Deposit schenes of_jamuna_bank_report_2

CHAPTER 1: INTRODUCTION
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1.1 Introduction
One of the most important factors for industrialization and economic development of a
country is the availability of the credit facility. The continuing crisis of accumulation of
nonperforming and default banking loans has emerged as most of the serious constraint in the
path of economic development of Bangladesh as banking remains the main intermediary
vehicles in harnessing capital for accelerating the growth of the productive sectors in
Bangladesh in the absence of a healthy capital market. But providing loans without proper
appraisal are even more dangerous as the depositors are put into great risk of losing their
money and at the end, the crisis might go beyond overcome. So, I think it is very important to
gather the technical know how regarding the critical analysis of credit approval procedure
practiced by the Jamuna bank ltd. By preparing this report. This internship report on Jamuna
Bank Limited is prepared to fulfill the partial requirement of the internship program as full
credit subject of the BBA program of The University. In Bangladesh today financial sector is
one of the most established areas in the macroeconomic sector. Economy and finance is
carrier of the country. So for the aspects of economic development, banking sector must be
reformed. In the process of forming a good economic system, private banks are paling an
important role compare to the government banks in the country. For this reason I prepared
my internship report on Jamuna Bank Limited.
1.2 Objective of the Report
As business student it is indispensable to undergo some practical study like this for the
purpose of having flavor of professional atmosphere and make rectification, as required.
1.2.1 Broad Objectives
General objective of the report is to examine financial performance and challenges of
Jamuna Bank Limited.
To get an overall idea about the management policy of JBL as well as commercial
Bank.

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1.2.2 Specific Objectives
Specific objectives of this report are-
To analysis Credit Deposit Ratio (CDR).
To examine Ratio of classified loan against total loan
Find out Cost of Fund (COF), Return on Investment (ROI), Earnings per Share (EPS)
1.3 Methodology
In order to meet the data requirement and collect the above mentioned information following
sources has been used:
1.3.1. Primary Data Sources
Primary data have been collected from the individual employee those who are working in the
Jamuna Bank at Savar Branch by face to face questions and answer, also oral conversation
with different customers of the bank.
1.3.2. Secondary Data Sources
Important sources of secondary data for conducting this research were
Different reports and journals of JBL.
Brochures and leaflets of the bank
Head office circulars
Some unpublished information
Relevant marketing and business research books.
Web side of the bank
Bangladesh Bank web site.
The sources of all secondary data have been given in bibliography at the end of the
research report.
1.4 Scope of the Report
This report covered the financial performance of JBL and also includes so many challenges
by the bank according to the banking system.

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1.5 Limitations of the Report
The present study was not out of limitations. But as an intern it was a great opportunity for
me to know the banking activities of Bangladesh specially Jamuna Bank Ltd. Some restraints
are disclosed bellow:
Data insufficiency limitation is the main constraint in the development of the report.
Time constraints are another important limitation of the report.
As I am a not an employee of JBL, some data could not be collected due to internal
security of the bank
This report did not include the whole financial position of JBL.
Lake of Experience

Chapter 2: Organizational Overview
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2.1 Background of Jamuna Bank Limited
Jamuna Bank Ltd. is a banking JBL registered under the bank companies act, 1991 and
incorporated as public limited JBL by shares under the companies act, 1994 in Bangladesh.
The bank started its operation from 3rd June 2001 as a scheduled bank. JBL is the youngest
commercial bank in Bangladesh.
JBL came into being as a highly capitalized new generation bank started its operations with
an authorized capital and paid-up capital of Tk. 2424.00 million and Tk. 1313.00 million
respectively. JBL has already achieved tremendous progress within only eleven years. The
bank has already ranked at the top of the quality service providers and is known for its
reputation.
To keep pace with time and in harmony in national and international economic activities and
for rendering all modern services, JBL, as a financial institution automated all its branches
with online computer network in accordance with the competitive commercial demand of
time. Since its inception the bank’s footprint has grown to 77 branches across the country and
the customer base has expanded to 82000 depositors and 8500 borrowers as on 30th April,
2012. The expectation of all class businessman, entrepreneurs and general public is much
more to JBL. Keeping the target in mind the bank has taken preparation to open new
branches in coming months of 2012.
Now JBL is online to establish trade and communication with the premier international
banking companies of the world. As a result JBL is able to have a global footprint. The bank
has arrangement with widespread money transfer service agency “Money Gram”. It has a full
time arrangement with widespread transfer money all over the world. Without this others
money transfer services are Transfast, Xpress money, Placid etc.
Banking is not only for a profit –oriented commercial institution but it has a public base and
social commitment. JBL offers different types of corporate and personal banking services
involving all segments of the society within the preview of rules and regulations laid down by
the central bank and other regulatory authorities. JBL introduced different types of savings
scheme, consumer’s credit scheme, Housing loan, Different types of SME loan facilities to
combine the people of lower and middle-income group.

