Preface

Banks perform a

arefinancial veryimportant a

institutions function inthe

that economy. bank is aninstitution and types on credit. the Banks of basis In

the words of R.R. Paul, which deals withmoney

can be classifiedinto many their functions, most ownership a country is the bank of all banks. This bank controls the monetary and country. Commercial banks all kinds of banking business.

etc.

The central bank of authoritative observes and the ast

credit

system

of

are those banks that perform !amples may be, BR"C Bank #td., $outh

Bank #td, %ne bank etc. Industrial Banks are also termed as Investment banks. They meet the financial needs of the industries, generally medium term and long term. !amples of such kinds of banks may be B$R$ & Bangladesh $hilpo Rin $angstha. "gricultural Banks meet the financial needs in the agriculture sector of a country. !amples of this kind can be' (rameen Bank, Bangladesh )rishi Bank. *or economic development of any country standard maintenance of banking industry is important. *inancial condition is strongly depends on Banks. BR"C Bank is a scheduled commercial bank established under the Bank Companies "ct +,,+ and incorporated as a public company limited by shares on -. /ay +,,,

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under the Companies "ct +,,1 in Bangladesh. The primary ob2ective of the bank is to carry on all kinds of banking businesses. The Bank could not start its operations till 3 4une, -..+ since the activity of the Bank was suspended by the 5igh Court of Bangladesh. $ubse6uently, the Bank has started operations from 1 4uly, -..+. "t present the Bank has -7 Branches, 08 9onal offices and 3+3 unit offices of $/ :$mall ; /edium nterprise<. =hile performing internship it was seen that the present system is time consuming both for the bankers as well as the clients. ven though these customers aren>t a?c holders of the bank, the goodwill and negative word of mouth of the bank and its overall image of 6uality service are hampered. Integrating IT with the present work process yields an easier work process and ensures better 6uality of service. $mooth service provision means goodwill and an image of the employees serving and the overall bank is created. 5ence it will increase the number of deposit accounts. "lso, a high level of attention towards customer service can be given. Time consumption of the workflow is reduced and hence an effective service can be provided to clients and customers. In respect to the services marketing triangle, the Company, the employees and the customers could work together in achieving the goals of bank. %ne is the Company producing the goods and services, performs e!ternal marketing and internal marketing with the customers and employees respectively. =hile the others, are the employees and customers, conducting interactive marketing respectively. Providing technical training to the employees time to time and appreciating the work performed and motivating towards better service is recommended for internal marketing.

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Involve customers in attaining a service so that swift service can be ensured. Creating a loyalty program for client, so that, customer can becomes client. Informing the clients about the new services that are launched and having cordial behavior towards the customers are recommended for marketing respectively. !ternal and internal

Aim of the report

I am a student of BB" :/arketing< conducting internship at BR"C Bank #td. @indaba9ar Branch. I was placed to gain a real life work e!perience for a period of three months to find out the way it operates. The aim of this report is to provide the reader of what flaws I have found :in conte!t of /arketing< at the appointed branch. $ome recommendations on how these flaws can be rectified are also provided.

Objective of the report

The ob2ectives of my report are as follows'
+. To become ac6uainted with the services provided by the BR"C Bank,

ast

@indaba9ar Branch.
-. To know about their marketing strategies based on seven important elements of

marketing mi!, which is control by the BR"C Bank.

3. To know about the problem and barriers they are facing in providing services. 1. To measure customer satisfaction according to the services of Bank.

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8. To know about the problem and barriers that customer are facing after having

the services and at the time of receiving the services.

0. To know what are the benefits and services that the customers are e!pecting

from the Bank.

Methodology
" wide range of literature will reviewed to gather necessary information about the sub2ect matters of this study. These literatures include the te!ts, profile, annual reports, documentationA different /anuals etc. The data collected for this study was the mean s of a survey. The survey will be done on the customers and staff of the Bank by personal observation and interview and some data will be collected from the 2ournal and website of BR"C Bank. " thorough and insightful observation will be conducted on the various "dministrative, Interventional and /arketing philosophies, approaches and practices to collect necessary information. Biscussion with the staffs and other related persons to generated standard information for the study is also a comprising tool and also important instructions from the pro2ect supervisor.

Collection of primary data: I have collected many of the data and information
from my practical e!perience and 6ueries from the officers while doing my internship at BR"C Bank #imited. Information and data regarding products ; services, banking operations, organi9ation structure, management personnel and policies were collected from this source.

Collection of secondary data: Bata regarding the operations of BR"C Bank

#imited and analysis of financial statement were collected from secondary sources like annual report, bank profile brochures, manuals and publications of BR"C Bank #td.

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Limitations
%ne of the main limitations in conducting this research was time constraints. !tensive research was not possible due to time constraints as well as restriction posed by the organi9ation. "s it is internship, real life work is to be done and hence there was an intention of doing a survey for collecting primary data. The primary data could not be collected from other sources than observation. The 6uestionnaire illustrates an individual>s perception hence will vary from person to person. $ometimes customer may not be interested to fill up the survey forms.

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Part C "' Review on Banking and Banks

Introduction

In the year +,7-, the government of Bangladesh restructured the total banking system of the country and passed the Bank Dationali9ation %rder&7-. "ccordingly, all the commercial banks of Bangladesh were nationali9ed and put under the control of Bangladesh Bank :central bank of the country<<. "t that time there were 0 nationali9ed commercial banks. They were, $onali Bank, 4anata Bank, "grani Bank, Rupali Bank, Pubali Bank #td. and Ettara Bank #td. $ubse6uently Dationali9ation %rder was cancelled and Pubali Bank #td and Ettara Bank #td were allowed to function as private commercial banks, keeping the other 1 banks as Dationali9ed Commercial Banks :DCB<. In the time of, the (overnment : rshad reign< 7 new private banks got license for commercial operation. These were called the first generation banks. In +,,. BDP (overnment issued licenses to 7 more banksA which were called the second&generation banks. In +,,0, "wami #eague (overnment allowed +- more banks. These were called the third generation banks. Dine foreign commercial banks, 1 nationali9ed commercial banks and 8 development&financing institutions are working in the country. "t present 3. private commercial banks are operating with an annual gross profit of Tk.+38.... crore. The annual average profit portfolio of e!isting private banks is Tk.18... crore. The total number of banks in the country is 1, now.

