Report

On
Deposit
System
of The
City Bank

Course Title:
Course Code & No: FIN-405
Semester: Summer 14
Tuesday, August 12, 2014

Group Name :- Inception

Submitted by
No
.

Name

ID

Batch

Section

1
2
3
4
5

Md. Monjurull Mannan

M21011111154

21st

Submitted to
Nusrat Jahan
Department of Business Administration
Uttara University
School of Business

Acknowledgement

We would like to express our gratefulness to our honorable course

teacher Nusrat for allowing us to work under his supervision. We are
none to do this without his directions and also thanks for his valuable
guidance and suggestion. He has helped us a lot from proposal selection
to final submission and his guidance was most valuable for preparing
this report. We have tried our best to accomplish the task within desired
period. We have got all sorts of help from our friends.

All of them obliged us by providing the valuable and most confidential

data of their respective organization.

No.

Table Of content

Page

Executive Summary

City Bank Ltd. is one of the first generation private Commercial Banks in
Bangladesh, which has started its operations on 27th March, 1983, in Dhaka City.
The bank currently has 84 online branches and 5 SME centers spread across the
length & breadth of the country that include a fully fledged Islami Banking branch.
Besides these traditional delivery points, the bank is also very active in the
alternative delivery area. It currently has 35 ATMs of its own; and ATM sharing
arrangement with a partner bank that has 225 ATMs in place; SMS Banking;
Interest Banking and so on. Soon its Customer Call Center is going to start
operation. The bank has a plan to end the current year with 50 own ATMs.
City Bank is the first bank in Bangladesh to have issued Dual Currency Credit
Card. The bank is a principal member of VISA international and it issues both
Local Currency (Taka) & Foreign Currency (US Dollar) card limits in a single
plastic. VISA Debit Card is another popular product which the bank is pushing
hard in order to ease out the queues at the branch created by its astounding base of
some 400,000 retail customers. The launch of VISA Prepaid Card for the travel
sector is currently underway.
A couple of years ago, CBL took an ambitious objective of becoming the number
one private commercial bank in Bangladesh. In order to achieve this goal, CBL is
going through a massive restructuring process. In its 25th Anniversary, CBL has
come up with a new dynamic brand logo and tagline. The company is expanding
very fast with the recruitment and training of highly potential employees,
automation of the daily operations and improvisation of its service quality policies.

Chapter-1
Introduction: City Bank Ltd. is one of the first generation private Commercial
Banks in Bangladesh, which has started its operations on 27th March, 1983, in
Dhaka City. The bank currently has 83 online branches all around the country,
including one full fledged Islami Banking branch. A couple of years ago, CBL took
an ambitious objective of becoming the number one private commercial bank in
Bangladesh. In order to achieve this goal, CBL is still going through a massive
restructuring process and emphasizing a lot in its service quality level.
This internship project solely focuses on the service quality of CBL. This project
has tried to assess the new service policies of CBL by surveying its customers and
also tried to find out whether its new policies are creating any positive impact in
the mind of the consumers.

Background of the Organization: City Bank Ltd. is one of the first

generation private Commercial Banks in Bangladesh, which has started its
operations on 27th March, 1983, in Dhaka City.
City Bank is the first bank in Bangladesh to have issued Dual Currency Credit
Card. The bank is a principal member of VISA international and it issues both
Local Currency (Taka) & Foreign Currency (US Dollar) card limits in a single
plastic. VISA Debit Card is another popular product which the bank is pushing
hard in order to ease out the queues at the branch created by its astounding base of
some 400,000 retail customers. The launch of VISA Prepaid Card for the travel
sector is currently underway.
A couple of years ago, CBL took an ambitious objective of becoming the number
one private commercial bank in Bangladesh. In order to achieve this goal, CBL is
going through a massive restructuring process. In its 25th Anniversary, CBL has
come up with a new dynamic brand logo and tagline. The company is expanding
very fast with the recruitment and training of highly potential employees,
automation of the daily operations and improvisation of its service quality policies.

The City Bank Mission Statement

To be the leading bank in the country with best practices and highest social
commitment.

Vision of the organization

To contribute to the socioeconomic development of the country
To attain highest level of customer satisfaction through extension of services by
dedicated and motivated team professionals
To maintain continuous growth of market share ensuring quality
To maximize banks profit ensuring its steady growth
To maintain the high moral and ethical standards
To ensure participative management system and empowerment of human resources
To nurture an enabling environment where innovativeness and performance is
rewarded
Logo of The City Bank
The logo of The City Bank is an image of peacock. It is spectacularly beautiful
because of the brilliant, iridescent, diversified colorful pattern in its tail. The color
of the peacock in the logo is Red & White because it represents energy.

