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Product Service and quality
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A
SUMMER INTERNSHIP PROJECT
ON
“Services Quality
At
The Surat District Co-Operative Bank Ltd.”
Submitted to
S.R. LUTHRA INSTITUTE OF MANAGEMENT
IN PARTIAL FULFILLMENT OF THE
REQUIREMENT OF THE AWARD FOR THE DEGREE OF
MASTER OF BUSINESS ADMINISTRATION
In
Gujarat Technological University
UNDER THE GUIDANCE OF
Faculty Guide: Company Guide:
MS. Parinaz Todiwala Mr. Jayantibhai Patel
Asst. Professor Branch Manager
(The Surat Dist. Co-op Bank Ltd.)
Submitted by
Mr. Mayur N. Deladvala [Batch No. 2012-14, Enrollment No.128050592021]
MBA SEMESTER III
S.R. LUTHRA INSTITUTE OF MANAGEMENT – 805
MBA PROGRAMME
Affiliated to Gujarat Technological University
Ahmedabad
August, 2013
Students’ Declaration
I, Mr. Mayur N. Deladvala, hereby declare that the report for Summer
Internship Project entitled ―Services Quality Of Product‖ a result of my own
work and my indebtedness to other work publications, references, if any, have
been duly acknowledged.
Place: Surat
Date: 31st July 2013
__________________
(Mayur N. Deladvala)
Institute’s Certificate
Certified that this Summer Internship Project Report Titled ―Services Quality
Of Product‖ is the bonafide work of Mr. Mayur N. Deladvala (Enrollment No.
128050592021), who has carried out the research under my supervision. I
also certify further, that to the best of my knowledge the work reported herein
does not form part of any other project report or dissertation on the basis of
which a degree or award was conferred on an earlier occasion on this or any
other candidate.
Place: Surat
Date: ________________
___________________
(Parinaz Todiwala)
Asst. Professor
___________________
(J.M. Kapadia)
I/C Director
Preface
I have really enjoyed working on this project. In the starting phase, I found this
work difficult, but with true guidance of all staff members of the Surat District Co-op
Bank Ltd, I am able to complete my work successfully.
The main reason behind choosing this topic is I want to research about
Services Quality Of Product. During previous years people are choose the bank loan
etc. So I had research on this during two months of summer training period which is
June - august 2013.
In this project I have covered the aspect relating to training followed by the
management of an organization. Under this study I have put in my best efforts to
make this project successful.
While working on this project I got exposure to the training practice use by
the organization.
ACKNOWLEDGEMENT
―Man‘s quest for knowledge never ends‖. Theory and practice are essential
and complementary to each other I am thankful for the assistance received
from various individuals in making this project successfully. I find no words to
express my gratitude towards those who are constantly involved with me
throughout my project in SRLIM, Surat.
I would like to give my special thanks and regards to ―Mr. Jayntibhai Patel‖
(Branch Manager, Kamrej). Who has helped me to carry out this project as my
project in charge under his guidance and blessing I am able to fulfill the
requirements of my university.
I am very much thankful to other staff members of ―The Surat Dist. Co-op
Bank Ltd‖. Without their help I am not able to finish this project.
I am sincerely thankful to I/C Director Dr. J.M. Kapadia for giving me this
opportunity.
I am highly obliged to the management of SRLIM, SURAT for allocating me a
very interesting and challenging project. I am sincerely thankful to Ms. Parinaz
Todiwala for providing the resources for the project. Their guidance and
support was a constant source of inspiration for me.
EXECUTIVE SUMMARY
Purpose
To Services Quality Of Product .
Objectives
The primary objective for my research study is to find out which is Services
Quality Of Product find what are the possible features looked forward while
selecting particular method for banking and to find out the lacking areas of
Services Quality Of Product and also to find ways to improve the banking so
as to achieve consistency with the current going trend.
Research Methodology
I have used the descriptive research design and Non-probability sampling
(convenient sampling) for the purpose of survey.
Data Collection
In my research study I have collected primary data through questionnaire and
my sample size was 200.
Conclusion and Findings
The Banking sector in India is undergoing major changes due to competition
and the advent of technology. The customer is looking for better quality and
services which can provide him / her with satisfaction. This would help in
enhancing the relationship between the two, and thus aid decision makers in
bank to identify the major factors that determine satisfaction. But it should be
noted that satisfaction is one of key point for the identifying the difference
between perceptions of Surat Dist. co-op. Bank services which they deliver to
their account holders and expectation of the services from bank and their
representatives.
Recommendation
As there is more competition in the market so bank should give more
facility to its customer like ATM and credit card facilities by which it can
attract more and more customers. Many people wants to on-line demate
facility from the bank. Bank can enter in the new sectors such as
insurance, foreign exchange merchant banking etc…,
TABLE OF CONTENTS
Sr. No.
Particulars Page No.
1. Introduction Of Indian Banking Industry 1
A. Globle Environment Of Bank Sector
B. Indian Bank Sector
2
5
2. Company Profile 19
A. Company Profile
B. Organization Structure Of The Bank
C. Bank Services
D. Swote Analysis
19
21
22
35
3. Review of Literature 36
4. Research Methodology 44
A. Problem Statement
B. Research Objective
C. Research Design
D. Collection Of Data
E. Scope Of Study
F. Significance Of The Study
G. Sample Design And Sample Size
H. Data Col lect ion Instrument
I. Processing & Analysing The Collection
Of Data
44
46
47
48
48
48
50
50
50
6 Data Analysis & Interpretation 51
A. Result And Findings
B. Limitation
C. Conclusion
D. Suggestion
72
74
75
76
7. Bibliography 77
8. Questionnaire 79
1.1) Introduction:
Modern management sciences philosophy considers customer satisfactionas
a baseline standard of performance and a possible standard of excellence for
any business organization. Moreover, customer satisfaction measurement
provides a sense of achievement and accomplishment for all employees
involved in any stage of the customer service process. In this way, satisfaction
measurement motivates people to perform and achieve higher levels of
productivity. To reinforce customer service orientation on day to day
basis, a growing number of companies choose customer satisfaction
as their main performance indicator.
It is almost impossible, however, to keep an entire bank permanently
motivated by a notion as abstract and intangible as customer satisfaction.
Therefore, customer satisfaction must be translated into a number of
measurable parameters directly linked to people‘s job.
In other words factors that people can understand. The aim of this project is to
present an original customer satisfaction survey conducted in the Surat
District Co-Operative Bank Ltd.
The objectives of the customer satisfaction survey are focused on the
assessment of the critical satisfaction dimensions and the determination of
customer groups with distinctive preferences and expectations. In particular,
the purpose of this application consists of a set of the most important queries
expressed by the managers of the Surat District Co-Operative Bank Ltd.
A. GLOBLE ENVIRONMENT OF BANK SECTOR
1.2) Restructuring the financial institution in global
economy:
During the 1980s, governments began to retreat from regulation of the
financial services industry. The retreat promises to be just as dramatic
enduring as developments during the world wide depression of the 1930s.
Although pressures for re-regulation have emerged, especially in the United
States, international competitive forces are accelerating the movement toward
less governmental intrusion; The Great Depression gave rise to the corporate
state and an almost universal increase in the size and scope of governmental
involvement in economic affairs and in other aspects of our lives. For much
of the past 50 years, governments have either owned or regulated all financial
institutions that provided intermediary services. Elaborate regulatory systems,
based on permission and denial approaches to administrative law, were
expected to rule on which products or services could be offered, where they
could be offered, and what prices or interest rates could be paid or charged to
customers.
At least in the United States, there was little in the way of due process in the
financial regulatory system. Regulatory agencies have operated as executive
authorities that were largely immune from the discipline of the checks and
balances inherent in a political system built on a framework of separation
of powers. The costs associated with burden of proof were borne by the
regulated, not the regulators. When a financial institution wanted to offer a
new product or service, expand its market area, or combine with
another institution, the regulators required it to bear the costs of
demonstrating that the benefits outweighed the costs. In other words, ―If you
have to ask, the answer is no.‖
1.3) Need of financial institution in the global economy:
The process by which countries‘ economies become increasingly interwoven
and affected by each other. This happens with the increased flow of goods
(trade), foreign direct investment, money (finance), and/or people
(migration).Globalization is not new, but the speed, depth, and scope of the
changes, aided by technology, is new, as is the enormous power of
International Financial Institution (IFIs) and global trade groups such as the
world tread organization (WTO) to set the rules of the global economy.
Collective name for World Bank Group and the International Monetary fund
(IMF), institutions established in 1944 at Breton woods, new Hampshire, USA,
to assist with reconstruction and revitalization after World War ll.
1.4) Role of Banks and financial institution in the economy:
Money lending in one form or the other has evolved along with the history
of the mankind. Even in the ancient times there are references to the money
lenders. Shakespeare also referred to ‗Shylocks‘ who made unreasonable
demands in case the loans were not repaid in time along with interest. Indian
history is also replete with the instances referring to indigenous money
lenders, Sahukars and Zamindars involved in the business of money
lending by mortgaging the landed property of the borrowers.
Towards the beginning of the twenty-first century, with the onset of modern
industry in the country, the need for government regulated banking system
was felt. The British government began to pay attention towards the need
for an organized banking sector in the country and Reserve Bank of India was
setup to regulate the formal banking sector in the country. But the growth
of modern banking remained slow mainly due to lack of surplus capital in the
Indian economic system at that point of time. Modern banking institutions
came up only in big cities and industrial centers. The rural areas, representing
vast majority of Indian society, remained dependent on the indigenous
moneylenders for their credit needs.
Independence of the country heralded a new era in the growth of modern
banking. Many new commercial banks came up in various parts of the
country. As the modern banking network grew, the government began to
realize that the banking sector was catering only to the needs of the well-to-do
and the capitalists. The interests of the poorer sections as well as those of the
common man were being ignored.
In 1969, Indian government took historical decision tonationalize14 biggest
private commercial banks. A few more were nationalized after a
couple of years. This resulted in transferring the ownership of these banks to
the State and the Reserve Bank of India could then issue directions to these
banks to fund the national programmers, the rural sector, the plan
priorities and the priority sector at differential rate of interest. This resulted in
providing fillip the banking facilities to the rural areas, to the under-privileged
and the downtrodden. It also resulted in financial inclusion of all categories
of people in almost all the regions of the country.
Finance is the life blood of trade, commerce and industry. Now-a-days,
banking sector acts as the backbone of modern business. Development of
any country mainly depends upon the banking system.
The term Bank is derived from the French word Bench or Money exchange
table. In olden days, European money lenders or money changers used to
display (show) coins of different countries in big heaps.
However, after almost two decades of bank nationalization some new issues
became contextual. The service standards of the public sector banks began to
decline. Their profitability came down and the efficiency of the staff became
suspect. Non-performing assets of these banks began to rise. The wheel of
time had turned a full circle by early nineties and the government after the
introduction of structural and economic reforms in the financial sector, allowed
the setting up of new banks in the private sector. The new generation private
banks have now established themselves in the system and have set new
standards of service and efficiency. These banks have also given tough but
healthy competition to the public sector banks.
