This paper helps the researcher.

1. Banking is one of the most significant sectors of the world economy and especially in a
developing country like Bangladesh. Bank employees are the representative of the bank
as it is a service-oriented organization, and they are providing banking services to the
clients. The more customers‟ retention will lead to more revenue as well as financial
profit. The banks are now more concern about their employee development to make
sure the highest productivity of their employees. The study discloses that the banks are
now more concern to motivate employees so that the employee turnover will reduce and
productivity will increase which leads to better performance to make sure financial
profitability and growth. This study may be helpful for banks regarding dealing with
profitability and customer satisfaction.
Key Words: Financial Profitability, Employees Productivity, customer Retention.
Banking is a very fundamental part of an economy and plays very considerable
contribution towards the socio-economic progress of a country. The Banking sector is
considered to be like the life blood the economy as well as one of the most important
components of the financial system it forms the core of the money market and plays a
very pivotal role in mobilizing resources for productive investments in a country which in
turn contributes to economic development. Among the factors creating the effect on
financial profitability of banks customer retention by satisfaction is one of the most
important factors. Customer satisfaction contains variation in services, strong network,
reputation of the organization etc. Bankers or bank employees are the key points for the
overall growth of the banks. . The problem statement of the paper is that whether
customer attitude create significant impact on the profit growth and financial
performance of the commercial banks or not.
The overall goal of the study is to find out customer attitude toward new and old banks.
The second section focuses on the research questions. The third session focuses on
reviewing literature. The next session focuses on the objectives. The following section
focuses on findings and conclusion.

2. Sandip Sarker et,al (2012) have stated in their study that Consumer’s attitude towards
the banking services depends on several factors. First of all the location of a bank can
have different attitudes on people’s mind. People may choose a bank which is very near
to their home. Some people may choose their financial institutions based on its internal
environment. The behavior of the employees plays an important attitude in developing
customer’s attitude. Here employees should be very much friendly giving much emphasis
on customer’s preference. Degree of complexity in terms of transactions is another
important factor in developing customer’s attitude. Some banks have introduced with
modern technology which helps to develop positive customer’s attitude.
Another important factor is customers always want to feel relax about the safety of their
deposits. Deposits are the main asset of a bank. Therefore banks should keep customers
informed that their deposits are safe which will help to develop a positive attitude to
their banks. If a well reputed bank fails to meet customers’ expectation, this might
negatively affect the brand image of that bank. In addition to this there are some other
factors e.g. reliability and credibility, services charge, Objection handling hospitality
(inviting ,decoration, waiting time hospitality), delivering services as promised, variety of
products, internal environment, employees skill etc. which are responsible for developing
positive or negative attitude of customer to the banking sectors. Therefore marketer
should always be careful in delivering services so that customers can have a positive
attitude toward their services.
They have found in their study that private commercial banks performed well on most of
the attributes like internal environment, ATM services, updated information, skilled
employees, and timeliness of services, office automation, and hospitality and so on.
Finally the study has also identified that customers feel secured in depositing their
money in nationalized commercial banks. They also believe that nationalized commercial
banks are more reliable and credible.
Nationalized commercial banks should provide quick and updated service to their
customers. Nationalized commercial banks need to improve their internal environment
since customers have negative attitude on it.
DR. K.ALAGARSAMY; S.WILSON have showed in their study that how public sector banks
can improve their services through customer satisfaction.
The banking business found standing on the pillars of customer’s satisfaction it is
pertinent that policy makers and branch manager think over the problem on priority
basis.

3. 1950-1960 - Serving the customer
1960-1980 - Satisfying the customer
1980-1990 - Pleasing the Customer
1990-2000 - Delighting the customer
2000 and beyond - Retaining the customer
The investigator have chosen this topic to study about banking services provided by
public sector banks there is a problem of 1)Abnormal delays in receiving and 2)
Marketing payment 3) Customers have to wait in definitely without any body attending
to them properly at the counter.
Specific Objectives of the study are as follows;
 To examine the loyalty of customer towards old and new commercial banks.
 To show the impact of banking services on customer satisfaction.
 To identify whether there is a positive and significant statistical relationship
between customer satisfaction and financial performance of commercial banks.
In this paper, we have used quantitative techniques to analyze the significance of the
study. It is an empirical type of research which may use for further research works.
Following research methodologies is following for the present study;
Data sources:
We have collected information from primary sources. For the study, a questionnaire has
constructed and given to the employees of the selected banks.
Sample:

4. We have collected information via using questionnaire among the employees from
different banks. For the paper, 56 questionnaires are given to the employees of different
Banks as a sample of our research. The main focus of the survey is the general banking.
The questionnaire used in this study established by using 3- point scale with: 3= Agree,
2 = Neutral and 1 = Disagree.
WE HAVE ESTABLISHED THE HYPOTHESIS AS FOLLOWS:
H0: There is no significant relationship between dependent and independent variables.
H1: There is a significant relationship between dependent and independent variables.