Central Depository System of the City BANK

Background of the company: City Bank Ltd. is one of the first generation private
Commercial Banks in Bangladesh, which has started its operations on 27th March,
1983, in Dhaka City. The bank currently has 84 online branches and 5 SME centers
spread across the length & breadth of the country that include a fully fledged
Islami Banking branch. Besides these traditional delivery points, the bank is also
very active in the alternative delivery area. It currently has 35 ATMs of its own;
and ATM sharing arrangement with a partner bank that has 225 ATMs in place;
SMS Banking; Interest Banking and so on. Soon its Customer Call Center is going
to start operation. The bank has a plan to end the current year with 50 own ATMs.
A fully operational Commercial Bank, The City Bank Ltd. focuses on pursuing
unexplored market niches in the Small and Medium Enterprise Business, which
hitherto has remained largely untapped within the country. In the last five years of
operation, the Bank has disbursed over BDT 2500 core in loans to nearly 400,000
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.
Since inception in July 2001, the Banks footprint has grown to 84 branches, 5
SME unit offices and 225 ATM sites across the country, and the customer base has
expanded to 800,000 deposit and 59,000 advance accounts through 2013. In the
years ahead The City Bank Ltd. expects to introduce many more services and
products as well as add a wider network of SME unit offices, Retail Branches and
ATMs across the country.

Objective of the report:

Business Strategy
As a general practice City Bank will definitely concentrate its business in Trade
Finance/ ExportImport business and all types of Commercial Loan, Industrial/
Project Finance / Syndication and structured Finance / SME Financing/ Retail
Financing and other specialized programs except otherwise restricted by the
Government or indicated as unethical and banned items.

The Bank will give emphasis to diversify its business portfolio commensurate with
economic and business trend and cyclic aspect of the economy & appetite for
growth of each sector, life cycle of the products, demand supply gap, social and
national obligation etc. The Banks policies for financing in different major sectors
are summarized as follows:

Broad objective:
The Central Depository System concepts are new in Bangladesh
and the Report to develop in that area is essential. The main
object of the Report is to analyses the Central Depository System
and Share Management of the City Bank Limited to identify the
Stock Market system in Bangladesh.
It would further our operational knowledge on Central Depository
System
area.
It would also familiarize me with the practical aspects of the
respective
areas
and
would help us to sort out problems/difficulties with effective
remediation.

Specific objective:
The main object of the Report to discuss on the legality and essential of
introducing the Central Depository System, method of Central Depository System,
advantage and disadvantage of the Central Depository System.
To discuss the transaction of shares before introducing the Central Depository
System and after introducing the system.
To also placed discussion on investors protection by the Central Depository
System, attraction of the investors in the capital market in Bangladesh.
This is also discussed on, opening of Account, pledging, fees and deposits, eligible
securities and equity market operation.
A depository is like a bank for shares instead of money. Instead of holding shares
in the form of certificates, investors have accounts in the depository and are able to
move securities and settle stock exchange transactions by an electronic update of
their accounts.

The core service of a depository is the efficient delivery, settlement and transfer of
securities through a computerized book entry system. The need for a depository
arose from shortcomings in the present settlement system, resulting in:

lengthy delay in delivery, settlement and transfer of securities

tedious procedures for verification of securities and transfer deeds
considerable time involved in dispatching cash dividends and bonus shares
risk of damaged, lost, forged and duplicate securities
serious problems associated with physical custody
tedious procedure involved in pledging of physical securities to raise
capital.

Scope of the Report:

This study will deal with CDS, Company Secretariat and Share division activities
undertaken by THE CITY Bank Ltd. This study will increase the idea of Deposit
Management through Depository Management
Methodology:
Sources of data collection: The project report will be written on the basis of both
primary and secondary data analysis.
The analyses are:
Primary:
The primary source of data contains information provided by the THE CITY Bank
Limited Annual Report, IPO Prospectus and Mohammad Obaydur Rahman,
Manager, Company Secretariat and Officers of different levels of THE CITY Bank
Limited.
Secondary:
The secondary source of data contains information obtained from various Practical
Report, Depository Regulations, 2000 and Depository (User) Regulations, 2003,
Companies Act 1994, SEC monthly Review, The City Bank Annual Report and
Internet.