B. INDIAN BANK SECTOR: HISTORY, GROWTH AND REFORM
Banking in India originated in the last decades of the 18th century. The first
banks were The General Bank of India, which started in 1786, and Bank of
Hindustan, which started in 1790; both are now defunct. The oldest bank in
existence in India is the State Bank of India, which originated in the Bank of
Calcutta in June 1806, which almost immediately became the Bank of Bengal.
This was one of the three presidency banks, the other two being the Bank of
Bombay and the Bank of Madras, all three of which were
established under charters from the British East India Company. For many
years the Presidency banks acted as quasi-central banks, as did their
successors. The three banks merged in 1921 to form the Imperial Bank of
India, which, upon India's independence, became the State Bank of India
in 1955.Merchants in [Calcutta] established the Union Bank in 1839, but it
failed in1848 as a consequence of the economic crisis of 1848-49. The
Allahabad Bank, established in 1865 and still functioning today, is the oldest
Joint Stock bank in India. (Joint Stock Bank: A company that issues stock and
requires shareholders to be held liable for the company's debt) It was not the
first though. That honor belongs to the Bank of Upper India, which was
established in 1863, and which survived until 1913, when it failed, with some
of its assets and liabilities being transferred to the Alliance Bank of Simla.
Foreign bank too started to app, particularly in Calcutta, in the 1860s. The
comptoire d‘Escompte de parish opened a branch in Calcutta in 1860, and
another in Bombay in 1862; branches in madras and Pondicherry, then a
French colony, followed, established itself in Bengal in 1869. Calcutta was the
most active trading port in the India, mainly due to the Brattice Empire, and so
became a banking center.
The first entirely Indian joint stock bank was the Oudh Commercial Bank,
established in 1881 in Faridabad. It failed in 1958. The next was the Punjab
National Bank, established in Lahore in 1895, which has survived to the
present and is now one of the largest banks in India.
Around the turn of the 20th Century, the Indian economy was passing through
a relative period of stability. Around five decades had elapsed since the Indian
Mutiny, and the social, industrial and other infrastructure had improved.
Indians had established small banks, most of which served particular ethnic
and religious communities.
The presidency banks dominated banking in India but there were also some
exchange banks and a number of Indian joint stock banks. All these
banks operated in different segments of the economy. The exchange banks,
mostly owned by Europeans, concentrated on financing foreign trade. Indian
joint stock banks were generally undercapitalized and lacked the
experience and maturity to compete with the presidency and exchange
banks. This segmentation let Lord Curzon to observe, "In respect of banking it
seems we are behind the times.
We are like some old fashioned sailing ship, divided by solid wooden
bulkheads into separate and cumbersome compartments‖.
The period between 1906 and 1911, saw the establishment of banks inspired
by the Swadeshi movement. The Swadeshi movement inspired local
businessmen and political figures to found banks and for the Indian
community. A number of banks established then have survived to the present
such as Bank of India, corporation Bank, Indian Bank, Bank of Baroda,
Canara Bank and Central Bank of India.
The fervor of Swadeshi movement lead to establishing of many private banks
in Dakshina Kannada and Udupi district which were unified earlier and known
by the name South canara (South Kanara) district. Four nationalized banks
started in this district is known as ―Cradle of Indian Banking‖.
During the first World War (1914-1918) through the end of second World War
(1939-1945), and two years thereafter until the independence of India were
challenging for Indian banking. The years of the First World War were
turbulent, and it took its toll with banks simply collapsing despite the Indian
economy gaining indirect boost due to war-related economic activities.
1.5) Position of Indian Banking Sector at Post Independence:
The partition of the India in 1947 adversely impacted the economies of
Punjab and West Bengal, paralyzing banking activities for months.
India‘s independence marked the end of a regime of the Lassies-faire
for the Indian banking. The Government of India initiated measures to
play an active role in the economic life of the nation, and the Industrial Policy
Resolution adopted by the government in 1948 envisaged a mixed economy.
This resulted into greater involvement of the state in different segments of the
economy including banking and finance. The major steps to regulate banking
included:
The Reserve bank of India, India‘s central baking authority, was established in
April 1934,but was nationalized on January 1, 1949 under the terms of the
Reserve Bank of India Act,1948 (RBI).
In 1949, the Banking Regulation Act was enacted which empowered the
Reserve Bank of India (RBI) ―to regulate, control, and ins ect the bank in
India‖.
The Banking Regulation Act also provided that no new bank or branch of an
existing bank could be opened without a license from the RBI, and no two
banks could have common directors.
1.6) at the time of Nationalization:
Deposit the provisions, control and regulations of Reserve Bank of India, bank
in India except the State Bank of India or SBI, continued to be owned and
operated by private persons. By the 1960s, the Indian banking industry had
become an important tool to facilitate the development of the Indian economy.
At the same time, it had emerged as a large employer, and a debate had
ensued about the nationalization of the banking industry. Indira Gandhi, then
Prime Minister of India, expressed the intention of the Government of India in
the annual conference of the All India congress Meeting in a paper entitled
―Stray thoughts on Bank Nationalization‖. The Meeting received the paper
with enthusiasm.
Thereafter, her move was swift and sudden. The Government of India issued
an ordinance (‗Banking companies (Acquisition and Transfer of undertakings)
Ordiance, 1969‘) and nationalized the 14 largest commercial banks with effect
from the midnight of July 19,1969. These banks contained 85 percent of bank
deposits in the country. Jayaprakash Narayan, a national leader of India,
described the step as a ―masterstroke of political sagacity.‖ Within two weeks
of the issued of the ordinance, the parliament passed the Banking Companies
(Acquisition and Transfer of Undertaking) Bill, and it received the presidential
approval on 9 August 1969. A second dose of nationalization of 6 more
commercial banks followed in 1980. The stated reason of the nationalization
was to give the government more control of credit delivery. With the second
dose of nationalization, the Government of India controlled around 91% of the
banking business of India. Later on, in the year 1993, the government merged
New Bank of India with Panjab National Bank.
It was the only merged between nationalized banks and resulted in the
reduction of the number of nationalized bank from 20 to 19. After this, until the
1990s, the nationalized banks grew at a pace of around 4%, closer to the
average growth rate of the Indian economy.
1.7) at the time of liberalization:
The IT revolution had a great impact in the Indian banking system. The use
of computers had led to introduction of online banking in India. The use of the
modern innovation and computerization of the banking sector if India has
increased many folds after the economic liberalization of 1991 as the
country‘s banking sector has been exposed to the world‘s market. The Indian
banks were finding it difficult to compete with the international banks in terms
of the customer service without the use of the information technology and
computers. The RBI in 1984 formed Committee on Mechanization in
the Banking Industry (1984) whose chairman was Dr C Rangarajan, Deputy
Governor, Reserve Bank of India. The major recommendations of this
committee were introducing MICR Technology in all the banks in the
metropolis in India. This provided use of standardized cheque forms and
encoders.
Committee for proposing Legislation on Electronic Funds Transfer and
other Electronic Payments (1995) emphasized on EFT system.
Electronic banking refers to doing banking by using technologies like
computers, internet and networking, MICR, EFT so as to increase efficiency,
quick service, productivity and transparency in the transaction.
Apart from the above mentioned innovations the banks have been selling the
third party products like Mutual Funds, insurances to its clients. Total numbers
of ATMs installed in India by various banks as on end March 2005 is
17,642.The New Private Sector Banks in India is having the largest numbers
of ATMs which is full off site ATM is highest for the SBI and its subsidiaries
and then it is followed by New Private Banks, Nationalized banks and foreign
banks. While on site is highest for the nationalized banks of India.
BANKING STRUCTHURE IN INDIA
Types of co-operative banks
There are main three type of co-operative banks:
1) State co-operative bank
2) District co-operative bank
3) Primary co-operative bank
The following chart showing the organizational structure of co operative
banks.
1) State Co-operative Bank:
These banks are also known as apex bank & are registered under co-
operative societies act – 1912. In fact these banks are established to function
as a leading co-operative financial institution of the state offer co-operative
societies should grow. The ―Apex banks ―as they are called are they to render
financial help as & when the co-operative societies are in need of their help.
2) Central Co-operative Bank:
A district level of central co-operative banks is functioning as a commercial
bank & that too as an independent unit. They are there in order to strengthen
the co-operative movement in the country. In fact these banks are the key link
between people & apex bank & render valuable services to downtrodden &
rural folk in taking them out of the financial wood central co-operative banks
get funds from (A) Share capital (B) Deposits (C) Financial help from state co-
operative banks (D) State bank of India & (E) Commercial banks. Their
working capital is usually provided by state government.
3) Urban Co-operative Bank:
Urban co-operative banks are organized & established in towns on the pattern
of joint – stock banks but are established under co-operative societies act –
1912. For funds these banks depend on their own sources. However central
co-operative banks are helping them in financially viable. Central co-operative
banks are directly links with the state co-operative banks. Urban primary co-
operative banks provide funds to rural folk in easy terms to help them in
agriculture work aid its development today they have started playing a
significant role in rural upliftment. They are in tune with the government
policies & program.
Role of Co-operative banks
Now-a-days co-operative banks are progressing very fast then any
commercial or nationalized banks. The customer service lending services &
other banking facilities given to the society is being better than other banks.
So people are also being attracted & interested in co-operative banks.
The main aim of the bank is to extend credit facilities to the small traders,
workers & other middle class people. This bank derive their funds for working
partly through share capital contributed by the members & partly through
deposits collected from members, general public & render usual banking
services. The liability of members is normally unlimited. This enables the
society to raise funds from outside agencies & also encourages member to
take keen interest in working of the society.
PESTLE
Political and Legal Environment:
The advent of liberalization and globalization had seen a lot of changes in the
focus of Reserve Bank of India as a regulator of the banking industry.
De-regulation of interest rates and moving away from issuing operational
prescriptions have been important changes. The focus has clearly shifted
from micro monitoring to macro management.
In a totally de-regulated and globalised banking scenario, a strong regulatory
framework would be needed. The role of regulator would be critical for:
a) Ensuring soundness of the system by fixing benchmark standards for capital
adequacy and prudential norms for key performance parameters.
b) Adoption of best practices especially in areas like risk-management,
provisioning, disclosures, credit delivery, etc.
c) Adoption of good corporate governance practices.
d) Creation of an institutional framework to protect the interest of depositors.
e) Regulating the entry and exit of banks including cross-border institutions.
Further, the expected integration of various intermediaries in the financial
system would add a new dimension to the role of regulators.
Some of these issues are addressed in the recent amendment Bill to the
Banking Regulation Act introduced in the Parliament. The integration of
various financial services would need a number of legislative changes to be
brought about for the system to remain contemporary and competitive.
Emerging Economic Scene:
The financial system is the lifeline of the economy. The changes in the
economy get mirrored in the performance of the financial system, more so of
the banking industry.
Small and Medium Enterprises (SME) sector would emerge as a major
contributor to employment generation in the country. Small Scale sector had
received policy support from the Government in the past considering the
employment generation and favorable capital output ratio.
Globalization and opening up of the economy to international competition has
added to the woes of this sector making bankers wary of supporting the
sector. It is expected that the SME sector will emerge as a vibrant sector,
contributing significantly to the GDP growth and exports.
India‘s share in International trade has remained well below 1%. Being not an
export led economy (exports remaining below 15% of the GDP), we have
remained rather insulated from global economic shocks. This profile will
undergo a change, as we plan for 8-9% growth in GDP. Planning Commission
report visualizes a more globalised economy. Our international trade is
expected to constitute 35% of the GDP.