/eaning of a Bank

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Banks are financial institutions that perform a very important function in the economy. =e have across various kinds of banking functions in our every day life. !amples of these could be cash from your bank account either by a che6ue or an "T/, depositing money, paying bills and many more. "ccording to Crowther, a bank Fcollects money from those who have it to spare or who are saving it out of their incomes, and it lends this money to those who re6uire it.G "ccording to )inley, Fa bank is an establishment which makes to individuals such advances of money as may be re6uired and safely made, and to which individuals entrust money when not re6uired by them for use.G In the words of R.R. Paul, a bank is an institution which deals with money and credit. It accepts deposits from the public, makes the funds available to those who need them, and helps in the remittance of money from one place to another. "ccording to 4ohn Paget, Fno body can be a banker who does not :+< take deposit accounts, :-< take current accounts, :3< issue and pay che6ues, :1< collects che6ues&crossed and uncrossed for its customers.G In short, from the above, the term Bank in the modern times refers to an institution having the following features: a) It deals with money. It accepts deposits and advances loans. b) It also deals with creditA it has the ability to create credit. i.e., the ability to e!pand its liabilities as a multiple of its reserves. c) It is commercial institutionA it aims at earning profit. d) It is a uni6ue financial institution that creates demand deposits which serve as a medium of e!change and, as a result, the banks manage the payment system of the country.

Types of banks

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Banks can be classified into many types on the basis of their functions, ownership etc. They are'

Central Banks

The central bank of a country is the most authoritative bank of all banks. This bank observes and controls the monetary and credit system of the country. It has the monopoly to issue a country>s currency. But in this conte!t, the (overnment of Bangladesh issues and supplies Tk.+ and Tk. - notes and coins only. =hile, the central bank of our Bangladesh i.e., Bangladesh Bank issues currency notes from Tk. 8 onwards, and coins of Tk. 8 only. Bangladesh Bank acts as an agent, a custodian and a banker to the (overnment of Bangladesh and other commercial banks. It performs the function of leader of last resort to the government as well as the commercial banks.
Commercial Banks

Commercial banks are those banks that perform all kinds of banking business. They also act as financer of trade and commerce to the general public. !amples may be, BR"C Bank #td., $outh ast Bank #td, %ne bank etc.

nd!strial Banks

These banks are also termed as Investment banks. They meet the financial needs of the industries, generally medium term and long term. They play a significant role in the development of industries in the country. banks may be B$R$ & Bangladesh $hilpo Rin $angstha. !amples of such kinds of

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Agric!lt!ral Banks

These banks are those, which meet the financial needs in the agriculture sector of a country. !amples of this kind can be' (rameen Bank, Bangladesh )rishi Bank. There are many more types of banks but in general it can be easier to understand if you look at the figure.

Commercial Banking "tr!ct!re at Present

Bangladesh Bank, the central bank of the country, is the guardian of banking institution of Bangladesh. Bangladesh Bank :BB< head office is located at /oti2heel, Bhaka. There are two branches in Bhaka and there is one branch in each division. The structure of banking system is presented in the following table. There are four DCBs operating with HH0 average branches per bank, +3 *CBs operating with - average branches and +3 PCBs operating with 18 average branches. In Bangladesh around 78I people live in rural areas. Erban&rural ratio for DCBs is ..8 :Calculated from Juarterly $cheduled Bank $tatistics<, which is in line with the necessity of rural branches in our country. There are no *CBs in rural area and PCBs has very few branches in rural areas. *CBs are guided by the policy of their parent company but private banks should open their branches in rural areas.

Table 1: Commercial Banking Structure at Present Page , of 0-Page , of 0-Page , of 0-

#ype Dationali9ed Commercial Banks *oreign Commercial Banks Private Commercial Banks

$!mber 1 +3 -,

Branches 3818 3+ +-,1

%mployee 0-.,+ +318 -87-7

Average Branches per Bank HH0 18

Source: Economic Trends and Annual Reports of Bangladesh Bank, une !""#$

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Part & B: B'AC Bank Profile ntrod!ction

BR"C Bank #imited, one of the latest generation of commercial banks which started its 2ourney on the 1th 4uly -..+ with a vision to be the absolute market leader through providing the entire range of banking services suitable to the needs of modern and dynamic banking business as well as to promote broad based participation in the Bangladesh economy through the provision of high 6uality banking services. The uni6ue strength of BR"C Bank lies in the fact that BR"C one of the world>s largest private development organi9ation is its key shareholder and the bank>s vision are thus aligned with those of BR"C D(%. BR"C Bank is gradually growing up to establish itself in the Banking arena of Bangladesh to be the market leader in terms of service 6uality and a trusted partner in the development of Bangladesh. *or economic development of any country standard maintenance of banking industry is important. *inancial condition is strongly depends on Banks. BR"C Bank is a scheduled commercial bank established under the Bank Companies "ct +,,+ and incorporated as a public company limited by shares on -. /ay +,,, under the Companies "ct +,,1 in Bangladesh. The primary ob2ective of the bank is to carry on all kinds of banking businesses. The Bank could not start its operations till 3 4une, -..+ since the activity of the Bank was suspended by the 5igh Court of Bangladesh. $ubse6uently, the Bank has started operations from 1 4uly, -..+. "t present the Bank has 0, Branches, 8, $/
$ervice Center, +77 "T/ Booths and 1-, unit offices of $/

:$mall ; /edium

nterprise<.

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Backgro!nd
BR"C Bank is a scheduled commercial bank established under the Banking Companies "ct, +,,+ and incorporated as a public company limited by shares on -. /ay, +,,, under the Companies "ct, +,,1 in Bangladesh. The primary ob2ective of the Bank was suspended by the 5igh Court of Bangladesh. $ubse6uently, the 2udgment of the 5igh Court was set aside and dismissed by the "ppellate Bivision of $upreme Court on .1 4une, -..+ and accordingly, the Bank has started operations from .1 4uly, -..+. BR"C Bank has a uni6ue institutional shareholding between BR"C, the largest B*% in the world, the International *inance Corporation :I*C<, the commercial arm of the =orld Bank (roup, and $hore Cap International, a concern of $hore Bank Corporation, "merica>s first and leading community development and environmental banking corporation. " fully operational Commercial Bank, BR"C Bank focuses on pursuing une!plored market niches in the $mall and /edium nterprise Business, which hitherto has remained largely untapped within the country. "lmost 1.I of BR"C Bank>s clients had no prior e!perience with formal banking. The Bank has 3+3 regional marketing unit offices offering services in the heart of rural and urban communities and employs about +-.. business loan officers& around 7.I of total staff. $ince inception in "ugust -..7, the Bank>s footprint has grown to -7 branches, 3+3 $/ unit offices and -1 "T/ sites across the country, and the customer base has e!panded to +, ,., ... deposit and 8., ... borrowers through -..8. In the last four and half years of operation, the bank has disburses over BBT +, H.. crore in

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loans to nearly 18, ... small and medium entrepreneurs. The management of the Bank believes that this sector of the economy can contribute the most to the rapid generation of employment in Bangladesh. The bank operates under a Fdouble bottom lineG agenda where profit and social responsibility go hand in hand as it strives towards a poverty&free, enlightened Bangladesh.

