Customer satisfaction of depositors of jamuna bank

i
CUSTOMER SATISFACTION
OF DEPOSITORS
OF JAMUNA BANK KONABARI
BRANCH
BASED ON A 2016 STUDY
OF TOTAL DEPOSIT CUSTOMERS

ii
IUBAT— International University of Business Agriculture and Technology
Practicum Report
on
Customer satisfaction of depositors of Jamuna Bank Konabari
Branch—based on a 2016 study of total deposit customers
Course Name: Practium (BUS 490)
Prepared for
Prof Dr M Alimullah Miyan
Chair, CBA Vice-Chancellor & Founder
Prepared by
Sushanta Saha
ID #12102343
Program: BBA
College of Business Administration – CBA
15 December 2016

iii
Acknowledgment
At the beginning, I would like to express my gratitude and offer my prayer to the Almighty for
allowing me to complete this report.
I would like to express sincere gratitude to my academic supervisor, Mr. Abdullah Al Yousuf
Khan, Assistant Professor of IUBAT, without whose help and guidance I would be unable to
complete this report.
I would like to express my gratitude to those who helped me all the way through to complete my
internship report on ‗Customer Satisfaction of Depositors of Jamuna Bank Konabari Branch —
based on a 2016 Study of Total Deposit Customers‘
I would express my special thanks to my parents whose inspirations have enabled me to
complete this report. I am thankful to Jamuna Bank for giving me the opportunity to work with
its experienced staffs. I would like to express my gratitude to all the staffs of JBL Konabari
Branch who helped me to collect and get necessary data to prepare this report. I would like to
express gratitude Mr. Md. Nurul Huda, The manager of the Branch and Mr. Md. Afzal
Hossain , second manager of JBL Konabari Branch who helped me in my research work by
giving me valuable suggestions. I am thankful to the veteran staffs of the branch for their
guidance in work. It was a memorable experience for me to work with all of them. I am thankful
to Mr. Ahshanul Haque, first executive officer in JBL Konabari branch who provided me
valuable internal data of the Bank. Finally, I express my sincere thanks to my friends who
inspired in different ways to complete the report and the course as well.
Sushanta Saha
ID # 12102343
Program: BBA
IUBAT- International University of Business Agriculture and Technology

iv
Letter of Transmittal
15 December 2016
Prof Dr M Alimullah Miyan
Chair, CBA Vice-Chancellor & Founder
4 Embankment Drive Road, Sector-10 (Off Dhaka-Ashulia Road)
Uttara Model Town, Dhaka-1230.Bangladesh
Subject: Submission of the practicum report.
Dear Sir,
Here in the report on ―Customer satisfaction of depositors of Jamuna Bank Konabari Branch—
based on a 2016 study of total deposit customers‖ prepared as per the requirement for completion
of BBA program.
My study is based on a survey of 45 deposit account holders of the Branch prepared with an
objective to find out why this branch is losing depositors and are the deposit holders are happy
with the bank‘s service.
I sincerely hope that this report will meet your expectations. If you have any queries regarding
this report, please feel free to inform me.
Sincerely
---------------------------
Sushanta Saha
ID # 12102343,
Program: BBA,
College of Business Administration – CBA, IUBAT

v
Certificate of Practicum Institute
v

vi
Student Declaration
I declare that all works submitted for assessment in this subject is my own work and does not
involve plagiarism or teamwork. The report titled ―Customer Satisfaction of Depositors of
Jamuna Bank Konabari Branch —based on a 2016 Study of Total Deposit Customers‘ is an
original work done by me under the supervision of Mr. Abdullah Al Yousuf Khan.
No part of this report has been previously submitted to any other University
College/Institution/Organization for any academic degree/ certificate/ diploma.
-----------------------
Sushanta Saha
ID # 12102343
Program: BBA

vii
Supervisor’s Declarations
To Whom It May Concern
This is to certify that Sushanta Saha, ID# 12102343, student of BBA program of IUBAT
University has successfully completed the internship report on ―Customer satisfaction of
depositors of Jamuna Bank Konabari Branch—based on a 2016 study of total deposit
customers‖ under my supervision and guidance. During the period, he worked three months in
Jamuna Bank Limited, Konabari Branch in Gazipur from 9 October 2016 to 28 December
2016.
This report is submitted as a partial requirement for the fulfillment of BBA program at IUBAT –
International University of Business Agriculture and Technology. Hereby I accept the report
as successful completion of internship. No part of this report has been submitted for any other
degree, diploma or fellowship and the work has not been published is any paper, journal or
magazine. During the period he was sincere proactive and attentive to his work. I wish him every
success in his life.
Abdullah Al Yousuf Khan
Assistant Professor
College of Business Administration

viii
Executive Summary
Jamuna Bank, Konabari Branch in Gazipur district was the 16 number branches that bank
opened in 2004. After JBL many banks opened their branch in Konabari. Currently the branch is
losing its deposit account holders especially the Current Account and Savings deposit account
holders. This report recommends following topics for the bank to keep the customers satisfied:
 Providing credit cards to potential depositors.
 Making loan processing flexible and minimizing duration of loan getting.
 Making mobile banking more customers oriented to compete with others and advertising
in TV, social media about the products.
 Advertise the products in electronic media such as TV advertisement.
The study found by the survey of 45 depositors of JBL shows that they are happy with the
modern banking facilities that the Bank offers. Around 66% customers said that the branch has
modern banking facilities such as ATMs, Online banking, Mobile banking to deposit account
holders. However, they are not happy with the conservative policy of the Bank on credit card
offering. As in the service area, local banks are doing aggressive marketing so to make the
depositors happy JBL need to be flexible on credit card offering.
Observation of the depositors of the branch discovered that the mobile banking of the bank is not
much popular among the customers. So other banks substitute product is that caused the branch
to lose depositors. On the other hand, an average number of respondents are happy with the
service quality of the branch. Job change, relocation, economic condition of clients such as
reduced income, unemployment are the significant reasons behind customers leaving the branch.
In addition, Standard garment‘s fire incident caused the branch to lose depositors as the branch
had a good number of depositors from that garment.
The study found that the competing banks are doing aggressive marketing in the area. So
customers can become unhappy by the offering of other banks. JBL loan processing is also very
strict said majority of the respondents.

ix
Table of Content
PREFATORY PART
Particulars Page No.
Title Fly i
Title page ii
Acknowledgment iii
Letter of Transmittal iv
Certificate of Practicum Institute v
Student Declaration vi
Supervisor’s Declarations vii
Executive Summary viii
Table of Content ix
PART 1
INTRODUCTORY PART
INTRODUCTORY PART 1
1.1 Introduction to the Report 2
1.2 Research aims 3
1.3 Research objectives 3
1.4 Scopes of the Report 4
1.5 Limitations of the Report 4
PART 2
ORGANIZATIONAL PART
ORGANIZATIONAL PART 5

x
2.1 Background of Jamuna Bank Limited 6
2.2 Corporate short profile of Jamuna Bank Limited 6
2.3 Mission of JBL 7
2.4 Vision of JBL 7
2.5 Objectives of Jamuna Bank 8
2.6 Strategic Priority 8
2.7 Values 9
2.8 Corporate Governance of JBL 10
2.8.1 Board of Directors of Jamuna Bank 10
2.8.2 Top Management Team of JBL 13
2.8.3 Shariah Supervisory Committee of JBL 14
2.8.4 Organogram of JBL 15
2.9 SWOT Analysis of JBL 16
2.10 External Environment Analysis 19
2.10.1 PEST Analysis 19
2.10.2 Porters 5 Forces analysis 20
2.10.3 External Environment Analysis Summery 24
2.11 Internal Environment Analysis of JBL 25
2.12 SFAS Matrix 26
2.13 TOWS Matrix of JBL 27
2.14 Corporate Social responsibility 28
PART 3
TOPIC PART
Chapters Particulars Page No.
TOPIC PART 29
Chapter 01
3.1 Marketing Mix of JBL 30
3.1.1 Products 30
3.1.2 Price 34

xi
3.1.3 Promotion 35
3.1.4 Place 35
Chapter 02 3.2.1 Customer analysis — deposit and current account
holders
36
Chapter 03 3.3.1 Factors related to customer satisfaction — why
customers are leaving the branch
42
PART 4
ACTUAL TASK PART
ACTUAL TASK PART 51
4.1 Internship Experience 52
4.2 Brief information of JBL Konabari Branch 52
4.3 Internship Timeline 53
4.4 Primary learning 55
4.5 Secondary learning 58
PART 5
PROJECT PART
PROJECT PART 59
5.1 Problem Statement 60
5.2 Background of the Problem 60
5.3 Project Timeline 60
5.4 Budget information 61
5.5 Research Methodology 61
5.5.1 Research approach 61
5.5.2 Research Philosophy 61
5.5.3 Type of Research 61

xii
REFERENCES & APPENDICES
References 77
Appendices 78
Abbreviations 79
LIST OF THE FIGURES
Figure 2.1 Organogram of JBL 15
Figure 2.2 SWOT Analysis of JBL 16
Figure 2.3 Porter's Five Forces Analysis 21
Figure 2.4 TOWS Matrix of JBL 27
Figure 3.1 Number of Active, Dormant, and Closed Deposit Accounts in Jamuna
Bank, Konabari Branch ( Upto October 30, 2016)
36
Figure 3.2 Percentage of Dormant Savings Accounts 37
Figure 3.3 Percentage of Dormant Current Accounts 38
Figure 3.4 Percentage of Total Dormant Deposit Accounts 39
5.5.4 Method of data collection 61
5.5.5 Population and Sampling Methods 62
5.5.6 Research limitations 62
5.6 Hypothesis Development and Test 62
5.6.1 Hypothesis Test: Z-Test
5.6.2 Hypothesis Scale 63
5.6.3 Hypothesis Testing 64
5.7 Data Analysis and Interpretation 65
5.8 Findings 73
5.9 Recommendations 75
5.10 Conclusion 76

xiii
Figure 3.5 Total Deposit Accounts Opened in Jamuna Bank, Konabari Branch
(From 2004 - October, 2016)
40
Figure 3.6 Number of Deposit Accounts Opened in JBL Konabari branch (from
2006-2016)
41
Figure 3.7 Interest Rate on DPS provided by different Banks in Konabari 44
Figure 3.8 Service Area Covered by the Banks in Konabari, Gazipur 47
Figure 3.9 Opening Year of Branch of different Banks' in Konabari, Gazipur 47
Figure 3.10 Total Distance of Konabari Area 48
Figure:3.11 Location of The Branches of Different Banks in Konabari, Gazipur 50
Figure 4.1 My Internship Activities in JBL Konabari Branch 53
Figure 4.2 Internship activities chart 54
Figure 5.1 Project Timeline (Gantt chart) 61
Figure 5.2 Percentage of responses on H1 65
Figure5.5 Percentage of responses on H4 68
LIST OF THE TABLES
Table 2.1 Corporate Short Profile of Jamuna Bank Limited 6
Table 2.2 Top Management Team of JBL 13
Table 2.3 Shariah Supervisory Committee of JBL 14
Table 2.4 EFAS Table (External Factor Analysis Summery) of JBL 24
Table 2.5 IFAS Table (Internal Factor Analysis Summery) of JBL 25
Table 2.6 SFAS Matrix of JBL (Strategic Factor Analysis Summary) 26

xiv
Table 3.1 Service Charge 34
Table 3.2 Total Number of Branches Opened by Jamuna Bank in Bangladesh 35
Table 3.3 List of Interest Rate on Major Deposit Products of Different Banks in
Konabari, Gazipur
43
Table 3.4 Service Charge 45
Table 3.5 List of The Banks and their Opening Year of Branch in Konabari,
Gazipur
46
Table 4.1 Address of JBL Konabari Branch 52
Table 4.2 Internship Work Activities 53
Table 4.3 Name and number of accounts I helped customers to open 56
Table 5.1 Project timeline activities 60
Table 5.2 Budget information 61
Table 5.3 Hypothesis scale 63
Table 5.4 Summary of the responses of deposit account holders of JBL Konabari
Branch
64