The ability of the financial system in its present structure to make available
investible resources to the potential investors in the forms and tenors that will
be required by them in the coming years, that is, as equity, long term debt and
medium and short-term debt would be critical to the achievement of plan
objectives.
The gap in demand and supply of resources in different segments of the
financial markets has to be met and for this, smooth flow of funds between
various types of financial institutions and instruments would need to be
facilitated.
Social Issues on Banking:
Since the second half of 1960s, commercial banks have been playing an
important role in the socio-economic transformation of rural India. Besides
actively implementing Government sponsored lending schemes, Banks have
been providing direct and indirect finance to support economic activities.
Mandatory lending to the priority sectors has been an important feature of
Indian banking.
Commercial Banks, Co-operatives and Regional Rural Banks are the three
major segments of rural financial sector in India. Rural financial system, in
future has a challenging task of facing the drastic changes taking place in the
banking sector, especially in the wake of economic liberalization.
There is an urgent need for rural financial system to enlarge their role
functions and range of services offered so as to emerge as "one stop
destination for all types of credit requirements of people in rural/semi-urban
centers.
Barring commercial banks, the other rural financial institutions have a weak
structural base and the issue of their strengthening requires to be taken up on
priority. Co-operatives will have to be made viable by infusion of capital.
Small Scale Industries have, over the last five decades, emerged as a major
contributor to the economy, both in terms of employment generation and
share in manufactured output and exports.
Removal of quantitative restrictions on a large number of items under the
WTO and opening up of Indian market to greater international competition
have thrown both challenges and opportunities for the SSI sector.
Low capital base and weak management structure make these units
vulnerable to external shocks, more easily. However the units which can
adapt to the changing environment and show imagination in their business
strategy will thrive in the new environment.
Technology in Banking:
Technology will bring fundamental shift in the functioning of banks. It would
not only help them bring improvements in their internal functioning but also
enable them to provide better customer service. Technology will break all
boundaries and encourage cross border banking business.
Banks would have to undertake extensive Business Process Re-Engineering
and tackle issues like
How best to deliver products and services to customers
Designing an appropriate organizational model to fully capture the benefits of
technology and business process changes brought about.
How to exploit technology for deriving economies of scale and how to create
cost efficiencies, and How to create a customer - centric operation model.
Technology solutions would make flow of information much faster, more
accurate and enable quicker analysis of data received. This would make the
decision making process faster and more efficient.
While application of technology would help banks reduce their operating costs
in the long run, the initial investments would be sizeable.
MAJOR PLAYERS
Rander People's Co-Operative Bank Ltd.
Sarvodaya Sahakari Bank Ltd. Surat
Surat Mercantile Co-Operative Bank Ltd.
Surat Nagrik Sahakari Bank Ltd.
Surat National Co-Operative Bank Ltd.
Surat Peoples Co-Operative Bank Ltd.
Textile Co-Op.Bank Of Surat Ltd.
The Associate Cooperative Bank Ltd.
Varachha Co-Operative Bank Ltd.
Prime Co-Oprative Bank Ltd
1) Surat People’s Co-op Bank:
The Surat People‘s Co-Operative Bank Ltd. is serving since last 90 years to
the people of Surat having network of 23 computerized branches out of them
21 in Surat and 1 in Vapi and 1 in Navsari.
The Bank is the "First Registered Urban Co-operative Bank" of India and
among the first 13 Co-operative Banks to get the "Scheduled Bank" Status.
It is the first Bank to provide the "Depository Participant Services" in South
Gujarat.
2) Sutex Bank:
Sutex Bank‘s proud journey started with its establishment on 15th May, 1972.
At the Surat time of opening Sutex Bank its name was The Surat Textile
Traders Co-Op. Bank Ltd.
Banks registered office address is Surajram Bachkaniwala Bhavan,
Nr.Navjivan Circle, Udhana Magdalla Road., Surat.
In the year 1972 Bank‘s Establisher Chairman Late Shri Surajram
Bachkaniwala and Vice Chairman Late Shri Ashabhai Shankarbhai
Patel having a prosperous vision to provide a golden & profitable market to
Surat‘s Textile Industry, registered the Bank at a cooperative level.
3) Kalupur co-op Bank:
The Bank is founded by Late Shri Baldevbhai Dosabhai Patel, Late Shri
Gopaldas Shivlal Patel and Shri Arvindbhai Jivanlal Saheba.
The Bank has nurtured its traditional values in business practices and in
serving the small businessmen.
These were the people with deep and abiding ideas, faith, vision, optimism
and entrepreneurial skills with commendable sense of service and duty.
The Bank has 38 branches of which 33 are situated in Bank‘s own premises.
These branches are spread over Ahmadabad, Sanand, Anand, Khambhat,
Vadodara, Surat, Gandhinagar and Mumbai.
ABOUT THE SURAT DISTRICT CO-OPERATIVE BANK LTD
A. Company Profile
First decade of 20th century was a very important era in the history of cooperation for entire country and Surat District as well. Many cooperative institutions were initiated during this period. First Coop. Society in Surat District was registered at Degam, Taluka Chikhli on 23-5-1906 (Now in Bulsar District). In the year 1909, with the efforts of Late Shri B.A.Modi and Late Shri K.G.Desai. The Surat Dist Co.op.(Urban) union Ltd., was registered on 17-6-1909. It was the institution which is later on known as THE SURAT DISTRICT CO.OP. BANK LTD. In the year 1921, this society had undertaken banking activities in absolute terms. In 1923 The Surat District Co.op. (Urban) union was converted into The Surat District Co.op. Bank Ltd., The work extended to the entire Surat District, which had 21 talukas and a vast working area with geographical variation. The coastal area which included city of Surat and towns like Navasari - Bulsar – Bilimora, the fertile flat land and sizeable tribal area with hills and dense forests. The Vast Surat District was bifurcated in1965 and district of Bulsar was separated. At present there are 15 talukas in the Surat district, of which 9 are in the tribal area. Bank is having separate department for agriculture advances since 1944, and become an effective central agency for coordination and smooth flow of finance to cooperative sector in the district. Co-Operative Organizations like :-
The Surat District Milk Producers Co-op. Union Ltd.(SUMUL), The Purushottam Farmers Co-op. Ginning & Pressing Society Ltd., The Surat Distrcit Co-op. Spinning Mills Ltd., The Surat Jilla Sahakari Sale & Purchase Union., The Surat Central Co-op. Stores Ltd., Cotton Co-op Socities of Olpad Taluka,
have since been developed and Bank has provided timely assistance to them. During this period, Forest Labourers Co-op. Societies were also very active in tribal area and were engaged in coop cutting activity for which substantial finance was provided to them. After 1956 when Shree Khedut Sahakari Khand Udyog Mandali Ltd., Bardoli came into existence, the entire Surat District gradually became a sugar belt. All existing eight sugar factories had toothing financial troubles in the beginning, However, Bank had provided them enough finance as also assisted even for meeting share capital also. By lapse of time Sugar cane has now become principal crop in the district and out of total cultivable area of 490000 hectares 83191 hectares is under sugar cane cultivation. This
revolution in agriculture was amply supported by The Surat District Co.op. Bank Ltd., These factories have become main strength of the economic structure of the district, particularly for farmers. All together these factories have a crushing capacity of 35500 tons per day. Annual sugar production exceeds Rs.880/- crores. Bank has sanctioned enough financial limits to this sector. Now a days, bank has started financing projects for Drip irrigation, Medicinal crops, Fishery, Green house etc. and would like to escalate the same on substantial extent. As per the instructions/ guidelines of NABARD, of-late, Bank has also started financing to the Non-farm sector including textile industry. Bank has been enjoying privilege of having prominent citizens in fields like Social, Co-operation and Agriculture, on its Board. The present and former members of the Board included outstanding Lawyers, Members of Parliament, District Panchayat Presidents, Mayor of Surat City and Leaders from various walks of life including Ministers. In the year 1965 The Surat Dist. Co-op. Bank was separated after formation of Bulsar District from old Surat District. After separation bank‘s Financial Position is as under.
No. Of Branches 15
Share Capital Rs. 0.22 Crores
Reserves Rs. 0.09 Crores
Deposits Rs. 3.06 Crores
Advances Rs. 1.71Crores
B. ORGANIZATIONAL STRUCTURE
The top brass of Surat bank has this structure, with chairman being at the top
and then followed by vice chairman followed by managing director followed by
general manager followed by area manager.
Top Brass Management Structure
The structure from area manager can be understood from the following
structure, area manager followed by branch head followed by assistant
manager and then at the bottom clerk.
Management Structure On Branch Basis
Chairman
Vice Chairman
Managing director
General Manager
Area Manager
Area Manager
Branch Manager
Assistant Manager
Clerk
C. SURAT DISTRICT CO-OPERATIVE BANK LTD’S
SRVICES
Loan
Surat co op Bank basically provides different types of loans for facilitating
their Account holder. The different types of loans are as under.
o Personal Loan
o Home Loan
o Property Mortgage Loan
o Machinery Loan
o C.C Facility
o New Vehicle Loan
o O.D Facility
o Customer Durables Loan
Loan against Securities Now they will see the bank Criteria regarding loan
and their Process a Surat bank‘s declaration. The eligibility criteria, bank‘s
rate, other charges, Methodologies for application are given as under.
2.4) Personal loan
1 . E l i g i b i l i t y o f c r i t e r i a :
Any salaried person or Professionals or self Employed is eligible for bank
loan. The purpose considered are, social cause or small repairs of property or
Child education etc. Loan granted up-to 5 times of the net monthly income of
the applicant/s or Rs. 1 lacs whichever is less. Bank requires minimum of two
personal guarantees having income/asset expectable to the Bank.
2. Effective Rate of Interest: 14%
3. Professional charges: NIL
4. Pre-payment Charges: NIL
5. Share Money Contribution: 5 % of the Loan Sanctioned.
6. Tenure For Repayment: Maximum up-to 40 months
7. How to apply:
Application in Bank‘s Prescribed Form duly filled up having been affixed with
the Photographs of the applicant/s and guarantors along with their
signatures to be supported by the papers /documents detailed as
under.
For the Applicant/s:
o Photo I.D.
o Income Proof.
o Residential Address Proof
o Proof of Immovable Property if owned by the applicant.
o Bank A/c Statement for the last six months.
o Statement of A/c for Loan/Advance facility availed from other Bank/ F.I
o A letter of undertaking from the employer to deduct of EMI from salary in case
of salaried person if agreed by their Employers.
For the Guarantors:
o Photo I.D.
o Income Proof.
o Residential Address Proof
o Proof of Immovable Property if owned in their name.
2 . 5 ) V e h i c l e l oan
1 . E l i g i b i l i t y Cr i te r i a :
Any salaried persons / Professionals-Self Employed / Businessman can apply
for Vehicle loan at Surat Bank at any branch or Main office. The condition is
only for the purpose of purchase of New Vehicle for personal usage not other
than that. Loan amount will depend upon their paying capacity of the applicant
and the worth of the personal guarantees offered.
2. For application under “Quick Disposal Scheme:
4. How to apply:
An application in Bank‘s Prescribed Form duly filled up having been affixed
with the Photographs of the applicant/s and guarantors along with
their signatures to be supported by the papers / documents detailed as
under.
For the Applicant/s:
o Income Proof.
o Copy of I.T Pan Card.
o Copy of Driving License.
o Residential Address Proof
o Proof of Resident ia l Property owned by the applicant /member
of the family.
o Bank A/c Statement for the last six months.
o Statement of A/c for Loan / Advance facility availed from other Bank /F.I
For the Guarantors:
o Photo I.D.
o Income Proof.
o Residential Address Proof
o Proof of Immovable Property if owned in their name.
2 . 6 ) H o m e l o a n
1 . E l i g i b i l i t y Cr i te r i a :
Any person having sufficient repaying capacity, for the purpose of purchase or
construct a House Property and residence within the District – Surat is eligible
for the Home loan at Surat Bank. For loan maximum up to 85% of the
purchase cost as per construction agreement in case new construction or
valuation by the approved velour of the Bank whichever is less. Loan
amount will depend upon the repaying capacity of the applicant and the worth
of the personal guarantees offered.
2 . P e r s ona l G uar a n te e : of at least two persons having income/
asset expectable to the Bank.
3 . P r i m a r y S e c ur i t y : Mortgage of the House Property.
4. Rate of Interest Floating Scheme: 10 %. (Shall be changed if
require after a Period of 2 years)
5. Rate of Interest Fixed Scheme: 11 %.
6. Interest Scheme once selected at the time of disbursement
can’t be changed afterwards.
7 . P r oc e s s i ng Cha r ge s : Minimum Rs. 250/-Or 0.50 % of the
Sanctioned Amount out of which Rs.250/-to be deposited at the time
of submission of the loan application.
8 . P r e -P a ym e n t Cha r ge s : Nil
9. Share Money Contribution: 2.5 % of the Loan Sanctioned.
1 0 . Te nur e For R e pa ym e nt : Maximum 180 Months, depending upon
the age of the applicant/ co-applicants.
11. How to Apply: An application in Bank‘s Prescribed Form duly filled up
having been affixed with the Photographs of the applicant/s and guarantors
along with their signatures to be supported by the papers /documents detailed
as under.
For the Applicant/s:
o Income Proof.
o Copy of I.T Pan Card.
o Present Residential Address Proof.
o Copy of Sale Agreement in case of purchase of house property.
In case of construction:
o A copy of Construction agreement.
o A copy of sale-deed of the land.
o A copy of approved plan along with the permission granted by S.M.C.
o Bank A/c Statement for the last six months.
o Statement of A/c for Loan / Advance facility availed from other Bank /F.I.
For the Guarantors:
o P h o t o I . D .
o Income Proof.
o Residential Address Proof
o Proof of Immovable Property if owned in their name.
2.7) Property mortgage loan
1 . E l i g i b i l i t y Cr i te r i a : For the purpose of Business bank can
approve loan maximum up to50% Valuation of the property by the
Bank‘s approved velour. Property offered for mortgage requires Titles
Clearance certificate from Bank‘s approved advocate (This requires before
disbursement of loan).Loan amount will depend upon the repaying
capacity and nature of business of the applicant and the worth of the personal
guarantees offered.
2 . P e r s ona l G uar a n te e : of at least two persons having income-asset
expectable to the Bank.
3 . P r i m a r y s e c ur i t y : Mortgage of the Property offered.
4 . R a t e o f I n t e r e s t : 13 %
5 . P r oc e s s i ngCha r ge s : At the prevailing rates of the Bank from time to
time.
6 . P r e -P a ym e n t Cha r ge s : Nil
7. Share Money Contribution: 2.5 % of the Loan Sanctioned.
8 . T e n u r e f o r R e p a y m e n t : Maximum 60 Months.
9 . H o w t o A p p l y :
An application in Bank‘s Prescribed Form duly filled up having been affixed
with the Photographs of the applicant/s and guarantors along with their
signatures to be supported by the papers /documents detailed as under.
For the Applicant/s:
o Income Proof.
o Proof regarding Registrations of the business.
o Proof regarding place of business.
o Co p y o f I . T . P an Ca rd o f t h e applicant/s.
o Residential Address Proof of the applicant/s.
o Original Title deeds of the Property to be mortgaged at the time of mortgage.
o Bank A/c Statement for the last six months.
o Statement of A/c for Loan / Advance facility availed from other Bank / F.I.
Fo r the G ua r a n t o r s :
o Photo I.D.
o Income Proof.
o Residential Address Proof
o Proof of Immovable Property if owned in their name.
2.8) Over draft facili ty
1. E l i g i b i l i t y Cr i te r i a : For the purpose of Business bank can approve
loan maximum up to 50% Valuation of the property by the Bank‘s approved
velour. Property offered for mortgage requires Titles Clearance certificate
from Bank‘s approved advocate (This requires before disbursement of
loan).Amount of Credit Facility will depend upon the nature of business of the
applicant and the worth of the personal guarantees offered.
2. Personal Guarantee: at least two persons having income / asset expectable
to the Bank
3. Primary Security: Mortgage of the Property offered.
4. Rate of Interest: 14 %.
5. Processing Charges: At the prevailing rates of the Bank from time to time.
6. Pre-Payment Charges: Nil
7. Share Money Contribution: 2.5 % of the Loan Sanctioned.
8. Renewal: Limit required to be renewed every year.
9. Tenure for Repayment: This limit will be reduced @ 20 % every year at the
time of renewal and required to be satisfied in full on or before 5 years.
H o w t o A p p l y :
For the Applicant/s:
o Income Proof.
o Proof regarding Registrations of the business.
o Proof regarding place of business.
o Copy of I.T. Pan Card of the applicant/s.
o Residential Address Proof of the applicant/s.
o Original Title deeds of the Property to be mortgaged at the time of mortgage.
o Bank A/c Statement for the last six months.
o Statement of A/c for Loan / Advance facility availed from other Bank / F.I.
For the Guarantors:
o Photo I.D.
o Income Proof.
o Residential Address Proof
o Proof of Immovable Property if owned in their name.
2.9) Cash credit facil ity
1 . E l i g i b i l i t y C r i t e r i a : For the purpose of Business bank can
approve maximum credit up to20 % the annual sales Turnover by the
Bank‘s approved velour.(Own contribution @ 5 % of the C.C. Limit
sanctioned is required).Amount of Credit Facility will depend upon the nature
of business of the applicant, offering of collateral security and the worth of the
personal guarantees.
2 . P e r s ona l G uar a n te e : of at least two persons having income / asset
expectable to the Bank.
3 . P r i m a r y S e c ur i t y : Hypothecation of Stock & Book debts (i.e.
not more than 60 days.)
4 . Co l l a te r a l S e c ur i t y: Not required for Limit below Rs. 2.00 lacs.
5 . D r a w i n g P o w e r : 65 % of the Paid stock Plus Book debts for not
more than 60 days on submission of the stock–book debt
statements every month (i.e .D.P. will not exceed the sanction limit).
6 . R a t e o f I n t e r e s t : 11.50 %
7 . P r oc e s s i ngCha r ge s : At the prevailing rates of the Bank from time to
time.
8 . P r e -P a ym e n t Cha r ge s : Nil
9. Share Money Contribution: 2.5 % of the Limit Sanctioned.
10. Renewal: Limit required to be renewed every year.
11. Tenure for Repayment: This limit will be reduced @ 20 % every
year at the time of renewal and required to be satisfied in full on or before 5
years.
How to Apply:
For the Applicant/s:
o Income proof.
o Proof regarding Registrations of the business.
o Proof regarding place of business.
o Copy of I.T. Pan Card of the applicant/s.
o Residential Address Proof of the applicant/s.
o Original Title deeds of the Property to be mortgaged at the time of mortgage.
o Bank A/c Statement for the last six months.
o Statement of A/c for Loan / Advance facility availed from other Bank /F.I.
For the Guarantors:
o Photo I.D.
o Income Proof.
o Residential Address Proof
o Proof of Immovable Property if owned in their name.
2 . 1 0 ) Ma c h i ne r y l oa n
1. E l i g i b i l i t y Cr i te r i a : For purchase of new machinery for the purpose of
Business, Bank can allowed Maximum Loan facility @ 75 % of the Cost
of machinery. Amount of Loan will depend upon the repaying capacity,
Nature of business, offering of collateral security and the worth of the personal
guarantees.
2. Personal Guarantee: of at least two persons having income / asset
expectable to the Bank.
3. Primary Security: Hypothecation of Machinery.
4. Collateral Security: Not required for Limit below Rs. 2.00 lacs.
5. Rate of Interest: 12.00 %
6. Processing Charges: At the prevailing rates of the Bank from time to time.
7. Pre-Payment Charges: Nil
8. Share Money Contribution: 2.5 % of the Limit Sanctioned.
9. Renewal: Limit required to be renewed every year.
10. Tenure For Repayment: Loan to be repaid in maximum 60 EMI.
11. How To Apply: Same as Methodology of C.C facility.
2.11) Loan against security
2.12) Various Deposit Schemes
INVESTMENT PERIOD RATE
From 7 Days to 14 Days (Above Rs. 15 Lacs)
4.50%
From 15 Days to 30 Days 5.50% From 31 Days to 45 Days 5.50% From 46 Days To 60 Days 6.25% From 61 Days to 90 Days 6.50% From 91 Days to 120 Days 6.50% From 121 Days to 179 Days 7.00% From 180 Days to 270 Days 7.50% From 271 Days to 364 Days 7.50% 1 Year & above but less then 2 Years 8.75% 2 Years & above but upto 3 Years 8.50% 2 Years & above but upto 5 Years 8.50% 5 Years & Above 8.50%
GOLDEN MONTHLY INCOME PLAN (GMIP)
Get monthly interest by investing in this scheme. Facility to get monthly
interest credit to savings account with our bank or get cheque for monthly
interest in advance for the entire tenure of deposit.
REINVESTMENT DEPOSIT SCHEME
In this scheme customer will get interest RE-INVESTED on deposit amount.
Minimum period of deposit would 15 month & above.
Mobile Banking:
Mobile Banking (also known as M-Banking) is term used for performing,
account transactions, credit applications, balance checks payments, and other
banking transactions through a mobile device such as a mobile phone or
Personal Digital Assistant (PDA). The earliest mobile banking services were
offered over SMS, a service known as SMS banking.
Mobile Banking Service over Application/Wireless Application Protocol
(WAP)
The service is available on java enabled / Android mobile phones (with or
without GPRS) where the user is required to download the application on to
the mobile handset. The service can also be availed via WAP on all phones
(java/non java) with GPRS connection.
The following functionalities are available:
o Funds transfer. (within and outside the bank)
o Interbank Mobile Payment Services. (IMPS)
o Enquiry services. (Balance enquiry / Mini statement)
o Cheque book request.
o Demat Enquiry Service.
o Bill Payment (Utility bills, credit cards, Insurance premium), Donations,
subscriptions.
o Mobile Top up.
Business Rules:
All current / savings Bank Account holders in P segment are eligible.
Transaction limit per customer per day is Rs. 50,000/- with a calendar month
limit of Rs. 2, 50, 0000/- All customers can avail the service irrespective of
their telecom service provider. The service is free of charge. SMS/GPRS cost
will be borne by the customer.