Company Profile
BR"C Bank #imited, with institutional shareholdings by BR"C, International *inance Corporation :I*C< and $horecap International, has been the fastest growing Bank in -..1 and -..8. The Bank operates under a Kdouble bottom lineK agenda where profit and social responsibility go hand in hand as it strives towards a poverty&free, enlightened Bangladesh.

" fully operational Commercial Bank, BR"C Bank focuses on pursuing une!plored market niches in the $mall and /edium nterprise Business, which hitherto has remained largely untapped within the country. In the last five years of operation, the Bank has disbursed over BBT +8.. crore in loans to nearly 8.,... small and medium entrepreneurs. The management of the Bank believes that this sector of the economy can contribute the most to the rapid generation of employment in Bangladesh. $ince inception in "ugust -..7, the BankLs footprint has grown to -7 branches, 38. $/ unit offices and -1 "T/ sites across the country, and the customer base has e!panded to more than 3..,... deposit and 0.,... advance accounts through -..7. In the years ahead BR"C Bank e!pects to introduce many more services and products as well as add a wider network of $/ unit offices, Retail Branches and "T/s across the country.

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B'AC Bank(s )ision* Mission and +oal

BR"C Bank promotes broad&based participation in the Bangladesh economy through the provision of high 6uality banking services. BR"C Bank will do this by increasing access to economic opportunities for all individuals and business in Bangladesh with a special focus on currently under&served enterprises and households across the rural C urban spectrum. BR"C Bank intends to set standards as the /arket leader in Bangladesh. It will demonstrate that a locally owned institution can provide efficient, friendly and /odern full& service banking on a profitable basis. BR"C Bank goal is to provide mass financing to enable mass production and mass consumption, and thereby contribute to the development of Bangladesh. The Bank>s goals are thus aligned with those of BR"C. %ision of the bank: BR"C Bank vision is to build a profitable and socially responsible financial institution focused on /arkets and Businesses with growth potential, thereby assisting its stakeholders build a 2ust, enlightened, healthy, democratic and poverty free Bangladesh. &ission of the bank: Corporate mission of BR"C bank are as follows' , $ustained growth in Lsmall ; /edium nterpriseL sector. , Continuous low cost deposit growth with controlled growth in Retained "ssets. , Corporate "ssets to be funded through self&liability mobili9ation. (rowth in "ssets through $yndications and Investment in faster growing

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sectors. , Continuous endeavor to increase fee based income.

, )eep our Bebt Charges at -I to maintain a steady profitable growth. , "chieve efficient synergies between the bankLs Branches, $/ Enit %ffices and BR"C field offices for delivery of Remittance and BankLs other products and services. , /anage various lines of business in a fully controlled environment with no compromise on service 6uality. , )eep a diverse, far flung team fully motivated and driven towards materiali9ing the bankLs vision into reality. 'oal of the bank: BR"C Bank will be the absolute market leader in small and medium enterprise business through out Bangladesh. It will be a world C class organi9ation in terms of service 6uality and establishing relationships that help its customers to develop and grow successfully. It will be the Bank of choice both for its employees and its customers, the model bank across the globe.

B'AC Bank(s Long #erm "trategy

$ummed up in a single sentence, banks long&term strategy is to go where the market is. "s a result of the achievement of the micro&credit providers, Bangladesh now has an hour glass shaped banking market in which credit and other limited financial services are valuable to both very large and very small businesses and very wealthy and very poor individuals. =hile there is well& known informal system that provides credit to businesses, virtually nothing is

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available from either banks or micro finance provider to the million the middle C businesses and individual& who are severely constrained in their ability to produce and save for lack of access to financial resources and services. Entil modern, competitive financial services are readily available C including credit in amounts, terms and conditions that small can access, Bangladesh will not be able to create the large middle class that is a prere6uisite to social stability.

B'AC Bank(s )al!es

%ur $trength emanates from our owner & BR"C. This means, we will hold the following values and will be guided by them as we do our 2obs. BR"C Bank holds the following values' , Malue the fact that we are a member of the BR"C family , Creating an honest, open and enabling environment. , 5ave a strong customer focus and build relationships based on integrity, superior service and mutual benefit. , $trive for profit ; sound growth. , =ork as a team to serve the best interest of our owners. , Relentless in pursuit of business innovation and improvement. , Malue and respect people and make decisions based on merit.

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, Base recognition and reward on performance. , Responsible, trustworthy and law&abiding in all that we do.

"hareholders
BR"C Bank #imited, with institutional shareholdings by BR"C, International *inance Corporation :I*C< and $hore cap International, has been the fastest growing Bank in -..1 and -..8.

Table !: Shareholding Structure "hareholders BR"C I*C $hore Cap International (eneral Public through IP% Don&Residents Bangladeshi>s /utual funds through IP% #otal Percent 3+.71I ,.8.I H.70I 1.I 8I 8I -../ 'raph 1: Shareholding Structure

B'AC

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BR"C, a national, private organi9ation, started as an almost entirely donor funded, small&scale relief and rehabilitation pro2ect initiated by *a9le 5asan "bed to help the country overcome the devastation and trauma of the #iberation =ar and focused on resettling refugees returning from India. Today, BR"C has emerged as an independent, virtually self&financed paradigm in sustainable human development. It is one of the largest $outhern development organi9ations employing ,7,+,- people, with 0+I women, and working with the twin ob2ectives of poverty alleviation and empowerment of the poor.

0C
International *inance Corporation :I*C< is the commercial wing of =orld Bank. Esing certain channels and overseas representatives, I*C it helps local financial institutions find profitable ways to target small and medium si9ed companies. *unding comes from the "sian Bevelopment Bank, Canada, the uropean Commission, the Detherlands, Dorway, the Enited )ingdom and I*C itself. I*C is a +,I shareholder in BR"C Bank. " new assistance program signed in "ugust -..8 aims to double the bank>s number of small and medium enterprise clients in +H months through campaigns to target women entrepreneurs and rural clients, introduce new products and train branch managers.