2
1.1 Introduction to the Report
It is always easy to make loyal customers by making happy existing customers than new one.
Jamuna Bank being a third generation bank in Bangladesh has passed its‘ successful journey
in last 15 years.
Jamuna Bank is a private commercial bank and offers wide range of products and services to
its customers. In the last 15 years, the bank is operating successfully in Bangladesh. The
Konabari branch of Jamuna Bank Limited is a deposits account based branch. The branch
mostly focuses on retail banking. However, the Branch also offers other products and service
such as corporate and SME products.
A recent performance evaluation of the branch shows an alarming number of customers are
leaving the bank, which amounted, as large as 48% of the total depositors who have had
various deposit accounts. So it appears that depositors are not happy. So this study will try to
find the reasons behind customers leaving the branch.
This report is prepared as a part of practicum program completion. I have done internship in
Jamuna Bank, Konabari Branch, in Gazipur. An internship program is generally designed for
students to grow professionally, experience the real corporate working environment.
Moreover, it is a pathway for students to practice professionalism before entering into a
serious job. It helps us to build our self-confidence & interpersonal skills, which are
important for job market.
The banking sector is one of the major service sectors in Bangladesh. There are several types
of banks, which differs in the number of services they provide. Although some of the
differences between these types of bank have lessened as they begin to expand the range of
products and service they offer, there are still key distinguishing features. Commercial banks,
which dominate this industry, offer a full range of services for individuals, business, and
government.
In the modern society, commercial banks occupy a position of economic importance. They
play a significant role to meet up the needs of the society such as large-scale production,

3
capital formation, industrialization, growth of trade etc. Jamuna Bank established in 2001 in
Bangladesh, and this bank is contributing to the country in last 15 years of service. The bank
offers different types of products to the depositors and is successfully operating in the
country.
1.2 Research aims
The aim of this research is to fulfill the requirement of completion of BBA program. In
addition, this study will try to identify why customers are leaving the JBL, Konabari Branch.
Moreover, to determine customers satisfaction factors of the branch.
1.3 Research objectives
The broad objective and specific objectives of this research are as follows
 Broad Objective
To identify the reasons why deposit account holders are discontinuing or leaving JBL
Konabari branch.
 Specific Objectives
The specific objectives of this research are going to be as follows:
1. To identify the number of total deposit accounts since the start of the business i.e.
2004.
2. To identify the types of various deposit accounts opened by the depositors.
3. To determine whether customers are satisfied or not.
4. To gain practical knowledge of corporate workplace.
5. To fulfill the requirement of completion of BBA program.
6. To identify the factors related to customers satisfaction of this particular branch.

4
1.4 Scopes of the Report
This report is limited to the study of deposit account holders of JBL Konabari Branch. All the
data about the deposit accounts were collected from the Jamuna Bank, Konabari branch. So
the scope of this research is limited to the branch. I have completed three months internship
the branch so scope of this study is JBL Konabari Branch.
1.5 Limitations of the Report
To prepare this report the duration of three months was a limited time. As there is privacy
concern of the branch of JBL, some data could not be collected. There was limitation to visit
other branch of the bank to see actual scenario over there.

6
2.1 Background of Jamuna Bank Limited
Jamuna Bank Limited is a private commercial bank in Bangladesh. Jamuna Bank started its
operation from in Bangladesh in 2001. The Bank provides all types of support to trade,
commerce, industry and overall business of the country Jamuna Bank Ltd., the only Bengali
named 3rd generation private commercial bank, was established by a group of local
entrepreneurs who are well reputed in the field of trade, commerce, industry and business of
the country.
The Bank offers both conventional and Islamic banking through designated branches. The
Bank is being managed and operated by a group of highly educated and professional team
with diversified experience in finance and banking. The Management of the bank constantly
focuses on understanding and anticipating customers' needs. Since the need of customers is
changing day by day with the changes of time, the bank endeavors its best to device strategies
and introduce new products to cope with the change. Jamuna Bank Ltd. has already achieved
tremendous progress within its past 15 years of operation. The bank has already built up
reputation as one of quality service providers of the country.
At present the Bank has real-time Online banking branches (of both Urban and Rural areas)
network throughout the country having smart IT-backbone. Besides traditional delivery
points, the bank has ATMs of its own, sharing with other partner banks and consortium
throughout the country.
Jamuna bank has branches in most of the major cities of Bangladesh. There are total 108
branches opened by Jamuna Bank.
2.2 Corporate short profile of Jamuna Bank Limited
Table 2.1
Corporate Short Profile of Jamuna Bank Limited

7
Name of the Bank Jamuna Bank Limited.
Date of Commencement In 2001 in Dhaka
Registered Office Hadi Mansion, 2 Dilkusha C/A, Dhaka-1000
Industry Banking
Type Private Commercial Bank in Bangladesh.
Number of branch 108 as of October 2016
Employee Around 2000
Automated Teller Machine
(ATM )
169 ATMs in the countrywide in the year 2016
Corporate Slogan ―Your Partner for Growth.‖
Logo
SWIFT Code JAMUBDDH
Phone 9570912
Fax 880 (2) 9565762
E-mail info@jamunabank.com.bd
Website www.jamunabankbd.com
Source: As per Annual report 2015, Jamuna Bank Ltd.
2.3 Mission of JBL
The Bank is committed for satisfying diverse needs of its customers through an array of
products at a competitive price by using appropriate technology and providing timely service
so that a sustainable growth, reasonable return and contribution to the development of the
country can be ensured with a motivated and professional work force.
2.4 Vision of JBL
To become a leading banking institution and play a significant role in the development of the
country.

8
2.5 Objectives of Jamuna Bank
 To earn and maintain CAMEL Rating 'Strong'
 To establish relationship banking and improve service quality through development of
Strategic Marketing Plans.
 To remain one of the best banks in Bangladesh in terms of profitability and assets
quality.
 To introduce fully automated systems through integration of information technology.
 To ensure an adequate rate of return on investment.
 To keep risk position at an acceptable range (including any off balance sheet risk).
 To maintain adequate liquidity to meet maturing obligations and commitments.
 To maintain a healthy growth of business with desired image.
 To maintain adequate control systems and transparency in procedures.
 To develop and retain a quality work-force through an effective human Resources
Management System.
 To ensure optimum utilization of all available resources.
 To pursue an effective system of management by ensuring compliance to ethical
norms, transparency and accountability at all levels.
2.6 Strategic Priority
 Delivering customer‘ desired products and services to create true customers‘ value.
 Focusing on export of both traditional and nontraditional items and remittance to
ensure a comfortable position of foreign exchange all the time.
 Doing businesses that have higher risk adjusted return.
 Focusing on maintenance of assets quality rather than its aggressive expansion.
 Changing the deposit mix thereby reduce the cost of deposits.
 Ensuring all modern alternative delivery channels for easy access to our services by
customers.
 Taking banking to the doorstep of our target group.
 Restructuring existing products and introducing new products to meet the demand of

9
time and the target group.
 Entering into new avenues of business to increase profitability.
 Bringing unbanked people into our delivery channels.
 Increasing fee based service/activities where costly capital is not changed.
 Ensuring organizational efficiency by continuous improvement of human capital and
motivation level, dissemination of information and thereby ensuring a sustainable
growth of the organization.
 Maximizing shareholders‘ value at all times alongside ensuring a sustainable growth
of the organization.
 Pursuing CSR activities for our continued support to future generation, distressed
people and for advancement of underprivileged people of the country.
 Establishing the brand image as a growth supportive and pro-customers‘ bank.
 Strengthening risk management techniques and ensuring compliance culture.
 Remaining cautious about environment and supporting for maintaining a green and
clean soil.
2.7 Values
 Customer Focus
 Integrity
 Quality
 Teamwork
 Respect for the individual
 Harmony
 Fairness
 Courtesy
 Commitment
 Respectable Citizenship
 Business Ethics
 Unique Culture

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2.8 Corporate Governance of JBL
Corporate governance is a fundamental part of the culture and business practice of Jamuna
Bank Limited (JBL). The company is directed and controlled by the board of directors. The
primary role of JBL corporate governance is played by the board of directors. It is the board
that formulates the vision, mission, objectives and strategic goals. The board‘s dynamism,
guidance, stewardship, policy making are all that drives the company towards sustainable
growth. The Management‘s role is to execute those policies in a professional, proactive and at
the same time, ethical, appropriate manner.
2.8.1 Board of Directors of Jamuna Bank
Mr. Gazi Golam Murtoza
(Chairman)
Joined: (April 27, 2016- present)
Engr. A. K. M. Mosharraf
Hussain
(Director)
Engr. Md. Atiqur Rahman
(Director)
Mr. Golam Dastagir Gazi, Bir
Protik
(Director)

11
Mr. Fazlur Rahman
(Director)
Al-Haj Nur Mohammed
(Director)
Mr. Md. Tajul Islam
(Director)
Mr. Sakhawat, Abu Khair
Mohammad
(Director)
Mr. Md. Belal Hossain
(Director)
Mr. Md. Mahmudul Hoque
(Director)
Mr. Shaheen Mahmud
(Director)
Mr. Md. Sirajul Islam
Varosha
(Director)
Mr. Kanutosh Majumder
(Director)

12
Mr. Md. Ismail Hossain
Siraji
(Director)
Mrs. Tasmin Mahmud
(Director)
Mr. Md. Hasan
(Director)
Mr. Redwan-ul Karim
Ansari
(Director)
Mr. Narayan Chandra
Saha
(Independent Director)
Mr. Chowdhury Mohammad
Mohsin
Mr. Md. Rafiqul Islam
Mr. Shafiqul Alam
(Managing Director)