Share holding structure of THE CITY Bank Limited at a Glance

Types of Share
Date of publication of Prospectus
Subscription Open
Subscription Close
For Non resident
Offer Price (Tk.)
Face Value (Tk.)
Market lot (Share)
Sponsors Portion (Share)
Public Offer (Share)
Total Issued Shares
Total Paid up Capital (after IPO)
Reason for IPO:
EPS (as per Prospectus)
NAV (as per Prospectus)
Manager to the Issue
Website

Ordinary share
September 20, 2009
November 12, 2009
November 16, 2009
November 12, to November 25, 2009
120.00
100.00
100
5,000,000
5,000,000
10,000,000
1,200,000,000
To strengthen the companys capital base
& augment business expansion.
15.74
172.31
AAA Consultants & Financial Advisers
www.thecitybank.com

Corporate Social Responsibility:

THE CITY Bank Ltd has not just a corporate identity it has a social identity too. As
a bank they are socially responsible. Fifty percent of the Loan portfolio is diverted
to Small and Medium Enterprise banking, and as a financial intermediary they
channel funds from the surplus ends to the needy. Countrywide network of SME
Units cater to the needs of small entrepreneurs to help them build their asset base.
THE CITY Bank Ltd is the market leader in SME, striving for socio-economic
upheaval in Bangladesh. THE CITY Bank Ltd does not support any finances that
are detrimental to our environment. A portion of the revenue is channeled to
support THE CITY schools, where children study for free. 70% of these children
are female.
Nature of business:

A fully operational Commercial Bank focuses on pursuing unexplored market

niches in the Small and Medium Enterprise Business, which hitherto has largely
untapped within the country. The Bank is also actively involved in retail banking
and has a broad range of consumer loans ranging from personal loans up to auto
loans to debt & credit cards. Furthermore the Bank has gained a strong market
share in the global money transfer market or remittance through significant tie-ups
with major international money transfer agencies. In the last two years, THE CITY
Bank has also participated in providing large syndication loans in association with
other National Commercial Banks in the country. Today THE CITY Bank is
considered as fourth generation bank extending full range of banking facilities by
providing efficient, friendly and modern fully automated on line service. Since its
inception, it has introduced fully integrated online banking service to provide all
kinds of banking facilities from any of its conveniently located branches.
The City Bank-At Present:
The financial performance of The City Bank is found to be satisfactory. During the
year 2009 the Bank reported Tk 334.26 million. Profit after Tax (PAT). The growth
rate of PAT during this period was 73.47%. Financial performance in 1Q 2009 is
also found to be increasing trend. It is noteworthy here that the Bank has turned
into a profitable organization in the year 2006 after making loss in first two years
of its operation. The above performance of the Bank was based on the higher
growth rate of business activities during the period. Net interest income of the
Bank has increased by 90.60% during 2009.On the other hand; growth of
investment income and fee base income was 74.92% and 97.55% respectively.
Operating profit of the Bank increased to Tk 2077.42 million in 2006 from 1173.31
million in 2005, representing growth rate of 77.05%. Earning per Share (EPS) of
BBL has increase the same manner from TK 38.54 %in 2005 to TK 63.31% in
2006 per share, representing increase of 64.27%. The Bank has declared 20%
bonus share as dividend for its shareholders on the profit of the Bank for the yearend 2007.
(1) Credit Rating of THE CITY Bank Ltd by CRISL
Long Term

Short Term

Entity Rating

AA3

ST-2

A (Adequate safety):-Financial Institution rated in this category is adjudged to

offer moderate degree of safety for timely repayment of financial obligation. This
level of rating indicates a corporate entity with an adequate credit profile. Risk
factors are more variable and greater in periods of economic stress than those rated
in the higher categories.
ST-2 (High Grade):-High certainty with regard to the obligors capacity to meet its
financial commitments. Risk factors are very small.
1. Auditors report 2013 of The City Bank

According to the Credit rating report, 2006 by Credit Rating Information and
Services Limited (CRISL), THE CITY Bank Ltd. is rated as single A in the long
term and ST-2
in the short term on the basis of the organizations strong distribution channel,
satisfactory profitability, liquidity risk management structure, and IT infrastructure,
adequate capital adequacy and professional management team etc. The key
moderating factors for the ratings are limited market share, dependency on high
cost bearing fixed deposits, low non-funded business and high HR turnover.
Internal and External source of Cash
(As per Audited Accounts amount in TK)
(1) Internal Source of Cash
30.06.07
31.03.06
120,00,00,000 500,000,000

Ordinary
Share Capital
Preference 150,000,000
Shares
Statutory
337,196,032
Reserve
Surplus
in 496953184
Profit & Loss

31.12.05
500,000,000

31.12.04
500,000,000

150,000,000

135,564,816

58,396,570

19,860,550

226,006,069

224,490,340

70,346,259

Account
Total

218,41,49,216 1,011,570,885 782,886,910

590,206,809

Total Internal Source of Cash

From the above table and graph it is noticed that internal flow of cash of the
Company is gradually increasing every year and in the year 2007 the rate of
increase was highest because of earning maximum profit. So the companys
performance is steadily increasing.

Functions of Departments:
Corporate & Investment Banking: This division of CBL mostly deals with
deposits and loans from corporations or large businesses, as opposed to normal
individual members of the public (retail banking). The functions of the corporate
division may include the following tasks:
Issuing bank drafts and bank cheques
Accepting money on term deposit
Lending money by overdraft, installment loan, or other means
Providing documentary and standby letter of credit, guarantees, performance
bonds, securities underwriting commitments and other forms of off balance
sheet exposures
Safekeeping of documents and other items in safe deposit boxes
Sale, distribution or brokerage, with or without advice, of insurance, unit
trusts and similar financial products as a financial supermarket
Retail Banking
The CBL Retail banking division executes transactions directly with consumers,
rather than corporations or other banks. Services offered include: savings and
checking accounts, mortgages, personal loans, debit cards, credit cards, and so
forth.
Recently launched Celtic Project (American Express Credit Card) is also the core
initiative of City Retail.

SME Banking
SME banking division is engaged in the transactions which are directly connected
with small & medium businesses or entrepreneurs with diminutive amount of
investment. Services offered include: business loans for plant & machinery
purchasing, mortgages and other short term & long term loans.
Treasury & Market Risk Division
Interest Rate Risk Management
To achieve the objective of protecting the Bank from changes in market interest
rates, the Bank matches the sensitivity of its assets and liabilities. The Banks
strategy for implementing the desired matching is to divide the balance sheet into
the two broad types of interest rate sensitive assets and liabilities (floating rate and
fixed rate) and to align the interest rate profiles of each balance sheet component to
the appropriate benchmark.
Currency Risk Management
The agreement establishing the Bank explicitly prohibits it from taking direct
currency exchange exposures by requiring liabilities in any one currency (after
swap activities) to be matched with assets in the same currency.
Liquidity Risk Management
Bank holds sufficient liquid assets to enable it continue normal operations even in
the unlikely event that it is unable to obtain fresh resources from the capital
markets for an extended period of time. The Banks policy requires maintaining a
prudential minimum of liquidity based on projected net loan transfers, contingent
liabilities and debt service payments. Equally, the Banks policy permits the
increase of liquid resources up to an operating level based on the minimum in
addition to taking into account undisbursed and irrevocable commitments to take
advantage of low cost funding opportunities as they arise.

SWOT Analysis:
Strength:
o American Express Credit Card: The City Bank Ltd. has launched both local
and dual currency (BDT & Dollar) Amex Credit Cards on 7th November,
2009. According to the claws of the agreement, CBL is going to be the sole
provider and dealer of Amex cards in Bangladesh. Brand image of Amex is
certainly going to leverage the brand reputation of City Bank Ltd.
o New management: City Banks management team has significantly changed
since the year 2007. Personalities and brilliant minds like Mahmood Sattar,
Mashrur Arefin, Sohail R K has taken over the new management. New and
new departments like NFB (Non funded business), Policy & analysis etc are
opened for better operation purposes.
o Experience: City Bank Ltd. has been in the industry for around 25 years.
This long period of existence in the industry has helped CBL to gain indepth knowledge about the industry trends as well as helped to build up
strategic partnership with many corporations which most other banks could
not achieve in the shorter period of time.
o Availability of Branches: Currently CBL has 82 Finacle (Online) branches, 1
fully fledged Islami Banking Branch and 5 SME centers throughout the
country. This big number of branches is giving easy access to their customer
which is a huge advantage of CBL over its customers.
Weaknesses
o Low remuneration package: Compared to other banks, CBLs remuneration
package is poor. With this lower payment policy, CBL wont be able to hire
the best executives of the country and might even lose their existing brilliant
executives to other banks.
o Lower service quality: Compared to HSBC or SCB, CBLs service standard
is way lower. Except few selected branches (Dhanmondi, Gulshan branch),
most other banks dont even have posh and neat interior decoration.
Customers are not treated according to their expectation level and service is
very slow.

o Existing elderly employees: A big percentage of CBL employees are

working in this bank over 15 years. The new management is finding it hard
to deal with these employees, especially with them who are reluctant to
accept new policies and change within the organization. Now its a matter of
question for the CBL top management that whether to find an appropriate
exit strategy for these employees or whether to arrange appropriate training
programs to educate them.
o Poor Brand Image: Prior to the launching of Amex Cards, CBL had negative
brand image among its customers which lasted for more than 20 years. Now
it would be difficult for this new management to change this brand image all
of a sudden.
Opportunities
o Credit Card Business: The card business of Bangladesh is booming since last
few years. ATMs, Debit cards & Credit cards are becoming a priority
product both for the customers and bank itself. A major portion of the Banks
income comes from card business. CBL has already launched AMEX Credit
Cards on 7th November, 2009. This is certainly going to boost their card
business and brand image. In addition, CBL is looking forward to include
Master Card in their card business. They are hoping to bring Master Card by
July, 2010. Both these brands possess huge potential for CBL to grow as the
leader in the card business in Bangladesh.
o Online Banking: With the advancement and availability of technology, the
need for online banking is getting more priority. Both foreign and local
banks are moving towards online banking to ease the transaction process for
the customers. CBL too, has taken some tremendous efforts. They have
already converted 83 of their branches into online branch and providing
certain services through internet.
o Automation: Since 2007, one of CBLs major projects was to automate its
operation by using latest technology and software. Currently all of their
branches are connected through intranet. This network based banking is
making the overall departmental jobs much easier and faster, ensuring better
and much faster customer service. CBL employees are also using software
called Finical which helps them to track information and data about their

customers within a matter of minutes. This move towards automation will

certainly provide CBL a big advantage over other banks in the industry.

Threats
o VISA Credit discounts: We have already mentioned that CBL has
undertaken an ambitious project of American Express in the card segment of
the banking industry. However, the card segment of Bangladesh is already
dominated by Visa credit cards. Moreover, right after the launch of Amex
Cards, several banks (i.e. standard chartered bank) has undergone significant
discounts in their visa card offerings. Under these circumstances, further
promotional efforts in Visa by other banks can possess a devastating effect in
CBLs Amex Project.
o Failure to establish AMEX brand image: Compared to the existing foreign
banks, CBLs brand reputation is considered somewhat poor. Especially in
case of service quality. With the existing brand image of its own, CBL might
fail to establish AMEX brand image properly.
o Maintaining a broad target market: CBLs target market consist of
consumers from lower class to consumers with high net worth. Recently
undertaken Celtic Project is designed for solely the elite class of
Bangladesh. However, with limited training, the existing employees might
turn to provide inefficient service to these different classes of people,
especially since the expected service quality of the upper class is much
different than the lower classes.
o Management Collision: In the year 2006, a significant change occurred in
the history of CBLs management because of the sudden recruitment of
certain personalities like Mahmood Sattar, Sohail R. K. and Mashrur Arefin.
Being in the position of MD, Mr. Mahmood Sattar renovated the overall
structure of the bank and centralized its operations. He tried to ensure that
the new management consists of young and highly talented people of the
industry.

Chapter-2
Income
A comparative income position of the Bank for the period ended March 2006 and for years ended
31st December 2005, 2004, & 2003 are as follows
DESCRIPTION
Net Interest Income
Income from Investment
Commission,
Exchange
Brokerage
Other operating income
Total operating income

31.03.2006
240,232,370
69,153,731
and 109,557,900
786,391
419,821,392

31.12.2004
607,331,119
292,067,158
271,073,023
2,846,359
1,173,317,659

Operating Expenses
A comparative operative expense position of the Bank for the period ended March 2006 and for
years ended 31st December 2005, 2004, & 2003 are as follows:
DESCRIPTION
Total operating Expenses
Profit before provision
Provision for loans & advances
Provision for other
Total Profit before Tax

31.03.2006
213,201,027
206,620,364
79,384,437,
74,697
127,161,230

31.12.2005
592,999,647
580,318,012
239,413,598
544,313
340,360,101

Source: THE CITY Bank Prospectus

Management Aspects
Like any other business organization, the Top management makes all the major
decisions at THE CITY Bank Limited. The Board of directors being at the highest
level of organizational structure plays an important role on the policy formulation.
The Board of directors is not directly concerned with the day-to-day operation of
bank. They have delegated their authority to its management committee. Now

there are 12 directors in the Top management of the bank. All the directors have
good academic background and have huge experience in business.