"hore Cap international

$horeCap International #td. is an international private non&profit, e6uity company seeking to invest in small business banks and regulated micro finance institutions in countries with developing and transitional economies. *ounded in mid -..3, $horeCap has a current base of N-H.3 million in capital commitments and seeks to support the growth of development finance institutions in "frica, "sia and astern urope. The institution has made investments totaling N7 million in Bangladesh, India, Cambodia, "rmenia, /ongolia and )enya. $horeBank is a ,I investor of
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$horeCap

and

runs

the

management

company,

which

oversees

investmentbactivities. $horeCap typically invests between N8..,... and N- million for an ownership position of +.&-8I of a company. "s a minority shareholder, $horeCap seeks financial institutions with a strong, e!perienced management team and a committed set of local development&minded investors. $horeCap currently owns +HI of BR"C Bank #imited.

Capital str!ct!re
Table (: Capital Structure "hareholder BR"C I*C $hore cap international #otal Percentage 03I +,I +HI -../

Management #eam
Table ): The Management Team of BRAC Bank -1 mran 'ahman C % ; /anaging Birector 31 4aiser #ami5 Amin Chief %perations %fficer 81 'ais 9ddin Ahmad Company $ecretary ; 5ead of Risk /anagement Page +, of 0-Page +, of 0-Page +, of 021 0ar!k Ahammad 5ead of *inancial "dministration 61 0ar5ana Cho7dh!ry 5ead of $mall ; /edium nterprise :$/ < -.1 Md1 'ahmat Pasha 5ead of Treasury

:1 "aif!ddin M1 $aser 5ead of Retail Banking ;1 Md1 'afat 9llah 4han 5ead of Credit <1 $a!shad =!ssain 5ead of $ecured Remittance $ervice >1 #ahniyat Ahmed 4arim 5ead of 5uman Resources

--1 4h7aja "hahriar 5ead of Corporate Banking -31 "hah Alam Bh!iyan 5ead of "sset %perations -81 Mi5an!r 'ahman Cho7dh!ry 5ead of Information Technology :IT<

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Board of ?irectors
Table *: Board of Director of BRAC Bank

-1 0a5le =asan Abed Chairman 31 0ar!A!e A1 Cho!dh!ry Birector 81 "yed =!may!n 4abir Birector :1 Md1 Amin!l Alam Birector

;1 @!a5i M1 "harif!l Ala Birector <1 Pa!l ?1 Christensen Birector

>1 mran 'ahman /anaging Birector

Prod!cts and "ervices offered by the B'AC Bank

Products and $ervices offered by BR"C bank are as follows'
+

$/ :$mall ; /edium nterprise< Banking'

+. "nonno Rin +. "purbo Rin +. Pathshala Rin +. "roggo Rin +. Bigoon Rin +. $upplier *inance +. Prothoma Rin +. BI@D $$ "ccount

Retail Products'
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A$ Loan Products:
+. $alary #oan +. D%= #oan +. Car #oan +. Teachers> #oan +. $tudy #oan +. Travel #oan +. Credit Card #oan +. Top Ep #oan +. 5igh&*lyer #oan +. $ecured #oan? %B +. Ensecured Personal #oan +. BoctorLs #oan

B$ Deposit Products:
+. *i!ed Beposit +. Interest *irst *i!ed Beposit +. "biram "ccount +.

@ee "ccount

+. BP$ :Beposit Premium $cheme< +. $avings "ccount +. $hort Term Beposit "ccount +. Current "ccount +. $alary "ccount +. (eneral *i!ed Beposit +. $tep Ep *i!ed Beposit +. Femina "ccount :D =, launched in /arch, -..7<

Cards:
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+. "T/?Bebit Card'

,"T/ Bebit Card features ,"T/ #ocations ,P%$ %utlet ,#ost Card?Card Replacement ,5elpline
+. BR"C Bank Credit Card +. Co&Branded Card'

,"arong ,"#IC% ,BI" (old $tudent Corner'

-. $tudent *ile -. Campus "ccount -. $tudent #oan

$/$ Banking D%D&$top Banking *O&$ervice /edical *ile BR"C Bank Birect' ,Internet Banking %nline Banking Misa *ee Collection' ,"ustralian Misa "pplication ; *ees Collection ,Enited )ingdom Misa "pplication ; *ees Collection ,Thailand Misa "pplication ; *ees Collection ,Canadian Misa "pplication ; *ees Collection

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C$ on!Funded Business:
+

5ello ngland?"ustralia?Thailand' ,*astest Transfer of /oney ,*oreign Currency ; Traveler>s Che6ue ,$tudent *ile ,BP$ "ccount ,$avings "ccount

Phone Banking Corporate #oan Products' ,%verdraft ,Term #oan ,#ease *inance ,#oan "gainst Trust Receipt :#"TR< ,=ork %rder *inance ,/edium nterprise

Trade *inance' ,#etter of Credit :#C<? #etter of (uarantee :#(< Corporate Cash /anagement' ,DC$ ,PT$ ,"dvantages to mployers ,"dvantages to mployees ,Cash /anagement $ervices

+$ Secure Remittance Ser"ice #SRS$:

0 0

Remittance Payment Probashi Products' ,Probashi Current "ccount

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,Probashi $avings "ccount ,Probashi BP$ ,Probashi *i!ed Beposit ,Probashi Biniyog ,Probashi "biram

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Part B C: B'AC Bank Ltd: Cindaba5ar Branch Backgro!nd

The $ylhet @indaba9ar Branch was started from -7th Becember -..1. It is the second branch in $ylhet. The first branch of $ylhet is $ylhet Branch, located at $ubidba9ar, $ylhet. @indaba9ar Branch is the cluster Branch of Brac Bank $ylhet @one. The /anager of this branch is designated as the "ssistant Mice PresidentA he is also the Cluster /anager of $ylhet @one. Beside this In @indaba9ar Branch there is one B$$/ :Branch $ales and $ervice /anager< and two C$/ :Customer $ervice /anager< for day and evening business. !cept them there are four B$$% :Branch $ales ; $ervice %fficer<, %ne 5ead Teller :5T< for cash counter, *ive CC$% :Cash ; Client $ervice %fficer< for day time banking and two CC$% for evening banking and one officer for =estern Enion money transfer, There is also one clearing officer for clearing activities. They all are internal branch members. !cept them there are also some members who work for the branch but they are not directly members of the branch they are, an e!ecutive for foreign transactions, %ne Customer $ervice "dvisor :C$"< under card division and a complete team of sales including some business e!ecutives. There also another e!ecutive and officer who works for the branch in M*$ and I%/ in $ylhet. This branch also has some peons and cleaners. The environment of this branch is 6uite friendly. "ll the staffs are very helpful to each other.