Mobile Banking Service over SMS:
The service is available on all phones (java/non java) with/without GPRS
connection. No need to download the application. Ordinary SMS charges are
applicable.
The following functionalities are available:
o Enquiry Services (Balance Enquiry / Mini statement)
o IMPS- Mobile to Mobile Transfer
o Mobile Top up
o Change MPIN
Stamp Franking:
Franking (or “ franks”) are any all devices or makings such as postage
stamps (including those pre-printed on postal stationery), printed or stamped
impressions, coding, labels, manuscript writings (including ―privileged‖
signatures), and / or any other authorized from of markings affixed or applied
to mails to qualify them to be post all serviced.
Surat locker:
There is one & only Co-operative bank of the South Gujarat – Surat Bank has
been offered Rent Free Locker Facility to the customers since the inception
of the Surat Bank.
Surat CBS :
Surat is a first & only Fully Equipped, High Tech, Professional Banking Super
Market of South Gujarat offered CBS (Core Banking Solution). You can make
Cash, Clearing & Transfer Transaction from any of Surat Bank‘s Branch. You
can also get Statement of your account or pass book of your savings bank
account. So you are not a Customer of specific Branch of Surat Bank but you
are Customer of Surat Bank.
Mutual Funds:
Surat is first & only Co-operative bank of South Gujarat Area who has been
staring business of Mutual Funds as a referral basis.
D. SWOTE ANALYSIS
1) Strength:-
All the branches staff has qualification and better experience.
Good relationship with their customers.
More number of branches at different location.
2) Weakness: -
More co-operative and other private banks are emerging. And so there is a
huge completion from others.
Other bank‘s better services and facilities may be a weakness for the bank.
3) Opportunities: -
The bank has good market potential so that it can enhance or expand its
business in future.
It can also establish other branches in the other industrial area.
Opportunity for getting managerial knowledge from acquired.
4) Threats:-
Recession in business, may affect repayment capacity of customer.
If there will opening of new bank with the facilities more than the bank, it will
binders the progress of the bank.
Threat about the low speed of the recovery loans.
A decline in business firm, can affect bank.
Literature Review
I have collected the three different repots which somewhere related with the
Banking and Service sector which really gives good conclusions. This was
very helpful to me for the decision making and analysis of my research. The
findings and their conclusion has been included here for more reference and
their source also been included in the Bibliography in the part of literature
review.
Customer Satisfaction, Perceived Service Quality and Mediating Role
of Perceived Value: (2012)(page No: 17, 18, 19, 20) (worded by Saif
Ullah Malik)
‖Regression and correlations analysis the results of testing mediating
model using a stepwise regression analysis are shown in Table 4. In this
model testing, independent variable in Step 1 was then followed by entering,
mediating variable in Step 2. An examination of multi co-linearity in the
coefficients table shows that the tolerance values for the relationship between
the independent variable (i.e. perceived service quality) and the dependent
variable (i.e. customer satisfaction) were 0.986., indicating the variables
were not affected by multi co-linearity problem. The outcomes of testing
hypotheses in two Steps: Step 1 showed that relationship between perceived
value and perceived service quality are significantly correlated with customer
satisfaction (β=.306, p<0.001), therefore H1 supported.‖
Measuring Service Quality in Retail Banking Sector in Context
of Gujarat: (2012) (Page No: 43)(worded by Parmita Mehta):
―When compared with customers‘ expectations, reliability dimension of service
quality shows the highest shortfall considering all banks together and the
dimension of assurance shows the smallest gap. The type of account is the
demographic variable in the given context that could be used to profile the two
segments. Responsiveness is the most important dimension in influencing
overall quality perception, overall customer satisfaction, likelihood
for recommendation and loyalty intention. The tangible is the second most
important dimension in influencing the above constructs.‖
Determining the gap between customer Expectation and perception
In retail Banking: (2012) (Page No: 26) (worded by Ganesh P and Dr.
R Nandagopal)
―The study confirms that there is significant gap between the customers
expected service and perceived service level in retail banking across all
service quality dimensions, which leads to dissatisfaction and non-committal
approach towards the service provider. A customer is not just money in the
cash register. He is a human being with feelings and deserves to be treated
with respect. Any business without a focus on customer satisfaction is at the
mercy of the market. Without loyal customers eventually a competitor will
satisfy those desires and your customer retention rate will decrease.‖
Customer perception on service quality in banking sector: with
special reference to Indian private banks in Moradabad region:
(2012) (Page No: 60 0 , 6 0 1 , 6 0 2 ) (w or de d by V i bhor J a i n , Dr .
S on i a G upta , S m r i ta J a i n )
―There is an urgent need for the banking services to reaffirm themselves in
view of the cutthroat competition, which is close on the anvil. The
banks shall have to reorient themselves in terms of the
customer service parameters to instill the concept of quality service in the
mind of the customer and therefore the growth. Strategically speaking, the
banks in the private sector should focus more on improving the
infrastructure. The infrastructure not only involves the information
technology input in the branches but also the physical evidence, internal
environment and layout. This is due to the fact that recently like in other
services, in banking also the internal ambience of the organization has a
positive impact on the customers. The customers trust the public sector
banks. These banks have existed in the market for a longer period than the
private sector banks. The reliability factor is a positive factor for these banks.
They should position themselves in the market on the basis of this
dimension and promote themselves aggressively. This will not only
help them survive the present onslaught from private sector banks, but also
be competitive in the market. The Private sector Banks should be
improved in such point of view the growing needs of the customers are
evident from the wide array of services being offered by the banks like
insurance, mutual funds, depository services, etc. According to
Reserve Bank of India, the voluminous increase of 14,85,643 crores in the
retail financing schemes of the various banks indicates the varied needs
of the customers, in which the private sector banks have emerged as
the significant players. This in turn points towards the degree of
readiness, which these banks are demonstrating towards the
customers and their needs.Besides this, these banks should follow
the strategy of differentiation of service offers from one another. Last but not
the least, the customer base of the public sector banks is very big as
compared to the private sector banks, therefore it is important to retain them
with the banks. It becomes imperative for the private sector banks to
train their employees to treat the customers with empathy. This can
give the required leading edge and finally the competitive advantage
over the public sector banks. The study indicates that the responsiveness is
a most critical factor. The private sector banks like HDFC & ICICI Bank have
emerged as the leading bankers. It is more so due to the fact that they
have proven to be more responsive to the customers‘ needs. However, in
order to be more successful in the market, the private sector banks shall
have to be more innovative in terms of the product offers to the
customers and compete aggressively in the market. The
other aspect however, which needs to be strategized is the reliability.
As indicated by the study, the private sector HDFC bank leads in
reliability when compared to the other private sector banks. Therefore,
these banks should make relevant strategies for gaining reliability….‖
Customer’s perception of service quality of State Bank of India-A Factor
Analysis: (2011) (Page No: 24) (Dr. Mrs. G. Santhiya valli)
― Service quality should be used as a strategic tool to get a competitive
advantage over the competitors. With the increasing levels of globalization of
the Indian banking industry, and adoption of universal banks,
the competition in the banking industry has intensified. Any where‘ and ‗any
time banking now become a reality .Recognition of service quality now acts as
a competitive weapon. Analysis of gap score reveals that in State Bank of
India ‗Empathy‘ has maximum average score of 3.240 among other four
dimensions. The factor analysis clearly indicates that among five dimensions
‗Reliability‘, ‗Responsiveness‘, ‗Empathy‘ and ‗Tangibility‘ are the major
factors responsible for customer satisfaction which stood at 90 percent
regarding the services provided by State Bank of India. Thus based on the
percent level of customer satisfaction, the State Bank of India has scope to
improve the quality of the service rendered to its customers to ensure their
loyalty.‖
Service Quality Perception and Customers’ Satisfaction in
Internet Banking Service: Case Study of Public and Private Sector
Banks: (2011) (page No: 63) (Dr. Vijay M. Kumbhar)
―In the modern banking service internet banking is one of the
convenient banking services. It provides wider benefits to the customers. All
banks were not providing quality internet banking services. Our
study indicates that, overall service quality and customer satisfaction in
internet banking services is approximate same. However, dimension wise
service quality was differed by type of banks. The second hypothesis of this
study has been tested using correlation test. Here spearman‘s rho non-
parametric correlation test was performed to understand correlation between
each of service quality dimensions and overall customer satisfaction in
Internet banking. The present research evidence that most internet banking
users were male (81.2%), with an age group between 25 to 35 (34.7%), 36 to
50 years (34.8%), graduates (49.5%), post graduates (41.1%), businessman
(36.4%), employees (31.6%). Income wise data shows that there most of
users were belongs to middle income group. About 56.45% users were from
annual income group of Rs 3 to 8 lacks; 18.30% were from annual income
group of more than 8 lacks and remaining was from annual income of below
than Rs.3 lacks. This data indicates that reject null and accept alternative
hypothesis -1 i.e. Alt: All type o f customers are not using internet banking
services i.e. male and female; semiliterate and highly literate; belongs to all
professions; belongs to low and high income group.
Service Quality Attributes Affecting Customer Satisfaction in
Banking Sector of India: (2010) (page No: 97) (worded by Uma Sankar
Mishra, Jyoti Ranjan Das, Sanjib Pattnaik, Ayasa Kanta Mohanty)
―Delivering superior service quality appears to be a prerequisite for success of
any service firms. As electronic banking becomes more prevalent, now-a-days
customers are evaluating banks based more on their ―high-touch‖ factors than
on their ―high-tech‖ factors in most of the developing economy like India. The
operationalization of customer satisfaction in banking sector is somewhat
hazy, and it should be operationalized along the same dimensions that
constitute service quality. In this context, two proposed structural equation
models (SEMs) show the relationship between customer satisfaction on bank
services and the attributes of the perceived service quality. The proposed
models identify service quality attributes to improve, with the aim of offering
bank services characterized by higher levels of quality…..‖
Analysis of service quality gap and customers ‘satisfaction in
private banks: (2010) (page no: 1 to 17) (worded by Dr. S.P. Singh, Ms.
Sunayna Khurana)
―The results of Gap 5 analyses showed that customers‘ perception for private
banks in Hissar District was lower than their expectat ions. In attributes
like ―Bank staff giving customers best interest at heart‖, ―Personal attention
given‖ , ―Friendliness and courtesy of Bank staff‖, ―When My Bank promises to
do something by a certain time, it will do so‖, ―Individual attention given
by Bank staff‖ ,the service quality gap were high (more than-1.00). The bigger
is the gap the greater the need to improve the level of service quality. The
study also found that male customers are dissatisfied with attributes like
―Bank staff giving customers‘ best interest at heart‖, on the other side female
share dissatisfied with other attributes as ―Personal attention given by bank
employees‖. This means that banks have to give more importance to such
attributes and must take steps to reduce the service quality gap. The study
noted that perception &expectation of males & females related to 15 attributes
of service quality are same. This explains that these fifteen attributes are
of importance for both group of customers (male & female).Related to overall
satisfaction with the banks services; it was also found that male customers
are little more satisfied than female customers as the mean value
of satisfaction level of male (3.43) is more than the mean value of satisfaction
level of female customers (3.33). The study also revealed that there is no
significant difference between the Satisfaction level of male & female
customer related to Overall satisfaction, Personal Contacts of bank
employees and Quality of Banking Services. This means that bank customers
whether they are male or females are just satisfied with services of private
banks. They have more expectations with banks. Therefore the Private
Banks Table4: Hypothesis testing-h2, h3, h4, analysis of service quality gap
and customers‘ satisfaction in private banks18shouldadopt measures to
reduce the service quality gaps specially related
to attributes likes ―Bank staff giving customers best interest at heart‖,
―Personal attention given‖, ―Friendliness and courtesy of Bank staff‖,
―When My Bank promises to do something by ascertain time, it will do
so‖ and ―Individual attention given by Bank staff‖.
