Académique Documents
Professionnel Documents
Culture Documents
Submitted in partial fulfillment of the requirements for the award of the degree of
Submitted by MUNASIR AHMAD Chandigarh Business School Affiliated to PUNJAB TECHNICAL UNIVERSITY
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Certificate of Supervisor
This is to certify that Mr.Munasir Ahmad Roll No. 104302462355 has completed the research project titled A Study on Effectiveness of service delivery with reference to Jammu & Kashmir bank Srinagar under my supervision in partial fulfillment of the Bachelor Of Business Administration degree of PUNJAB TECHINAL UNIVERSITY
Date: Place: landran Formarded for evaluation by the Dean: (Deans Signature) Seal of the Dean
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DECLARATION
I, hereby declare that the project report entitled as A Study on Effectiveness of service delivery with reference to Jammu & Kashmir Bank, Srinagar is my own original research work and this report has not been submitted to any University/ Institution for the award of any professional degree or diploma .
Date: Place:Landran
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ACKNOWLEDGEMENT
My sincere thanks to our honorable Founder and Chairman of Chandigarh Business School Of Administration for his sincere endeavour in educating us in this Premier Institution.. I wish to express my gratitude to Lec.Sonpreet Kaur for her inspiring guidance, scholarly supervision, unstinted motivation and patience, yet thought provoking encouragement right from the inception of the study up to its logical and conclusion. I am extremely grateful to Mr Peer Ajaz Ahmad Shah associate executive training j&k bank corporate headquarters srinagar my External guide for their expert advice , support and inspiring me to carry out this project.
Munasir Ahmad
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List of Tables
S.No Particulars 9.1 9.2 Table showing satisfaction level of customers. Page No 34
Table showing criteria for evaluating the quality of services in the 36 bank.
9.3 9.4
38
Table showing the customers experience about the poor services 40 encounter in the bank.
9.5 9.6
42
Table showing the various waiting time strategies used by the 44 bank.
9.7
Table showing the facilities that are lacking in the bank during the 46 services delivery.
Table showing the availability of parking facility in the bank. Table showing the knowledge level of the banker. Table showing the service competence of the bankers. Table showing the presence of services delivery gap in the bank. Table showing the in-effective services in the bank.
48 50 52 54 56
9.14
60
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List of Figures
S.No 9.1 Particulars Page No
Graph showing the satisfaction level of customers about the 35 services provided by the bank.
9.2
Graph showing criteria used to evaluate the quality of the services of the bank.
37
9.3 9.4
Graph showing the services in which the bank is best. Graph showing the occurrence of the poor service encounter in the bank.
39 41
9.5 9.6
Graph showing the friendly persons of the bank. Graph showing the various waiting time strategies used by the bank.
43 45
Graph showing the facilities that are lacking in the bank. Graph showing the availability of parking facility in the bank. Graph showing the knowledge level of customers. Graph showing the level of service competence of the banker. Graph showing existence of services delivery in the bank. Graph showing the various in-effective services in the bank. Graph showing various services availed by the customers. Graph showing bankers providing friendly services.
47 49 51 53 55 57 59 61
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TABLE OF CONTENTS: Sl. No. Executive Summary Part A 1. Chapter no 1: Introduction and Industry Profile Credit market structure Structure of the banking sector Non-banking finance companies 3 4-5 5 CONTENTS Page No.
2. Chapter no 2: Company Profile Introduction to J&K bank Depository Participation Fixed Assets and Premises Market research and Advertising Customer service Financial inclusions Technology Management Risk Management Future Trends Vision and Mission Statements Award received by the bank Name of Board of Directors Product profile of J&K bank Work Flow Model
3. Chapter no 3: Mckinsey 7s Framework 4. Chapter no 4: Swot Analysis 5. Chapter no 5: Analysis of Financial Statement 6. Chapter no 6: Learning Experience
21-26 27-29 29 30
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Sl. No
7. Chapter no 7: General Introduction Statement of the Problem Objectives of the study Scope of the Study 8. Chapter no 8: Research Methodology Research Design Data Collection Sampling Limitations of the study 9. Chapter no 9: Data Interpretation and Inference 10. Chapter no 10: Findings Suggestions Conclusion. Bibliography Annexure
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After analyzing the data I came to the conclusion that most of the Jammu & Kashmir Bank customers are satisfied with the bank and want to continue banking with the Jammu & Kashmir Bank. And the driving force behind all this are the Services Delivery strategies mentioned above. After completion of the project I was able to get the insights of the corporate sector industries to a very large extent and this has helped me greatly in reshaping my mind and let me know the differences between the real world and the imaginary one. This time I find myself moved up the ladder both professionally and academically.