13
2.8.2 Top Management Team of JBL
The Top Management team of JBL is working to ensure sustainable growth of the company
by making strategic decisions. The senior management team members are as follows:
Table 2.2
Top Management Team of JBL
SL No. Name Photo
1
Shafiqul Alam
(Managing Director)
(January, 2013- present)
2
Mirza Elias Uddin Ahmed
(Additional Managing Director)
(Joined JBL in 2001-present)
3
A. K. M. Saifuddin Ahamed
(Deputy Managing Director)
(Joined JBL in 2001-present)
Source: As per website of JBL, 2016

14
2.8.3 Shariah Supervisory Committee of JBL
Jamuna Bank offers Islamic Banking too. At present, it has 2 Islamic banking branches i.e.
Nayabazar Branch, Dhaka and Jubilee Road Branch, Chittagong. To guide and oversee its
Islamic banking operation, Jamuna Bank has a Shariah Supervisory Committee with the
following persons who are renowned scholars for Islamic banking and economics:
Table 2.3
Shariah Supervisory Committee of JBL
Sl.
No.
Name Status
1.
Prof. Mawlana Md. Salahuddin
Khatib, Baitul Mokarram National Mosque, Dhaka.
Chairman
2.
M. Azizul Haque
Founder Managing Director of Islami Bank Bangladesh Ltd, Consultant
of Islami Banking
Member
3.
Mawlana Abdur Razzak
Principal, Madinatul Ulum Model Institute Boys Kamil Madrasah, Dhaka
Member
4.
Hafez Mawlana Mufti Ruhul Amin
Principal, Jamea Islamia Darul Ulum Khademul Islam Gawhardanga
Madrasah, Tungipara, Gopalgonj
Member
5.
Prof. Shahidul Islam Barakati
Islami Scholar
Member
6.
Al-Hazz Mowlana Mohammad Sadequl Islam
Imam & Khatib, Mohakhali DOHS Jame Mosjid, Dhaka Cantonment
Member
7.
Mr. Shafiqul Alam
Managing Director, Jamuna Bank Ltd
Member(Ex-
officio)
Source: As per website of JBL, 2016

15
2.8.4 Organogram of JBL
Figure 2.1
Organogram of JBL
Source: Annual report 2015, Jamuna Bank Limited

16
2.9 SWOT Analysis of JBL
SWOT stand for Strengths, Weaknesses, Opportunities, and Threats. By SWOT analysis, we
can look at these internal and external factors of a particular company.
Figure 2.2
SWOT Analysis of JBL
Source: Author work
 Strengths of Jamuna Bank:
 Experienced top management:
Positive Negative
Internal
Strengths
1. Experienced top management
2. Wide range of products and services
3. Cooperative work of branch
employees
4. Strong branch network and ATMs
Weaknesses
1. Absence of sufficient marketing
activities
2. Less number of Branches than its‘
competitors
3. Lack of modern banking software
4. Less number of ATMs then other
Banks
5. Lack of adequate training of
employee
External
Opportunities
1. Open new branches in all the potential
area
2. Implement modern banking software
3. Introducing special corporate scheme
4. Creation of strong brand image
5. Expansion of mobile banking
Threats
1. Strong competition
2. Government rules and regulations
3. Substitute products of other Banks
4. Poor political stability

17
Jamuna Bank has a top management, which is well experienced in banking industry. They
have worked not only in banking sector but also in different kinds of businesses. So,
experienced top management is the major strength of JBL.
 Wide range of products and services:
JBL is serving with their wide range of products and services in Bangladesh. The Bank has
retail products, corporate products, different ATM cards, SME products. All these products
have various facilities for different customers. This wide range of products is the strengths of
JBL.
 Cooperative work of branch employees:
All the branches of JBL are networked with each other. In addition, the employees in the
branch work in cooperation among themselves.
 Strong branch network and ATMs:
JBL has 108 branches in Bangladesh in different division. All these branches are networked
with each other. Customers of JBL can deposit and withdraw money from any of these
branches. Also the branches help each other in need. JBL has more the 150 ATMs. So, strong
branch network and ATMs are the strength of JBL.
 Weaknesses of Jamuna Bank:
 Absence of sufficient marketing activities:
Currently JBL is not doing sufficient marketing activities. Other banks are doing aggressive
marketing such as the Premier Bank and BRAC Bank.
 Less number of Branches than its’ competitors:
Competitors have more branches than JBL. In addition, JBL does not have branches in all the
districts of Bangladesh.
 Lack of modern banking software:
The employees of JBL Konabari branch has said that JBL needs to implement new and
modern banking software so that they can do a task faster than now. In addition, they said

18
that they would be able to respond to customers more quickly if JBL implement modern
banking software such as CBS core banking software.
 Less number of ATMs then other Banks:
In today‘s banking industry ATMs number and good quality of service has an important role
in growth. JBL has less number of ATMs than other Banks.
 Lack of adequate training, job facilities of employee
New employees are not getting enough training. The accounts officer in JBL Konabari branch
has said that some experienced employees are leaving Jamuna Bank because other Banks are
giving them more job facilities and salary. Also JBL‘s new employees are not receiving
enough said the front desk officer.
 Opportunities of Jamuna Bank:
 Open new branches in all the potential area:
Jamuna Bank can open new branches in all districts of Bangladesh. The Bank has 108
branches in the country but it does not exist in all districts. The population and demand for
banking service is growing so it is a great opportunity for JBL to open new branch in all the
potential area in the country.
 Implement modern banking software:
JBL can install or implement modern banking software to increase their performance.
 Introducing special corporate scheme:
JBL Konabari Branch is deposit based. There are many potential corporate customers in
Konabari, Gazipur. It is an opportunity for the Bank to attract these customers by introducing
special corporate scheme.
 Creation of strong brand image:
Band image is how customers think about the brand. JBL can attract more customers by
providing more valued products and services. And make more loyal customers.

19
 Expansion of mobile banking
Mobile banking is becoming more attractive to the local customers in Bangladesh. Butch-
Bangla Bank, BRAC Bank is leading the mobile banking sector in the country. JBL already
has mobile banking or financing service. The Bank can put more emphasis in this sector as
mobile banking is substitute for traditional banking. While working in JBL Konabari branch I
have seen that customer do not come to bank as they can fulfill their need using Bkash.
 Threats of Jamuna Bank:
 Strong competition
There is strong or intense competition exists in the banking industry in Bangladesh. BRAC
Bank, Premier Bank, Dhaka Bank, Southeast Bank all these banks are the competitors of JBL
and they are doing aggressive marketing.
 Government rules and regulations
Bangladesh Bank is the central authority in the Banking industry in the country. And the
banks need to follow the rules and regulations of the government.
 Substitute products of other Banks
Bkash, Rocket are the major substitute products of other Bank. It is a threat for JBL.
 Poor political stability
Bangladesh is suffering from poor stability for a long time. Hartal, unsatisfactory election all
these affect the day to day life and businesses like Bank.
2.10 External Environment Analysis
2.10.1 PEST Analysis
 Political–legal forces
 Stability of government: The political situation is not stable.

20
 Bangladesh Bank’s policy: The policies the central bank influences and regulates
the bank also tax is another important factor.
 Tax laws: Tax for export and import is getting higher and it does not give the pre
alarm for changing.
 Economic forces
 The GDP of Bangladesh is increasing.
 The overall income of the people of Bangladesh is increasing.
 More area is being developed than previous because of industrialization.
 The competition in the banking sector is very strong.
 Although the unemployment rate is high but overall, economy of Bangladesh is
increasing.
 Technological forces
 Innovation of Automated Teller Machine (ATM) has transformed and increased
the performance of banking industry.
 New technology based products are being introduced to customers
 People are becoming interesting in online banking.
 Uses ATM debit card and credit card is increasing.
 Hacking in the ATM booths of different banks occurred in 2016.
 Socio cultural forces
 Bangladesh has a population over 160 million.
 Unemployment rate is increasing
 Now the women are also entering into job sector, becoming self-employed
along with men. So, JBL need to target both equally.
 The culture of Bangladesh is open-minded and it is mixed culture
2.10.2 Porters 5 Forces analysis
Michael E. Porter argues that the stronger each of these forces the more limited is the ability
of established companies to raise prices and earn greater profits. Thus, a strong competitive

21
force can be regarded as a threat since it depresses profit. Similarly, a weak competitive force
can be viewed as opportunity, for it allows a company to earn greater profits.
Figure 2.3
Porter's Five Forces Analysis
Source: Author work based on industry analysis
 The threat of new entry:
New Entrants are companies that are not currently competing in an industry but have the
potential to do so if they choose. The banking industry in our country is still in its growth
stage. To enter into the industry it requires high amount of money in addition in our country
about 56 banks having more than 2500 branches (approximate). Usually the existing
companies try to deter potential competitors by setting certain entry barriers. Barriers to entry
are factors that make it costly for companies to enter an industry. Government licensing and
Bangladesh Bank regulations are also another factor that is affecting the risk of new entrance.
So the risk of new entry is low in banking industry.
 The bargaining power of suppliers:
Rivalry among the existing
competitors
(High)
Threat of new entry
(Low)
Bargaining power of
suppliers
(Medium)
Threat of substitute
products
(Medium)
Bargaining power of
buyers (Low)

22
Capital is the primary resource for banks and is the major suppliers of capital in the industry
are:
 Bangladesh Bank
 Loans from other financial institutions.
By utilizing these suppliers, the bank can be sure that they have the necessary resources
required to service their customers' borrowing needs while maintaining enough capital to
meet withdrawal expectations. The economic condition is also another factor that is affecting
the bargaining power of supplier. The power of the suppliers is largely based on the market,
so bargaining power of suppliers‘ medium.
 The bargaining power of buyers:
When customers are concentrated or large or buy the products services in volume, their
bargaining power represents a major force affecting the intensity of competition in an
industry. Rival firms may offer extended warranties or special services to gain customer
loyalty whenever the bargaining power of consumers is extensive. Bargaining power of
consumers also is higher when the products being purchased are standard or undifferentiated.
Bargaining power of the buyer can be viewed as a competitive threat when they are in a
position to demand lower prices from the company or when they are in a position to demand
better service that can increase operating costs. On the other hand, when buyers are weak, a
company can raise its prices and earn greater profits. For the banking, industry buyer means
customers who take loan from the banks. In banking industry, the bargaining power of buyer
is not high, means low.
 The threat of substitute products:
A substitute product can be regarded as something that meets the same need of another
product. Some banking financial institutions are providing substitute products i.e. Bkash,
Rocket etc. Other non-banking financial businesses are providing loans to the customers.
There is another substitute product like different organization of rural area called ―Grammen
Somite‖ etc. Therefore, the threat of substitute products is Medium.
 Rivalry among existing competitors:

23
The intensity of rivalry among competing firms tends to increase as the number of
competitors increases. The banking industry in Bangladesh is highly competitive as there are
many banks operating here. As the emergence of many new commercial banks has taken
place, therefore the banks are trying to get the competitive advantage over their rival banks.
By introducing new schemes and attracting customers through promotional activities, the
banks are having a close and interactive competition in the industry. Therefore, the degree of
rivalry in banking sector is high.

