satisfied with mill
cloth than those with lower annual income.
Expenditure cloth influences satisfaction with mill cloth while this is not so for handloom
cloth. Higher spenders are more satisfied with mill cloth than lower spenders .
Consumers who plan their purchase get more satisfaction from mill cloth and handloom
36
cloth than those who do not plan.
Hannah (1978) this conclusion makes it possible to suggest to marketers with pricing
responsibilities that a high price policy is not necessary the only avenue to high evaluation of,
& satisfaction with the product, rather, it is suggested that the key to the attainment of desired
customers evaluation a product is to create a situation where the marketers offering allow the
customers choice of expending a variety of amounts of efforts which each customer can adjust
relative to his effort capability creating such a situation can mean that individuals expending
relatively different level of satisfaction. This marketing strategy can be achieved by providing
a wide selection of products of different prices & or at different degree of availability or
degree of ease of use. A camera manufacturer, for instance, may offer a time of cameras
rating in price from high to low, characterized by different degree of ease of use by altering
the amount of efforts required by the user to set the camera for actual picture taking; & it
different degree of availability by adopting distribution policy which may range from very
selective distribution system to intensive ones. The varied amounts of financial, mental, or
physical efforts expended to obtain a product relative to the effort reservoir of the buyer will
be final determinant of the amount of perceived satisfaction obtained.
The study "consumer satisfaction-determinants & measurement" by Ravichandran &
Thyagarajan (1998) related the evaluation of the purchase decision of consumers with
addition to their purchase behavior. Consumer satisfaction can be perceived differently by
different persons, the further study reveals that after post-purchase, a consumer expects
certain benefits from the product or service for which a consumer spends cost & if this
expectation falls down it causes dissatisfaction .the further enlightenment by the study about
the human attitude is that, a marketer has to take into consideration the different elements of
customer attitudes such as preferences, likes, or beliefs because of complexity in their nature
while evaluating the attitudes scaling technique or rankling can be used in many situations.
Brahmanandan & Narayana (1990) concluded a study on customer service in banks in the
Guntur Town (Andra Pradesh) the main finds are:
The convenient location & suitable timings of the branch is the attracting force of the
customers .
37
In depositing & withdrawing the cash, the banking staff took less time while updating the
passbooks lot of time was wasted & majority of the customer's complaint that in writing
the passbooks illegible handwriting & unknown abbreviations were used which created
problems for them .
For getting new chequebooks, collection of cheques, encashing bank drafts & remittances
generally the customers were not satisfied with the time taken by bank employees for
these purposes.
Archana Muthur (1988) revealed in her study that, two branches were selected for study one
of the state bank of India (SBI) & the other of the state bank of Bikaner & Jaipur (SBBJ)
located in Jaipur. A sample size of 35 customers were selected belonging to the different age
group, different segments viz., students, service class, business class & others was actually
drawn by convenience sampling from each.
The major findings of the study are as under:
This has been seen that the highest percentage of the customers is taking advantage of the
saving bank accounts .
The study suggests that the role of employees should be rendered as a desirable goal .
The customers of state bank of Bikaner & Jaipur had no difficulty in opening their a/c,
whereas 22.85% customers of the state bank of India had to face difficulties, while as the
considerable time taken was the main problem .
Bank staff is appreciated for working in urgency.
About 57% of customers are dissatisfied regarding the updating of passbooks & with
illegible writing.
The time wasted in receiving pension is the main problem, which created frustration
among pensioner customers.
National Council of Applied Economic Research did the first systematic study on customer
service in (1971) wherein 5000 customers were selected as sample from 100 branches in
Urban India. The major conclusions of the study are as under:
1) Rating of efficiency to the proportion of the depositors stating the transaction to be
efficient to the proportion of those stating that is inefficient is given below:
38
Encash of cheques 22:1
Withdrawal from saving alc's 18: 1
Collection of cheques 12:1
Issue & payment of drafts 9:1
Credit acceptance to current or saving alCs 6:1
Credit process of mailltelegraphic transfers 5: 1
Dealing in travelling cheques 2.5 :1
2) Above the half of the customers have complaints with in efficient services of banks. Most of
them have complaints with regard to delay in encashment of cheques.
3) During surveying few customers offered suggestion for improvement:
There was a common suggested from customers to increase the strength of the staff .
The other suggestion was to make communication system efficient in balances,
overdraft facilities etc.
A need was felt by the customers for making banking service more efficient & more
courteous, some customers suggests more house loans for marriages & purchase of
durable goods.
The customers suggested that the waiting time should be reduced as much as possible or by
introducing the Teller System
The meaningful conclusion cannot be drawn out of a small size of sample which consists of
10 depositors from each branch, & the study does not consider the rural customers which can
be potential one in the near future, the study has failed in collecting information about time
taken to compute different bank transactions.
The study conducted by NIBM (National Institute of Bank Management) in 1975 carried 90
branches of 32 commercial banks. The main purpose of this study was to investigate how well
the commercial banks serve their customers in the city & sub-urbs of Bombay area, the major
findings related to the poor quality of customer services are as :
1) It has been seen that branches fitted with 'Teller' are provided better & quick services to their
customers.
2) Generally, the collection of local cheques takes about 2 days & the collection of out-station
39
cheques takes a couple of weeks.
3) A large no. Of customers complained that the passbook are never kept ready in time, & is
sometimes they are ready almost 60% of them are difficult to understand because of
abbreviations used & illegible.
4) It was found that customers how to wait for long hours in transferring a deposit or purchasing
a bank draft or those who wish to encash a bank draft.
5) Not many cases of misbehavior have been reported on the part of employees & very few
customers' goes for complaining about the poor service.
6) It takes 15 to 30 minutes on an average in renewal & issue of fixed deposits receipts, about
15% of the depositors do not receive information about the majority of their fixed deposits.
7) It takes on an average half an hour for issue of new chequebooks.
8)Remittance send by mail transfer reaches to the receiver between 1-2 weeks on an average.
9) Small customers seem much satisfied with small branches. It was found that bigger branches
do not take interest in dealing with small deposit holders.
Credit application of small borrowers gets delayed for over a month due to higher officials.
10) 1/3rd
of corporate customers like medium & large industries & other big institutions
complaint about the time taken by branch authorities in rendering the desired service. The
transaction in which the delay occurs is:
Purchase of demand draft .
Collection of local cheques & outstation cheques .
Over 50% of customers are unhappy with the conduct of bills business .
It takes 2 to 4 weeks on an average for processing of loan proposal.
Another study conducted by NIBM on behalf of Indian banks Association in (1984), Sample
size of the study was one lack. The major objectives of the study were to estimate the
household institutional savings. To ascertain the savers. & the factions which affect the saving
behavior & to evaluate preferences of customers for various financial assets & to develop
broad marketing strategies for promoting banking services. The main findings of which are as
under:
(i) 80 to 95% of customers were satisfied with the courtesy, promptness & with the presence
40
of staff during working hours.
(ii) It has been observed that bank staff having positive attitude towards customers ranging
from 50-62%.
(iii) 63-83% of customers is satisfied with the speed of services provided by banks, only 10-
14% of customers opined that negatively regarding the speed of service provided to them.
(iv) 45-75% of customers is not satisfied with the existing network of branches in their
locality. Urban bank savers are much satisfied with the availability of space then the rural
savers.
Some of Banc (1994) one's operating units formally conducted their own customer
satisfaction surveys. The surveys have been centralized made mandatory and are
administrated by mail on a quarterly basis to around 125000 customers. When combined with
periodic measurement, the survey provide highly relevant trend information that informs the
managerial decision making process.