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1. INDUSTRIAL BACKGROUND
The evolution of the commercial banking in India has been governed by the social objective of expanding the reach of banking service and mobilization of domestic savings. The roots of this social character of Indian banking can be traced to the passing of the state bank of India Act, 1955, by which the undertaking of the imperial Bank of India was taken over by the newly constituted State Bank of India (SBI). An Act of Parliament, nationalizing the former imperial Bank of India, established the SBI in 1955. this institution and its seven associate banks, which become SBI subsidiaries in 1960, were distinct from the other major Indian commercial banks which remained in private hands until two rounds of nationalization in 1969 (14 banks) and, in 1980 (6 banks). In Feb. 1969, the Govt. of Indias (GOIs) nationalization of 14 largest private sector banks was the culmination of pressures to use the banks as public instruments of development. The GOI imposed Social control on banks, of which priority lending was a major aspect. It introduced restrictions on advances by banking companies. These were intended to ensure that bank advances were confined not only to large scale industries and big business houses but were also directed, in due proportion to other important sectors like Agriculture, Small Scale Industries and Exports. Since 1969, there has been a significant spread of banking habit in the economy and banks have been able to mobilize a large amount of savings. However, by 1980s, it was generally perceived that the operational efficiency of banks was declining. Banks were characterized by low profitability, high and growing non-performing assets, and low capital base. Poor internal controls and the lack of proper disclosure norms led to many problems being kept under cover. The quality of customer service did not keep pace with the increasing expectations. All these reasons led to the next phase of nationalization. The 1969 nationalization had raised public sector banks share of deposit from 31% to 86% while the nationalization of 1980 raised the same to 92%. In 1991, a fresh era in Indian banking began with the introduction of banking sector reforms as part of the over-all economic liberalization in India.
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branches as on June 30, 2004., making them the most active and predominant financial intermediaries in the country. Commercial Banks ---------------- (101) Public Sector Banks --------------- (27) Foreign Banks in India -------------(42) Private Sector Banks ----------------(32) Old Private banks -------------------- (24) New Private Banks ------------------ (08) State Bank of India ------------------ (01) State Bank Associates ---------------- (07) Since the advent of the banking sector reforms in 1991, the Indian banking industry has undergone a great transformation. However, the banking industry is still dominated by PSBs and development banks.
compounded Annual growth rate (CAGR) of 36.07% customer orientation, concentration in the main financial centers and attractive rate on return offered by them were some of the reasons for their rapid growth. As on march 31, 1999, the total assets of non-banking finance companies NBFCs/RNBCs (Residuary non-banking companies) aggregated Rs.470.5 billion, representing nearly 5% of total assets of all SCBs.
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1947. However, the State government came with assistance of Rs.6.00 lacs to meet the claims. Latest communications of RBI (Jan.2011) reveal that the Govt. of Jammu & Kashmir like other banks has signed an MOU with RBI in terms of which RBI has become bankers to State government. Following the extension of central laws to the State of Jammu & Kashmir, the bank was defined as a Government company as per the provisions of Indian Companies Act, 1956. The era of nationalization of the major banks, when the union government announced control on banking, the bank began to emerge from its regional shell by opening branches beyond the state boundaries & emerged as a leading bank. In 1971, the bank was included in the second schedule of the RBI act 1934. It had its first full time chairman following social control measures in banks in the country. Five years later in 1976,it was declared as an A class bank. By the end of 1980 it s branches measure 212 with aggregated deposits of Rs 191.76 Crores & advances of Rs61.67 Crore The bank Became pioneer in financing different sectors like road transport, horticulture, Hotels, Hostels & House Boats tourism & extended finance to the artisans to promote traditional handicrafts. In fact the bank was the first commercial Indian bank to introduce schemes for financing fruit crops on standing trees in the state of Jammu & Kashmir, a policy that was subsequently emulated by other banks elsewhere in the country. The bank expended its area of operation & widened its credit base by financing schemes like Integral Rural Development (IRDP) SEEUY, PMRY, NRY and other self employment programs sponsored by the State and Central governments. In the year 1983, the bank was granted license from RBI to handle foreign exchange business independently and became the only bank to have its foreign exchange Dealing Department in Srinagar which was later on shifted to Delhi then ultimately to Mumbai under compulsions of Political disturbances prevailing in the State. In 1986, the Jammu & Kashmir Bank became the first and only bank, which was permitted by the RBI to sponsor two regional banks, namely, Kamraz Rural Bank and Jammu Rural
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Bank. Recently in the current financial year the bank has merged both the Rural Banks and formed Jammu and Kashmir Grameen Bank which is first of its kind in the country. With the substantial increase in its capital base, the bank is participating more extensively in financing of infrastructure projects. A number of leading Corporate and blue chip companies as well as a number of prominent Public Sector Undertakings of the Indian government have become part of its clientele. The financials of the bank are very strong. The bank deposit instruments have been highly rated by CRISIL (Credit Rating Information Service of India Limited). The reserves were created not only to meet the statutory requirements but also provided for the bad and doubtful debts and for meeting other contingencies. The free reserves which were less than Rs. 1.00 lacs in1944 and Rs. 7.00 lacs in1966 stood at Rs.42.50 lacs in 1975 and less than Rs.1.00 crore in 1979. In a span of just over 16 years, the reserves have grown 10,000 times and crossed the Rs. 100.00 Cr. Mark in 1995, excluding those held for the risk-weighted assets. With continued impressive business results during the last 15 years, the bank has further strengthened its capital base and reserve base which stood at the incredible figure of Rs.3010 Crores, which signifies a commendable 2900% increase in fifteen years from March, 1995. It also substantiates a sound fund management and the relative policy. The capital and the reserves of the bank increased to Rs.3010.46 crores as on 31st March, 2010from 2622.86 crores of the previous year thereby showing increase of 14.7%
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impressive ceremony on September 2, 2001 at Srinagar. The five storied building with a double storied annex is one of the best buildings in the State. The bank has built its own Zonal Offices in Kashmir, Jammu and Delhi & International Banking Division atSrinagar. Acquisition of flats for the staff at various places outside the State has already been made.