Service Quality Delivery and Its Impact on Customer Satisfaction in
the Banking Sector in Malaysia (2010) (page no: 402, 403) (worded
by Jayaraman Munusamy, Shankar Chelliah and Hor Wai Mun)
―Undoubtedly, no business can exist without customers. In the
philosophical words of Peppers and Rogers ―The only value your
company will ever create is the value that comes from customers—
the ones you have now and the
ones youwillhave in the future. This is absolutely true. Customer value
is an asset to the organization. Hence, in order to maintain the customer, the
organization needs to ensure that the right products and services,
supported by the right promotion and making it available at the right time for
the customers. While quality service and merchandise are essential in
today‘s competitive market, it is equally important that a customer
experiences the "Wow Effect" that only superior customer service can
deliver. A business that caters to their customers need will inevitably
gain the loyalty of their customers, thus resulting in repeat business as
well as potential referrals. Consequently, it is imperative that businesses
get to know their customers. Establishing a professional relationship with
customers empowers us with the knowledge of what our customers
need. When a business focuses on delivering what is of value to their
customers, this will generate the potential for repeat business as well.
The feedbacks from the survey is a testament to the customer
satisfaction hypothesis most definitely, there exists a positive
relationship between reliability with customer satisfaction. Similarly,
the other attributes, such as; assurances, tangibles, empathy and
responsiveness all have positive relationship with customer
satisfaction. It is far more difficult to measure the level of performance
and satisfaction when it comes to the intangible expectations. One of
the ways to help obtain loyal customers is by having products and
services that are so good that there is very little chance that
the customer requirements will not be met. Of course, one of the
d i f f i cu l t i e s i n u n d e rs t a n d in g t h e t r u e cu s t o m e r
re q u i re m e n t s i s t h a t t h e customer can and will change them
without notice or excuse. Having a good recovery process for a
dissatisfy customer is a very important and necessary process for any
service organization.
Banking Services and its barriee: (2007) (page no: 57) worded by
(Thorsten Beck, Asli Demirguc-kunt and Maria Soleded Martinez
Peria)
―This paper is the first effort to systematically document the existence
of barriers to banking services. Using surveys of 193 banks in 58
countries, our data show significant variation in barriers to banking
across countries. Though not without limitations, we think this effort is
important in identifying and understanding the channels through which
financial exclusion works. Barriers like high minimum deposite
valances, minimum loan amounts and fees can lead to exclusion by
making these products unaffordable for large shares of the population.
As a first attempt at capturing quantitative measures of cross-country
differences in barriers to banking along the dimensions of physical
access, affordability and eligibility, this paper is complementary to
other efforts to collect data on access to financial services at the
aggregate, firm- and household levels. We are still very much in the
beginning of this work and richer data sources and in-depth analysis
are needed to improve our understanding of access and its impact on
economic outcomes.‖
Report for E-banking service and customer review: (2007) (page
no:74) worded By (Dr.Himani Sharma)
―Regarding bankers‘ perspectives on e-banking activities of customers,
the study reveal that there is not much awareness in Indian customers
regarding use of e-banking services. But, the guidance and persuasion
by bankers does promote the use of such services amongst the
customers. There is greater incidence of e-banking usage amongst the
middle age men (30 to 50 years of age); and women customers use
such service a much less frequently. Occupation-wise, the
professionals, followed by business class, make more use of e -
banking services. Bankers are satisfied regarding the retention rate
and e-banking customers and they are also satisfied with switch over rate of
customer from traditional banking to e-banking. Regarding impact of e-
banking, the study indicates that e-banking helps in improving the relationship
between bankers and customer. The bankers expressed confidence that such
bonds would bring improvement in the overall performance of banks. The
willingness to use the e-banking is directly related to the frequency of usage.
There should be seminars/workshops/talks on the healthy usage of e-banking,
especially for those who are ATM or computer illiterates.‖
Brief report on SMME’s measure of satisfaction with banking services:
(2008) (page no: 1 to 4) worded by (professor N Biekpe)
―The findings strongly indicate that SMME‘s are generally not happy with the
core services they receive from their banks. However, when asked whether
they will consider changing their banks they were very reluctant to do so
because they felt that the situation will be similar in other competing banks.
The main worry to SMME‘s is bank changes and advice services provide by
their banks…..‖
Report for which field bank’s service should be focused: operation or
marketing: (2009) (page no: 45) worded By (Ankita Singh)
―The project opportunities provided was market segmentation and identifying
prospective customers in potential geographical location and convincing them
to attract more customer so that new business opportunities of the bank can
be explored. Through this project, it could be concluded that people are not
much aware about the various products and services of the bank and many of
them not interested to open an account, to invest money at all. The conclusion
is that there is tough competition ahead for the company from its major
competitors in the banking sector.‖
Customer satisfaction measurement in private bank sector: (2005) (page
no: 143) worded By (Robert Rele)
―The presented customer satisfaction survey took place in two different
branches of the Commercial Bank of India in the area of the city of Pune. I
have found that in bank sector has a lot opportunity because of a lot of
dissatisfaction and grievance has been evaluated by satisfaction tool. The
progress of Banking environment will be high rezone behind this is not only it
is related the financial management but also a lot of improvement is expected
by their customer for the bank services. A more detailed presentation is
presented below…….‖
Measuring Service Quality: Study on private commercial Bank in India
and Bangladesh: (2002) (page no: 46) worded By (Mohammad Mizenure
Rahaman)
―The research on measuring service quality has focused primarily on how to
meet or exceed the external customer‘s expectations, and has viewed service
quality as a measure of how the delivered service levels equalize consumer‘s
expectations. This study measuring service quality of SDCBs in Surat and
even India mainly studied on client expectation and perception about the
services on different five dimensions. There are several interesting conclusion
and research implications drawn from these results. One of the primary
causes of service quality design failure is the lack of understanding of the
evolving need and preferences of targeted customers……‖
A. PROBLEM STATEMENT AND FORMULATION
It is very first and most important step in the applied research process
because poorly defined problem will not generate useful results. Poorly
defined problem cause confusion and do not allow to develop a good
Research Design. The selected basic problem is to study- Determine the
difference of SDCB’s perceived services and Account Holders’ expected
services for SDCB.
Many banks are far from the advantageous position because of scrawny
ability to identify the gaps between the customer expectation and
perception service of bank. If they are not able not identify those gaps
effectively banks will not sustain in the stiff competition.
It is very fact and practical that if Account Holders are not satisfied with what
they received from their bank representatives, grievance will increases and
even negative outcome will arise. So, this problem should
deeply checked by doing research work on it. If it has done so, than it will
very beneficial to the account holders and even management of the SDCB.
Hence, it should be very clear that the problem is to analyze the gap between
the service perception and account holders‘ expectations. A result of this
analysis gives very clear idea to management of SDCB regarding the correct
way and significance of the Bank services.
B . S E AR CH RE O BJ E CTI V E
Objective is divided in two parts, primary and secondary. It suggests
the clear objective of this project report.
P r i m a r y O b je c t i v e :
To study the SDCB‘s functions as whole.
To analyze the various aspect of account holders expectation & perception.
To implement and to get experience about the Research Methodology as the
beginner in this field.
Secondary objective:
To analyze the impact of service quality and customer satisfaction of SDCB.
To find the most important dimensions of service quality that affect customer
satisfaction of SDCB.
To identify the solution regarding grievance of Account Holder of SDCB.
C. RESEARCH DESIGN
I am putting my research plan on the paper to make clear and transparent
investigation for above stated problem. This plan is as under: I am planning
to conduct the formal research within the time frame on summer training and
within SDCB‘s office hours. To justify my research question I am planning to
collect the relevant data from different sources like, SDCB‗s office record,
magazines, Business statistics books, relevant software and even from
different professionals.
I am planning to use primary data by questionnaire with the help of
communication study. To fill up the questionnaire I have decided to go with
simple random sampling. I am going to take 200 all types of account holders
of SDCB. Hence it should be clear that entire variable is in my control which
suggests experimental design.
My objective is to identify the problem which really makes impact to
other variables like services method, quality etc. I want to study the gap
between the perceived service of SDCB and expected service of account
holder of SDCB. Meaning is to analysis what is the factor which influence to
SDCB service? This objective is based on causal study.
The results and findings which I will derive from the end of this research it will
influence to all the population of SDCB. Hence my aim is to go with
statistical study. By reading up to here I should to clear that this research will
based on field condition.
D . C O L L E C T I O N O F D A T A
1 . P r i m a r y D a t a :
All the people from different profession were personally visited and
interviewed. They were being the main source of the primary data for
this research. The method of collection of primary data was direct
personal interview through structured questionnaire.
2. Secondary data:
It was collected from internal sources. The secondary data was collected on
the basis of SDCB‘s office file, office records, internet web sites and
newspapers. Also from reference book of research and business statistic,
magazine and last management preserved information.
E. SCOPE OF STUDY
The scope of the study is limited to Surat city and the study is undertaken
through Cluster Sampling Method.
F. SIGNIFICANCE OF THE STUDY
1. to the Reader:
Better understand the quality of any bank’s services:
This report is very help full to the entire individual including the SDCB‘s
accountholders is judge the any bank‘s services though important criteria pot
rat in this report. Any individual can easily clears their opinions and dilemma
of any bank‘s services.
2. to the management of SDCB:
Study will enable SDCB to better understand their Account Holders:
A thorough survey and interpretation will provide deep insights in to every
account holders‘ expectations and the SDCB will understand them in a better
way. SDCB can identify the grievance of their account holders and can
improve SDCB‘s drawbacks very easily to remove the prevailing grievance
easily.
Study will allow SDCB to design service method according to Account
Holders’ requirements:
To study this report, SDCB can do better management which favors to their
account holders. The Study will helps to the management of SDCB to improve
the Service standard as per all kind of account holders‘ expectation.
The Gap of Management perception and account holders‘ expectation
will become low by implementing this study.
3. to the researcher:
This project will clear the knowledge of various Bank services:
At the end of this project, my knowledge regarding bank services will
increases and even clear the banking service and methods.
It gives sufficient experience for conducting research methodology:
By completing the research on the mention dilemma, I as a fresh
researcher can get idea regarding how to do research. The methodology
and important criterion been known to me. This gives me better experience
regarding the research and implementation. In this way it helps me to
upgrading the skills of research in myself.
G. SAMPLE DESIGN AND SAMPLE SIZE
It was convenient for me to go with the sampling. This technique not only
busts the speed of data collection but also create accuracy of the result. I
have taken 200 as sample sizes of account Holders. To fill up the
questionnaire I have made a plan, in which I will divide 200 questionnaires
in the part of approx 20 for each branch of SDCB, to get the view of all branch
which situated at different location.
H. DATA COLLECTION INSTRUMENT
As I decided to collect data through Primary data collection, I have selectedth
e Simple Survey method for collection of Primary Data. In the Survey method,
I have selected Personal Survey for his data collection. For the collection of
required Primary data, I have prepared the Questionnaire, which is
enclosed at the end of the report. The Questionnaire includes quest ion
such as multiple choice questions. As per research design I have
decided to collect 200 all type of account holders of SDCB.
I . PROCESSING AND ANALYSING THE COLLECTION OF
DATA
When I complete my field survey, I processed the collected data and analyze
it in a systematic manner so that I can easily derive results from it. In order to
derive meaningful outcomes from data, I have formed the data in tables and
then use various Statistical tools and interpret the data as it is shown in the
chapter of findings and analysis of data.
Q.1 Account holders’ experience regarding SDCB’s internal ambiance:
Feel when you visited SDCB
Frequenc
y
Percent Valid
Percent
Cumulative
Percent
Good environment 85 42.5 42.5 42.5
Having personal
attention
60 30.0 30.0 72.5
Not attentive one 39 19.5 19.5 92.0
Unexpected negative
filling
16 8.0 8.0 100.0
Total 200 100.0 100.0
(Table: 1)
(Chart: 1)
Interpretation:
As seen in the above table, 47% account holders have grievance that the
Bank representatives are not giving individual attention to them which they
expected from the bank representatives. On other hand, only 10% Customer
are in fewer of the bank services. It‘s not given much attention to result which
derived from the Account Holder‘s survey. It shows the dark line to
management for their performance. There are only 25% account holders
42%
30%
20%
8%
Feel when visited SDCB
Good environment
Having personal attention
Not attentive one
Unexpected negative filling
which are satisfied with the services. Hence, management has to take very
rapid action to control this situation.
Q.2) Experience of Account Holders, when they approach for the any
kind of loan towards SDCB.
Procedure of getting Loan
Frequency Percent Valid Percent Cumulative
Percent
Flexible 41 20.5 20.5 20.5
Tedious 49 24.5 24.5 45.0
Depend on amount of
loan
80 40.0 40.0 85.0
Time consuming 30 15.0 15.0 100.0
Total 200 100.0 100.0
(Table: 2)
(Chart: 2)
Interpretation:
As seen in the above table, out of 200 accounts holder 30 has given negative
opinion which very problematic for bank because this may affect to the Bank
credit policy. 80 Account Holders has gives the diplomatic answers, which
shows the red signal to the management because they may shift to the
negative perception. 49 Account Holders has negative opinion for the credit
20.5 24.5
40
15
Flexible Tedious Depend on amountof loan
Time consuming
Procedure of getting Loan
Percent
policy. This shows that 15% Account Holders are not willing to approach to
bank for credit.
Q.3 How fast the Account holders’ problem has been solved:
Problem solved by Bank
Frequency Percent Valid
Percent
Cumulative
Percent
Immediately 10 5.0 5.0 5.0
Within 24 hours 59 29.5 29.5 34.5
Within 3-5 business days 115 57.5 57.5 92.0
More than 1 month 16 8.0 8.0 100.0
Total 200 100.0 100.0
(Table: 3)
(Chart: 3)
Interpretation:
Here, it is clearly seen that the solution for the account holder‘s problem is
very slow. This can become the reason for account holders‘ grievances for
5%
29%
58%
8%
Account Holder's solutions
Immediately
Within 24 hours
Within 3-5 business days
More than 1 month
dissatisfaction. If this process been revised, it will very beneficial for bank to
solve or to decrease the grievance‘s level which we have found in other
cases.
Q.4 Bank’s brand Image as internal design:
Internal layout of Bank
Frequency Percent Valid Percent Cumulative
Percent
Well designed 81 40.5 40.5 40.5
convenient 66 33.0 33.0 73.5
Very crowed 29 14.5 14.5 88.0
Distinctive
image
24 12.0 12.0 100.0
Total 200 100.0 100.0
(Table: 4)
(Chart: 4)
Interpretation:
40%
33%
15%
12%
Internal layout of Bank
Well designed
Convenient
Very crowed
Distinctive image
In today‘s competitive market, bank sector has been created their own
distinguish brand image. As comparing the globalized market, SDCB‘s layout
and image has good in their account holders and other potential customer. As
the qualitative services, SDCB has to maintain on their layout to compare by
nationalized bank and other financial institutions.
Q.5 Satisfaction level of Account Holders toward the lending officers:
Particular Very
satisfied
Satisfied Neutral Dis-
Satisfied
Very
Dissatified
Friendly and
courteous manner
23 58 58 41 20
Knowledge of
bank's products &
service
29 65 71 16 19
Willingness to
listen and respond
to your need
14 51 66 21 48
Fast and efficient
service
21 44 61 24 50
Recognition of
you as valued
customer
46 64 52 16 18
Available to
customers when
needed
56 69 39 13 23
(Table: 5)
(Chart: 5.1)
(Chart: 5.2
)
12%
15%
8%
11% 24%
30%
Overall satisfaction
Friendly and courteousmanner
Knowledge of bank's products& service
Willingness to listen andrespond to your need
Fast and efficient service
Recognition of you as valuedcustomer
Available to customers whenneeded
0
10
20
30
40
50
60
70
80
Friendly and courteous mannerKnowledge of bank's products & serviceWillingness to listen and respond to your needFast and efficient serviceRecognition of you as valued customerAvailable to customers when needed
Very satisfied
Satisfied
Neutral
Dissatisfied
VeryDissatified
Interpretation:
As seen in1st pie chart, we can say that as compare to satisfactory level
dissatisfaction level is high in all the criteria of the analysis. Bank
representatives are not at all attentive towards their customers. They are not
proving as fast services as customer wants, that‘s why the customers have
highest dissatisfaction in this area. One positive outcome is that bank
representatives are regular in service, because we can see that highest
satisfaction level is here always available to customers when needed. All
over performance is very negative for SDCB bank, which shows red alert for
the management.
Q.6 How does bank’s representative gives response to you when you
required?
Bank gives response when customers required
Frequency Percent Valid Percent Cumulative
Percent
Familiar
Supportive
44 22.0 22.0 22.0
56 28.0 28.0 50.0
Normal 78 39.0 39.0 89.0
Negative 22 11.0 11.0 100.0
Total 200 100.0 100.0
(Table: 6)
(Chart: 6)
Interpretation:
22%
28%
39%
11%
Bank given response to required customer
Familiar
Supportive
Normal
Negative
Q.7 Do you know gives Home services for any withdrawal or Deposit?
Give Withdrawal or Deposit for Home services
Frequency Percent Valid Percent Cumulative
Percent
Yes 109 54.5 54.5 54.5
No 91 45.5 45.5 100.0
Total 200 100.0 100.0
(Table: 7)
(Chart: 7)
Interpretation:
80
85
90
95
100
105
110
115
Yes No
Bank gives withdrawal or deposit for home services
Frequency
Q.8 Do you required for SDCB’s Mutual Funds?
Required Mutual Funds
Frequency Percent Valid Percent Cumulative
Percent
Yes 143 71.5 71.5 71.5
No 57 28.5 28.5 100.0
Total 200 100.0 100.0
(Table: 9)
(Chart: 9)
Interpretation:
71.5
28.5
0
10
20
30
40
50
60
70
80
Yes No
Required Mutual Funds
Q. 9 Do you require that SDCB’s provides the Locker Facility at all the
branches?
Locker Facility
Frequency Percent Valid Percent Cumulative
Percent
Yes 172 86.0 86.0 86.0
No 28 14.0 14.0 100.0
Total 200 100.0 100.0
(Table:
10)
(Chart: 10)
Interpretation:
As seen in this graph it is identify that as per Account holder‘s requirement
bank has not provided locker facility. Bank has not fulfilled the demand of their
account holders. To facilitate their account holder bank should give locker
facility at every branch.
0
10
20
30
40
50
60
70
80
90
100
Yes No
Locker facility
Percent
Q.10 Satisfaction level towards branch facility:
Particular Very
satisfied
Satisfied Neutral Dissatisfied Very
Dissatified
Clean & well cared
facilities
47 64 45 20 24
Efficient, no wait
service
33 45 35 56 31
No long line ups
at counter
34
45 47 41 33
Availability of
information
brochures
18 89 48 18 27
Pleasant &
attractive décor
38 56 51 30 25
Automatic bank
machines in
convenient
locations
33 35 64 33 35
(Table: 11)
23%
32%
23%
10%
12%
Clean & well cared facilities
Very satisfied
Satisfied
Neutral
Dissatisfied
Very Dissatified
(Chart: 11.1)
Interpretation:
Bank has to improve their clean and well cared facility in such a way,
which shows only 10% Dissatisfaction. There should not any kind of
scope for any grievance because this factor affects a lot in the Account
holders mind negatively in indirect manner. Here 12% account Holders
are very dissatisfied. It is good those 32% account holders are satisfied
and 23% very satisfied with this careful ambiance.
(Chart:
11.2 & 11.3)
Interpretation:
Banking sector and time Management has a lot of direct connection. Hence, it
should be noted that there should not be any kind of waste of time at the
service delivery to own account holders. It is very unfair outcome which shows
that 25% account holders has rated as very dissatisfaction in terms of
effective service delivery without any wastage of time. Usually Account
Holders are running with short of time and analyses shows that only 6%
people are with full of satisfaction. Bank has to increase the ratio as soon as
possible by improve the staff efficiency and their availability.
17%
22%
23%
21%
17%
No long line ups at counter
Verysatisfied
Satisfied
Neutral
Dissatisfied
VeryDissatified
16%
22%
18%
28%
16%
Efficient, no wait service
VerysatisfiedSatisfied
Neutral
DissatisfiedVeryDissatified
(Chart: 11.4)
Interpretation:
This finding is comparatively better than others. Availability of information as
brochures is very important for well communication to own account holders.
Here, 11% account holders are very satisfied with the level of this facility and
62% people are satisfied. Bank has to try a little best to remove the
dissatisfaction level of account holders by improving a standard and medium
of Communication. It should not be ignored that there is 8% account holders
who has rated as highly dissatisfied.
0
10
20
30
40
50
60
70
80
90
100
Verysatisfied
Satisfied Neutral Dissatisfied VeryDissatified
Availability of information brochures
(Chart: 11.5)
Interpretation:
In today‘s environment it is too important to serve your account holders the
services physically as well as emotionally. Here, analysis shows that only
19% account Holders are fully satisfied with the pleasant & attractive décor.
15% customers are dissatisfied with the internal layout and facilitative design.
As seen above 13% account holders are full of dissatisfaction with this factor.
Management of SDCB has to put the focus on the interior design of the bank
and their different branches. To overcome this barrier, SDCB should definitely
improve their layout and convert the neutral customer in satisfied one.
19%
28%
25%
15%
13%
Pleasant & attractive décor
Very satisfied
Satisfied
Neutral
Dissatisfied
Very Dissatified
(Chart: 11.6)
Interpretation:
Hence, the result is in front of us that 27% Account holders are very
dissatisfaction with the location of the ATM. The 12 ATM machine are located
on site but there are not any off site machine available to facilitate the account
holders. Hence, 35% account holders are satisfied. So, this outcome is very
disappointing for bank management.
33
35
64
33
35
0 10 20 30 40 50 60 70
Very satisfied
Satisfied
Neutral
Dissatisfied
Very Dissatified
Automatic bank machines in convenient locations
Q.11 Account holders’ expectations from their Bank for giving on
line service:
Age of Respondent (%)
Respondent Up to 30 30 to 40 40 to 50 50 to 60 60 above
Completely
trust
46 41 37 21 2
Somewhat 28 32 24 35 29
Dubious 12 10 8 16 20
Not at all 14 17 31 28 51
(Table: 12)
(Chart: 12)
Interpretation:
As per analysis, I can say that the respondent whose age is up to 30, that
have high trust on the online banking but as age increases the level of trust
has been decreased. The level of in acceptance the online service has been
increased as age increases. Dubious for online services has been increase
tremendously after the age of 40. Here, we can see that at the earlier age,
dubious is again high for online service. Filling of uncertainty is going up and
0
10
20
30
40
50
60
Up to 30 30 to 40 40 to 50 50 to 60 60 above
Bank given online service
Completelytrust
Somewhat
Dubious
Not at all
down at all the age but lowest uncertainty has been found at again the age
of 40 and highest level is at the age of 50.
Dubious for online services has been increase tremendously after the age of
40. Here, we can see that at the earlier age, dubious is again high for online
service.
Filling of uncertainty is going up and down at all the age but lowest uncertainty
has been found as again the age of 40 and highest level is at the age of 50.
Parametric Test:
Ho = There is no significance relationship between age group and
respondent preference.
Answer: (ANNOVA TEST)
Respondent Age of Respondent (%)
Up to
30
30 to
40
40 to
50
50 to
60
60
above
Total
Completely
trust
46 41 37 21 2 147
Somewhat 28 32 24 35 29 148
Dubious 12 10 8 16 20 66
Not at all 14 17 31 28 51 141
C.F = (502)2
20
=252004
20
= 12600
SSBR = (47)2 + (145)2 + (66)2 + (141)2
5 5 5 5
= 4321.8+4205+871.2+3976.2
=13374.2-12600
=774.2
SST=[2116+1681+1369+441+4+784+1024+576+1225+841+144+100+64+25
6+400+196+289+961+784+2601]-[12600]
=15836-12600
=3236
Annova Table
Source Sum sequence DOF Mean sequence F
Between row 774.2 3 259.06
2.09 Residual 2461.8 20 123.09
Total 3236 23 3 F cal
Significance level: 5
DOF [High 20] = 123.09
[Low 3] = 258.06
F tab =F cal
There is no significant relationship between age group and respondent
preference, so
Ho = Hypothesis should be rejected.
Q.12 Mention your feelings regarding over all services quality of you
SDCB’s Bank.
Overall Service Quality
Frequency Percent Valid Percent Cumulative
Percent
Excellent 30 15.0 15.0 15.0
Very good 88 44.0 44.0 59.0
Average 82 41.0 41.0 100.0
Total 200 100.0 100.0
(Table: 13)
(Chart: 13)
Interpretation:
30
88 82
Excellent Very good Average
Overall service quality
Frequency
Q.13 Account holders’ knowledge regarding various services of bank.
Particula
r
E-
Bankin
g
ATM
service
s
M-
Bankin
g
Insuranc
e
Locker
s
Stamp
Frankin
g
Male 46 46 62 14 13 12
Female 28 50 21 10 30 0
Total 74 96 83 24 43 12
(Table: 14)
(Chart: 14)
Interpretation:
Surat co-op. bank has been failed to spread the knowledge regarding the
Stamp Franking, insurance facility and locker facility. The Account Holders are
not much aware regarding those facilities which have been provided by the
bank. The lowest and shocking result is that only 4% Account Holders knows
about Stamp Franking. And in the case of female candidate 0% awareness
are counted. Knowledge of ATM services sis highest in Account holders.
0
20
40
60
80
100
120
E-Banking ATMservices
M-Banking
Insurance Lockers StampFranking
Account holders knowledge regarding various bank services
Male
Female
Total
A. RESULT AND FINDINGS
From research study on “Analyze the Surat co-operative Bank ltd’s
service perception and expectation of Account holders” following findings
has been acquired:
1. As per analysis on the Bank décor and pleasant environment, Bank has
convenient and good design. Hence 84% of Account Holders are satisfied
with this regarded.
2. The methodology of loan process is based on the amount of loan. Hence,
the output suggests that the account holders, who wants negligible amount of
loan, are ignored.
3. From the female candidate, I have found that they have not much
knowledge of different bank services as compare to male account holder.
4. When account holder does procedure for sanctioning the loan, I have found
the following:
A. 65% Account holder are satisfied with friendly courteous services.
B.45% Account holders are satisfied with knowledge of bank‘s products &
services.
C. 40% Account holders are satisfied with willingness to listen and respond to
account holders need.
5. When accountholders goes to the bank for solution of the query, 45%
account holder‘s problems are solved immediately, problem solving procedure
is fast.
6. Bank‘s internal layout is a very convenient.
7. There have also locker and its free of cost.
8. Overall satisfaction level is good as per the account holders. Services like
clean and well cared environment, effective services, line ups at counter,
attractive décor are considered for the satisfaction level.
B. Limitation of the study
Time Restriction
The foremost limitation is Time Restriction. Time provided to carry out entire
Project Report is less. So as a result I as a researcher am not able to take
more sample size.
Improper response from Respondents
Some time respondents are in hurry. As a result they give response without
applying proper though. As far as multiple choice questions are concerned,
respondents sometimes tick mark any option without proper attention.
Unwillingness of Respondents
Unwillingness of respondents in filling up the questionnaire is another big
limitation. This unwillingness comes out due to lack of time with respondents.
Possibility of wrong interpretation and unreliable results
As mentioned earlier, respondents sometimes give improper response. My
study is purely based on the views expressed by respondents. So it is likely
that my study will not give so accurate and reliable results.
C. Conclusion
The Banking sector in India is undergoing major changes due to competition
and the advent of technology. The customer is looking for better quality and
services which can provide him / her with satisfaction. This would help in
enhancing the relationship between the two, and thus aid decision makers in
bank to identify the major factors that determine satisfaction. But it should be
noted that satisfaction is one of key point for the identifying the difference
between perceptions of Surat Dist. co-op. Bank services which they deliver to
their account holders and expectation of the services from bank and their
representatives.
In the analysis, I can conclude that SDCB has to give equal importance to
their services and their lockout. Today‘s competitive world it is too impotent
that how someone is server them self. This criterion also plays a vital positive
role in the mind of their account holders. It was identified that SDCB‘s account
holders are not fully satisfied with the lockout of the bank ambiance.
Overall, SDCB is doing progress and at growth stage, so this analysis
defiantly helps to the management for better direction.
D. Suggestions
Creative suggestions always give benefit to the organization in one or another
way. From the study of – “Analysis the Surat Dist co-operative Bank ltd’s
services perception and expectation of Account holders” and from
findings and data interpretation, researcher wants to suggest following
matters:
Surat District Co-Operative Bank Ltd (SDCB) has less brand awareness in the
service sector in Surat city so if SDCB can create good brand awareness in
the sector, then it can have significant number of satisfied account holders.
SDCB should give more priority to those respondents who even apply for
negligible credit. Importance of those respondents should be same as those
who have applied for significant amount of credit.
SDCB has open locker at each branch because there is huge demand for
locker facility in market and bank is failed to fulfill that demand..
SDCB has to solve the account holder‘s problems within 2 to 4 working days
because most of the respondent has shared a negative opinion.
Bibliography http://Suratbankindia.com/. n.d. 22 6 2013.
Black, Ken. Business Statistics. Wiley-India, 2010.
http://fic.wharton.upenn.edu/fic/papers/97/zenios.pdf. n.d.
http://siteresources.worldbank.org/southasiaext/resources/223546126962045
5636/6907251284569649355/completereportsarhousingfinanceoctober2010.pdf .
n.d.
http://www.africagrowth.com/july08bankservices.pdf. n.d.
Http://www.competitionmaster.com/articledetail.aspx?ID=41e9ef66-3271- 418d-b344-
09f76d6f59a1. n.d.
http://www.dss.dpem.tuc.gr/pdf/Customer%20satisfaction%20measurement%20in%20the
%20private%20bank%20sector.pdf. n.d.
Http://www.justassociates.org/Global%20Economy%20Definitions.pdf . n.d.
http://www.publishingindia.com/Uploads/SampleArticles/NJRIM-Sample- Article.pdf. n.d.
Rubin, Richard L Levin / David. Business For Management. Pearson Education, 2010.
Schindler, Donald r cooper & Pamela S. Business research 7 Pamela S Achinler. McGraw-hill,
2010.
ANNEXURE QUESTIONNAIRE
The Surat District co-operative Bank ltd Declaration: This questionnaire has been prepared for the purpose of the research work. Hence, all the information which been ask to you are treated as confidential and it will not been use other than this. This form will be help full to me for project work and hence it is very important for me. So, it is request that you please fill this form sincerely and with full of attention. So, that it‘s gives real scenario of their study.
Account: Holders‘ Name:
Ph.no: Occupation:
Gender: M F Age: Q.1 when you visit a Surat co-op Bank, how you feel?
Good Environment
Having personal attention
Not attentive one
Unexpected negative filling Q.2 what you feel about the procedure of getting loan which the Bank follows?
Flexible
Tedious
Depend on amount on loan
Time consuming
Q.3 How quickly were your banking problems and issues addressed by the staff?
Immediately
Within 24 hours
Within 3-5 business days
More than 1 month Q.4 How you feel about your Bank‘s internal layout?
Well designed
Convenient
Very crowed
Distinctive image
Q.5 In terms of the service you received from the lending officer(s), how
satisfied were you with the following?
Particular very satisfied
Satisfied Neutral Dissatisfied Very Dissatified
Friendly and courteous manner
Knowledge of bank's products & service
Willingness to listen and respond to your need
Fast and efficient service
Recognition of you as valued customer
Available to customers when needed
Q.6 How does bank‘s representative gives response to you when you required?
Familiar
Supportive
Normal
Negative Q.7 Do you know gives Home services for any withdrawal or Deposit?
Yes
No
Q.8 SDCB‘s ATM locations are convenient for you to get easy operation?
Yes
No
Q.9 Do you required for SDCB‘s Mutual Funds?
Yes
No
Q.10 Do you require that SDCB‘s provides the Locker Facility at all the branches?
Yes
No
Q.11 How satisfied were you with the following aspects of the branch facility?
Particular very satisfied
Satisfied Neutral Dissatisfied Very Dissatified
Clean & well cared facilities
Efficient, no wait service
No long line ups at counter
Availability of information brochures
Pleasant & attractive décor
Automatic bank machines in convenient locations
Q.12 Do you trust, if SDCB‘s operates only online?
Completely
Somewhat
Dubious
Not at all Q.13 Mention your feelings regarding over all services quality of you SDCB‘s Bank.
Excellent
Very good
Average
Poor
Q.14 How many services you know bank has provide to their customer?
E- Banking
ATM service
M-Banking
Insurance
Lockers
Stamp
I am very thankful to you for your corporation.
Thank you