5. Descriptive analysis
Q
No.
Particulars Disagree Neutral Agree
% % %
01 Customersare more loyal foroldbanks 6 10.71 14 25 36 64.29
02 Customers prefer old banks due to strong Institutional
stability.
11 19.64 3 5.36 42 75.00
03 Corporate clients preferoldbanksthanpersonal clients. 17 30.36 15 26.79 24 42.86
04 Customers are satisfied with old banks for their simplicity in
transactionprocess
25 44.64 18 32.14 13 23.21
05 Oldbanksprovide more variationinservicesthannew ones. 20 35.71 22 39.29 14 25
06 Oldbankshave more branchesthan new banks. 2 3.57 9 16.07 45 80.36
07 Oldbankshave more ATM boothsthan new banks 15 26.79 13 23.21 28 50
08 Old banks have more digital banking facilities and strong
networksthannewbanks
29 51.79 15 26.79 12 21.43
09 Oldbanksare more openinremote counselingthannew ones. 9 16.07 13 23.21 34 60.71
10 Old bank personnel are more competent and skilled in dealing
withcustomers.
15 26.79 24 42.86 17 30.36
11 Old bank personnel are more experience in providing advisory
and custodianservices.
6 10.71 27 48.21 23 41.07
12 Old banks personnel get more training and acquire more
knowledge thannewones.
13 23.21 15 26.79 28 50
13 As old banks have stable and bigger capital or fund, these can
train up their employees more which help to better their
servicestowardscustomers.
13 23.21 20 35.71 23 41.07
14 Old banks have strong brand image and reputation than new
ones.
8 14.29 8 14.29 40 71.43
15 Oldbanksare involvinginmore CSR activitiesthannew ones. 12 21.43 11 19.64 33 58.93
16 Old banks get the facility of word of mouth marketing more
than newones.
13 23.21 13 23.21 30 53.57
17 Customers are more satisfied with the efficient services of old
banks.
21 37.50 22 39.29 13 23.21
18 Customers are more satisfied with the variety of services
providedbyoldbanks.
13 23.21 22 39.29 21 37.50
19 Customersare more trustworthytowardsthe oldbanks. 5 8.93 12 21.43 39 69.64
20 Customers are more satisfied with the competencies and skills
of the employeesof oldbanks
15 26.79 21 37.50 20 35.71
21 Customers are more satisfied with the reputation of the old
banks
10 17.86 14 25 32 57.14
22 Customers’ acceptance toward old banks is higher than the
newones.
10 17.86 14 25 32 57.14
[N. B.: See 1st appendix]

6. Firstly we select Customer Acceptance And Satisfaction as dependent variable and Brand
Image, TRUST, Competence Skills, Service Efficiency as independent variables.
Model Summary
Model R 𝑅2 Adjusted R
Square
Std. Error of
the Estimate
Durbin-Watson
1 .681(a) .464 .422 .32874 1.720
[N. B.: See 2nd appendix]
a. Predictors: (Constant), Brand Image, TRUST, Competence Skills, Service Efficiency
Coefficient of correlation (R): It measures the relationship degree of affiliation between
the dependent and independent variables. Here, R = 0.681 indicates that there is a
positive correlation between the variables. If the independent variable increases then
this will result invariable dependent increase accordingly.
Coefficient of Determination (𝑹 𝟐
): 𝑅2
illustrates the percentage of the variability in the
dependent variable that can be described by the estimated multiple regression
equations. Here 𝑅2
is equal to 0.464 indicates 46.4% of the variability in CUSTOMER
ACCEPTANCE AND SATISFACTION is explained by the independent variable.
Durbin Watson test (D): Here, D=1.720 which shows no autocorrelation problem exist in
this Customer Acceptance And Satisfaction.
ANOVA(b)
Model
Sum of
Squares df Mean Square F Sig.
1 Regression 4.766 4 1.191 11.024 .000(a)
Residual 5.512 51 .108
Total 10.277 55
[N. B.: See 3rd appendix]
a. Predictors: (Constant), Brand Image, TRUST, Competence Skills, Service Efficiency
b. Dependent Variable: Customer
Acceptance And Satisfaction