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bank has established a Codes of banks comment to customer a voluntary code providing protections & Right to know to the customers. The bank has established a 24 X 7 help desk to address customer queries & the desk is slated to be converted into a full-fledged call center in 2008-9. The bank has taken ISO 9000 certification for customer service of various branches. The bank has revamped its delivery channels & added Business Development & promotion Centres (BDPCs) with an aim to get closer to & provide hassle-free service to the customer. Marketing managers & business promotion officers have been placed in all zones for execution of the marketing initiatives.
In keeping with its tradition of providing liberal & easily accessible financial service to the under service, the bank launched the fallowing schemes for financial inclusion of these under privileged sections of the society. Financing to weekly Market Hawkers. Financing of Vegetable Vendors J&K bank Craft Development loan. Educational Loan for primary &secondary& Higher/Professional Education. Apple Finance
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J&K bank is the only bank who has formed first grameen bank in the country by merging two of its banks Jammu Rural bank & Kamraz Rural bank.
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CREDIT RISK:
The bank has focused on improving the credit appraisal and approval process. New standardized appraisal formats have been introduced in the Corporate & SME segments. Centralized processing of credit proposals has been introduced to separate the business development & credit appraisal system. To bring objectivity to the credit risk assessment, eligible borrowers in Corporate & SME segments have been brought under the internal credit rating system during 2007-08. Credit Audit/Loan Review Mechanism has been introduced for standard accounts of Rs.1crore and above. It would help to improve the credit quality & manage credit risk proactively.
MARKET RISK:
The bank is implementing the recommendations of the consultants engaged by the bank for developing a cohesive integrated risk management system particularly in relation to interest rate risk quantification techniques, liquidity management& reporting system. With an endeavor to Asset Liability Management & thereby the market risk management, the bank has switched over to Duration Gap Analysis instead of the Traditional Gap Analysis. With these systems in place, the bank has contained market risk particularly on investment
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portfolio by reducing the non-SLR bonds & debentures portfolio & the duration of overall investment portfolio.
OPERATIONAL RISK:
The bank has constituted an Operational Risk Management Committee (ORMC) at the apex level to monitor progress on operational risk management. A comprehensive policy for Disaster Management & Business Continuity plan (BCP) has been formulated. The bank has already initiated identification risk areas of business units, capturing various operational risk events & analyzing their causative factors.
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Monetizing bank branch network by offering cash management corridors to school / colleges, revenue/bill collection for various agencies/departments. Third party product distribution. Mutual fund schemes of reliance, UTI & kotak, life insurance products of MetLife India, Non-life insurance products of Bajaj Allianz etc. Entrepreneurs & for project with high yield particularly for creation of venture capital financing .For innovative viable ventures conceived by infrastructure for developing of agriculture/Horticulture in the state. Channel financing. For factoring receivables of suppliers, traders of arts & craft, Commission & forwarding agents
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2.10. AWARDS RECEIVED BY THE BANK Udyog Rattan award by IES presented by Mr. I. K. Gujral, former Honble
prime Minster of India.
Pride of India and IMM Award for Excellence as Top Professional manager
and outstanding performance in Management Quality and Innovations in the field of banking by Mr. H. D. DeveGowda, former Honble Prime Minister of India
Excellence Award by Institute of Economic Studies, Delhi. Pride of India Gold Award Indira Gandhi Priyadarshini Award Jammu & Kashmir Government Award for outstanding work in Jammu &
Kashmir Bank presented by the Governor of Jammu and Kashmir on independence day.