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Organi5ational "tr!ct!re of B'AC Bank Ltd1 of %ast Cindaba5ar Branch* "ylhet:

,igure !: %rgani&ational Structure of BRAC Bank Ltd' of (ast )inda*a&ar Branch+ S,lhet

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Prod!cts and "ervices offered by the B'AC Bank* Cindaba5ar Branch

Products and $ervices offered by BR"C bank, @indaba9ar Branch is as follows'

+

Retail Products' A1 #oan Products'

+. $alary #oan +. D%= #oan +. Car #oan +. Teachers> #oan +. $tudy #oan +. Travel #oan +. Credit Card #oan +. Top Ep #oan +. 5igh&*lyer #oan +. $ecured #oan? %B +. Ensecured Personal #oan +. BoctorLs #oan

B1 Beposit Products'
+. *i!ed Beposit +. Interest *irst *i!ed Beposit +. "biram "ccount +.

@ee "ccount

+. BP$ :Beposit Premium $cheme< +. $avings "ccount

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+. $hort Term Beposit "ccount +. Current "ccount +. $alary "ccount +. (eneral *i!ed Beposit +. $tep Ep *i!ed Beposit +. Femina "ccount :D =, launched in /arch, -..7< +. BI@D $$ "ccount +

Cards' -1 "T/?Bebit Card' ,"T/ Bebit Card features ,"T/ #ocations ,P%$ %utlet ,#ost Card?Card Replacement ,5elpline 31 BR"C Bank Credit Card 81 Co&Branded Card' ,"arong ,"#IC% ,BI" (old

?1 $tudent Corner'
+. $tudent *ile +. Campus "ccount +. $tudent #oan

%1 %thers'
+ +

$/$ Banking D%D&$top Banking

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7. *O&$ervice H. /edical *ile ,. BR"C Bank Birect'

,Internet Banking
+.. %nline Banking ++. Misa *ee Collection'

,Enited )ingdom Misa *ees Collection 01 Don&*unded Business'

H

5ello ngland?"ustralia?Thailand' ,*oreign Currency ; Traveler>s Che6ue ,$tudent *ile ,BP$ "ccount ,$avings "ccount

Phone Banking

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"ervices ?elivered by the B'AC Bank* Cindaba5ar Branch D$e7 C!stomer)

*or receiving services customer need to come to the bank. "t first they meet with the guard and receive a warm welcome from them. Then guard asked the customer what they want and send to the right place. *or receiving customer services they have to take token from the bo! and walk off for the e!act customer service counter. $ome customers come to meet with Branch $ales and $ervices /anager or to meet with Customer $ervice /anager. "lso some come to withdraw money from other person>s account with "?C holder>s che6ue or to deposit money to other>s account. $ome come to know about credit card. "lso some customer of western union money transfer comes to receive money. ach customer received proper treatment and warm welcome from each staff.

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ntrance ,igure (: Customer Ser"ice Structure for e- Customer

(uard

C$%&1 Token

Credit Card Branch $ales and $ervices /anager

=estern Enion

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Customer $ervice /anager Cash Counter

C$%&3

C$%&+ C$%&-

"ervices ?elivered by the B'AC Bank* Cindaba5ar Branch D%Eisting C!stomer)

!isting customer of BR"C Bank knows what they want and what they have to do for getting appropriate services. /ost of the customers come for withdrawing money from "T/ Booth and cash counter for depositing as well as withdrawing
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big amount of money. They can also use the P%$ machine for withdrawing money. If they want to take the services from C$% :Customer $ervice %fficer< desks then they have to take token from the token bo!. $ometimes some of the customers come to meet with Branch manager or to meet with C$/ :Customer $ervice /anager<. If the customer want to know his?her "?C balance or any information regarding his?her account then he?she take help from the phone banking desk. If they want to receive money from western union money transfer then they need to go to the western union desk. "lso there is one desk for credit card customer.

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ntrance ,igure ): Customer Ser"ice Structure for (.isting Customer "T/ Booth

Phone Banking (uard

C$%&1 Token

Credit Card

=estern Enion Branch $ales and $ervices /anager

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Customer $ervice /anager

Cash Counter C$%&3 C$%&+ C$%&-

Part B ?: Marketing Activities of B'AC Bank Ltd1* Cindaba5ar Branch "ervices Marketing #riangle D"M#) Concept
The concept of $ervices /arketing Triangle is that, three key players interlinked
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together to develop, promote and deliver services. :Bitner ; @eithaml, - nd dition International, $ RMIC $ /"R) TID(< "ccording to the definition three key players are'
+. #he Company: "n organi9ation that produces and sells services

simultaneously.
+. #he

C!stomers:

ntities

purchasing

and

consuming

services

simultaneously.
+. #he %mployee' People who are employed by the company to sell and

deliver the service simultaneously. =hile, discussing the interlinking, they are performed by marketing at three levels.
+. The Company performs e!ternal marketing and internal marketing with the

customers and employees respectively.

+. The employees approach the customers through interactive marketing for

selling and delivering the service.

+. Customers become dissatisfied if promises are broken by the firm>s

employees, subcontractors or agents and they eventually leave. Customers become satisfied if promises are kept.

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0ig!re ;: $ervices /arketing triangle

The Company

/nternal Marketing

(.ternal Marketing

mployee

Customer
/nteracti"e Marketing

The following section discusses how the marketing are performed among the three key players'

Performing Marketing
%F#%'$AL MA'4%# $+:

In discussing how the e!ternal marketing is performed by the company in promoting a service towards customers is a broader concept stating what and how it is selling its services. "s the company produces services which are intangible, perishable etc in featuresA thus covering all aspects of the services marketing mi!, which are the 7 Ps. They are as follows'

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+. -roduct: BR"C Bank is selling banking services. !amples can be (eneral

Banking, *oreign Remittances, #oans etc. #et the main focus be on the customer services of B'AC Bank* Cindaba5ar branch1
-. -rice: The bank is not charging customers daily any price for delivering the

servicesA they 2ust take the yearly service charge at a minimum rate.
3. -lace: Customer services are delivered through the branches of BR"C

Bank, wherever it is e!istent, and help customers resolving their problem as much as possible.
1. -romotion: To promote a service different kinds of promotional tolls are

used. Tools like advertising, sales promotion, brand merchandising etc. This is done infre6uently by the bank and the decisions are mostly made centrally.
8. -eople: The bank employees who are delivering this service and the clients

who take the services.