24
2.10.3 External Environment Analysis Summery
Table 2.4
EFAS Table (External Factor Analysis Summery) of JBL
External factors Weight Rating Weighted
Score
Comments
Opportunities
Open new branches in all the
potential area
.20 3 .60 JBL does not have
branches in all the districts
of Bangladesh
Implement modern banking
software
.10 3 .30 Implement modern
banking software will
increase performance
Introducing special corporate
scheme
.10 1 .10 Attract new customers
Creation of strong brand image .05 3 .15 JBL need more loyal
customers to grow
Expansion of mobile banking .05 3 .15 JBL can expand its‘
Mobile Banking
Threats
Strong competition .20 4 .80 Competition is very
intense
Government rules and
regulations
.05 3 .15
Substitute products of other
Banks
.15 4 .60 Bkash, Rocket are the
major substitute products
of other Bank
Poor political stability .10 3 .30
Total Scores 1.00 3.15
Source: Author work based on external factors

25
2.11 Internal Environment Analysis of JBL
Table 2.5
IFAS Table (Internal Factor Analysis Summery) of JBL
Internal factors Weight Rating Weighted
Score
Comments
Strengths
Experienced top management .15 4 .60 Key to success
Wide range of products and
services
.10 2 .20
Cooperative work of branch
employees
.15 2 .30 Helpful for JBL
Strong branch network and ATMs .10 3 .30
Weaknesses
Absence of sufficient marketing
activities
.20 4 .80 JBL is lacking of enough
marketing activities
Less number of branches than its‘
competitors
.05 3 .15
Lack of modern banking software .10 3 .30 Response time is long
Less number of ATMs then other
Banks
.05 2 .10
Lack of adequate training, job
facilities of employee
.10 3 .30 Experienced employees are
leaving Jamuna Bank
because other Banks are
giving them more job
facilities
Source: Author work based on internal factors

26
2.12 SFAS Matrix
Table 2.6
SFAS Matrix of JBL (Strategic Factor Analysis Summary)
Strategic Factors Weight Rating
Weighted
Score
Duration
Comments
SHORT
INTERMEDIATE
LONG
Experienced top
management (S)
.15 4 .60 √ Key to success
Cooperative work of
branch employees (S)
.10 3.2 .32 √ Helpful for the bank
Absence of sufficient
marketing activities (W)
.15 3.5 .525 √ Customers are
switching
Lack of modern banking
software (W)
.10 3 .30 √ Low performance
Lack of adequate training,
job facilities of employee
(W)
.10 2 .20 √ Employees need more
facilities
Open new branches in all
the potential area (O)
.10 3 .30 √ Expand the business
Expansion of mobile
banking (O)
.10 3 .30 √
Strong competition (T) .10 2 .20 √
Substitute products of other
Banks (T)
.10 3 .30 √ Bkash, Rocket are
other bank‘s product
Source: Author work based on highest factors of internal factors and external factors

27
2.13 TOWS Matrix of JBL
Figure 2.4
TOWS Matrix of JBL
INTERNAL
FACTORS
(IFAS)
EXTERNAL
FACTORS
(EFAS)
Strengths (S)
1. Experienced top
management
2. Wide range of products and
services
3. Cooperative work of branch
employees
4. Strong branch network and
ATMs
Weaknesses (W)
1. Absence of sufficient
marketing activities
2. Less number of
Branches than its‘
competitors
3. Lack of modern
banking software
4. Less number of
ATMs then other
Banks
5. Lack of adequate
training of employee
Opportunities (O)
1. Open new branches in
all the potential area
2. Implement modern
banking software
3. Introducing special
corporate scheme
4. Creation of strong
brand image
5. Expansion of mobile
banking
SO Strategies
 Utilize experienced top
management to open new
branches
 Attract more corporate
customers by wide range of
products and services
WO Strategies
 Increase the number of
branches and ATMs to
meet customer demand
 Implementing modern
banking software
increase the performance
of response.
Threats (T)
1. Strong competition
2. Government rules and
regulations
3. Substitute products of
other Banks
4. Poor political stability
ST Strategies
 Avoid the strong
competition by utilizing
wide range of products and
experienced branch
employees
WT Strategies
 Expand the mobile
banking to avoid threats
of substitute products of
other bank
Source: Author work based on internal factors and external factors

28
2.14 Corporate Social responsibility
Companies‘ do corporate social responsibility to grow sustainably by contributing to the
society it works on. As Jamuna Bank‘s non-profit subsidiary, Jamuna Bank Foundation has a
unique role to play, providing leadership and making a difference for CSR in the country.
They have always focused on providing or making need based services available for our
priority target population. Now they are expanding their field of vision to include the
challenging realities of our country‘s huge unmet needs and their understanding of the
relationships among economic, national and human systems.
Since the outset of the Jamuna Bank Foundation, it undertook various CSR activities. Few
CSR activities JBL found in the annual report as follows:
 Blood Donation by the employees of the Bank
 Free Eye Camp program
 Scholarship among the underprivileged & disabled but meritorious students
 Established an Anti-Drug Care Center at
 Rokeya Sharani, Mirpur, Dhaka
 World Querat cornpetitors celebrating with awards every years (1st, 2nd and 3rd
position)
 Distribution of Cloth (Shari) for amount of Tk. 30.00 Lac among the poor people at
Eid-ul-Fitr.
 Relief for the disaster affected people
 Sewing machine training centers for assisting unprivileged women of the society
 Scholarship for the unprivileged &disabled but meritorious students
 Free eye camps
 Distribution of blankets among the cold prone destitute
 Launching anti-drug movement by arranging seminar, rally, publishing stickers and
established an anti-drug care center (now at Rokeya smarani, Mirpur, Dhaka)
 Holding seminar on Holy Ramadan & Qirat competition
 Mobile medical Team.
 Medical Team at Biswa Ejtema (Tongi)
 Free Primary School for the slum dwellers at Rayerbazar, Dhaka
 Relief for AILA affected Peoples
 Donation to the prime Minister‘s fund for Nimtali Tragedy Tk. 50.00 Lac.

30
3.1 Marketing Mix of JBL
The marketing mix is the set of controllable tactical marketing tools – product, price, place,
and promotion – that the firm blends to produce the response it wants in the target market.
(Kotler and Armstrong, 2010)
3.1.1 Products
Product means the totality of ‗goods and services‘ that the company offers the target
market. (Kotler and Armstrong, 2010)
JBL has different types of products. The bank has deposit products, loan products, SME, and
corporate products. The Bank also has mobile banking, SMS service, and different ATM
cards. These are the running products of JBL. Although they differ from bank to bank but
most of them have similar features in common. But JBL has differentiated its products with
wide range to target customers.
Following are the list deposit products of JBL:
Deposit Products:
Retail Banking Products of JBL:
Current Deposit (CD) Account
Short Notice Deposit (SND) Account
Savings Bank(SB) Account
Special Savings Bank Account:
 Grihini Savings Bank Deposit Account
 Student Savings Bank Accounts
 Senior Citizen Savings Bank Accounts
Resident Foreign Currency Deposit (RFCD) Accounts
Fixed Deposit Receipts
Generally Jamuna Bank offers Fixed Deposit for 3 months, 6 months and 12 months tenors
at attractive interest rates. Other Fixed Deposit products are:
Part 03
Chapter 01
Marketing Mix

31
 Double Growth Deposit Schemes (DGDS)
 Triple Growth Deposit Schemes (TGDS)
 Monthly Benefit Scheme (MBS)
 Pension Deposit Scheme 2nd Choice
 Education Savings Scheme 2nd Choice
Deposit Schemes
 Lakhpati Deposit Scheme
 Millionaire Deposit Scheme
 Kotipati Deposit Scheme
 Double Growth Deposit Scheme
 Triple Growth Deposit Scheme
 Monthly Savings Scheme
 Monthly Benefit Scheme
 Marriage Scheme
 Pension Deposit Scheme
 Educational Scheme
 Rural Deposit Scheme
 Mudaraba Hajj Savings Scheme
Following are the list of loan products of JBL with the current interest rate:
Agriculture 10%
Any Purpose Loan 12%
Auto loan 12.5%
Construction 12.5%
Credit Card -monthly 2.5%
Credit to NBFIs 9%
Doctors Loan 12%
Education Loan 12%
Export 7%
Forced Loan Maximum 15%
Forced Loans minimum 12%
Home Loan 11.5%

32
Import, Whole Sale & Retail Trade 13%
Lease Finance/ Hire Purchase 13%
Overdraft agains FDR/ Scheme by JBL or other bank 11%
Overseas Job Loan 12%
Personal Loan 12%
Power, Gas, Water & Sanitary 12.5%
Salary Loan 12%
SME- priority Sectors 10%
SME- with collateral 14%
SME- without collateral 15.5%
Term loan for Large & Medium Scale Industry 13%
Term loan for Small Scale Industry 13%
Transport, Storage & Communication 12.5%
Working Capital to Large & Medium Scale Industry 13%
Working Capital to Small Scale Industry 14%
Following are the list of corporate products of JBL:
Corporate Banking Products of Jamuna Bank:
Corporate Banking of Jamuna Bank Limited offers customized corporate banking solution
for both its local Business Houses as well as Multinational Companies.
 Project Finance
 Working Capital Finance
 Cash Credit (Hypothecation)
 Cash Credit (Pledge)
 Import Support
 Back-to-Back Letter of Credit facility
 Packing Credit
 Overdraft popularly known as OD
 Foreign Documentary Bill Purchase (FDBP)
JBL offers to Contractors/Suppliers:

33
 Bid Bond
 Overdraft (Pay Order)
 Performance Guarantee (PG)
 Advance Payment Guarantee
Following are the list of Islamic Banking products of JBL:
Islamic Banking Products of Jamuna Bank
 Mudaraba Savings Deposits (MSD)
 Mudaraba Short Notice Deposits (MSND)
 Mudaraba Term Deposits (MTD)
Scheme Deposits in Islamic Banking:
 Mudaraba Monthly Savings Deposit Scheme
 Mudaraba Crorepoti Deposit Scheme
 Mudaraba Lakhopoti Deposit Scheme
 Mudaraba Double/Triple Growth Deposit Scheme
 Mudaraba Education Deposit Scheme
 Mudaraba Hajj Deposit Scheme
 Mudaraba Marriage Deposit Scheme
 Mudaraba MillionareDeposit Scheme
 Mudaraba Monthly Benefit Deposit Scheme
 Mudaraba Rural Deposit Scheme
 Mudaraba Pension Deposit scheme
 Mudaraba Car Deposit scheme
Online Banking Service
Jamuna Bank Limited offers Real-time online banking throughout its 75 branches.
By dint of our online service any customer will be able to get the following facilities:
 Cash withdrawal from any branch.
 Cash deposit into any branch.
 Encashment of pay-order from any branch.
 Statement from any branch

34
Locker Services
Jamuna Bank offers locker service to the customers. Among the numerous Branches of
Jamuna Bank, the Konabari Branch also provides locker services to its customers.
Mobile banking service of JBL:
Source: JBL annual report, 2015
3.1.2 Price
Price is what customers pay to get the product. (Kotler and Armstrong, 2010)
Account maintenance charge, and other service charge is payment of the customers. Loan
borrower pays the interest while getting the loan. Following are service charges that
customer pay to get the services:
Table 3.1
Service Charge
Nature of charges Rates
Half yearly maintenance fee
current A/C
Tk.500/-
A/C closing charges Tk. 300/-
Half yearly maintenance fee
of Savings A/C
Tk.300/-
(No maintenance fee up to Tk.5000/-)
Rent i) Small size Tk 3000/- per year.
ii) Medium size Tk 4000/- per year.
iii) Large 6000/- per year
Security money Tk 5000/-
Source: Author work Data obtained from the branch.