As regards mobilization of the bank’s deposit, utmost importance is attached for mobilization
of stable, low and no-cost deposit so that proper liquidity could be maintained and maximum
development of fund could be made avoiding mismatching of fund.JBL has provided Q-Cash
Debit and Credit Card that has gained good market reputation. Being inspired by market the
bank has already introduces VISA card in the market in 2008. JBL has formed a foundation
on its own guardianship named JBL Foundation inaugurated in 2008 so that some social
welfare activities can be rendered to the society besides banking business. The bank has
started scholarship Program to the meritorious but underprivileged students. Besides with a
view to develop the human resources professionally the bank has established a library
wherein all sorts of books, journals including the professional’s books are available so that
the officers and executives can sharpen and update their knowledge.
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2.2 Organizational Analysis
2.2.1 Strategic Posture of Jamuna Bank Limited
2.2.1.1 Mission
To become a leading banking institution and to play a significant role in the development of
the country through best application of modern information technology in business activities,
offering high standard clientele services and proper coordination of high quality assets is the
core of the vision.
2.2.1.2 Vision
The Bank is committed to 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.

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2.2.1.3 Objectives
To establish relationship banking and improve service through development of
strategies marketing plan.
To remain one of the best banks in Bangladesh in terms of profitability and assets
quality.
To ensure an adequate rate of return on investment.
To keep risk position at an acceptable range.
To maintain adequate liquidity to meet maturing obligation and commitments.
To maintain adequate control systems and transparency in procedure.
To develop and retain a quality work force through an effective Human Resources
Management Systems.
To ensure optimum utilization of all available resources.
To pursue an effective system of management by ensuring compliance to clinical
norms, transparency and accountability.
To earn and maintain CAMEL rating “Strong”.
To introduced fully automated systems through integration of information
technology.
2.2.1.4 Corporate Governance
Board of Directors
The Board of Directors consists of 13 members elected from the sponsors. The Board of
Dirc-7 supreme body of the Bank.
Executive Committee
All routine matters beyond the delegated powers of management are decided upon by or
routed through the “Executive Committee, subject to ratification by the Board of Directors.
Audit Committee
In line with the guidelines of Bangladesh Bank, a three-member Audit Committee of the
Board of Directors been formed to assists the Board in matters related to Audit and Internal
Control System of the Bank.

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Chairman
AI-Haj Nur Mohammed
Vice Chairman
Mr. Md. Sirajul Islam Varosha
Directors
Al-haj M. A. Khayer
Engr. A. K. M. Mosharraf Hussain
Mr. Arifur Rahman
Mr. Golam Dastagir Gazi, Bir Protik
Mr. Fazlur Rahman
Mr. Md.Tajul Islam
Mr. Md. Mahmuclul Hoque
Mr. Md. Irshad Karim
Mr. Shaheen Mahmud
Mr. Mohammad Nurul Alam
Sponsor Directors
Engr.Md. Atiqur Rahman
Al-haj Md. Rezaul Karim Ansari
Mr. Md. Belal Hossain
Mr. Sakhawat Abu Khair
Mohammad Mr. M.N.H. Bulu
Mr. Farhad Ahmed Akand
Mr. Md. Ismail Hossain Siraji
Mr. Gazi Golam Murtoza
Mr. Kanutosh Majumder
Shariah Council
Professor Dr. Mustafizur Rahman Mawlana
Mufti Ruhul Amin
Mawlana Abdur Razzak

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Professor Mowlana Md.Salahuddin
Mr. M Azizul Huq
Managing Director
Mr. Mohammed Lakiotullah
Additional Managing Director
Mr. Md. Motior Rahman
Company Secretary
Mr. Md. Anwar Hossain
Auditors
M/s. G. Ki b ria & Co. Chartered Accountants

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2.2.1.5 Organogram
Chairman
Managing Director (MD)
Additional Managing Director
(AMD)
Deputy Managing Director (DMD)
Senior Executive Vice President (SEVP)
Executive Vice President (EVP)
Executive Vice President (EVP)
Senior Vice President (SVP)
Vice President (VP)
Senior Assistant Vice President (SAVP)
Junior Assistant Vice President (JAVP)
First Assistant Vice President (FAVP
Assistant Vice President (AVP)
Senior Executive Officer (SEO)
Executive Officer (EO)
First Executive Officer (FEO)
Officer (General)
Officer (Cash)

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2.2.1.6 Product and Service
11.. Coorrpoorraattee Baankiingg
Jamuna Bank ltd. offers a complete range of advisory, financing and operational support
services to its corporate client groups requiring support for Trading, Manufacturing,
Treasury, Investment and Transactional Banking Facilities.
Whether it is project finance, Term loan, Trade finance, Working capital finance or a forward
cover for a foreign currency transaction, JBL Corporate Banking specialists will offer you the
accurate solution and high class service for speedy approvals and efficient processing to
satisfy your needs.
22.. Ree ttaaiill Baankiingg
Auuttoo Looaann
Saallaarryy Looaann
Peerrssoonnaall Looaann
Edduuccaattiioonn Looaann
Annyy Puurrppoossee Looaann
33.. Smaallll aand Meediium Enttee rrprriissee ((SME))
JJaamuunnaa Swaabbolloombbii -- Woorrkkiinngg Caappiittaall Looaann
JJaamuunnaa Soommrriiddd hhii -- Woorrkkiinngg Caappiittaall Looaann
JJaamuunnaa JJaannttrriikk -- Caappiittaa Maacchhiinneerryy Looaann
Naarrii Uddddoogg -- Woomeenn Ennttrreepprreenneeuurr
JJaamuunnaa Chhaallaannttiiaakk
JJaamuunnaa Boonniikk
NGO Soohhoojjooggii
JJaamuunnaa Grreeeenn
JJaamuunnaa Shhaacchhcchhoonnddoo