0. -hysical E.idence: This involves the environment that is present in the

BR"C Bank, @indaba9ar branch. It is rich in the case of @indaba9ar branch.

7. -rocess: The process of customer service is the means of delivering.

Customer come to the branch and talk with the customer service officer and customer service officer solve their problems. In order to observe the success of e!ternal marketing, the 7 Ps discussed have to be balanced in order to ensure smooth service. FThe more 6uickly the service, the more happy the customers and the more happy the customers, the more profit the

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bank can earnG.

$#%'$AL MA'4%# $+:

Internal marketing is performed between the company and the employees. In a services organi9ation, the people and the process play a very important role in delivering the service to its customers. Both these tools have to be e6ually balanced by utili9ing resources like technology and manpower available within the environment. There are times evident that if a process is inefficient and people are less well trainedA it is hard to create a positive image about the company delivering the particular service.
$#%'AC# )% MA'4%# $+:

It is performed by the employees towards the customers in selling and delivering the service. mployees are the important factor in selling and delivering particular services to particular customers. This is because they are in interaction with the consumers in delivering a service.

+aps 0o!nd in the "M#

In respect to different marketing activities, there were 6uite a few gaps found. They are discussed as follows'
%F#%'$AL MA'4%# $+:

+. Promotional activities are not done efficiently, in order to promote the

services of BR"C Bank, @indaba9ar branch.

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-. #ack in using the proper media for promotional activities. 3. The 7 Ps of services marketing mi! are not in balance with each other to

ensure 6uality service. The gap is e!istent among the people and the process of delivering the service.

$#%'$AL MA'4%# $+:

+. The people are not ac6uainted with the usage of modern technology. -. "s this report focuses on the customer service, it was fre6uently observed

that in the busy day there were long wait of customers to get the services but there are no enough places for customers to sit, which hampers the smooth operation of the service delivery.
$#%'AC# )% MA'4%# $+:

+. Bue to long standing wait customers shows temper sometimes and it>s

create negative impact on other customers and as well as on employees mind.

-. Bue to the earlier gap, a miscommunication leads to negative perception of

the overall BR"C Bank, @indaba9ar branch and services it is offering.

3. BR"C Bank, @indaba9ar branch is a busy branch but the si9e of the branch

is not ade6uate to serve its customer.

'ecommendations in removal of eEisting gaps

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The recommendations to fill the gaps by the key players are as follows'

The Company'
The Company is the 5ead of BR"C Bank. In the case of internal marketing, the Company could do as follows'
+. Esing up to date technologies so that the employees can be motivated to work

in a modern environment.
-. Providing technical training to the employees time to time. 3. Providing training to employees regarding attitude and behavior towards

customers so that they can easily handle any bad situation.

1. The 5R should recruit the best person fro the bank based on their merit. 1. "ppreciating the work performed and should motivate the employees. 8. 4ob satisfaction and proper incentives should provide. 0. Deed to improve the Branch>s internal environment. It should be more

friendly and convenient for bothA employees ; customers.

7. Deed to improve the organi9ation>s internal culture.

In case of e.ternal marketing, the 5ead of BR"C Bank could'

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+. Involve customers in attaining a service so that swift service can be ensured. 3. Create a loyalty program for clients, so that customers can become clients. 1. e&marketing should introduce properly in regards to e!ternal marketing. 8. Regular monitoring and feedback is necessary 0. Dew products and services should introduce to serve the different market

segments.
7. Proper and updated media should use for promotional activities. H. Co&operation between departments should strengthen and the departments

should be informed.

The mployee
In interacti"e marketing by the employees, they could perform the following'
+. Informing the clients about the new services that are launched. -. 5aving cordial behavior towards the customers. 3. 5elping them at all possible ways in terms of banking services. 1. The employees should be well informed about the banks products and

services.
8. "lways should try to provide the best effort.

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+ap Model Analysis

,igure #: Customer 0ap

The Customer (ap

!pected $ervice

Customer (ap

Perceived $ervice

The central focus of the gap model is the customer gap, the difference between customer e!pectations and perceptions. !pectations are the reference points customers have coming in to a service e!perienceA perceptions reflect the service as actually received. The idea is that organi9ations will want to close this gap C between what is e!pected and what is received C to satisfy their customers and build long C term relationships with them. Buring my internship I asked 3. customers of BR"C Bank, @indaba9ar branch about their services and surprisingly most of them are satisfied with the services, in fact some of them are delighted with the present service. The key findings of

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my small survey are as follows'

+. Customer Satisfaction: "bout 03I customers :among 3. total +, customers

said they are satisfied< are satisfied with the present services provided by C$%s.
-. Slo/ Ser.ice: "bout -8I customers complain that the services are slow.

$pecially 8 customers mentioned about the service of cash counter that they have to wait for long time to withdraw or deposit the money. %ne customer told that he is not getting 3 /onths statement regularly, it delay sometimes but though he mentioned that it is the problem of this branch but actually the statement comes from head office which he may not know. "nother customer told that he needs to wait for 3days to get a che6ue book which should not be done because it creates problem for him. "nother customer said that he was not clear about the services counter, i.e., specially he was confused about the counters.
3. AT& Ser.ice: -.I customers complain about the "T/ services which remain

out of use most of the time. =hile another customer also told that though its disturbing but its ok because it>s a machine and technical problem may arise this is a part of machine. Customers also told they want more "T/s locations.
1. 0igh Ser.ice Charge: "bout 3.I customers ob2ect about the service charges

which is high for the middle class people.

8. 1thers: %ne customer told that he is not satisfied with the $/$ service and

phone banking service also perturb for him because it>s a lengthy process and one have to wait -?3 minutes to get the operator.
0. Ser.ice Timing: "bout 33I customers mentioned that they get the services

within 0&+. minutes. Dear about -7I customers told that they get the services

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within 3&8 minutes. -.I customers told that they get the services instantly and -.I customers it take more than +. minutes top get a service from this branch. *or overcoming these gaps and problems facing in delivering services my recommendations are as follows' The primary cause for not meeting customers> e!pectations is that the firm lacks accurate understanding of e!actly what those e!pectations are. The provider gaps are the underlying causes behind the customer gap'
,igure 2: 0aps Model

(aps /odel
(ap Customer Perceived $ervice Company perceptions of consumer e!pectations Customer&driven service designs and standards !ternal communications to customers $ervice Belivery !pected $ervice

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'ap 13 4ot kno/ing /hat customers e5pect: This gap e!ists between bank perceptions of customers> e!pectations and what customers actually e!pect. This branch should more focus on what customer e!pect from them. They want fastest service, trouble&free "T/ service, minimum standard service charge, etc. 'ap !3 4ot selecting the right ser.ice designs and standards: This gap e!ists when organi9ation does clearly understand its customers> e!pectations, but the understanding is not properly translated into customer&driven service designs and standards. $ome of the customers are not clear about the services counters, the design of the counters and desks makes confused to them. "lso phone banking services is trouble&some.