35
3.1.3 Promotion
Promotion is the activities that communicate with customers about the product and pursue
target customers to buy that product. JBL is not present in TV advertisement. They are
following direct selling strategy when they open any new branch. The Bank has presence in
print media. In addition, the bank has leaflet, billboard about their products.
3.1.4 Place
JBL has 108 branches in Bangladesh. The branches are placed in different area in the
country. JBL is started its journey in 2001 and in last 15 years the bank is successfully
operating in the country. Although the bank does not have branch in all the district but as I
have seen in the list of the branch opened in each year that is almost 10 in every single year.
So it indicates that JBL is trying to capture the large market in Bangladesh.
Table 3.2
Total Number of Branches Opened by Jamuna Bank in Bangladesh
Division Number of Branch
Dhaka 56
Chittagong 23
Rajshahi 17
Sylhet 5
Khulna 7
Total 108
Source: As per JBL website data, 2016

36
3.2.1 Customer analysis — deposit and current account holders
It is found that good number of customers discontinuing their accounts or service after some
time in JBL Konabari Branch. In addition, some customers are leaving the Branch and their
accounts are closed.
Source: Author calculation based on data obtained from the Branch
In the Figure 3.1, the graph shows the number of active, dormant and closed accounts for the
current, savings, monthly scheme and fixed deposits in the Branch. These are major deposit
accounts opened in JBL, Konabari Branch. Its shows that there are a significant number of
Savings and Current accounts are dormant.
0
2000
4000
6000
8000
10000
Savings Accounts Current Accounts Monthly Savings
Scheme (MSS)
Fixed Deposit
Accounts
NumberofAccounts
Name of the accounts
Figure 3.1
Number of Active, Dormant, and Closed Deposit Accounts in
Jamuna Bank, Konabari Branch
( Upto October 30, 2016)
Active Dormant Closed
Part 03
Chapter 02
Customer analysis — deposit and current account holders

37
Jamuna Bank opened their branch in Konabari in 2004. Since then the Branch has introduced
different kinds of products and services to the local customers. The branch being close to the
BSCIC or industrial area has a good number of customers. While working in the front desk I
have observed that many accounts are dormant and closed. Sometimes, customers would
come to the bank to deposit money in their account and become astonished by knowing that
their account is dormant. As their account was dormant, they could not deposit or withdraw
any money from the account. Then the customers had to follow the necessary process to
reactivate their account.
 Savings Accounts holders:
In figure 3.2, the graph shows the percentage of dormant of savings accounts in the branch.
Among the total active and dormant savings accounts, 58% savings accounts are active and
39% savings accounts are dormant. Many of these account holders works in different garment
factories in Konabari. Many local people have also opened savings account in the Branch.
Active Savings
Accounts
58%
Dormant Savings
Accounts
39%
Closed Savings
Accounts
3%
Figure 3.2
Percentage of Dormant Savings Accounts

38
Generally, any Current account or Savings account becomes automatically dormant if any
customer discontinue for a certain period. If any current deposit account holder discontinues
transaction for more than six months then the account automatically becomes dormant.
Similarly, if the savings account holder discontinues transactions in their account for one year
then the account becomes dormant.
 Current Account holders:
In Jamuna bank, Konabari branch a good number of current accounts in dormant. After
collecting data and calculation, I have found that there are 26% Current accounts are active,
68% Current accounts are dormant, and 6% Current accounts are closed. Most of the Current
account holders come from business background. In the figure 3.3, the percentage of dormant
Current accounts indicates that the situation is alarming for the branch.
 Percentage total dormant accounts in the JBL Konabari Branch:
In the figure 3.4, the graph shows that there are, total 44% deposit accounts are dormant, 4%
deposit accounts are closed, and 52% deposit accounts are active in the Branch. As this
Active Current
Accounts
26%
Dormant Current
Accounts
68%
Closed Current
Accounts
6%
Figure 3.3
Percentage of Dormant Current Accounts

39
branch is deposit based branch this percentage of dormant account is an alarming situation for
the bank.
 Total deposit accounts opened in the Branch since 2004
In figure 3.5, the chart shows the total number of deposit accounts opened in the JBL
Konabari Branch. It shows a large number of accounts have been opened in the Branch.
According to the manager of JBL Konabari Branch, there are around 5-6 lacs of people living
in the service area the Branch covers. Therefore, it is a great opportunity for the bank to
attract new customers. Due to the establishment of many industrial factories, many people are
doing coming in this are for their livelihood. Also many small garments are operating in this
area. So customers are mostly from service holders and businessmen also the local people are
coming to the Bank for their need.
Operative
Accounts
52%
Dormant
Accounts
44%
Closed Accounts
4%
Figure 3.4
Percentage of Total Dormant Deposit Accounts

40
In the figure 3.6, the graph shows the number of accounts opened JBL Konabari Branch in
line chart. It shows the Monthly Savings an account (MMS) is the most opened account in the
Branch. From the year 2006-2010, the Branch opened good number of Current accounts.
Gradually the competition increased and the number of Current accounts declined.
If we see the line of monthly scheme deposit account‘s line in the graph 3.6 in 2012-2014 the
branch got good number of customers but due to increased competition the number of new
accounts is declining.
9048
1764
14013
4045
0
2000
4000
6000
8000
10000
12000
14000
16000
Savings Accounts Current Accounts Monthly Savings
Scheme (MSS)
Fixed Deposits
NumberofAccounts
Types of Deposit Accounts
Figure 3.5
Total Deposit Accounts Opend in Jamuna Bank, Konabari
Branch
(From 2004 - October, 2016)

41
0
500
1000
1500
2000
2500
3000
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016*
NumberofAccounts Figure 3.6
Number of Deposit Accounts Opened in JBL Konabari branch
(from 2006-2016)
Savings Accounts
Current Accounts
Monthly Savings Scheme
Fixed Deposits
Year

42
3.3.1 Factors related to customer satisfaction — why customers are leaving
the branch
Customer Satisfaction
Kotler (2000) defined satisfaction as ―a person‘s feeling of pleasure or disappointment
resulting from comparing a product‘s perceived performance (or outcome) in relation to his
or her expectations‖. Organizations can accomplish customer satisfaction by satisfying their
customers‘ needs and wants (La Barbera and Mazursky, 1983). Customer Satisfaction is
customers‘ collective conception of a firm‘s service performance (Johnson and Fornell,
1991). So if the customer are satisfied then the number of loyal customers will increase. On
the other hand, if customers are not satisfied they may switch to another bank.
Factors related to customer satisfaction — why customers are leaving the branch:
 Interest Rate on Deposit
 Service Charges
 Service Quality
 Competition among Banks
 Demographic Factors
 Standard Garments Accident
 Substitute Products of Other Banks
 Credit Card Facility
 Economic Condition of Clients
 Easy Loan Facility
 Location of the Branch and number of ATM booths
Part 03
Chapter 03
Factors related to customer satisfaction — why customers are
leaving the branch

43
 Interest rate on Deposit
Even though the interest rates are fall on a range for all the commercial banks but the
customers may feel satisfied to have an account in the Bank, which provides highest interest
rates.
Table 3.3
List of Interest Rate on Major Deposit Products of Different Banks in Konabari, Gazipur
SL
NO. Name of Bank
Fixed Deposit
(Highest Rate
in One Year )
Monthly Savings
Scheme (MSS),
or DPS
Savings
Deposit
1 Bangladesh Krishi Bank 5.5% 10% 4%
2 IFIC Bank 5.50% 7.5% 4%
3 Dutch Bangla Bank 4.50% 6% 4%
4 Jamuna Bank Ltd. 5 % 8.50 % 3 %
5 Mercantile Bank 5% 6.25% 3.5%
6 Southeast Bank Limited 5.50% 7.75% 3.25%
7 Dhaka Bank 4.50% 5.50% 3%
8 BRAC Bank Limited 6.50% 8.75% 4%
9 Bank Asia 5.50% 7% 3%
10 Premier Bank 6.50% 9.25% 2.5%
11 Uttara Bank 5% 7% 3.5%
12 Islami Bank Bangladesh Ltd. 5% to 7% 6% to 9% 3% to 5%
13 UCB Bank 5.25% 7.5% 3.5%
Source: Author work based on data obtained by visiting the Branches
I have collected the interest rates of different Bank‘s major deposit products in Konabari
Gazipur. In table 3.3, the list of interest rates on major deposit products of different Banks is
given. We can see Jamuna Bank provides similar interest rates on deposit products. So the
depositors may discontinue from the Bank if they find another Bank is providing more
interest rates. The table 3.3 shows that Jamuna bank‘s interest is higher than 8 other banks
except Bangladesh Krishi Bank. So the interest is not a major cause for customer to leave in
conclusion.