7. F-Test: The F-Test, which used to determine whether a significant relationship prevails
between the dependent variable and independent variables. It is considered as the test
for overall significance of the variables jointly. Here the hypothesis for the F test is
deemed as there is no significant relationship between dependent and independent
variables. The alternative hypothesis is vice versa.
Therefore the null hypothesis is:
Ho: ß1 = ß2 = ß3 = ß4 = 0
Ha: one of the parameters is not equal to zero
If the null hypothesis is rejected, we can conclude that the overall relationship between Y
and independent variables is significant.
Test Statistic, F= MSR/MSE 11.024 As the α is lower than the level of significance of 10%
(α=0.000), so it has certainly derived that the null hypothesis is rejected, so, the overall
relationship is significant.
Regression Analysis
Coefficients(a)
Model
Unstandardized
Coefficients
Standardized
Coefficients
t Sig.B Std. Error Beta
1 (Constant) .654 .256 2.554 .014
TRUST -.005 .085 -.007 -.060 .953
Service Efficiency .342 .144 .350 2.384 .021
Competence
Skills
.261 .109 .303 2.395 .020
Brand Image .124 .104 .173 1.189 .240
[N. B.: See 4th appendix]
a. Dependent Variable: Customer
Acceptance And Satisfaction
Here, From the output above we can bring out an equation that is like: Y= β0+β1X1
+β2X2 +β3X 3 β4X4 Customer Acceptance And Satisfaction= .654 -.005 TRUST +
.342Service Efficiency +.261 Competence Skills +.124 Brand Image
Here it is found that all the relationships are positive, but most of them are not highly
significant individually.

8. KMO and Bartlett's Test
Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .588
Bartlett's Testof Sphericity Approx. Chi-Square 631.379
df 231
Sig. .000
Finding from statistical results: As a whole it reveals that as the banks Customer
acceptance & satisfaction, Trust, Service efficiency, Competence skills & Brand image
increasing and makes their customers as loyal the old bank can gain more profit and
compete with the new competitor easily.
Every commercial banks try to attract the customer by their employees serviceto
customer. Banks are always strictly follows the market trend regarding giving
compensation and incentives which eventually increase the skills and efficiency of
employees as well as the profitability of the bank. In banking sector customers
satisfaction mainly depends on the efficiency of the employees activities which
ultimately increase sales and it helps the bank to gain moreprofit. Italso helps to
increase banks productivity. Theconfidential or sensitive data and information for
obvious reason posed an obstacle to preparing the paper which the bank didn‟t
providethe outsider which is one of the limitations of the research and another
one is non-availability of data and information that are more recent on different
activities of those banks which are usefulto depict the actual and up-to-date
business position of the bank. Although it has found that the bank usually spends a
significant amountof money to develop their employees serviceproviding skills
and for this banks arranging training programm for the employee. In the long run,
it returns thosecost as a form of profit.

9. 1st appendix
The graphs represent the respondents answeres to all of the questions of the questionaire. It also
shows the three measuring scales, number of the respondents & percentages.

12. 2nd Appendix
Model Summarye
Mode
l R
R
Square
Adjusted R
Square
Std. Error of
the Estimate
Change Statistics
Durbin-
Watson
R Square
Change
F
Change df1 df2
Sig. F
Change
1 .307a
.094 .078 .41514 .094 5.632 1 54 .021
2 .579b
.335 .310 .35904 .241 19.194 1 53 .000
3 .670c
.449 .417 .33005 .114 10.722 1 52 .002
4 .681d
.464 .422 .32874 .015 1.414 1 51 .240 1.720
a. Predictors:(Constant),TRUST
b. Predictors:(Constant),TRUST, Service
Efficiency
c. Predictors:(Constant),TRUST, Service Efficiency,
Competence Skills
d. Predictors:(Constant),TRUST, Service Efficiency, Competence Skills,
Brand Image
e. DependentVariable:Customer Acceptance And Satisfaction

13. 3rd Appendix
ANOVAe
Model Sum of Squares df Mean Square F Sig.
1 Regression .971 1 .971 5.632 .021a
Residual 9.307 54 .172
Total 10.277 55
2 Regression 3.445 2 1.722 13.362 .000b
Residual 6.832 53 .129
Total 10.277 55
3 Regression 4.613 3 1.538 14.116 .000c
Residual 5.664 52 .109
Total 10.277 55
4 Regression 4.766 4 1.191 11.024 .000d
Residual 5.512 51 .108
Total 10.277 55
a. Predictors:(Constant),TRUST
b. Predictors:(Constant),TRUST, Service Efficiency
c. Predictors:(Constant),TRUST, Service Efficiency, Competence Skills
d. Predictors:(Constant),TRUST, Service Efficiency, Competence Skills,Brand Image
e. DependentVariable:Customer Acceptance And Satisfaction