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'ap (3 4ot deli.ering to ser.ice standards: This gap arises when systems, processes and people in place failed to ensure that service delivery actually matches the designs and standards in place. To remove this gap the bank should focus on on&time delivery and try to avoid creating long cue. 'ap )3 4ot matching performance to promises: This gap occur when the promises to customers not matches with what is delivered. They should try to deliver 3 months statement, che6ue books, cash payment, etc. as 6uickly as possible.

Part B %: Concentration of the nternship C!stomer "ervices provided by B'AC Bank* Cindaba5ar branch

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Problems 0o!nd in the %Eisting "ystem

The problems e!isting in this are many and e!plained as follows'

+. The present system is time consuming both for the bankers as well as the

clients. *or instanceA in terms of bankers, the officers have to go through a lot of files in searching the details of a particular transaction, if it is backdated. In terms of clients, they have to wait in a long 6ueue in order to let the officer find out the correct file.
-. In some cases not paying attention towards customers during a busy hour. 3. Customers do not receive appropriate attention.

ven though these

customers aren>t a?c holders of the bank, the goodwill and negative word of mouth of the bank and its overall image of 6uality service are hampered.
1. In this branch most of the customers does not know about the token system

and they come to the desk and then know that they have to take token and receive the service serially.
8. Customers get impatient of waiting for a long time like +?- hour or even

more for receiving during peak times.

0. In case of foreign remittance there are times when the clients do not know

which branch are they to receive their money from and thus going to branch to branch. *or a service business that is in operation for long term, these effects will negatively affects the goodwill in the long run, which seems to be ha9ardous.

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$e7 Process ?esign G Opport!nity ?evelopment

ntegration of # 7ith Present Horkflo7

In order to remove the problems mentioned in the previous chapter, a new system should be designed. This system will consist of a database containing the details of services to be made and how the problem can resolve through computeri9ed way without filling a form. The new process is designed in a way, so as to utili9e the resources available within the working environment. Resources like& technology, manpower etc. Thus, integrating IT with the present work process integrates an easier work process and ensures better 6uality of service.
'ationale for the Proposed $e7 Process

The possible strengths of BR"C Bank, if system is modified are'

+. "s all the services are integrated with IT, a smooth and 6uick service can be

given to clients and customers.

-. "n effective Customer Relationship /anagement :CR/< can be

maintained, which is truly important for a service organi9ation.

3. $mooth service provision means goodwill and an image of the employee

serving and the overall bank is created. 5ence it will increase the number of
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deposit accounts.
1. " high level of attention towards customer service can be given. 8. Time consumption of the workflow is reduced and hence an effective

service can be provided to clients and customers.

0. Creation of a 6uick service enhances the brand image and helps in the

course of an effective brand building.

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"HO# Analysis "trengths:

+. Professional management team. +. /ulti product financial institution. +. $trong distribution channel. +. $atisfactory IT soft and hard infrastructure. +. $atisfactory performance. +. "de6uate capital base +. /arket leader in retail banking among local banks. +. /ulti national ; institutional ownership. +. The top management of the bank, the key strength for the BR"C Bank has

contributed heavily towards the growth and development of the bank.

+. $trong network through out the country and provide 6uality of service to

every level of customer.

+.

vening banking of this branch is very helpful towards business professionals.

+. #ocations of Branches. +.

Relationship with e!isting clients is personal base and very strong. They have developed professional relationship with their clients, which also includes emotional tough.

+. Installation and use of highly sophisticated, automated system that enables

the bank to have on time communication with all branches reduces e!cessive paperwork and vanes time for valued customer transaction.
+. *rom the very beginning BR"C Bank tries to furnish their work

surroundings with modern e6uipment and facilities. %nline Banking is one of the main attractions, which gave this bank a better position among private Banks.
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+. The corporate culture of BR"C Bank is very much interactive compare to

our other local organi9ations. /anagement and owners :directors< share a very good relationship.
+. The employees share a good understanding with each other and it gave

them reason to work efficiently and become more dedicated to work.

+. BR"C Bank has been founded by a group of prominent entrepreneurs of

the country, who has developed good relationship with many large industrialists and influential people who are also large customers of the Bank.
+. Correlation with foreign banks is very effective. They have relationship

with more than -.. foreign banks. The foreign Banks also give preference to this Bank, which helps to give smooth services to the e!porter and importer through this bank.

Heaknesses:
+. Insignificant market share. +. Bependence on high cost bearing fi!ed deposits. +. #imited disclosure. +. Concentrated ownership. +. #ow non&funded business. +. "dvertising and promotion is one of the weak points of this branch. There

is no marketing department and does not have any effective plan for aggressive marketing activities.
+. 5igher service charge in some areas of banking operation than that of

nationali9ed banks discourages customers from opening or maintaining accounts with this bank.

Opport!nities:
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+. 5uge untapped sub&urban and rural market $/ . +. (overnment of Bangladesh has rendered its full support to the banking

sector for a sound financial status of the country, as it is becoming one of the vital sources of employment in the country now. $uch government concern will facilitate and support the long&term vision for BR"C Bank.
+. The online Banking and $=I*T facility will open more scope for BR"C

Bank to reach the clients not only in Bangladesh but also in the global arena. It will also facilitate wide area network in between the buyer and the production unit of BR"C Bank to smooth operation to meet the desired need with least deviation.
+. The Bank can recruit e!perienced, efficient and knowledgeable workforce

as it offers attractive compensation package and good working environment.

+. The credit facility offered by BR"C Bank has attracted security and status

conscious businessmen and as well as service holders with higher income group.

#hreats:
+. Increased competition in the market for 6uality assets. +. $upply gap of foreign currency. +. Befault culture is very much familiar in our country. *or a bank, it is very

harmful. "s BR"C Bank is 6uite newA it has not faced it seriously yet. 5owever as the bank grows older it might become a big problem.
+. The Central Bank e!ercises strict control over all banking activities in local

banks like BR"C Bank. $ome times the restriction impose barrier in the normal operations and policies of the bank.
+. Rival bank can easily copy the product offering of BR"C Bank. There fore Page 81 of 0-Page 81 of 0-Page 81 of 0-

the bank is in continuous of product innovation to gain temporary advantage over its competitors.
+. The worldwide trend of mergers and ac6uisition in financial institutions is

causing concentration the industry and competitors are increasing in power in their respective areas.
+.

Bue to e!istence of demand in financial sector, it is e!pected that more financial institutions will be introduced in the industry very shortly. "nd we have already seen such cases in our country that lots of new banks are coming in the scenario with new services. BR"C Bank should always be prepared for the competition in the coming years.

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Problems fo!nd in B'AC Bank Limited* Cindaba5ar Branch Advertising and promotion:
#ack of advertising and promotion is one of the weak points of BR"C Bank, @indaba9ar branch. BR"C Bank #imited does not have any effective promotional activities through advertisement, but other banks have better promotional strategy in $ylhet.

Centrali5ation:
The Bank is too much centrali9ed. *or each and every move, branch office has to go for permission from the 5ead %ffice. The 5ead %ffice tightly controls each and every branch office. This sort of dependency on 5ead %ffice slows down the activities of branch office.

nefficient 7aiting place:

In compare to customers the place for waiting? sitting areas are not sufficient, as a result, customers have to wait by standing.

Lack of '!ral Banking:

Though there are huge opportunities of Rural Banking in potential rural areas of $ylhet Bivision, the bank is opening only urban branches in $ylhet Bivision.

0e7 Merchant Locations:

There is a very few merchant location of "T/ card.

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0indings

+. The service of Brac Bank #td. is competitive and efficient comparing to the

othersA but there is significant scope of improvement.

+. The bank needs to make significant effort to improve the employee

relationship with clients.

+. The environment inside the bank needs to be improved significantly for

efficient and pleasant banking activities for the customers.

-. $teps should take to improve employee 2ob satisfaction. +. /ore customi9ed products and service should introduce. +. $ales team often provides inade6uate or incorrect information to the

customers.
-. To increase customer satisfaction the bank needs to improve their service

6uality by providing more importance on customer>s preference.

3. $ervice charge is relatively high than others. 1. Internet link problem hurdles the service delivery process. 8. Branch needs more personnel to ensure smooth service.

In terms of the customers, environment of the bank is 6uite ok but the services of cash needs to more fast also more attention need to be given to the customers when they come for foreign remittance. It>s better if different place?desk is maintained for foreign remittance.

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'ecommendations
" bank is an institution that is to remain active for a long term. In this mean time, if the good will of the bank is affected due to negative word of mouth and poor servicesA ultimately a ma2or section of the customers will switch the banks because of competitors finding the gap and filling it. It is recommended that'
+. $teps are taken to implement the new process in order to ensure a smooth

service as promised to customers.

-. " new local brand ambassador should be used to promote BR"C Bank as a

brand.
3.

mployees needed to given ade6uate training to work and handle clients under pressure. In this case both the branch authorities and higher authorities can persuade each other to train the employees.

1. BR"C Bank #imited should increase more Consumer Banking activity.

Their Consumer banking activity is 6uite satisfactory but it will be better if they can put attention on individual customer.
8. BR"C Bank #imited should pursue advertisement campaign in order to

build a strong image among the local $ylheti people. They should carry out aggressive marketing campaign to attract clients. They can give advertisements in local newspaper and maga9ine, television and neon signs.

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0. They should invent other type of deposit to attract more customers which is

different from other banks.

7. BR"C Bank #imited should maintain more cash and deposit balances with

other banks. Because it is desirable that banks keep their cash and balance with other bank to such e!tent so that it can minimi9e the chance of li6uidity crunch.
H. BR"C Bank #imited should develop more strategic planning as to compete

with its rival banks.

,. BR"C Bank may introduce one stop service for its client. +.. Recruit more efficient employees. ++. Increase the merchant locations of "T/ cards. +-. "s most of the customer>s of the bank are aged between -+ to 3., the bank

should consider the products and services with fewer service charges that are suitable for that age group. The products should also be developed mostly for customers with income more than 3.,... and particularly 2obholders.
+3. The bank needs to slightly modify their savings scheme to attain superior

customer satisfaction. In this case, they should consider ma!imi9ing customer profitability alongside the banks.
+1. "s there is significant scope of improvement for employee knowledge of

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products, the company could device training session every few months. This would also allow them to improve the employee to client relationship, in which they seem to be vulnerable at the present state.
+8. BR"C Bank has significant problem regarding the environment of the

bank. In this case, they need to identify e!actly which portion of the environment is bothering them the most and then resolve the problems in the best possible manner.
+0. Problems regarding IT and internet link should take seriously. +7. $hould increase the number of "T/s and ensure their smooth operations. +H. Internet based customer service may introduce so that customer can receive

their service sitting at home. It will provide Brac Bank the first mover advantage.

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Concl!sion
$ince the banking service especially the private Banks are doing an outstanding business, so it is clear that the modern people are more concerned about securing their valuable assets and get high&6uality and timely services. *or this reason lot of new commercial bank has been established in last few years and these banks have made this banking sector very competitive. $o, now banks have to organi9e their operation and do their operations according to the need of the market. Banking sectors no more depends on a traditional method of banking. In this competitive world this sector has trenched its wings wide enough to cover any kind of financial services anywhere in this world. The ma2or task for banks, to survive in this competitive environment is by managing its assets and liabilities in an efficient way. BR"C Bank is the most promising private commercial bank in Bangladesh. very day BR"C Bank endeavor to increase their product and services although they provide a wide range of product of services to their customers. BR"C Bank is helping the economy of Bangladesh by remitting of funds both local and foreign. *or helping the people the bank provides bridge financing loan, working capital loan to its corporate clients. "s modern function BR"C Banks provides credit card facility, "T/ card facility and any branch banking facility to its customers.

The BR"C Bank>s philosophy & KTrust EnshakeableK has been precisely an essence of the legend of success in the "sian countries. The bank has proved to be successful by offering 6uality and timely services to its customers. The employees of BR"C Bank are very efficientA everyone knows their work very well and can perform efficiently to produce the best output. The bank has plans to open more branches to e!pand their network.

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This pro2ect concentrated mostly on the customer services of the @indaba9ar branch and identified some valuable information that could make the services more attractive and also enhance the banks reputation among the customers. =ith the current performance of the Bank and with little improvement here and there will certainly make BR"C Bank one of the best Private Bank in Bangladesh in the near future.

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