44
Source: Author work based on data obtained by visiting Branches
 Service Charges
Service charges or maintenance fees taken by a bank from its clients affect customers‘ choice
whether to stay with the bank or to switch to another bank. Although the basic charges are
similar in all the commercial banks but if any bank takes more charges than its competitors
do, customers will switch to other bank. It is one of the essential reasons behind
dissatisfaction of the depositors. If the depositors find that, their bank is taking more service
charge than other banks then they will switch to another bank. However, it is found that,
service charges for basic products are similar in the private commercial banks.
10%
7.50%
6%
8.50%
6.25%
7.75%
5.50%
8.75%
7%
9.25%
7%
9%
7.50%
0
0.02
0.04
0.06
0.08
0.1
0.12
IntersetRateonDPS
Name of bank operating in Konabari
Figure 3.7
Interest Rate on DPS provided by different Banks in Konabari

45
Table 3.4
Service Charge
Nature of charges Rates
Half yearly
maintenance fee
Tk.500/-
Half yearly
maintenance fee
Tk.300/-
(No maintenance fee upto Tk.5000/-)
Source: Author work based on data obtained from JBL Konabari Branch
 Service Quality
Service quality varies from bank to bank. But all staff are highly qualified and trained to
provide best service to its customers. From our survey, this report will try to find out what
customers say about the service quality of the branch.
 Competition among Banks
The first bank opened their branch in Konabari was the Bangladesh Krishi Bank in 1988.
Jamuna Bank opened their branch in Konabari in 2004. JBL is the number 4 branch opened
in Konabari before JBL only three banks came here. In time, other commercial banks also
opened their Branch in Konabari. So, the competition among these banks increased.
Konabari has a population around five to six lacs. Many industrial factories are operating
here. So, people from other districts are coming in Konabari for their livelihood. So there are
lots of potential customers in this area and many Banks also came after Jamuna Bank. Table
3.5 shows the list of the banks and their opening year of branch in Konabari, Gazipur.

46
Table 3.5
List of The Banks and their Opening Year of Branch in Konabari, Gazipur
SL NO. Name of the Bank Opening Year of the branch in Konabari, Gazipur
1 Bangladesh Krishi Bank 1988
2 IFIC Bank 1992
3 Dutch Bangla Bank 2001
4 Jamuna Bank Ltd. 2004
5 Mercantile Bank 2006
6 Southeast Bank Limited 2008
7 Dhaka Bank 2008
8 BRAC Bank Limited 2009
9 Bank Asia 2009
10 Premier Bank 2009
11 Uttara Bank 2009
12 Islami Bank Bangladesh Limited 2011
13 UCB Bank 2012
Source: Author work based on data obtained by visiting Branches
Industrialization has made Konabari the central area in this reason. The total area of central
Konabari is approximately 4.8 km.
The figure 3.8 shows the service area covered by the different Banks in Konabari, Gazipur.
The other areas near Konabari are Ambag, Konabari College Gate, Parijat, Baimail, Jarun etc.
From these local area customers come to take banking service in Konabari. The central part
of Konabari has many retail stores, small and medium size enterprises, and many sole
proprietorship businesses.

47
Figure 3.8
Service Area Covered by the Banks in Konabari, Gazipur
Source: Google Map, 2016
Source: Author work based on data obtained from visiting the branches
1988
1992
2001
2004
2006
2008 2008 2009 2009 2009 2009
2011 2012
1985
1990
1995
2000
2005
2010
2015
Year
Name of the Bank
Figure 3.9
Opening Year of Branch of different Banks' in Konabari, Gazipur

48
Figure 3.10
Total Distance of Konabari Area
Source: Google Map, 2016
Most of the bank opened their branch in Konabari are near BSCIC area and located on the
roadside of Dhaka-Tangail highway. There is extensive competition exist among the banks in
the area.
 Demographic Factors
Job change is one the essential reasons behind depositors‘ discontinuation. If the customers
change their job, they change their company and move from one place to another. If their
primary Bank does not have any Branch in their new relocated place they discontinue
account. So, job change and relocation affects depositors to discontinue. Many service
holders deposit money in their salary accounts, if they change their job, the new company
may ask them to open a new account in that Bank in which the company will provide salary.
Thus, job change affects customers to discontinue.
 Standard garments accidents

49
Jamuna Bank has a large number of depositors from Standard Garments. A fire accident in
Standard garments in 2013 has caused the Bank to lose many depositors. Standard Garment is
one of the biggest garment factories in Konabari. As the factory was burnt by fire accident,
many people lost their job. Thus Jamuna Bank has also lost a large number of depositors who
ware from Standard garments. So this is one of the major reason for customers
discontinuation.
 Substitute Products of Other Bank
Substitute products provided by other Bank such as Bkash, Rocket etc. are very popular
among the customers. When I was working JBL Konabari Branch I found that, some
customer do not come to Bank because they use Bkash to receive money from their relatives
from abroad. Because in the Branch they require documents and it takes long to get money
from Bank so they use Bkash.
 Credit Card Facility
JBL Konabari branch has offered 24 credit cards to depositors‘ since the branch opened in
2004. Other banks such as BRAC bank offering credit cards to the depositors if they only
open account in their branch. JBL‘s credit card getting process is very time consuming and
the Branch offer credit card to only few customers who fulfill the condition of the Bank.
 Economic Condition of Client
Currently there are many businesses and factories are facing huge completion in this area.
Because of bad economic condition such as income reduction, small business could not
sustain in this intense completion. So they are closing their business. And unemployment is
increasing. So JBL‘s many current accounts are closed because of bad economic condition of
customers.
 Easy Loan Facility
According to, Md. Jamal Hossain, the loan in charge officer of the branch, JBL is following
conservative policy to provide loan to its clients. Also the loan processing is not easy in the
Branch and it takes long time to get the loan he said. If the clients get easy loan facility in
another bank, they will switch to that bank and discontinue in JBL.
 Location of the Branch and number of ATM booths

50
Location of the branch of a private commercial bank affects its success. Customers feel
comfortable to take service from a bank, which is close to his business, residence, or office.
Because it saves time for the customer to go to the nearest bank, they usually do not open
account to the bank that takes more time to visit. As the products of commercial banks are
less differentiated, they try to save their time by opening account in nearest branch and which
has ATM facility.
Figure: 3.11
Location of The Branches of Differnet Banks in Konabari, Gazipur
Source: Google map, 2016
So if the branch and ATM location is in distant position from the business any business man
will try to save time by taking service from the nearest Branch if the service is available. In
the figure 3.11, the map shows that the most of the branches are located near the same
highway in Konabari. Sometime depositors may not want to even cross the road and go to the
other side of the road to deposit or withdraw money in their accounts. So before opening a
Bank account they think carefully and choose the Branch.
ATM booths also play important role in customers‘ perception to choose a bank. If any bank
has more ATMs in specific service area then the customer base can increase in significant
number for that Bank. In Konabari area Dutch Bangla Bank has more ATMs than other
Banks. Jamuna Banks has only two ATMs. In conclusion, location is not the major cause to
lose depositors of the branch as the JBL branch is in the central area of Konabari.

52
4.1 Internship Experience
This report has been prepared as per the requirement for successful completion of the
practicum program of IUBAT University. Exposure to the business environment to acquire
practical work experience was the primary learning of this practicum program. I have done
three months long internship in Jamuna Bank, Konabari Branch. Through internship, I have
learned the basic idea about the practical business culture and practices in the banking
business environment. I started my internship in JBL Konabari Branch from 9 October 2016
and it was a great experience for me. I worked almost 3 months in the Branch. All the stuffs
of the bank were very welcoming and helpful. I was very lucky to get experience of working
in different departments within these three months.
4.2 Brief information of JBL Konabari Branch
Table 4.1
Address of JBL Konabari Branch
Branch opening year 2004
Address Plot # S-66 (Est Part), BSCIC Shilpa Area, Konabari, Gazipur.
Phone: 9297182 , 9297183 (PABX)
Name of the Manager Mr. Md. Nurul Huda
Email: manager.konabari@jamunabank.com.bd
Supervisor’s
Information
Md. Afzal Hossain
SEO, Sub-Manager
Supervisors Contact
Details
Phone: 9297182, Mobile: 01711-355392,
Email: afzalhbff@yahoo.com
Source: Author work based on data obtained from the Branch.

53
4.3 Internship Timeline
Table 4.2
Internship Work Activities
Activities Starting
Date
Duration
(Days)
Ending Date
Accounts Opening Section 09-Oct 50 27-Nov
Cheque Clearing Section 20-Nov 15 04-Dec
Accounts Section 23-Nov 19 11-Dec
Source: Author work
Source: Author work based on internship activities
09-Oct 29-Oct 18-Nov 08-Dec 28-Dec
Accounts Opening
Section
Cheque Clearing
Section
Accounts Section
Duration of work
Nameoftheworkingsection
Figure 4.1
My Internship Activities in JBL Konabari Branch

54
Figure 4.2: Internship activities chart
Source: Author work
In the internship activities chart 4.2, I have illustrated the sections I have worked. In the
account opening section, I have worked with the guidance of Md. Ahshanul Haque the junior
officer in charge of the front desk of JBL Konabari Branch. Most of my internship program I
worked in this section. While I was working in the account opening section, I became
familiar with the cheque clearing section. After few days, I have worked in the clearing
Manager
Md. Nurul Huda
SEO, Sub-Manager
Md. Afzaj Hossain
(Supervisor)
Internship
Acceptance
Account
Opening
Junior Officer
Md. Ahshanul Haque
(Account opening
Section)
Cheque ClearingExecutive Officer
Mr. Biplob Karmokar
(Cheque Clearing
Section)
Accounts SectionAssistance Officer
Md. Nazmus Sakib
(Accounts Section)

55
section. Next section I worked was the accounts section. And after that I worked for one
week in the cash section.
4.4 Primary learning
Specific Job Description:
 Accounts Opening Section:
The first section I worked was account-opening section, which is under general banking.
Here I worked with the guidance of junior officer. Here I have worked from 9 October to 27
November 2016. In the account opening section there are mainly four types of accounts I
opened. These are Savings account, Current account, Fixed Deposit account and Monthly
Savings Scheme (MSS) account. In this section, I have done following works:
Account opening process:
The account opening process I followed in Jamuna Bank Konabari Branch as follows:
 First, customers choose to open specific types of accounts or I helped them by giving
a brief about different accounts and then the customers choose a product that he or she
wants to open.
 For savings account customer should have two copies of passport size photograph of
them, one passport size photograph of nominee and for both of them the photocopy of
National ID card and an introducer‘s signature who has a savings account in Jamuna
Bank.
 For Current account, the customer has to bring the trade license in addition to 2 copies
of passport size photograph. And photocopy of national ID card. And an introducer.
 The minimum balance required to open a savings account is Tk 1,100 and for the
current account Tk 2,000.
 Then, I have taken signature from the customer in the account opening from.
 Then, I wrote the address of the customer and other required information were taken
from the customer.

56
 Next step was to register the name of the customer and get the account number from
the register then prepare the deposit slip for the customer and deliver it to them.
 Then the customer deposits a minimum amount of taka in cash section.
 Next, I input the data into the system and get the Customer Relationship Number.
 Thus, an account is opened for customer.
So I have followed the above mentioned process to open a savings or current deposit
accounts. In these four weeks of time, I helped customer to open different types of accounts
in JBL Konabari Branch:
Table 4.3
Name and number of accounts I helped customers to open
Name of the accounts Numbers
Savings accounts 70
Current accounts 10
Fixed deposits 15
Monthly Savings Accounts 40
Source: Author work
In the account opening section, I have also done other works. They are as follows:
 Customer service.
 I have filled up different accounts forms.
 Entry the cheque books to the register.
 Delivered the chequebook to the customers and took signature from the customers
before delivering.
 Receiving chequebook requisition slip from the customers.
 Getting CRM number by inputting all the information about the customer in the
system server.
 Inputting all the data and information in the flora bank software and preparing
KYC profile.
 Cheque Clearing Section:

57
From 20 November to 4 December 2016, I worked in clearing section. In clearing section
transactions of cheques from other banks happens. My assignments in this section as follows:
 Sorting the vouchers of clearing section
 Entry the transactions number in a register and at the end of the day.
 Then I had to sum up the amount and check with the automated amount from
computer. The amount had to be the same.
 I learned how to work in pressure in a work because cheque clearing cannot be
mistaken.
 Accounts Section:
Here I have worked from 23 November to 11 December 2016. It is under General banking
department. In this section my job was:
 Sorting the vouchers
 After voucher sorting, I had to attach them with related supplementary. Voucher is
actually a proof of the transactions.
 There are various types of voucher and different number categorizes them. Which I
had to separate and sort group wise.
 Supplementary is the automated list of all transactions. Each of the transaction has
related voucher. My job was to attach them according the number and check the
amount of transaction.
 After attaching them next job was to balance. Balancing means to do sum and
ensuring that debit and credit is equal.
 Then prepare it for binding in an organized format. It is prepared for binding and I did
another job, which was to make entry of the amount in a register.
 Clean cash was another job that I have done in this section.
 After preparing the supplementary, the next job was to clan cash. Here I did sorting of
the supplementary in a day.
 There are clearing, transfer and cash supplementary in the branch.
 Clean cash is actually checking the balance and sort the supplementary according to
clearing, transfer and cash.

58
4.5 Secondary learning
While working in the bank I learned punctuality in job life. Every working day I went on the
office on time i.e. 10.00 in the morning and left the office at the evening 5.00pm. Observing
the Banks veteran staffs how they deal with customers was a great learning opportunity in the
internship program. The primary learning from the internship as follows:
 Time maintenance
 Discipline in the workplace
 Communicating with branch employees
 Phone call with customers
This internship work experience will help me in my future career life. In the
university, we learn from books but when we work in the practical business environment, we
get opportunity to learn by working. The working experience in the branch will help me a lot
in my career.

60
5.1 Problem Statement
A large number of deposit account holders are discontinuing and leaving Jamuna Bank, Konabari
Branch, and the management wants to know why.
5.2 Background of the Problem
While working in the front desk of JBL Konabari branch I have found that a large number of
customers discontinuing and a good number of accounts are closed. The Branch has made a
performance evaluation in 2016 and found that an alarming number of customers are leaving the
Branch. So it appears that customers are not satisfied.
5.3 Project Timeline
To prepare this project report I had to spend total two months. The project activities as follows:
Table 5.1
Project timeline activities
Activities Starting Date Duration (Day) Ending Date
Problem statement 09-Oct 14 22-Oct
Research plan 23-Oct 7 29-Oct
Collecting the information 30-Oct 28 26-Nov
Analyzing and interpretation 27-Nov 9 05-Dec
Findings and recommendations 06-Dec 3 08-Dec
Source: Author work
Source: Author work based on project timeline activities
14
7
28
9
3
09-Oct 19-Oct 29-Oct 08-Nov 18-Nov 28-Nov 08-Dec 18-Dec
Problem statement
Research plan
Collecting the information
Analyzing and interpretation
Findings and recommendations
Duration
Activities
Figure 5.1
Project Timeline (Gantt chart)

61
5.4 Budget information: The total expenditure to prepare this project is as follows:
Table 5.2
Budget information
Particulars Amount (BDT)
Transportation cost 700/-
Printing, Photocopy & Binding 1,500/-
Cell phone and Internet bills 1,500/-
Other expenses 700/-
Total 4,400 /-
Source: Author work
5.5 Research Methodology
5.5.1 Research approach: Quantitative
5.5.2 Research Philosophy: The purpose of this research is to identify the factors related to
the customer satisfaction of JBL and to know why an alarming number of customers
are leaving the branch. This research will focus on observing the factors related to
customers‘ discontinuation and will try to find out practical solutions to avoid the
threats of losing the existing customers.
5.5.3 Type of Research: Descriptive research
5.5.4 Method of data collection
Primary Sources of Data
 Sample survey of deposit account holders of Jamuna Bank, Konabari Branch.
 Conversation with the JBL Branch staffs.
 Visiting the branches of different banks operating in Konabari, Gazipur.
Secondary Sources of Data
 In this study, I have collected data from the annual report of JBL, website of
Jamuna Bank, and different websites of other banks, and newspaper.

62
5.5.5 Population and Sampling Methods: All the deposit account holders of JBL,
Konabari Branch were the population of this research.
 Sample size: 45 the deposit account holders of JBL, Konabari Branch
 Sampling Method: To choose the respondents for survey a simple random
sampling procedure is followed. Face to face, interview of the customers of the
Branch and telephone call to the dormant account holders ware done.
5.5.6 Research Limitations: The duration of the research was not sufficient. Bank officers
remain always busy and I had to work in the Branch, so data collection was not easy
in the office time. There was internal privacy of the branch so the staffs could not
provide some data.
5.6 Hypothesis Development and Test
1. HA: JBL provides modern banking facilities such as ATMs, Online banking, Mobile
banking.
2. HA: JBL offers same features for example reliability, instant service, security on mobile
banking like other bank (Bkash, Rocket).
3. HA: JBL provides quick and reliable service to depositors.
4. HA: JBL follows conservative policy to offer credit card to depositors.
5. HA: Job change, relocation, economic condition (reduced income, unemployment) affects
customers to discontinue or leave the Branch.
6. HA: Standard garment‘s fire incident in 2013 has an effect to lose deposit account holders.
7. HA: JBL is very strict on loan facilities on deposits by the customers.
8. HA: Competing banks are doing more aggressive marketing than JBL
5.6.1 Hypothesis Test: Z-Test
As my sample size is 45, I have used Z test for the study. The following formula has been
followed:

63
Z test =
μ = population mean
n = sample size
s= Standard deviation
X = Average
5.6.2 Hypothesis Scale
The scale has been shown below:
Table 5.3
Hypothesis scale
Customers Opinion Weighted
Strongly Disagree 1
Disagree 2
Neither agree nor Disagree 3
Agree 4
Strongly Agree 5
Source: Author work
n
s
X 

64
5.6.3 Hypothesis Testing
Table 5.4
Summary of the responses of deposit account holders of JBL Konabari Branch
Particulars H1 H2 H3 H4 H5 H6 H7 H8
1=Strongly disagree 2 10 4 4 3 1 2 3
2= Disagree 7 15 7 6 7 2 5 6
3=Neither agree nor disagree 6 10 10 9 10 9 10 10
4=Agree 20 7 14 12 15 18 14 12
5=Strongly agree 10 3 10 14 10 15 14 14
Total 164 113 154 161 157 179 168 163
Average ( 𝑿 ) 3.64 2.51 3.42 3.57 3.49 3.98 3.73 3.62
Standard deviation (s) 1.12 1.18 1.24 1.29 1.19 0.95 1.14 1.23
Z test value 6.71 0.06 4.98 5.57 5.58 10.45 7.23 6.11
Source: Author calculation based on data obtained from survey

65
5.7 Data Analysis and Interpretation
H1
Ho: JBL does not provide modern banking facilities such as ATMs, Online banking, Mobile
banking.
HA: JBL provides modern banking facilities such as ATMs, Online banking, Mobile banking.
Ho: μ =2.5
HA: µ >2.5
n= 45
Here,
𝑋 = 3.64
σ = 1.12
Z cal= (𝑋-μ) / (s/√n) = 6.71
At 5% level of significance, follows Z distribution Z0.05 = 1.645
Since Z cal > Z tab, the null hypothesis is rejected. So at 5% level of significance, it can be
said that JBL provides modern banking facilities such as ATMs, Online banking, Mobile
banking.
Interpretation: Around 66% customers said that the branch has modern banking facilities such
as ATMs, Online banking, Mobile banking to deposit account holders.
5%
16%
13%
44%
22%
Figure 5.2: Percentage of responses on H1
Strongly disagree
Disagree
Neither agree nor disagree
Agree
Strongly agree

66
H2
Ho: JBL does not offer same features for example reliability, instant service, security on
mobile banking like other bank (Bkash, Rocket).
HA: JBL offers same features for example reliability, instant service, security on mobile
banking like other bank (Bkash, Rocket).
Ho: μ =2.5
HA: µ >2.5
n= 45
Here,
𝑋 = 2.51
σ = 1.18
Z cal= (𝑋-μ) / (s/√n) = 0.06
Since Z cal < Z tab, the null hypothesis is not rejected. So at 5% level of significance, it can
be said that JBL does not offer same features for example reliability, instant service, security
on mobile banking like other bank (Bkash, Rocket).
Interpretation: Around 55% customers said that JBL does not offer same features for example
reliability, instant service, security on mobile banking like other bank (Bkash, Rocket).
22%
33%
22%
16%
7%
Figure 5.3 : Percentage of responses on H2
Strongly disagree
Disagree
Neither agree nor
disagree
Agree
Strongly agree

67
H3
Ho: JBL does not provide quick and reliable service to depositors.
HA: JBL provides quick and reliable service to depositors.
Ho: μ =2.5
HA: µ >2.5
n= 45
Here,
𝑋 = 3.42
σ = 1.24
Z cal= (𝑋-μ) / (s/√n) = 4.98
said that JBL provides quick and reliable service to depositors.
Interpretation: Around 53% customers said that JBL provides quick and reliable service to
depositors.
9%
16%
22%
31%
22%
Strongly disagree
Disagree
Neither agree nor
disagree
Agree
Strongly agree

68
H4
Ho: JBL does not follow conservative policy to offer credit card to depositors.
HA: JBL follows conservative policy to offer credit card to depositors.
Ho: μ =2.5
HA: µ >2.5
n= 45
Here,
𝑋 = 3.57
σ = 1.29
Z cal= (𝑋-μ) / (s/√n) = 5.57
said that JBL follows conservative policy to offer credit card to depositors.
Interpretation: Around 58% customers said that JBL follows conservative policy to offer
credit card to depositors.
9%
13%
20%
27%
31%
Figure5.5 : Percentage of responses on H4
Strongly disagree
Disagree
Agree
Strongly agree

69
H5
Ho: Job change, relocation, economic condition (reduced income, unemployment) has no
effect on customers to discontinue or leave the Branch.
HA: Job change, relocation, economic condition (reduced income, unemployment) affects
customers to discontinue or leave the Branch.
Ho: μ =2.5
HA: µ >2.5
n= 45
Here,
𝑋 = 3.49
σ = 1.19
Z cal= (𝑋-μ) / (s/√n) = 5.58
said that Job change, relocation, economic condition (reduced income, unemployment)
affects customers to discontinue or leave the Branch
Interpretation: Around 55% said that job change, relocation, economic condition (reduced
income, unemployment) affects customers to discontinue or leave the Branch.
7%
16%
22%
33%
22%
Strongly disagree
Disagree
Neither agree nor
disagree
Agree

70
H6
Ho: Standard garment‘s fire incident in 2013 has no effect to lose deposit account holders.
HA: Standard garment‘s fire incident in 2013 has an effect to lose deposit account holders.
Ho: μ =2.5
HA: µ >2.5
n= 45
Here,
𝑋 = 3.98
σ = 0.95
Z cal= (𝑋-μ) / (s/√n) = 10.45
said that Standard garment‘s fire incident in 2013 has an effect to lose deposit account
holders of the branch.
Interpretation: Around 73% customers of the said, that Standard garment‘s fire incident in
2013 has an effect to lose deposit account holders.
2%5%
20%
40%
33%
Strongly disagree
Disagree
Agree
Strongly agree

71
H7
Ho: JBL is not very strict on loan facilities on deposits by the customers.
HA: JBL is very strict on loan facilities on deposits by the customers.
Ho: μ =2.5
HA: µ >2.5
n= 45
Here,
𝑋 = 3.73
σ = 1.14
Z cal= (𝑋-μ) / (s/√n) = 7.23
said that JBL is very strict on loan facilities on deposits by the customers than competing
banks.
Interpretation: Around 62% customers said that JBL is very strict on loan facilities on
deposits by the customers than competing banks
5%
11%
22%
31%
31%
Strongly disagree
Disagree
Agree
Strongly agree

72
H8
Ho: Competing banks are not doing more aggressive marketing than JBL
HA: Competing banks are doing more aggressive marketing than JBL
Ho: μ =2.5
HA: µ >2.5
n= 45
Here,
𝑋 = 3.62
σ = 1.23
Z cal= (𝑋-μ) / (s/√n) = 6.11
said that competing banks are doing more aggressive marketing than JBL.
Interpretation: Around 58% customers said that competing banks are doing more aggressive
marketing than JBL.
7%
13%
22%
27%
31%
Figure 5.9: Percentage of responses on H8
Strongly disagree
Disagree
Agree
Strongly agree

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5.8 Findings
After survey and analyzing the customers‘ opinion on questionnaire, I have found some
important evidences. These are as follows:
1. In hypothesis 1 titled, ‘JBL provides modern banking facilities such as ATMs, Online
banking, Mobile banking.’ 5% respondents strongly disagreed, 16% respondents
disagreed, 13% respondents neutral, 44% respondents agreed, and 22% respondents
strongly agreed. So it clearly indicates that the branch is satisfying the customers
by providing modern banking facilities.
2. In hypothesis 2 titled, ‘JBL offers same features for example reliability, instant
service, security on mobile banking like other bank (Bkash, Rocket).‘ 22%
respondents strongly disagreed, 33% respondents disagreed, 22% respondents neutral,
16% respondents agreed, and 7% respondents strongly agreed. So it clearly indicates
that JBL mobile banking is not at the same level of Bkash and Rocket or other
competing bank.
3. In hypothesis 3 titled, ‘JBL provides quick and reliable service to depositors.’ 9%
respondents strongly disagreed, 16% respondents disagreed, 22% % respondents
neutral, 31% respondents agreed, 22% respondents strongly agreed. So it clearly
indicates that JBL provides quick and reliable service to depositors.
4. In hypothesis 4 titled, ‘JBL follows conservative policy to offer credit card to
depositors.’ 9% respondents strongly disagreed, 13% respondents disagreed, 20%
respondents neutral, 27% respondents agreed, 31% respondents strongly agreed. So it
clearly indicates that JBL follows conservative policy to offer credit card to
depositors.
5. In hypothesis 5 titled, ‘Job change, relocation, economic condition (reduced income,
unemployment) affects customers to discontinue or leave the Branch.’ 7%
respondents strongly disagreed, 16% respondents disagreed, 22% respondents neutral,
33% respondents agreed, 22% respondents strongly agreed. So it clearly indicates

74
that job change, relocation, economic condition (reduced income,
unemployment) affects customers to discontinue or leave the branch.
6. In hypothesis 6 titled, ‘Standard garment’s fire incident in 2013 has an effect to lose
deposit account holders.’ 2% respondents strongly disagreed, 5% respondents
disagreed, 20% respondents neutral, 40% respondents agreed, 33% respondents
strongly agreed. So it clearly indicates that Standard garment’s fire incident in
2013 has an effect to lose deposit account holders.
7. In hypothesis 7 titled, ‘JBL is very strict on loan facilities on deposits by the
customers.’ 5% respondents strongly disagreed, 11% respondents disagreed, 22%
clearly indicates that JBL is very strict on loan facilities on deposits by the
customers.
8. In hypothesis 8 titled, ‘Competing banks are doing more aggressive marketing than
JBL’ 7% respondents strongly disagreed, 13% respondents disagreed, 22%
clearly indicates that customers believe competing banks are doing more
aggressive marketing than JBL.

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5.9 Recommendations
After doing internship in JBL, Konabari Branch I have found that all the staffs are very active
to provide better service to customers. While I was working in the Branch, I have found that
although the Branch has an alarming number of dormant account holders many new
customers are coming to JBL. However, it is always easy to make happy an existing
customers than new one. The following recommendations are prepared to increase the
satisfaction of depositors of JBL Konabari Branch:
 JBL need to make the mobile banking more customer oriented by making it more
reliable that provide fast service to customers. JBL need to make them familiar to
customers by advertising.
 While competing banks in a service area are providing credit cards to depositors by
asking the customer but JBL is very strict on credit card offering. So the branch needs
to be more flexible to keep the customers. Thus, they will not switch to another bank.
 JBL should open new branch in all the potential area in the country. Thus, Job change,
relocation of deposit account holders will not cause the bank to lose customers.
 JBL need to be more flexible in loan processing. The bank is very much concerned to
avoid default loan. However, the bank should make understand the customers about
their policy.
 The competing banks are doing aggressive marketing. JBL should advertise their
products in electronic media such as TV advertisement, print media, and social media
etc. to attract new customers.

76
5.10 Conclusion
A study on total deposit customers of JBL, Konabari Branch in Gazipur, supports the
conclusion that the Bank should expand its mobile banking and open new branch so that
customers do not leave the branch by switching to another bank. Moreover, the bank should
be more flexible on credit card offering to deposit account holders because competing banks
are doing aggressive marketing. So the customer may become dissatisfied by these activities.
On other hand, the bank has the conservative policy on lending loan but in the long run JBL
will receive a significant profit. However, from the observation of the customers the report
suggests that the bank should minimise loan processing time and make the overall process
customer friendly. Although an alarming number of deposit account holders are leaving, the
Branch but number of new customer is increasing. So to make them satisfied the bank should
initiate above recommendations. The internship work in the Branch was truly helpful for me.
It will help me in my career journey.

77
References
Primary data sources
1. Survey of the customers
2. Conversation and Interview with bank officer
3. Visiting the branches of different banks in Konabari, Gazipur
Secondary data sources
1. "Jamuna Bank Ltd."(2016) Jamunabankbd.com. N.p., 2016. Web. 24 Oct. 2016.
2. All Branch Loaction, (2016). ―Jamuna Bank Ltd.‖ website Available at:
http://jamunabankbd.com/front/allbranch [Accessed on 24th Oct,2016]
3. Objectives, Jamuna Bank Ltd, view 24th
October 2016, Available at:
http://jamunabankbd.com/front/information/1/11
4. Economy of Bangladesh,Wikipedia, viewed 24th
https://en.wikipedia.org/wiki/Economy_of_Bangladesh
5. List of banks in Bangladesh, Wikipedia, viewed 14th
https://en.wikipedia.org/wiki/List_of_banks_in_Bangladesh
6. Mirdha, R.U. and Akand, A.B.S. (2013) Workers set RMG factories on fire. Available
at: http://www.thedailystar.net/news/workers-set-rmg-factories-on-fire (Accessed: 4
December 2016)
Magazines/Books:
 Kotlar, Philip and Amstrong, G. (2006), Principles of Marketing. 11th ed. Prentice -
Hall Inc.
 Zikmund, G. William. ―Business Research Methods‖ 7th
ed. Singapore: Thomson
Learning South Western, 2003
 Lesikar, Raymond Vincent et al. Business Communication. 11th ed. McGraw-
Hill/Irwin, 2012. Print.
 Annual Report 2015, Jamuna Bank Limited

78
Appendices
Survey Questionnaire for Customers
Jamuna Bank, Konabari Branch
Dear Sir/Madam
I am student of BBA Program in International University of Business Agriculture and
Technology. As part of completion of internship, I am conducting a survey of deposit account
holder‘s satisfaction and why customers are discontinuing JBL, Konabari Branch. I would
like to have your valuable opinion on it. The information will be used for study purpose only.
Respondent’s profile:
Gender of the customer □ Male □ Female
Age (In years): □ Below 15 □ 15-25 □ 25- 35
□ Above
35
Profession □ Businessman □ Job Holder □ Self
employed
□ Housewife
□
Student
What type of A/C do you have in Jamuna Bank, Konabari Branch?
□ Savings Account □ Current Account □ Monthly Scheme Deposit Account □ Fixed deposit
Do you agree with following statements?
1. ‘JBL provides modern banking facilities such as ATMs, Online banking, Mobile banking.’
1) Strongly disagree 2) Disagree 3) Neither agree nor disagree 4) Agree 5) Strongly agree
2. ‘JBL offers same features for example reliability, instant service, security on mobile banking like
other bank (Bkash, Rocket).’

79
3. ‘JBL provides quick and reliable service to depositors.’
4. ‘JBL follows conservative policy to offer credit card to depositors.’
5. ‘Job change, relocation, economic condition such as reduced income, unemployment affects
customers to discontinue or leave the Branch.’
6. ‘Standard garment’s fire incident in 2013 has an effect to lose deposit account holders.’
7. ‘JBL is very strict on loan facilities on deposits by the customers.’
8. ‘Competing banks are doing more aggressive marketing than JBL’
Thank You
Abbreviations used in this report
A/C - Accounts
BSCIC - Bangladesh Small and Cottage Industries Corporation
CSR - Corporate Social responsibility
CRM- Credit Risk Management
JBL – Jamuna Bank Limited
KYC- Know Your Customer
SME - Small & Medium Enterprise

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