A research study conducted over 6 years by A.C.Nielson (1981) suggest that, when individual
small problems resulting in aggravation on minor monetary loss (less then 5 dollar) only one
person in 50 will write a letter to the manufacturer a fever then half will even return the item
to the store.
In a National Cross Sactional Survey by the U.S. Office of consumer affairs (1979), reported
that 31% of the people having serious problem never complained to anyone who could help.
As figure shows customers who complaint to effective serious system & are satisfied exhibit
high brand loyalty than non-complaint or those who complaint by are not satisfied,
A* =Percentage of customers with major complaints (over 100 losses) who will buy from
you again.
B*= Percentage of customers with minor complaints (1-5 losses) who will buy from you
again.
41
9
37
19
4654
7082
95
0
20
40
60
80
100
N.C C.N.R C.R C.R.Q
A*
B*
N.C = Non Complainers
C.N.R = Complaints Not Resolved
C.R = Complaints Resolved
C.R.Q = Complaints Resolved Quickly.
REFERENCES
1. Aileni and Azeem (April 1998), “ the management accountant” vol.33. (No 4)
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annual conference of the association for the consumer research, IOWA city, IOWA
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18 No. 8-10
4. Atlanta, Ca. (1981) “ the coca- cola companies”.
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24. Nielson AC. (1981) Harvard Business Review
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44
45
COMPANIES PROFILES
JAMMU & KASHMIR BANK
The origin of Jammu and Kashmir Bank Limited, more commonly referred to as J&K Bank,
can be traced back to the year 1938, when it was established as the first state-owned bank in
India. The bank was incorporated on 1st October 1938 and it was in the following year (more
precisely on 4th
July 1939) that it commenced its business, in Kashmir (India). It was initially
set up as a semi-State Bank, with its capital being contributed by State as well as the public
under the control of State Government.
It was in the year 1971 that Jammu and Kashmir Bank was granted the status of a 'Scheduled
Bank'. Five years later, it was declared as "A" Class Bank, by the Reserve Bank of India
(RBI). As the years passed on, the bank started achieving more and more success. Today, it
boasts of more than 500 branches across the country. It was only recently that Jammu and
Kashmir Bank became a billion dollar company. Governed by the Companies Act and
Banking Regulation Act of India, it is regulated by RBI and SEBI. It finds a listing on the
National Stock Exchange (NSE) and Bombay Stock Exchange (BSE) as well.
Unique Characteristics & Services
J&K Bank carries out banking business of the Central Government
Inspite of a government equity holding of 53 per cent, Jammu & Kashmir
Bank (J&K Bank) is regarded as a private sector bank
J&K Bank is the one and only banker and lender of last resort to the
Government of J&K
Plan and non-plan funds, taxes and non-tax revenues are routed through
the J&K Bank
J&K Bank claims the distinction of being the only private sector bank
that has been designated as agent of RBI for banking
46
The services of J&K Bank are utilized for the purposes of disbursing the
salaries of Government officials
J&K Bank collects taxes pertaining to Central Board of Direct Taxes, in
Jammu & Kashmir
Products & Services
The bank principally provides various financial products and schemes which include housing
loan scheme, educational scheme, car loans schemes, mortgage loans, consumer loans, loans to
pensioners, Agri-term loan, Apple advance scheme, Dastakar finance, Craft development
finance, Saffron scheme and Giri finance. The insurance scheme provided by the company
includes tax saver scheme and tax saver term deposit scheme. The bank also offers a full range
of deposits products that include savings accounts, Ujala- No Frills account, deposit schemes.
Smart saver scheme, recurring deposit scheme, recurring plus account, depositor‟s pension
scheme; current accounts namely platinum current account, gold current account, premium
current account, basic current account. It offers services such as global access cards,
empowerment cards and merchant acquiring and mutual funds.
Support Services
Anywhere Banking
Internet Banking
SMS Banking
ATM Services
Debit Cards
Credit Cards
Merchant Acquiring
Depository Services
Demat Account
Other Services
47
Third Party Services
Mutual Funds
Insurance Services - Life & Non Life
Remittance Services
Cash Management Services
Real Time Gross Settlement (RTGS)
National Electronic Fund Transfer (NEFT)
Registered Office & Corporate Headquarters
Jammu And Kashmir Bank
M A Road
Srinagar 190 001
Jammu & Kashmir
Phone: (+91- 0194) 2481930 -2481935
Website: www.jkbank.net
STATE BANK OF INDIA
The evolution of State Bank of India can be traced back to the first decade of the 19th century. It
began with the establishment of the Bank of Calcutta in Calcutta, on 2 June 1806. The bank was
redesigned as the Bank of Bengal, three years later, on 2 January 1809. It was the first ever joint-
stock bank of the British India, established under the sponsorship of the Government of Bengal.
Subsequently, the Bank of Bombay (established on 15 April 1840) and the Bank of Madras
48
(established on 1 July 1843) followed the Bank of Bengal. These three banks dominated the modern
banking scenario in India, until when they were amalgamated to form the Imperial Bank of India,
on 27 January 1921. An important turning point in the history of State Bank of India is the launch
of the first Five Year Plan of independent India, in 1951. The Plan aimed at serving the Indian
economy in general and the rural sector of the country, in particular. Until the Plan, the commercial
banks of the country, including the Imperial Bank of India, confined their services to the urban
sector. Moreover, they were not equipped to respond to the growing needs of the economic revival
taking shape in the rural areas of the country. Therefore, in order to serve the economy as a whole
and rural sector in particular, the All India Rural Credit Survey Committee recommended the
formation of a state-partnered and state-sponsored bank.
The All India Rural Credit Survey Committee proposed the take over of the Imperial Bank of India,
and integrating with it, the former state-owned or state-associate banks. Subsequently, an Act was
passed in the Parliament of India in May 1955. As a result, the State Bank of India (SBI) was
established on 1 July 1955. This resulted in making the State Bank of India more powerful, because
as much as a quarter of the resources of the Indian banking system were controlled directly by the
State. Later on, the State Bank of India (Subsidiary Banks) Act was passed in 1959. The Act
enabled the State Bank of India to make the eight former State-associated banks as its subsidiaries.
The State Bank of India emerged as a pacesetter, with its operations carried out by the 480 offices
comprising branches, sub offices and three Local Head Offices, inherited from the Imperial Bank.
Instead of serving as mere repositories of the community's savings and lending to creditworthy
parties, the State Bank of India catered to the needs of the customers, by banking purposefully. The
bank served the heterogeneous financial needs of the planned economic development.
Branches
The corporate center of SBI is located in Mumbai. In order to cater to different functions, there are
several other establishments in and outside Mumbai, apart from the corporate center. The bank
boasts of having as many as 14 local head offices and 57 Zonal Offices, located at major cities
throughout India. It is recorded that SBI has about 10000 branches, well networked to cater to its
customers throughout India.
49
ATM Services
SBI provides easy access to money to its customers through more than 8500 ATMs in India. The
Bank also facilitates the free transaction of money at the ATMs of State Bank Group, which
includes the ATMs of State Bank of India as well as the Associate Banks – State Bank of Bikaner &
Jaipur, State Bank of Hyderabad, State Bank of Indore, etc. You may also transact money through
SBI Commercial and International Bank Ltd by using the State Bank ATM-cum-Debit (Cash Plus)
card.
Subsidiaries
The State Bank Group includes a network of eight banking subsidiaries and several non-banking
subsidiaries. Through the establishments, it offers various services including merchant banking
services, fund management, factoring services, primary dealership in government securities, credit
Cards and insurance.
The eight banking subsidiaries are:
State Bank of Bikaner and Jaipur (SBBJ)
State Bank of Hyderabad (SBH)
State Bank of India (SBI)
State Bank of Indore (SBIR)
State Bank of Mysore (SBM)
State Bank of Patiala (SBP)
State Bank of Saurashtra (SBS)
State Bank of Travancore (SBT)
Products and Services
Personal Banking
50
SBI Term Deposits SBI Loan For Pensioners
SBI Recurring Deposits Loan Against Mortgage Of Property
SBI Housing Loan Loan Against Shares & Debentures
SBI Car Loan Rent Plus Scheme
SBI Educational Loan Medi-Plus Scheme
Other Services
Agriculture/Rural Banking
NRI Services
ATM Services
Demat Services
Corporate Banking
Internet Banking
Mobile Banking
International Banking
Safe Deposit Locker
RBIEFT
E-Pay
E-Rail
SBI Vishwa Yatra Foreign Travel Card
Broking Services
Gift Cheques
Contact
State Bank of India
Corporate Centre
Madam Cama Road
Mumbai 400 021
India
Website: www.statebankofindia.com
51
PUNJAB NATIONAL BANK
Punjab National Bank (PNB) is the second largest government-owned commercial bank in India.
Having more than 3.5 crore customer, Punjab National Bank has one of the largest branch networks
in India. The bank's assets for financial year 2007 were about US$60 billion.
Products and Services
Savings Fund Account - Total Freedom Salary Account, PNB Prudent Sweep, PNB Vidyarthi SF
Account, PNB Mitra SF.
Account Current Account - PNB Vaibhav, PNB Gaurav, PNB Smart Roamer
Fixed Deposit Schemes - Spectrum Fixed Deposit Scheme, Anupam Account, Mahabachat
Schemes, Multi Benefit Deposit
Scheme Credit Schemes - Flexible Housing Loan, Car Finanace, Personal Loan, Credit Cards
Social Banking - Mahila Udyam Nidhi Scheme, Krishi Card, PNB Farmers Welfare Trust
Corporate Banking - Gold Card scheme for exporters, EXIM finance
Business Sector - PNB Karigar credit card, PNB Kushal Udhami, PNB Pragati Udhami, PNB Vikas
Udhami
Apart from these, the PNB also offers locker facilities, senior citizens schemes, PPF schemes and
various E-services.
Awards and Distinctions
Ranked among top 50 companies by the leading financial daily,
Economic Times.
52
Ranked as 323rd biggest bank in the world by Bankers Almanac (January
2006), London.
Earned 9th place among India's Most Trusted top 50 service brands in
Economic Times- A.C Nielson Survey.
Included in the top 1000 banks in the world according to The Banker,
London.
Golden Peacock Award for Excellence in Corporate Governance - 2005
by Institute of Directors.
FICCI's Rural Development Award for Excellence in Rural Development
– 2005
PNB Overseas Offices
PNB has a banking subsidiary in the United Kingdom, as well as branches in Hong Kong and
Kabul. It has representative offices in Almaty, Shanghai, and Dubai.
Coming into Being
The bank was established in 1895 at Lahore. PNB's founders included several leaders of the
Swadeshi movement like Dyal Singh Majithia, Lala HarKishen Lal, Lala Lalchand, Kali Prosanna
Roy, EC Jessawala, Prabhu Dayal, Bakshi Jaishi Ram, and Lala Dholan Dass. Lala Lajpat Rai was
actively associated with the bank‟s management in its early years.
It holds the distinction of being the first Indian bank to have been started solely with Indian capital.
In 1969, it was nationalized by the Government of India along with 13 other banks.
Head Office
Punjab National Bank. 7, Bhikhaiji Cama Place,
New Delhi - 110066
Phone: 91-11-2371 6185
53
Fax: 91-11-26196176
Website: www.pnbindia.com
54
55
RESULT AND DISCUSSION
In order to gauge the level of satisfaction of customers in various banks in JAMMU,
comparative study has been undertaken by the investigator selecting a sample of 100 customers
from each bank i.e. SBI, PNB & JKB. The customers of the respective banks have been selected
from the three major branches of Samba town. The survey of the customers has been conducted
by visiting various branch offices of the concerned banks in the month of July-August 2010 &
by personally contacting the customers.
The views of the customers regarding their satisfaction/dissatisfaction have been quantified on
the basis of a scale having 5 different points on the continuum. The scale and their respective
score values are given as under:
Point of scale Assigned score
1)Very satisfied 5
2)Satisfied 4
3)Neither satisfied nor dissatisfied 3
4)Dissatisfied; & 2
5) Very Dissatisfied 1
The high score is the corresponding dimension or indicates very high satisfaction of the
customers. Score in the low range indicates conversely, low satisfaction of customers. The
dimensions selected for measuring the customer satisfaction have been selected as described
below:
1) Attitude of the staff towards customers
2) Efficiency of the bank.
3) Products and services of the bank.
4) Physical facilities of the bank
5) Customer advice and problem solving role of the bank.
Each dimension is supplementary by various variables, which are responsible for higher/lower
level of customer satisfaction the empirical results of the survey are discussed here under:
56
ATTITUDE OF THE STAFF
One of the important dimensions of the satisfaction of the customers is the attitude displayed by
the staff towards them. The attitude of the staff studied with reference to the behavior of officer
& employees of the respective banks towards the customers. Moreover, the variables like
dedication & commitment, willingness of the staff to serve customers needs, personal attention,
courtesy and friendliness of the staff are the important ingredients of the satisfaction
experienced by customers. The pro-active response of the staff to inquiries and requirements of
the customers are also important variable, which determine the satisfaction of the customers.
The attitude of the staff of the banks under study is exhibited in the table 3.1:
An introspection of the table 3.1 indicates that the highest satisfaction of customers is provided
by SBI as the combined mean score of different variables which determine the satisfaction of the
customers on the basis of behavior of the staff which is represented by the combined mean 4.38
in case of SBI. The score ranges between satisfied and very satisfied. The views expressed by
the customers are consistent as the standard deviation is in significant (0.977). The satisfaction
of the customers representing SBI & PNB is satisfied as the combined mean scores of variables
signifying behavior of the staff towards customers. The scores are 4.38 & 4.26 respectively.
However the scores of standard deviation, of both the banks shows some inconsistency of the
views of the customers as the standard deviation scores are 0.977 and 0.958 respectively.
A further analysis of the table 3.1 indicates that in case of SBI the courtesy and friendliness
displayed by the staff is the highest contributory factor for bringing satisfaction to customers,
the mean score being 4.88 while in case of JKB & PNB the highest contributory factors are
response of staff towards inquires by the customers, the mean scores being 4.14 & 4.54
respectively.
Similarly the least important factors responsible for customer satisfaction in case of JKB & PNB
are willingness of employees to serve customers needs, the mean value being 3.34 & 4.06
respectively. However in case of SBI, the least contributory factor for customer satisfaction is
the personal attention given by the staff to the customers. The mean value being 4.17.
57
TABLE 3.1
SATISFACTION OF CUSTOMER REGARDING ATTITUDE OF STAFF
JKB SBI PNB
MEAN S.D MEAN S.D MEAN S.D
Behavior of officers towards customers 4.02 1.191 4.20 0.916 4.32 0.779
Behavior of employees towards customers 3.09 1.225 4.46 0.641 4.34 0.894
Dedication & commitment to serve customer
Interest.
3.82 1.367 4.42 0.894 4.20 0.959
Willingness of employees to serve customer needs. 3.34 1.408 4.18 0.994 4.06 1.017
Personal attention given by the staff. 3.76 1.269 4.17 0.815 4.10 1.020
Courtesy & friendliness displayed by the staff. 3.70 1.203 4.88 1.182 4.26 0.953
Response of staff towards inquiries by the
customer.