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*Mr. Mushtaq Ahmed has taken over charge of Chairman and CEO from May 2010
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FIXED DEPOSITE:
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Jammu & Kashmir Bank fixed deposit is a good option to earn higher income on surplus funds. Bank offers flexibility in period from 15 days to 10 years & can be opened with a nominal amount of Rs. 1000 only.
SAVINGS ACCOUNT: Jammu & Kashmir BANK provides the facility to open your savings account in single or joint names. It has low minimum balance requirements & has full security of money at all times. It provides easy & wide accessibility.
Jammu & Kashmir BANK EDUCATION LOAN: Jammu & Kashmir Bank offers loan to Indian national seeking higher education in India or abroad & have secured admission. Bank gives loan for graduation, post graduation, professional course, etc., which have employment prospects. INTERNATIONAL BANKING: Jammu & Kashmir BANK offers loan for trade finance, merchant banking, correspondent banking etc. CORPORATE BANKING: Jammu & Kashmir Bank provides finance for corporate accounts, mid corporate groups & project finance etc.
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Application Form
Personal Discussion
Signing Agreement
Disbursement
Chandigarh Business School Of Administration
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3.1. SKILLS
Communication Skill The employees of the bank possess excellent communication skill that helps them to interact with the customers very freely. They are able to communicate everything they want, to their customers very effectively because of their communication skill that they have. Technical Skill The employees of the bank possess a very good technical skill since they have to evaluate huge amounts of data. They are also equipped with the knowledge of the latest technology that comes in their daily use of working. Decision Making Skill The employees of the bank are acquainted with enormous knowledge in their field of work which enables them to make strategic decisions whenever the need arises to take such decisions. Human Skill The employees of the bank are very polite and helpful persons. They treat their customers very friendly whenever there is any interaction of theirs and its customers.
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3.2. STYLE
Bank has centralized system of leadership style Ensuring that the banks board of directors meets regularly, provides effective leadership, exercises control over management & monitors executive performance. Establishing a framework of strategic control & continuously reviewing its efficiency. Establishing clearly documented & transparent management processes for policy development, implementation & review, decision-making, monitoring, control & reporting. Ensuring that the Chairman has responsibility for all aspects of executive management & is accountable to the board for the ultimate performance of the Bank & implementation of the policies laid down by the board.
3.4. SYSTEM
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The bank has been proactive in responding to the opportunities thrown open by evolving technology & increasing technology penetration. Technologies have been used innovatively for achieving financial inclusion & technology driven banking solutions have been implemented to achieve enhanced customer satisfaction.
NETWORKING
More than 500 branches were added to wide area network during the year. Presently all the branches & ATMs of the bank are networked. The network plays a major role in supporting the Banks business application & is capable of carrying data voice & video in a secure manner.
INTERNET BANKING
With enabling of over 500 branches for Internet Banking, all the branches of the bank are now Internet Banking enabled.
ATM
The Banks ATM network is among the largest in the country. It crossed the milestone of 380 ATMs in December 2010. The bank is planning to increase the number of its ATMs to 500 in coming year.
3.5. STAFF
Selection period of staff in Jammu & Kashmir Bank: Tier I preliminary examination Tier II Main Test Tier III Group Discussion & Interview
RECRUITMENT
Effective leadership, exercises control over management & monitors executive performance.
Chandigarh Business School Of Administration
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Establishing clearly documented & transparent management processes for policy development, implementation & review, decision-making, monitoring, control & reporting.
Ensuring that the Chairman has responsibility for all aspects of executive management & is accountable to the board for the ultimate performance of the Bank & implementation of the policies laid down by the board.
3.6. STRATEGY
The bank has established a codes of banks comment to customer a voluntary code that provides protection and Right to information to the customer. The bank has outsourced its marketing research and advertising to PWC (Price Water Cooper) who does the research and enable the bank to develop new products and services according to customer needs and wants. The bank has established a new method of paying its employees the bonus that has been encrypted in the banks Payment of Bonus Act. The bank has also introduced 24*7 help desk to address to its customers day-in and day-out and it will be integrated with the full-fledged call centre support. The bank has improved its delivery channel and added Business Development and Promotion Centres with an aim to get closer and provide hassle-free services to its customers. The bank has developed integrated risk management system for efficient management of various risks viz. credit risk, market risk and operational risk.
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3.7. STRUCTURE
BOD
CEO
ED(Business Operations)
H & RD
Treasury Operations
ED (corp. Functionality)
A & AP
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T& ISP
Regulator y
S&C
Business Support
SWOT ANALYSIS
4.1. STRENGTHS
BRAND NAME:
J&K BANK has earned a reputation in market over the period of time.