14. 4th Appendix
Coefficients (a)
Model
Unstandardized
Coefficients
Standardized
Coefficients
t Sig.
95% Confidence Interval for B
B Std. Error Beta
Lower
Bound Upper Bound
1 (Constant) 1.736 .222 7.807 .000 1.290 2.182
TRUST .213 .090 .307 2.373 .021 .033 .392
2 (Constant) 1.043 .249 4.186 .000 .543 1.542
TRUST -.008 .092 -.012 -.091 .928 -.194 .177
Service
Efficiency
.573 .131 .586 4.381 .000 .311 .835
3 (Constant) .661 .257 2.571 .013 .145 1.176
TRUST -.004 .085 -.006 -.047 .962 -.175 .166
Service
Efficiency
.418 .129 .428 3.239 .002 .159 .678
Competence
Skills
.320 .098 .371 3.274 .002 .124 .515
4 (Constant) .654 .256 2.554 .014 .140 1.168
TRUST -.005 .085 -.007 -.060 .953 -.175 .165
Service
Efficiency
.342 .144 .350 2.384 .021 .054 .631
Competence
Skills
.261 .109 .303 2.395 .020 .042 .480
Brand Image .124 .104 .173 1.189 .240 -.085 .334
a. DependentVariable:Customer Acceptance And Satisfaction

15. 5th Appendix
KMO and Bartlett's Test
Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .588
Bartlett's Testof Sphericity Approx. Chi-Square 631.379
df 231
Sig. .000
Factor analysis
Q1: Customers are more loyal for old banks.
Frequency Percent Valid Percent Cumulative Percent
Valid Disagree 6 10.7 10.7 10.7
Neutral 14 25.0 25.0 35.7
Agree 36 64.3 64.3 100.0
Total 56 100.0 100.0
Q2: Customers prefer old banks due to strong Institutional stability.
Frequency Percent Valid Percent Cumulative Percent
Valid Disagree 11 19.6 19.6 19.6
Neutral 3 5.4 5.4 25.0
Agree 42 75.0 75.0 100.0
Total 56 100.0 100.0
Q3: Corporate clients prefer old banks than personal clients.
Frequency Percent Valid Percent Cumulative Percent
Valid Disagree 17 30.4 30.4 30.4
Neutral 15 26.8 26.8 57.1
Agree 24 42.9 42.9 100.0
Total 56 100.0 100.0

16. Q4: Customers are satisfied with old banks for their simplicity in transaction process.
Frequency Percent Valid Percent Cumulative Percent
Valid Disagree 25 44.6 44.6 44.6
Neutral 18 32.1 32.1 76.8
Agree 13 23.2 23.2 100.0
Total 56 100.0 100.0
Q5: Old banks provide more variation in servicesthan newones.
Frequency Percent Valid Percent Cumulative Percent
Valid Disagree 20 35.7 35.7 35.7
Neutral 22 39.3 39.3 75.0
Agree 14 25.0 25.0 100.0
Total 56 100.0 100.0
Q6: Old banks have more branches than newbanks.
Frequency Percent Valid Percent Cumulative Percent
Valid Disagree 2 3.6 3.6 3.6
Neutral 9 16.1 16.1 19.6
Agree 45 80.4 80.4 100.0
Total 56 100.0 100.0
Q7: Old banks have more ATM booths than newbanks
Frequency Percent Valid Percent Cumulative Percent
Valid Disagree 15 26.8 26.8 26.8
Neutral 13 23.2 23.2 50.0
Agree 28 50.0 50.0 100.0
Total 56 100.0 100.0

17. Q8: Old banks have more digital banking facilities and strong networks than newbanks
Frequency Percent Valid Percent Cumulative Percent
Valid Disagree 29 51.8 51.8 51.8
Neutral 15 26.8 26.8 78.6
Agree 12 21.4 21.4 100.0
Total 56 100.0 100.0
Q9: Old banks are more open in remote counseling than newones.
Frequency Percent Valid Percent Cumulative Percent
Valid Disagree 9 16.1 16.1 16.1
Neutral 13 23.2 23.2 39.3
Disagree 34 60.7 60.7 100.0
Total 56 100.0 100.0
Q10: Old bank personnel are more competent and skilled in dealing with customers.
Frequency Percent Valid Percent Cumulative Percent
Valid Disagree 15 26.8 26.8 26.8
Neutral 24 42.9 42.9 69.6
Agree 17 30.4 30.4 100.0
Total 56 100.0 100.0
Q11: Old bank personnel are more experience in providing advisory and custodian services.
Frequency Percent Valid Percent Cumulative Percent
Valid Disagree 6 10.7 10.7 10.7
Neutral 27 48.2 48.2 58.9
Agree 23 41.1 41.1 100.0
Total 56 100.0 100.0