The Management Hierarchy of THE CITY Bank Limited is given below:

Chairman
Board of Directors
Managing Director
Deputy Managing Director
Executive Vice President
Senior Vice President
Vice President
Senior Assistant Vice President
First Assistant Vice President
Assistant Vice President
Senior Principal Officer
Principal Officer
Senior Officer
Officer Grade II
Officer Grade I
Junior Officer
Executive

Departments of CBL
THE CITY Bank Limited had organized and restructured its different departments
and working procedures in order to make the bank more dynamic, effective and
goal-oriented. According to that, THE CITY Bank Limited currently has 15 major
departments to provide smooth services to its clients as well as efficient
management of the Bank. These Departments are:
1. Human Resource Department
2. Secured Remittance Services Department (SRS)

3. Payment Service Department (PSD)

4. Financial Administration Department (FAD)
5. Corporate Department
6. Company Secretariat & Risk Management Department
7. SME Banking Department
8. Retail Banking Department
9. Customer Service Delivery Department (CSD)
10.Asset Operation Department (AOD)
11.Impaired Asset Management Department (IAM)
12.Treasury Department
13.Cards Department
14.External Affairs Department
15.General Infrastructure Department (GIS)
Products & Services of THE CITY Bank Limited
THE CITY Bank Limited as a third generation bank is trying heart fully to gain
competitive advantage than the other banks through a regular balanced mix of cost
leadership strategy and differentiation. The concentration strategy of its branches
in major commercial areas puts it in a favorable position.
THE CITY Bank offers access to a wide range of products and services that can
meet all financial needs of Individuals and corporations including banking,
investing, mortgages, lines, loans and more.
According to the official website THE CITY Bank limited serving the following
products and services to the customers:

Loans and Advances

Instant Cash
High Flyer Loan
Teachers Loan
Car Loan
Life Style Loan
Unsecured Personal Loan
Secured Loan/OD
Apurbo Loan
Pathshala Loan
Credit Card Loan
Salary Loan
Deposits
Premium Term Deposit
ABIRAM -Fixed deposit
DPS-Deposit Premium Scheme
Current Account
Corporate products
Transaction Sales/Priority banking
Service Objective
Term Finance
Working Capital
Our Target Market
Security
International
Trade Finance
Money Market
Forex
Remittance
SWIFT

Chapter-3
Recommendation
On the basis of the problems we can suggest these recommendationThe banking should completely be operated through online. Though it is online
banking facilities in some branches, but still some works are being done manually,
which should be eliminated gradually and it will automatically give more
efficiency in service.
Employees training should be conducted so that they will be more professional and
efficient to deal with problem customers and problematic situations.
Individual attention should be given to customers in order to better understand
their needs and better satisfy them.
City BANK should pursue a positive advertising campaign in order to build up a
strong image and reputation among potential customers. TV ads should be aired to
reach a wider array of customers. The ads should capitalize on building strong
relationship, needs of customers and quality service of the bank rather than features
of products.
CBL should arrange the monthly seminar or workshop on the vest area of Foreign
Exchange business and its contemporary issues for the branchs officer. Certainly
this workshop will motivate them.
Head office of this bank should supply necessary prospectus about the information
of the bank for the clients. Although every table of every section is capable of
supplying the various information about the bank but this task is generally
preformed by the front desk or account opening section. However this section is
found always busy. Therefore, if CBL wants to perform this task in more
efficiently the branch should keep a Reception Section.
Chapter-4
Conclusion
The City Bank Ltd. went through a massive restructuring process during the year
2006. During that period, the bank took some important initiatives (i.e.
Centralization, one stop service training, know your customer profile, mystery
shoppers etc.) to improvise its customer service quality. However, even after taking
such steps the bank still could not change its service quality image completely in
its consumer minds.

This study shows that except few exceptions, CBL consumers possess very low
satisfaction level in terms of customer service. The report also shows that the level
of customer satisfaction varies from branch to branch. While Dhanmondi branch,
rated as the best customer service provider, other branches scored to be moderate
or very low in terms of customer satisfaction. The reason behind this fact is that
previously CBL failed to establish a uniform service quality standard within their
organization and the branches served their customers according to their own
method. However, The City Bank Ltd. has recently been transformed in to a
Centralized bank. And performances of branches like Dhanmondi & Gulshan can
be taken as ideal examples.