WIDE DISTRIBUTION NETWORK: The bank has Excellent, penetration in the country with more than 500 branches & more than 3000 ATMs.
DIVERSIFIED PORTFOLIO: J&K BANK has all the products under its belt, which help it to extend the relationship with existing customer. Jammu & Kashmir BANK has umbrella of products to offer their customer, if once customer has relationship with the bank. Some products, which Jammu & Kashmir BANK is offering are Personal Loans, Car Loans, Housing Loans & Educational loans.
Chandigarh Business School Of Administration
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GOVERNMENT OWNED: Government owns 50% stake in Jammu & Kashmir BANK. This gives Jammu & Kashmir BANK an edge over private banks in terms of customer security.
LOW TRANSACTION COST Jammu & Kashmir BANK offers very low transaction costs, which attracts small customers. 4.2. WEAKNESS The existing hierarchical management structure of the bank, although strength in some respects, is a barrier to change.
MODERNISATION: J&K BANK lags with respect to private players in terms of modernization of its process, infrastructure, centralization, etc.
4.3. OPPORTUNITIES J&K BANK is planning to increase its number of branches & ATMs within the country and they are also planning to go international, which will further increase its reach to its customers. Increasing trade & business relations & a large number of expatriate populations offer a great opportunity to expand on foreign soil.
4.4. THREATS
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Large numbers of MNC banks are mushrooming in the Indian market due to the friendly policies adopted by the government. This can increase the level of competition & prove a potential threat for the market share of Jammu & Kashmir BANK.
Consumers expectations have increased many folds in last few years & the bank has not been responsive enough to meet them on time.
Private Banks have started venturing in to the rural & semi urban sector, which used to the bastion of the State Bank & other Public Sector units.
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6. LEARNING EXPERIENCE
The stay at Jammu and Kashmir bank was very informative and right platform for indigenous of various procedures and processes. It had an excellent exposure to all aspects of the industry. Though the duration of the in-plant training was short, I got an exposure to the various facets of banking at Jammu and Kashmir bank. The main objective of the in plant training was to have a particular knowledge of real world business and a brief study of the related industry, organization , its background, nature and its working and analysis of the various product profiles of the organization.
For in plant training I visited the Jammu and Kashmir bank Srinagar Branch, and has learnt extensively about the industry, organization, its growth, prospects, about company its product, its mission, vision etc. also had a brief study on their various departments like marketing, financial and human resource. In the mean time and I also came across the companys different strategies. With the help 7s framework, I gained lot of knowledge about the integration and co-ordination of the various departments, at the same time SWOT analysis was carried out
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to understand the different variables governing the marketing aspects of Jammu and Kashmir bank. It was really a great experience to understand different functions and situations in the real life environment
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8. RESEARCH METHODOLOGY
Chandigarh Business School Of Administration
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8.1. Research Design Choice of research design: As I was interested in knowing the Effectiveness of service delivery of Jammu & Kashmir Bank through various parameters, a descriptive study had to be adopted by me. Determining the sources of data collection: The major source of my data was that of the primary data which was supplemented by secondary data also. After determining the sources of data collection my next step was to find methods of data collection. Methods of data collection: In case of primary data collection, methods that were used are as under:
Observation method. Questionnaire method. Interviewing method. Tele Calling. In case of secondary data, methods that were used are as:
Internet. Customer database given by Jammu & Kashmir Bank. Product pamphlets.
8.2. SAMPLING SAMPLE FRAME:-Customer Database provided by the Jammu & Kashmir Bank SAMLING TYPE:-Random Sampling SAMPLE SIZE:- I selected my sample size as 100 which was selected according to the area given to me by Jammu & Kashmir Bank and analytical feasibility, using the customer base provided by Jammu & Kashmir, Bank.
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1) 2) 3) 4) 5)
31 59 7 3 100
31 59 7 3 100
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1) 31% of respondents are highly satisfied with the services provided by the bank. 2) 59% of the customers are satisfied from the services that bank is providing them. 3) 7% of banks customers are partially satisfied by the services provided to them. 4) 3% of its customers are not at all satisfied about the services that the bank is providing them which is of concern for the bank in terms of its customer retention ship. Inference: From the above its clear that majority of the customers of the bank are satisfied by the services provided by the bank.
Graph No 9.1: Graph showing the satisfaction level of customers about services provided by the bank.
70
60
50
40 Series1 30
20
10
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Table no 9.2: Table showing the criteria used for evaluating the service quality of the bank. S No. Service Quality Creditability 1) Responsiveness 2) Competence 3) Access 4) Communication 5) 15 15 10 10 15 15 25 25 No. of Respondents % age 35 35
Interpretation: From the above it is clear that 1) 35%of the respondents consider creditability as first criteria for evaluating the services quality of the bank. 2) 25% consider responsiveness for evaluating the service quality of the bank. 3) 15% consider bankers competence for evaluating the service quality of the bank. 4) 10% considered access to the bank for evaluating the service quality of the bank.
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5) 15% respondents considered the communication skill is very important for evaluating the service quality of the bank
Inference: The above table shows that most of the customers consider the creditability as criteria for evaluating the services quality of the banker. GRAPH No 9.2: Graph showing the criterias used for evaluating the service quality of the bank.
40 35 30 25 20 15 Series1 10 5 0 creditability Responsiveness Competence Access Communication
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Table No 9.3: Table showing the respondents view about the best services in the bank. S No. Best services in the bank 1) 2) Prompt services Responsiveness of the banker 3) 4) Less waiting time Infra-structure facilities 28 12 28 12 33 27 33 27 No. of Respondents %age
Interpretation: From the above table its clear that 1) 33% of the banks respondents answered that prompt service is the field in which the bank is best. 2) 27% of respondents consider that the responsiveness of employees of the bank is best. 3) 28% of respondents answered that bank is best in availing the services to them with very less waiting time. 4) 12% of respondents answered that bank provides them the best infra-structure facilities that is required by the bank to deliver the service.
Inference:
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From the above table its clear that most of the customers of the bank said that the prompt services of the bank, is best among the rest of the services that bank provides.
Graph No 9.3: Graph showing the respondents view on the best services of the bank.
35 30 25 20 15 10 5 0 Prompt Service Responsiveness of the banker Less waiting time Infra-structure facilities Series1
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Table No 9.4: Table showing the respondents view on the occurrence of poor services in the bank. S No. Occurrence of poor service 1) 2) Total Yes No 17 83 100 17 83 100 No. of respondents % age
Interpretation: From the above it is clear that 1) 83% of the respondents said that the bank always provides them the best services. 2) 17% of the respondents said that the bank is providing little poor quality service.
Inference: From the above table its quite clear that majority of the customers said they didnt experience any poor services in the bank.
Graph No 9.4: Graph showing the response of the respondents on the occurrence poor service in the bank.
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Yes No
Table No 9.5: Table showing friendly personnels of the bank. S No. 1) 2) Best Employees Security Banker at receipt counter No. of respondents 8 12 % age 8 12
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3) 4) 5) 6) 7) 8)
18 22 28 4 5 3
18 22 28 4 5 3
Interpretation: From the above table it is evident that 1) 8% of the respondents feel that Security personals of the bank are friendly. 2) 12% of respondents feel that Banker at Receipt Counter are friendly. 3) 18% feel that Banker at the Cash Counter. 4) 22% respondents feel Bank Managers are friendly. 5) 28% feel Asst. Managers of the bank are friendly. 6) 4% of respondents feel that peons of the bank are friendly. 7) 5% feel every personal of the bank is friendly. 8) 3% of respondents feel there is no one friendly in the bank. Inference: From the above table it becomes clear that Asst-manager is the friendly persons in the bank. Graph No 9.5: Graph showing the respondents view on the friendly personnels of the bank.
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30
25
20
15 Series1 10
0 Security Banker atBanker at Manager Asst. receipt cah Manager counter counter Peon All None
Table No 9.6: Table showing waiting time strategies of bank. S No. Waiting time strategies 1) Newspaper 40 40 No. of respondents % age
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2) 3) 4) Total
25 10 25 100
25 10 25 100
Interpretation: From the above table its clear that 1) 40% of respondents proposed that bank keeps them engaged with news papers so that they may not feel waiting time. 2) 25% respondents said that bank keeps them engaged by availing magazines. 3) 10% of respondents said bank keeps them engaged by having a television in the branch when they have to wait for the service. 4) 25% of respondents said that they are provided the brochure of the bank to check the various new inclusions in their services, while they are waiting for the services.
Inference: From the above table its clear that the most customers of the bank use the newspapers during their waiting time that is provided by the bank in order to make its customers feel at ease, when they are waiting for the service.
Graph No 9.6: Graph showing the response of respondents about the various waiting time strategies used by the bank.
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Table No 9.7: Table showing the customers view on the lacking facilities of the bank. S No. Facilities lacking in No of respondents the bank % age
1)
Non-Availability of
28
28
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Interpretation: From the above table its clear that 1) 28% responses were about non-availability of the banker. 2) 32% respondents said banks ATM facility is lacking. 3) 35% said ambience in the bank is lacking. 4) 5% said that there is lack of transaction documents in the bank.
Inference: From the above table it becomes clear that the most of the customers feel Ambience and ATM are the facilities that are lacking in the bank.
Graph No 9.7: Graph showing the customers view on the lacking facilities of the bank.
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Table No 9.8: Table showing customers view on the better parking facilities in the bank.
Chandigarh Business School Of Administration
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S No.
No of respondents
% age
1) 2) Total
Yes No
92 8 100
92 8 100
Interpretation: From the table it is clear that 1) 92% of respondents are satisfied with the parking facilities provided by the bank. 2) 8% of the respondents are not, satisfied by the parking facilities of the bank.
Inference: From the above table its quite clear that majority of the customers feel that bank do provide them the better parking facility.
Graph No 9.8: Graph showing does the bank has better parking facilities.
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No 8%
Yes 92%
Table No 9.9: Table showing the customers view on the knowledge level of bankers.
Chandigarh Business School Of Administration
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S No
Nos. of Respondents 32 38 22 8
% age
1) 2) 3) 4)
32 38 22 8
Interpretation: 1) From the above table its clear 2) 32% of respondents expressed their response in favour of the excellent knowledge level that the employees of the bank have. 3) 38% of respondents considered the knowledge level of the employees is good 4) 22% of the respondents gave their response in favour of the employees having fair level of knowledge. 5) 8% assumed the knowledge level of the bankers being bad which, can be of little concern for the bank.
Inference: The above table represents that the knowledge level of the employees of the bank is good.
Graph No 9.9:
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Table No 9.10: Table showing the customers view on the service competence of the banker. S No Service competence of the bankers 1) 2) 3) 4) Excellent Good Acceptable Un-acceptable 42 28 23 7 42 28 23 7 Nos. of Respondents % age
Interpretation: From the above table its clear 1) 42% of respondents answered that the service competence of the employees is excellent. 2) 28% said the service competence of the employees is good 3) 23% said service competence of the employees acceptable 4) 7% said the service competence of bankers is not acceptable.
Inference: From the above table its quite clear that majority of the customers said that the service competence of the banker is excellent.
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Graph No 9.10: Graph showing the customers view on the service competence of the bankers.
45 40 35 30 25 20 15 10 5 0 Excellent Good Acceptable Unacceptable Series1
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Table No 9.11: Table showing the presence of service delivery gap in the bank. S No Presence of service delivery gap 1) 2) Yes No 17 83 17 83 Nos. of Respondents % age
Interpretation: From the above table we observe that 1) 83% of the banks customers feel there is no delivery gap in the services rendered by the bank. 2) 17% respondents answered that there is delivery gap in the services of the bank.
Inference: From the above graph its clear that most of the customers feel there is no delivery gap in the services delivered by the bank.
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Graph No 9.11: Graph showing the presence of service delivery gap in the bank.
Yes No
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Table No 9.12: Table showing customers view on the in-effective services of the bank. S No In-effective services of the bank 1) 2) 3) Credit Card Facilities Net Banking Loan Facilities 56 28 16 56 28 16 Nos. of Respondents % age
Interpretation: From the above table its clear 1) 56% of respondents said the credit card facility is the in-effective service in the bank. 2) 28% respondents replied that net banking is in-effective service in the bank. 3) 16% respondents answered that loan facilities are in-effective which is little higher than it should have been.
Inference: From the above graph its clear that majority of the customers feel that credit card facilities and net banking services are the in-effective services in the bank.
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Graph No 9.12: Graph showing response of the customers about the in-effective services of the bank.
60
50
40
30 Series1 20
10
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Table No 9.13: Table showing the kind of services availed by the customers of the bank. S No Customer taken services 1) 2) 3) 4) S.B A/C Current A/C Locker Facility Loan Facility 36 33 16 15 36 33 16 15 Nos. of Respondents % age
Interpretation: From the above table its clear 1) 36% of respondents were holding savings bank account. 2) 33% of respondents were holding current bank account. 3) 16% of the respondents were also using the locker facility from the bank. 4) 15% of respondents said they were also using the loan facilities provided by the bank.
Inference: From the above graph its quite clear that most of the customers of the bank are availing only savings and current bank account.
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Graph No 9.13: Graph showing the various services availed by the customers of the bank.
40 35 30 25 20 15 10 5 0 S.B A/C Current A/C Locker Facility Loan Facility
Series1
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Table No 9.14: Table showing the customers view on the friendly services of the bank. S No Availability of the friendly services in the bank 1) 2) Yes No 92 8 92 8 Nos. of Respondents % age
Interpretation: From the above table we find that 1) 92% customers of the bank, agree that bank provides them friendly services to them. 2) 8% of customers say that the bank doesnt provide any friendly service to the customers.
Inference: The above graph shows that most of the customers of the bank agree with the fact that bank, provides them friendly service which is a positive point for the banks long term business and development. The small percentage which, consider the bank does not provide any friendly services to them needs to be consulted and make them feel the services delivered are friendly.
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Graph No 9.14: Graph showing does the bank provides friendly services.
Yes No
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11. SUGGESTIONS
From the analysis of the collected data, it is found that customers in banks expect a quick and quality service which the bank can offer without much financial burden. The
following are suggestions, which can be considered for improving the quality of service, and improve the level of satisfaction to the banking customers. 1) The bank is doing good in its area of operation which is revealed by the customer base of the bank, but the bank should consider the ways which will take them to more higher levels of growth and profitability and at the same time focus on improving the effectiveness of the loan and locker facilities of the bank. 2) The banker should properly identify the needs and wants of its customers and suggest to them the services that satisfies there need, to improve the satisfaction level of the customers towards the services offered by the bank. 3) The employees who are new to the organization should be trained regularly so that they get accustomed with the banking operation that will lead in the effective functioning of overall banking operations. 4) The bank should search for latest information technology available for their bank, so that it can be implemented to improve the quality of technology based services. 5) The bank needs to find out the causes behind the in-effective services, such that these services can be created in such am manner that they will work according to customers perception about that particular service of the bank.
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12. CONCLUSION
Privatization, the liberalization and globalization are important contemporary forces. Only those enterprise can survive, which work economically and effectively, providing customer-oriented service and using the latest technology. Today, Government owned bodies, particularly in India, are not providing customer satisfaction services, though they have a very huge infrastructure of large base. The truth of this observation becomes obvious when we observe the performance of public sector bank in India, inefficiencies of the public sector banks. Within few years, private sector banks have set a blistering pace of growth, easily beating the growth rate of public sector banks. The base for these private banks is very small, but their share in the total net profit of banking system is disproportionately high. The study has been conducted with the Jammu & Kashmir bank which is a state owned bank. In the competitive market economy, firms can survive only if it could assess the needs of the customer well in advance and meet the same in time. A customer in banking industry expects a good service, which can be fulfilled well only when the banker identifies what the customer needs. With the advent of science and technology, the banks started to offer techno-oriented services and also use this to out beat the competitors. Thus this study to some extent threw the ideas of customers expectation and how the same has been fulfilled by the Bank under study. To conclude, the bank which acts as one of the main facilitator in removing the hindrances of commerce and trade can become an effective, economic and efficient facilitator, through offering a qualitative and quick service to their customers. This will enable not only the customer to meet his needs but also the company as a whole.
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BIBLIOGRAPHY
Websites: 1. www.jammuandkashmir.com 2. www.google.com 3. www.rbi.org
Books: Research Methodology Services Marketing Services Marketing Services marketing Marketing Management Marketing Research Money Banking and Finance (G.C Beri, McGraw Hill Publication) (S M Jha Himalaya Publications, 6th revised edition 2003) (Dr Natrajan, Mergham Publication) (Zeithamal, Bitner, Mcgraw Hill Publication, fifth Edition) (Phillip Kotler, Prentice Hall- Gale. 1999) (C.R Kothari, New Age International Publishers) (S.K Sinha, Bsc Publishers and co. 2009)
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ANNEXURE
Please co-operate to fill this Questionnaire Questionnaire for customers: Name: - --------------------------------------------------------Address --------------------------------------------------------Telephone No ----------------------------------------------Email ID-----------------------------------------------------Age: - --------------------------------------------------------Sex ---------------------------------------------------------------
1. What is your level of satisfaction about the services provided by the Bank? a) Highly satisfied b) Satisfied c) Partly satisfied d) Not satisfied
2. Which of the following you consider best in the bank a) Prompt service
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d) Infrastructure facilities
3. How do you rate the knowledge level of the bankers about various schemes of the bank ? a) Excellent
b) Good
c) Acceptable
d) Fair
4. Have you encountered with following problems in the bank a) Waiting in the queue b) Unpleasant behaviour of the bankers c) Poor infrastructure d) Poor response of the banker
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6. Which of the following personnel of the bank treat you friendly a) Security b) Banker at receipt counter c) Banker at cash counter d) Bank Manager e) Asst. Bank Manager f) Peon g) All h) None
7. Has there been any service encounter that you had in the bank a) Yes b) No
8. Is there any difference between the services promised and services delivered a) Yes b) NO
9. How does the bank keep you occupied while you are waiting for the service
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10. Have you come across any lack of facilities during the service in the bank a) Non availability of banker b) ATM Problem c) Lack of ambience d) Lack of transaction documents
12. Which of the following you consider for evaluating the services quality of the bank a) Creditability b) Responsiveness c) Competence d) Access e) Communication
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14. Does the banker provide customer friendly service a) Yes b) No Your suggestions please -----------------------------------------------------------------------------------------------..Thank you for your co-operation
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