18. Q12: Old banks personnel get more training and acquire more knowledge than newones.
Frequency Percent Valid Percent Cumulative Percent
Valid Disagree 13 23.2 23.2 23.2
Neutral 15 26.8 26.8 50.0
Agree 28 50.0 50.0 100.0
Total 56 100.0 100.0
Q13: As old banks have stable and bigger capital or fund, these can train up their employeesmore
which help to better their servicestowards customers.
Frequency Percent Valid Percent Cumulative Percent
Valid Disagree 13 23.2 23.2 23.2
Neutral 20 35.7 35.7 58.9
Agree 23 41.1 41.1 100.0
Total 56 100.0 100.0
Q14: Old banks have strong brand image and reputation than newones.
Frequency Percent Valid Percent Cumulative Percent
Valid Disagree 8 14.3 14.3 14.3
Neutral 8 14.3 14.3 28.6
Agree 40 71.4 71.4 100.0
Total 56 100.0 100.0
Q15: Old banks are involving in more CSR activitiesthan newones.
Frequency Percent Valid Percent Cumulative Percent
Valid Disagree 12 21.4 21.4 21.4
Neutral 11 19.6 19.6 41.1
Agree 33 58.9 58.9 100.0
Total 56 100.0 100.0

19. Q16: Old banks get the facility of word of mouth marketing more than newones.
Frequency Percent Valid Percent Cumulative Percent
Valid Disagree 13 23.2 23.2 23.2
Neutral 13 23.2 23.2 46.4
Agree 30 53.6 53.6 100.0
Total 56 100.0 100.0
Q17:Customers are more satisfied with the efficient servicesofold banks.
Frequency Percent Valid Percent Cumulative Percent
Valid Disagree 21 37.5 37.5 37.5
Neutral 22 39.3 39.3 76.8
Agree 13 23.2 23.2 100.0
Total 56 100.0 100.0
Q18: Customers are more satisfied with the variety ofservicesprovided by old banks.
Frequency Percent Valid Percent Cumulative Percent
Valid Disagree 13 23.2 23.2 23.2
Neutral 22 39.3 39.3 62.5
Agree 21 37.5 37.5 100.0
Total 56 100.0 100.0
Q19: Customers are more trustworthy towards the old banks.
Frequency Percent Valid Percent Cumulative Percent
Valid Disagree 5 8.9 8.9 8.9
Neutral 12 21.4 21.4 30.4
Agree 39 69.6 69.6 100.0
Total 56 100.0 100.0

20. Q20: Customers are more satisfied with the competencies and skills ofthe employees ofold banks
Frequency Percent Valid Percent Cumulative Percent
Valid Disagree 15 26.8 26.8 26.8
Neutral 21 37.5 37.5 64.3
Agree 20 35.7 35.7 100.0
Total 56 100.0 100.0
Q21: Customers are more satisfied with the reputation ofthe old banks
Frequency Percent Valid Percent Cumulative Percent
Valid Disagree 10 17.9 17.9 17.9
Neutral 14 25.0 25.0 42.9
Agree 32 57.1 57.1 100.0
Total 56 100.0 100.0
Q22: Customers’ acceptance toward old banks is higher than the newones.
Frequency Percent Valid Percent Cumulative Percent
Valid Disagree 10 17.9 17.9 17.9
Neutral 14 25.0 25.0 42.9
Agree 32 57.1 57.1 100.0
Total 56 100.0 100.0
Gender
Frequency Percent Valid Percent Cumulative Percent
Valid Male 35 62.5 62.5 62.5
Female 21 37.5 37.5 100.0
Total 56 100.0 100.0

21. Age
Frequency Percent Valid Percent Cumulative Percent
Valid .25-34 years 46 82.1 82.1 82.1
35-44 years 9 16.1 16.1 98.2
45-54 years 1 1.8 1.8 100.0
Total 56 100.0 100.0
Education Level
Frequency Percent Valid Percent Cumulative Percent
Valid Graduate 3 5.4 5.4 5.4
Postgraduate 53 94.6 94.6 100.0
Total 56 100.0 100.0
Working Year
Frequency Percent Valid Percent Cumulative Percent
Valid Less than 6 months 6 10.7 10.7 10.7
6 months-1 year 7 12.5 12.5 23.2
1-3 years 22 39.3 39.3 62.5
4-6 years 16 28.6 28.6 91.1
7 years & above 5 8.9 8.9 100.0
Total 56 100.0 100.0

22. Histogram
Scatterplot: