revised c r policy griev redressal

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DENA BANK RESOURCE MOBILISATION DEPARTMENT CUSTOMER RELATIONS POLICY & GRIEVANCES REDRESSAL MECHANISM 1. Background Stiff competition has become order of the day in every industry, be it manufacturing or service. With initiation of liberalisation and globalisation in the economy, the competitive environment has undergone a metamorphosis. More and more players are joining in and customers' expectations are soaring, leading to rapid intensification of competition. This fact is particularly true of the financial sector where due to increasingly intensifying competition, older Banks and financial institutions are facing unprecedented challenges. A time has come, where the most efficient and customer driven Banks only can survive and grow. New management practices are being adopted to gain a competitive edge through a number of management tools and techniques. With the introduction of technology, the traditional role of the Banks, which used to be that of “money lending” has assumed broader dimensions. With competition gaining ground, Banks are trying to adopt innovative approaches to attain new customers, retain their existing business and to win back the lost customers. This has led to recent innovation called Customer Relationship Management. Customer has always been at the pivotal place of any business organisation. Its capacity to keep the lifeline of business houses running can never be undermined. But, of late, as an aftermath of opening up of economy and liberalisation, the customer is getting more and more attention and now the focus of all businesses is zoomed on customer satisfaction. The growing expectations of the customers, fast changing preferences and opportunities available to him as consumer have made him the king in the real sense. In a Bank of our size, it may not be practically possible to have customer based relationship. In this context, it may be appreciated that all the customers are not equal. The value of customer varies from customer to customer and as such, the Bank must differentiate its customers on the basis of profit that the Bank is getting from a particular customer. In other words, a more profit giving customer is a high value customer for the Bank and a low profit customer is low value customer. The Bank therefore, must have an efficient database of its customers, not only in terms of their financial transactions but also their preferences, educational qualifications, life style, sensitivity, age group, cultural background and their business etc. and then segregate them in various groups. Some illustrative groups could be as under:  High value customers desiring high quality services  High value customers desiring moderate services

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