4.14 1.152 4.34 0.929 4.54 0.983
COMBINED MEAN & S.D 3.81 3.539 4.38 0.977 4.26 0.958
58
EFFICIENCY OF THE BANK
Another important dimension of the satisfaction of the customers is the efficiency of the bank
for discharging various functions. The efficiency of the bank is studied with reference to the
time taken for opening an a/c , & speed of deposits & withdrawals of the respective banks
towards the customers. Moreover the variable like time taken for updating pass book, providing
error, free records, promising to do something by a certain time & doing the same by that,
providing the prompt & efficient service & knowledge of employees about the banks products
& services are the important ingredients of the satisfaction experienced by the customers. The
efficiency of the staff of the banks under study is exhibited in TABLE 3.2. An introspection of
the table 3.2 indicates that the highest satisfaction of customers is provided by PNB as the
combined mean scores of different variables which determine the satisfaction of the customers
on the basis of the efficiency of the bank which is represented by the combined mean 4.17 in
case of PNB. The score is in between satisfied & very satisfied. The views expressed by the
customers are consistent, as the standard deviation is significant (2.845). The satisfaction of the
customers representing PNB & JKB is satisfied as the combined mean score of the variables
signifying efficiency of the staff towards customers. The scores are 4.17 and 3.83 respectively.
However the scores of standard deviations of both the banks shows some inconsistency of the
views of the customers as the standard deviations scores are 2.845 & 1.183 respectively.
A further analysis of the table 3.2 indicates that in case of SBI the time taken for opening an a/c
by the staff is the highest contributory factor for bringing satisfaction to the customers; The
mean score being 4.46 while in case of JKB, the highest contributory factors is promising to do
something by a certain time & doing the same by that time; the mean score being 4.46 & in case
of PNB, the highest contributory factor is knowledge of employees about the banks products &
services, the mean being 5.20
Similarly the least important factors responsible for customer satisfaction in case of SBI &PNB
are time taken for updating passbook, the mean values being 3.90 & 3.42 respectively. However
in case of JKB the least contributory factor for customer satisfaction is the time taken for
opening an a/c from customers. The mean value being 3.48
59
TABLE 3.2
SATISFACTION OF CUSTOMERS REGARDING EFFICIENCY OF THE BANK
JKB SBI PNB
MEAN S.D MEAN S.D MEAN S.D
Time taken for opening of an account 3.48 1.412 4.78 1.167 4.08 0.901
Speed of deposit & withdrawals 3.68 1.214 4.28 0.844 3.94 1.100
Time taken for updating Passbook. 3.50 1.187 3.90 1.040 3.42 0.775
Providing error free Records 4.10 0.410 4.50 1.046 4.22 7.071
Promising to do something by a certain time &
doing
The same by that time.
4.46 1.198 4.30 0.965 4.14 0.850
Providing the prompt & efficient Service. 3.96 1.085 4.30 0.964 4.24 0.935
Knowledge of the employees about Bank’s product
& services.
3.62 1.171 4.54 1.478 5.20 0.869
COMBINED MEAN & S.D 3.83 1.183 3.75 1.278 4.17 2.845
60
PRODUCTS & SERVICES OF THE BANKS
Another most important dimension of the satisfaction of the customers is the products &
services of the bank offered to the customers. The products and services of the bank studied with
reference. To innovative products like credit cards, house loan consumer loans, insurance
products and innovative services like ATM, V-Sat, telebanking, computerised passbook etc. of
the respective banks towards the customers. Moreover the variables like operating hours,
advertising & promotion activities; competitive service charges are the important ingredients of
the satisfaction experienced by the customers. The products & services of the banks under study
are exhibited in table 3.3:
An introspection of the table 3.3 indicates that highest satisfaction of customers is provided by
PNB as the combined mean score of different variables which determine the satisfaction of the
customers on the basis of the production & services of the bank which is represented by the
combined mean 3.43 in case of PNB. The score is in between neither satisfied nor-
dissatisfied & somewhat satisfied however views expressed by the customers is that
consistent, as the standard deviation is significant (1.255). The satisfaction of the customers
representing PNB & SBI is somewhat satisfied as the combined mean score of the variables
signifying products and services of the bank towards customers. The scores are 3.43 and 3.26
respectively. However the scores of standard deviations of both the banks shows some
inconsistency of the views of the customers as the S.D scores are 1.255 and 1.28 respectively.
A further analysis of the table 3.3 indicates in case of SBI the banks understanding the customer
needs & responding them is the highest contributory factor for bringing satisfaction to
customers, the mean score being 4.46, while in case of JKB & PNB the highest contributory
factors are operating hours of the bank, the mean scores being 3.8 & 4.06 respectively.
Similarly the least important factors responsible for the customers satisfaction in all the three
banks SBI, PNB & JKB are innovative services like ATM, V-sat, telebanking, computerised
passbook etc. the mean values being 1.92,1.94 & 1. 92 respectively.
61
TABLE 3.3
SATISFACTION OF CUSTOMER REGARDING PRODUCTS & SERVICES OF THE BANK
JKB SBI PNB
MEAN S.D MEAN S.D MEAN S.D
Innovative products like credit cards, house loans,
Consumer’s loan, insurance product, investor club
etc.
2.58 1.181 2.72 1.144 3.76 1.024
Innovative services like ATM, Any where banking,
Tele banking, computerizes passbook, etc
1.92 1.025 1.94 0.944 1.92 1.277
Bank understanding of customers need and
responding to them.
3.26 1.233 4.46 1.074 3.80 1.176
Operating hours of the bank 3.70 1.187 3.40 1.103 4.06 0.924
Advertising & promotional services 3.3O 1.153 2.82 1.039 3.32 0.940
Competitive service charges 3.64 1.325 4.42 1.124 3.74 1.454
COMBINED MEAN & S.D 3.06 1.256 3.26 1.28 3.43 1.255
62
PHYSICAL FACILITIES OF THE BANK
One of the other important dimensions of the satisfaction of the customers is the physical facility
of the bank provided to customers. The physical facilities of the bank studied with reference to
the location & layout of the respective banks towards the customers. Moreover, the variables like
cleanliness & maintenance, material associated with the service, such as pay in slips, pamphlets,
forms, etc security arrangement, seating arrangements & parking place for the customers are the
important ingredients of the satisfaction experienced by the customers. The physical facilities of
the bank understudy are exhibited in table 3.4:
An introspection of the table 3.4 indicates that highest satisfaction of the customers provided by
PNB as the combined mean score of different variables which determine the satisfaction of the
customers on the basis of the physical facilities of the bank which is represented by the
combined mean 3.50 in case of PNB. The score is in between neither satisfied nor
dissatisfied & somewhat satisfied. The views expressed by the customers are consistent, as
the standard deviation is significant (1.494). The satisfaction of the customers representing PNB
& SBI is somewhat satisfied as the combined mean score of the variables signifying physical
facilities of the bank towards customers. The scores are 3.5 and 3.11 respectively. However, the
score of the standard deviations of both the banks shows some inconsistency of the views of the
customers, as the standard deviation scores are 1.494 & 1.47 respectively.
A further analysis of the table 3.4 indicates that in case of SBI the security arrangement of the
bank is the highest contributory factor for bringing satisfaction to customers, the mean score
being 4.22, while incase of JKB and PNB the highest contributory factors are seating
arrangement for the customers, the mean scores being 3.34 and 4.64 respectively.
Similarly the least important factors responsible for the customer satisfaction in all the three
banks JKB, SBI & PNB are parking place for the customers, the mean values being 1.70, 1.20 &
1.06 respectively.
63
TABLE 3.4
SATISFACTION OF CUSTOMERS REGARDING PHYSICAL FACILITIES OF THE BANK
JKB SBI PNB
MEAN S.D MEAN S.D MEAN S.D
Location of the bank. 2.90 1.403 2.78 1.309 2.96 1.313
Layout of the bank. 2.82 1.291 3.74 1.725 3.38 1.255
Cleanliness & maintenance of the Bank. 3.00 1.341 3.16 1.253 4.56 0.482
Material associated with the bank; such as pay in
slips, pamphlets, Forms & statement etc.
3.12 1.445 3.72 1.216 3.70 1.063
Security arrangements of the bank.
3.32 1.515 4.22 1.296 4.18 0.979
Seating arrangements for the customers. 3.34 1.187 2.96 1.284 4.64 0.883
Parking place for the customers. 1.79 1.204 1.20 0.611 1.06 0.236
COMBINED MEAN & S.D 2.89 1.83 3.11 1.47 3.50 1.494
64
ADVICE & PROBLEM SOLVING ROLE OF THE BANK
The last but not least important dimension of the satisfaction of the customers is the advice and
problem-solving role of the bank towards them. The advice and problem-solving role of the
bank studied with reference to the suggestion of the bank regarding your investment and
availability of staff to listen your complaints of the respective banks towards the customers.
Moreover, the variables like resolution of customer grievance & ability to provided solution,
suggestion box kept in the bank, banker customer meets, mechanism of grievance handling &
professionalism of the bank, are the important ingredients of the satisfaction experienced by the
customers. The advice and problem solving role of the bank under study is exhibited in table
3.5:
An introspection of the table 3.5 indicates that highest satisfaction to the customers is provided
by the PNB as the combined mean score of different variables which determine the satisfaction
of the customers on the basis of the advice and problem solving role of the bank which is
represented by the combined mean 3.78 incase of PNB, the score is in between neither
satisfied nor dissatisfied and somewhat satisfied. The views expressed by the customers
are consistent, as the standard deviation is significant 1.23. The satisfaction of the customer's
represented by PNB and SBI is somewhat satisfied as the combined mean scores of the variables
signifying advice and problem solving role of the bank towards customers. The scores are 3.78
and 3.17 respectively. However the scores of standard deviations of both the banks show some
inconsistency of the views of the customers as the standard deviations scores are 1.23 and 1.35
respectively.
A further analysis of the table 3.5 indicates that in case of SBI the availability of staff to your
complaints is the highest contributory factor for bringing satisfaction to the customers. The
mean score being 3.64 while incase of JKB and PNB, the highest contributory factors are
professionalism of the bank, and the mean scores being 3.66 and 4.82 respectively.
Similar the least important factors responsible for customers satisfaction in case of JKB is
availability of staff to your complaints, the mean value being 1.52, However in case of SBI the
least contributory factor is suggestion box kept in the bank, the mean value being 2.50 and in
case of PNB, the least contributory factor is banker customer meets, the mean value being 3.30.
65
TABLE 3.5
SATISFACTION OF CUSTOMERS REGARDING ADVICE & PROBLEM SOLVING ROLE OF THE BANK
JKB SBI PNB
MEAN S.D MEAN S.D MEAN S.D
The suggestion of the bank officials regarding your
Decision for investment, credit etc.
3.56 1.217 3.62 0.794 3.38 0.817
Availability of staff to listen your complaints. 1.52 1.380 3.64 0.991 3.82 1.051
Resolution of customer’s grievances & ability to
provide the solution.
3.26 1.197 3.56 0.939 3.78 1.088
Suggestion box kept in the box. 3.32 1.249 2.50 1.473 3.92 1.063
Banker customer meets. 2.84 1.530 2.52 1.590 3.30 1.570
Mechanism of grievance handling. 3.08 1.521 2.78 1.431 3.46 1.205
Professionalism of the bank. 3.66 1.463 3.54 1.361 4.82 1.038
COMBINED MEAN & S.D 3.03 1.52 3.17 1.35 3.78 1.23
66
THE OVERALL SATISFACTION OF THE CUSTOMERS
The overall satisfaction of the customers which has been summed up with the table 3.6 reveals
that in all the three banks the satisfaction level ranges between satisfied & neither satisfied nor
dissatisfied as the overall customer satisfaction scores in JKB, SBI& PNB are 3.32, 3.53 & 3.83
respectively. A comparison of two banks viz. JKB & SBI reveals that the customers in both the
banks hold the similar views as the mean score in both the banks are somewhat close to each
other. This null hypothesis (Ho) is supported by the Nominal Distribution (Z test). The
calculated Z value between the mean scores of JKB & SBI is -0.56 which falls within the
acceptance region of normal distribution curve as the critical value of the 'z' is (± 1.96). Thus our
hypothesis that both the samples represent similar type of responses is correct & this Hypothesis
is accepted.
Similar kind of results the highlighted by the responses of the customers regarding efficiency,
product & services, physical facilities, advice & problem solving role of the bank as the 'z' value
of all these variables 0.47, -1.05, -1.00, -0.82 & - 0.56 respectively are less than critical value of
Z (± 1.96) Thus our null hypothesis (Ho) again is strengthened & alternative hypothesis (H1)
i.e., two samples do not hold the similar views. However the variable related to the customers
response (i.e.) attitude of the staff of the banks were the calculated value of „Z‟ is -3.8 which
falling outside the acceptance region of the normal distribution as the calculated value's of „Z‟
are greater then the table value (± 1.96) at 5% level of significance.
Another comparison of two branches viz. JKB and PNB hold the similar views, as the mean
score of both the banks are somewhat close to each other. The calculated „Z‟ value between the
mean scores of JKB & PNB is -1.08 which falls again within the acceptance region of normal
distribution curve as the critical value of „Z‟ is ±1.96, thus our hypothesis that both the samples
represent similar type of response is correct & this hypothesis is accepted. Similar kind of result
highlighted by the response of the customers regarding efficiency of the bank as the „Z‟ value of
this variable -0.41 is less than the critical value of „Z‟ (±1.96) thus our null hypothesis (Ho) is
accepted only for this variable, However, the variable related to the customers response (i.e.)
attitude of the staff, product & services, physical facilities a advice & problem solving role of
the bank hold the similar views as the „Z‟ value of all these variables -3.00, 2.89,-2.77, -4.41
respectively. Which falling out side the acceptance region of the normal distribution as the
67
calculated values of „Z‟ are greater then table/critical value (± 1.96) at 5% level of significance
is not true & hence is rejected. In this way the alternative hypothesis (Hi) that the sample
Customers of the banks under study do not give the similar views is correct/true. Thus the
alternative hypothesis is accepted.
The last but not least comparison of again two branches viz. SBI & PNB, hold again similar
views as the mean score in both the banks are approximately same. The calculated value of „Z‟
between the mean scores of SBI and PNB is 0.65 which falls again within the acceptance region
of normal distribution curve as the critical value of „Z‟ is ±1.96, thus our hypothesis that both
the samples represent similar type of responses is correct & this hypothesis is accepted. Similar
kind of result highlighted by the responses of the customers regarding attitude of staff,
efficiency, product & services, physical facilities as the „Z‟ values of all these variables, 0.92, -
1.35, -0.89, -1.95 respectively are less then the critical value of „Z” ±1.96. Thus our null
hypothesis (HO) again is strengthened & alternative hypothesis (Hi) i.e. two samples do not
hold similar views However variable related to the customers response (i.e.) advice & problem
solving role of the bank as the calculated value of „Z” is -3.38. Which falling out side the
acceptance region of the normal distribution, as the calculated values of „Z‟ are greater then the
table/critical value (+1.96) at 5% level of significance, and hence is rejected. In this way the
alternative hypothesis (Hi) that the sample customers of the banks under study do not give the
similar views is correct/true, thus the alternative hypothesis (Hi) is accepted only for above
variable.
68
TABLLE 3.6 (1)
OVERALL CUSTOMER SATISFACTION IN BANKS
JKB SBI 5%
MEAN S.D MEAN S.D VALUE
OF ‘Z’
LEVEL OF
SIGNIFICANCE
Attitude of the Staff 3.61 1.26 4.38 0.977 - 3.8 5%
Efficiency of the Banks 3.83 1.183 3.75 1.278 0.47 5%
Products & Services 3.06 1.357 3.26 1.38 -1.05 5%
Physical facilities of the bank 2.89 1.83 3.11 1.47 -1.00 5%
Advice & problem solving role of Bank. 3.03 1.52 3.17 1.35 0.62 5%
69
TABLE 3.6 (2)
OVERALL 3.32 3.199 3.53 2.889 0.56 5%
JKB PNB 5%
70
TABLE 3.6 (3)
MEAN S.D MEAN S.D VALUE
OF ‘Z’
LEVEL OF
SIGNIFICANCE
Attitude of the Staff 3.81 1.26 4.26 0.958 - 3.00 5%
Efficiency of the Banks 3.83 1.183 4.17 2.845 0.41 5%
Products & Services 3.06 1.357 3.43 1.355 -2.89 5%
Physical facilities of the bank 2.89 1.83 3.50 1.494 -2.77 5%
Advice & problem solving role of Bank. 3.03 1.52 3.78 1.23 -4.41 5%
OVERALL 3.32 3.199 3.82 1.23 -1.08 5%
71
SBI PNB 5%
MEAN S.D MEAN S.D VALUE
OF ‘Z’
LEVEL OF
SIGNIFICANCE
Attitude of the Staff 4.38 0.977 4.26 0.958 0.92 5%
Efficiency of the Banks 3.75 1.278 4.17 2.845 -1.35 5%
Products & Services 3.26 1.38 3.43 1.355 0.89 5%
Physical facilities of the bank 3.11 1.47 3.50 1.494 -1.95 5%
Advice & problem solving role of Bank. 3.17 1.35 3.78 1.23 -3.38 5%
OVERALL 3.53 2.889 3.82 1.23 0.65 5%
72
REASONS FOR BANKING WITH A PARTICULAR BANK
Another aspect of the survey, which came to the forefront, are the reasons responsible for
selecting a particular bank for banking. The customers were asked to underline the factors which
attracting them for banking with their present banks. The responses of the customers in this
regard are given in table3.7:
The analysis in the table 3.7 indicates that in all the three banks convenient location is the most
important reason for banking with these banks. This factor has been underlined as many as 82%
respondents of JKB, 60% respondents of SBI and 54% respondents of PNB respectively. Better
services provided by the banks is the second important reason for banking with their present
banks this factor has been quoted by 14% of total respondents of JKB, 32% of respondents' of
SBI & 28% of respondents of PNB, the third reason for banking with their present banks given
by the customers is that the particular bank was recommended to them by their friends &
relatives as 2% of respondents in JKB, 12% of respondents of PNB have signified this factor has
been the prime reason for banking with their banks. However in case of SBI no customer has
deemed this factor as an important reason for dealing with this bank.
Similarly 2% of the customers said that they are banking with the JKB because it is the banker
to the state govt. 8% and 6% of customers of SBI and PNB gave other reasons.
82%
60%
54%
14%
32%28%
2%0
12%
2%0 0 0
8% 6%
0
10
20
30
40
50
60
70
80
90
C.L B.S F/R.R B.O.S.G A.O
JKB
SBI
PNB
C.L = Convenient location, B.S = Better Service, F/R.R = friend/Relative‟s
Recommendation, B.O.S.G = Banker of State Govt., A.O = Any Other Reason
73
TABLE 3.7
REASON FOR BANKING WITH A PARTICULAR BANK
JKB SBI PNB
Freq. %age Freq. %age Freq. %age
Convenient location 82 82 60 60 54 54
Better services. 14 14 32 32 28 28
Your friends and relative recommended it. 2 2 0 0 12 12
Being banker of the state govt. 2 2 0 0 0 0
Any other reason. 0 0 8 8 6 6
74
RESPONSE OF CUSTOMERS FOR RECOMMENDING
THEIR BANKS TO THEIR FRIENDS/RELATIVES/BUSINESS
ASSOCIATES
In order to magnify the picture of customers satisfaction & to show their enthusiasm about
wanting their near and dear ones to bank with their present banks, the customers were asked
whether they would recommend their present banks to their friends, relatives, customers,
suppliers, employees/employers, clients, agencies, business associates etc, or not the responses
to this question are tabulated in table I.E 3.8.
It is shown in the table 3.8 that in case of JKB 30% of customers, in case of SBI 42% of
customers; and in case of PNB 26% of customers have expressed their readiness to recommend
their banks to their friends, relatives, business associates etc, 30%, 24% & 30% of customers
respectively in JKB, SBI, & PNB have stated that they may probably recommend their present
banks to others; 20%, 16%, 22% of the responds of JKB, SBI & PNB respectively where in a fix
whether they may or may not recommend their banks to their relatives, friends business
associates etc. which shows their satisfaction with their present banks.
A further analysis of table 3.8 reveals that 6%, 12% & 16% respectively of JKB, SBI & PNB
opined that they are probably not recommending their present banks to their known ones.
Similarly 14%, 6% & 6% of responds of JKB, SBI & PNB expressed their dissatisfaction and
anger by stating that they are definitely not going to recommend their present banks to any of
their, friends, relatives; and business associates.
30%
42%
26%
30%
24%
30%
20%16%
22%
6%
12%16%
14%
6%6%
0
5
10
15
20
25
30
35
40
45
DEF. PROB. M.O.M.N PROB.NO DEF. NO
JKB
SBI
PNB
DEF. = Definitely, PROB. = Probably, M.O.M.N= Might or might not, PROB. NO = Probably
75
Not, DEF.NO = Definitely Not
76
TABLE 3.8 RESPONSE OF CUSTOMER FOR RECOMENDING THEIR BANKS TO THEIR FRIENDS/RELATIVES/BUSINESS ASSSOCIATES
JKB SBI PNB
Freq. %age Freq. %age Freq. %age
Definitely 30 30 42 42 26 26
Probably. 30 30 24 24 30 30
Might or might not. 20 20 16 16 22 22
Probably not. 6 6 12 12 16 16
Definitely not. 14 14 6 6 6 6
77
CUSTOMER COMPLAINTS
In response to the question that have you ever complained about your bank, either formally or
informally, the responses of the customers were:
70% of the customer of JKB said that they have never complained about their bank while 30%
said they have complained about their bank.
89% of the customer of SBI said that they have never complained about their bank while 11%
said that they have complained about their bank either formally or informally.
84% of the customer of PNB said that they have never complained about their bank while 16%
said that they have complained about their bank either formally or informally.
70%
30% complained
Not
complained 89%
11%
Complained
Not
complained
JKB SBI
84%
16%
Complained
not
complained
78
PNB
79
80
CONCLUSION
The ability of the nations and organizations within nations depends on continuous
increase in customer satisfaction. In the increasing global competition, satisfaction
growth is essential for maintaining and advancing opportunities for individual &
societies. Its growth is one of the most important factors that have contributed to the
advancement of the service industry.
Service to the society, at the micro level, means service to customers, present & potential.
From this point of view, 'the prime function of banks can be defined as the creation of
delivery of customer needed services in a customer-satisfying manner. To begin with,
therefore, a banker's task is to identify his customer and his needs. To fulfill and meet the
aspiration of present customers in this competitive & fast changing situation, banks do
not have a choice to be away from new technology if they have to remain in the market.
In the light of this, the study was undertaken as to how the banks in north view customer
satisfaction. The main conclusions of the study are described below:
The study reveals that consciousness towards customer satisfaction is increasing at all
levels of the bank and the society, which can be observed from good efforts made by the
bank officers & officials. As the empirical study reveals the views of customers regarding
their satisfaction/dissatisfaction have been quantified on the basis of a scale having 5
different basis on the continuum. The survey found satisfaction among some customers
of the banks under studies viz., J&K Bank (JKB), State Bank of India (SBI) & Punjab
National Bank (PNB) in varying proportions.
1. In case of satisfaction of customers on the basis of attitude of the staff the highest
satisfaction of customers is provided by SBI as compared to JKB and PNB, and;
2. In case of satisfaction of customers on the basis of efficiency of the staff the highest
satisfaction of customers is provided by PNB as compared to SBI and JKB.
3. The highest satisfaction of customers is provided by again PNB, in relation to the
satisfaction on the basis of products & services of the bank offered to customers as
81
compared to SBI & JKB.
4. The highest satisfaction of customers is provided by once again PNB in relation to the
satisfaction of customers on the basis of physical facilities of the bank provided to
customers as compared to SBI &. JKB.
5. The highest satisfaction of customer's provided by again PNB, which determine the
satisfaction of customers on the basis of advice and problem solving role of the bank
towards customers as compared to SBI & JKB.
SUGGESTIONS
The study found some deficiencies in the respective banks viz., JKB, PNB and SBI.
There are some suggestions which implemented can overcome these deficiencies:
1. It has been found that JKB is almost poor in providing better service to the customers.
They are suggested to enhance & improve the attitude of the staff, efficiency & product
& services offered to customers. Also they should have to improve the physical facilities
of the bank because the customers of the modern age are much conscious regarding
higher standard of living.
2. Our study found that female customers at SBI are reluctant to go inside the branch
because of tight security forces, which is a problematic Issue.
3. Employees of PNB are suggested to develop a habit of working speedily.
4. JKB should keep suggestion box & also complaint box & PNB are suggested to maintain
them in slatted boxes.
5. The complaint by small deposit holders is that bank employees do not co-operate. They
need to give up this mentality & be oriented in organizational behavior & customer
psychology.
6. The people at JKB are suggested to encourage newly entered enterprises should provide
needed assistance mostly not their own level.
7. It has been found that most of the customers are annoyed with the parking place, because
of shrink area, they are suggested to provide the possible solution to this problem.
8. There is suggestion for SBI branch to provide the better physical facilities because most
of the customers are not satisfied with bathroom facility provided there.
82
9. Suggestion to PNB, they should improve the behavior of staff because most of the
customers are dissatisfied with the behavior of the employees.
10. As far as infrastructure is concerned, SBI has been found less competitive as compared to
JKB & PNB.
11. Fixed time schedule should be maintenance and over time working should be provided in
urgency.
12. Payment should be made immediately to the deposit holders as deposits are made.
13. Bank employees are advised to take pains in fulfilling the interests of customer needs.
14. Branches are suggested to educate the customers about the schemes, and the related
benefits.
15. Bank staff is advised to encourage the small savings from customers like illiterate
persons, housewives, pensioners, widow etc.
16. Branches should provide convenience things like fans, drinking water telephone facility
etc. to their regular customer.
17. Bank staff is advised to build strong relations with every customer and must create a
healthy interactive environment.
18. Each branch is suggested to open a grievance cell for the problems arising to their
customers.
Thus from the above description it may be concluded that in view of the fresh challenges, the
commercial banks should respond quickly to the new opportunities and threats and should learn
to operate in the most competitive environment without dissatisfying the customer who is the
part & parcel of the banking industry. A probable solution for the crucial problem faced by the
customers could be eliminated by the integration of mutual interests, to be fair in demand
expectations & obligations by both customers & employees.
83
84
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88
APPENDIX
A. PERSONAL PROFILE
NAME ___________________________________________________________
AGE _____________
GENDER: MALE_________ FEMALE______________
ADRESS _____________________________________________________________________________
QUALIFICATION _________________________________________________
OCCUPATION __________________________________________
CONTACT NO.__________________________________________
LEVEL OF INCOME: BELOW 4000_______, 4000- 10000_______
10000-30000_________, ABOVE 30,000 _________
BANK DEALING WITH ______________________________
NATURE/TYPE OF ACCOUNT _____________________________
B. CUSTOMER SATISFACTION
Please rate the below mentioned question on the basis of your general experience, regarding your satisfaction on various aspects
associated with bank, on a scale of 5 to 1. Where 5 means highly satisfied, 4 means satisfied, 3 means neither satisfied nor
dissatisfied, 2 means dissatisfied and 1 means highly dissatisfied. Feel free to skip any question which you think is personal or
inappropriate.
1. ARE YOU SATISFIED WITH THE BEHAVIOUR OF THE OFFICIALS OF THE BANK TOWARDS YOU?
1 2 3 4 5
HIGHLY DISSATISFIED NEITHER SATISFIED NOR DISSATIFIED HIGHLY SATISFIED
2. ARE YOU SATISFIED WITH THE BEHAVIOUR OF THE EMPLOYEE TOWARDS YOU?
1 2 3 4 5
HIGHLY DISSATISFIED NEITHER SATISFIED NOR DISSATIFIED HIGHLY SATISFIED
3. ARE YOU SATISFIED WITH THE DEDICATION AND COMMITMENT OF THE STAFF TO SERVE THE CUSTOMER
INTEREST?
1 2 3 4 5
HIGHLY DISSATISFIED NEITHER SATISFIED NOR DISSATIFIED HIGHLY SATISFIED
4. ARE YOU SATISFIED WITH THE WILLINGNESS OF EMPLOYEE TO SERVE CUSTOMER INTEREST?
1 2 3 4 5
HIGHLY DISSATISFIED NEITHER SATISFIED NOR DISSATIFIED HIGHLY SATISFIED
89
5. ARE YOU SATISFIED WITH THE PERSONAL ATTENTION GIVEN BY STAFF TO YOU?
1 2 3 4 5
HIGHLY DISSATISFIED NEITHER SATISFIED NOR DISSATIFIED HIGHLY SATISFIED
6. ARE YOU SATISFIED WITH THE COURTESY AND FRIENDLINESS DISPLAYED BY THE STAFF?
1 2 3 4 5
HIGHLY DISSATISFIED NEITHER SATISFIED NOR DISSATIFIED HIGHLY SATISFIED
7. ARE YOU SATISFIED WITH THE RESPONSE OF STAFF TOWARDS INQUIRY BY THE CUSTOMERS?
1 2 3 4 5
HIGHLY DISSATISFIED NEITHER SATISFIED NOR DISSATIFIED HIGHLY SATISFIED
8. ARE YOU SATISFIED WITH THE TIME TAKEN FOR OPENING THE ACCOUNT?
1 2 3 4 5
HIGHLY DISSATISFIED NEITHER SATISFIED NOR DISSATIFIED HIGHLY SATISFIED
9. ARE YOU SATISFIED WITH THE SPEED OF DEPOSIT AND WITHDRAWLS?
1 2 3 4 5
HIGHLY DISSATISFIED NEITHER SATISFIED NOR DISSATIFIED HIGHLY SATISFIED
10. ARE YOU SATISFIED WITH THE TIME TAKEN TO UPDATE THE PASSBOOK?
1 2 3 4 5
HIGHLY DISSATISFIED NEITHER SATISFIED NOR DISSATIFIED HIGHLY SATISFIED
11. ARE YOU SATISFIED WITH BANK PROVIDING ERROR FREE RECORDS?
1 2 3 4 5
HIGHLY DISSATISFIED NEITHER SATISFIED NOR DISSATIFIED HIGHLY SATISFIED
12. ARE YOU SATISFIED WITH THE BANK FOR PROMISING TO DO SOMETHING AND DOING THE SAME BY THAT TIME?
1 2 3 4 5
HIGHLY DISSATISFIED NEITHER SATISFIED NOR DISSATIFIED HIGHLY SATISFIED
13. ARE YOU SATISFIED WITH BANK IN PROVIDING PROMPT AND EFFICIENT SERVICES?
1 2 3 4 5
HIGHLY DISSATISFIED NEITHER SATISFIED NOR DISSATIFIED HIGHLY SATISFIED
14. ARE YOU SATISFIED WITH THE KNOWLEDGE OF EMPLOYEES ABOUT BANK‟S PRODUCTS AND SERVICES?
1 2 3 4 5
HIGHLY DISSATISFIED NEITHER SATISFIED NOR DISSATIFIED HIGHLY SATISFIED
90
15. ARE YOU SATISFIED WITH THE INNOVATIVE PRODUCTS AND SERVICES OF THE BANK, LIKE- CREDIT
CARD, HOUSE LOANS, CONSUMER LOAN, INSURANCE PRODUCTS, AND INVESTOR CLUB ETC.?
1 2 3 4 5
HIGHLY DISSATISFIED NEITHER SATISFIED NOR DISSATIFIED HIGHLY SATISFIED
16. ARE YOU SATISFIED WITH SERVICES LIKE ATM, ANY WHERE BANKING, INTERNET BANKING, TELE
BANKING, And COMPUTERIZED PASSBOOK ETC.?
1 2 3 4 5
HIGHLY DISSATISFIED NEITHER SATISFIED NOR DISSATIFIED HIGHLY SATISFIED
17. ARE YOU SATISFIED WITH OPERATING HOURS OF THE BANK?
1 2 3 4 5
HIGHLY DISSATISFIED NEITHER SATISFIED NOR DISSATIFIED HIGHLY SATISFIED
18. ARE YOU SATISFIED WITH ADVERTISING AND PROMOTION ACTIVITIES OF YOUR BANK?
1 2 3 4 5
HIGHLY DISSATISFIED NEITHER SATISFIED NOR DISSATIFIED HIGHLY SATISFIED
19. ARE YOU SATISFIED WITH THE COMPETITIVE SERVICE CHARGES-LIKE COMMISSION ON ANYWHERE CHEQUE ETC.?
1 2 3 4 5
HIGHLY DISSATISFIED NEITHER SATISFIED NOR DISSATIFIED HIGHLY SATISFIED
20. ARE YOU SATISFIED WITH THE LOCATION OF YOUR BANK?
1 2 3 4 5
HIGHLY DISSATISFIED NEITHER SATISFIED NOR DISSATIFIED HIGHLY SATISFIED
21. ARE YOU SATISFIED WITH THE LAYOUT OF THE BANK?
1 2 3 4 5
HIGHLY DISSATISFIED NEITHER SATISFIED NOR DISSATIFIED HIGHLY SATISFIED
22. ARE YOU SATISFIED WITH THE CLEANINESS & MAINTENANCE OF THE BANK?
1 2 3 4 5
HIGHLY DISSATISFIED NEITHER SATISFIED NOR DISSATIFIED HIGHLY SATISFIED
23. ARE YOU SATISFIED WITH THE MATERIAL ASSOCIATED WITH THE BANK, SUCH AS PAY IN SLIP, PAMPLETS, FORMS
AND STATEMENTS ETC.?
1 2 3 4 5
HIGHLY DISSATISFIED NEITHER SATISFIED NOR DISSATIFIED HIGHLY SATISFIED
24. ARE YOU SATISFIED WITH THE SECURITY ARRANGEMENTS OF THE BANK?
1 2 3 4 5
HIGHLY DISSATISFIED NEITHER SATISFIED NOR DISSATIFIED HIGHLY SATISFIED
91
25. ARE YOU SATISFIED WITH THE SEATING ARRANGEMENTS FOR THE CUSTOMERS?
1 2 3 4 5
HIGHLY DISSATISFIED NEITHER SATISFIED NOR DISSATIFIED HIGHLY SATISFIED
26. ARE YOU SATISFIED WITH THE PARKING PLACE FOR THE CUSTOMERS?
1 2 3 4 5
HIGHLY DISSATISFIED NEITHER SATISFIED NOR DISSATIFIED HIGHLY SATISFIED
27. ARE YOU SATISFIED WITH THE SUGGESTION OF THE BANK‟S OFFICIAL REGARDING YOUR DECISION FOR INVESTMENT,
CREDIT ETC.?
1 2 3 4 5
HIGHLY DISSATISFIED NEITHER SATISFIED NOR DISSATIFIED HIGHLY SATISFIED
28. ARE YOU SATISFIED WITH THE AVAILIBILITY OF STAFF TO LISTEN YOUR COMPLAINTS?
1 2 3 4 5
HIGHLY DISSATISFIED NEITHER SATISFIED NOR DISSATIFIED HIGHLY SATISFIED
29. ARE YOU SATISFIED WITH THE ABILITY OF THE STAFF TO RESOLVE CUSTOMER GREVIENCES AND ABLITY TO PROVIDE THE SOLUTION?
1 2 3 4 5
HIGHLY DISSATISFIED NEITHER SATISFIED NOR DISSATIFIED HIGHLY SATISFIED
30. ARE YOU SATISFIED WITH THE SUGGESTION BOX KEPT IN THE BANK?
1 2 3 4 5
HIGHLY DISSATISFIED NEITHER SATISFIED NOR DISSATIFIED HIGHLY SATISFIED
31. ARE YOU SATISFIED WITH THE BANKER CUSTOMER MEETS?
1 2 3 4 5
HIGHLY DISSATISFIED NEITHER SATISFIED NOR DISSATIFIED HIGHLY SATISFIED
32. ARE YOU SATISFIED WITH THE MECHANISM OF GREVIENCE HANDLING?
1 2 3 4 5
HIGHLY DISSATISFIED NEITHER SATISFIED NOR DISSATIFIED HIGHLY SATISFIED
33. ARE YOU SATISFIED WITH THE PROFESSOINALISM OF THE BANK STAFF?
1 2 3 4 5
HIGHLY DISSATISFIED NEITHER SATISFIED NOR DISSATIFIED HIGHLY SATISFIED
34. WHAT WAS YOUR REASON FOR BANKING WITH THE BANK?
(A) CONVINIENT LOCATION (B) BETTER SERVICE (C) YOUR FRIEND OR RELATIVE RECOMMEND YOU (D) BEING
BANKER OF THE STATE GOVT. (E)ONLY BANK IN YOUR AREA (F) ANY
OTHER____________________________________________________
35. HAVE YOU EVER COMPLAINED ABOUT YOUR BANK?
(A) YES__________ (B) NO ____________
92
36. WILL YOU RECOMMEND YOUR BANK TO YOUR FRIENDS AND RELATIVES?
(A) Definitely_________ (B) Probably______(C) May or May not______ (D) Probably not______ (E) Definitely not_____
DATE SIGNATURE OF THE RESPONDENT