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44.. Trreeaassurryy aand Foorree iiggn Currrreenccyy
aa.. Mooneeyy Maarrkee tt
Ovveerrnniigghhtt Caallll
Reeppoo aanndd Reevveerrssee Reeppoo
Swaapp
Saallee aanndd Puurrcchhaassee ooff Trreeaassuurryy Biillll aanndd Boonndd
Teerrm Pllaacceemeenntt
Teerrm Boorrrroowiinngg
b.. FX Maarrkee tt
Sppoott Trraannssaaccttiioonn
Foorrwaarrdd Trraannssaaccttiioo nn
IInntteerr Baannkk Saallee// Buuyy ooff Foorreeiiggnn Cuurrrreennccyy
55.. Trraanssaaccttiioonaall Accccoounttss aand Deepooss iitt Prrooduccttss
Saavviinnggss Accccoouunntt
Cuurrrreenntt Accccoouunntt
Shhoorrtt Noottiiccee Deeppoossiitt
Fiixxeedd Teerrm Deeppoossiitt
Foorreeiiggnn Cuurrrreennccyy Accccoouunntt
Moonntthhllyy Saavviinnggss Scchheemee
Doouubbllee Beenneeffiitt Scchheemee
Trriippllee Beenneeffiitt Scchheemee
66.. IIss llaamiicc Baankiingg
aa.. Trraanssaaccttiioonaall Accccoounttss aand Deepooss iitt Prrooduccttss
Saavviinnggss Accccoouunnttss
All--Waaddeeeeaahh Cuurrrreenntt Accccoouunntt
Muuddaarraabbaa Saavviinnggss Accccoouunntt
Muuddaarraabbaa Sppeecciiaall Noottiiccee Deeppoossiitt Accccoouunntt
Muuddaarraabbaa Teerrm Deeppoossiitt Accccoouunntt
Muuddaarraabbaa Haajjjj Saavviinnggss Scchheemee
Muuddaarraabbaa Deeppoossiitt Peennssiioonn Scchheemee
Muuddaarraabbaa Moonntthhllyy Prrooffiitt Paayyiinngg Deeppoossiitt Scchheemee

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b.. IInvvee ss ttmeentt Prrooduccttss
Baaii Muuaajjjjaall ((Woorrkkiinngg Caappiittaall Fiinnaannccee))
Baaii Muurraabbaahhaa Poosstt IImppoorrtt
Hiirree Puurrcchhaassee Unnddeerr Shhiirrkkaattuull Meellkk
Quuaarrdd
IIjjaarraahh // Leeaassee
SME IInnvveessttmeenntt
Hoouusseehhoolldd Duurraabbllee Puurrcchhaassee IInnvveessttmeenntt
IInnvveessttmeennttss aaggaaiinnsstt Dooccuumeennttaarryy Biillllss
77.. Caarrdss
JJBL Viissaa Deebbiitt Caarrddss
Viissaa Looccaall Cuurrrreennccyy
Viissaa Duuaall Cuurrrreennccyy
Viissaa IInntteerrnnaatt iioo nnaa ll
JJBL Viissaa Prreeppaaiidd ttrraavveell Caarrdd
JJBL Viissaa dduuaall ggoolldd Crreeddiitt Caarrdd
JJBL Grreeeenn Deebbiitt Caarrdd
88.. See rrvviiccee ss
ATM Seerrvviicceess
Reemiittttaannccee Seerrvviiccee
Loocckkeerr Seerrvviiccee
Onnlliinnee Baannkkiinngg
IInntteerrnneett Baannkkiinngg
SMS Seerrvviicceess
Moobbiillee Baannkkiinngg
SWIIFT
BACH & EFTN
Sttuuddeenntt Fiillee
Trraavveelleerr’’ss Chheeqquuee

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99.. Offff--Shoorree Baankiingg
Biillll Diissccoouunntt iinngg
Caappiittaall Fiinnaannccee
Woorrkkiinngg Caappiittaall Fiinnaannccee
1100.. Caapiittaall Maarrkee tt
Brrookkeerraaggee Oppeerraattiioonn
Maarrggiinn Looaann
Ownn Poorrttffoolliioo Maannaaggeemeenntt
2.2.2 Current Situation
2.2.2.1 Return on Investment (ROI)
JBL JBL
2010 2009
Changes (%)
2010
Taka in BDT Million
Taka in
BDT
Million
ROI 11.89 21.37 -44.37 11.89
Table 1: Return on Investment (ROI)
2.2.2.2 Profitability
Profit Margin
2011 2010 2009 2008 2007
Prrooffiitt maarrggiinn 2277..3355 2288..4466 3311..5533 2277..3366 66..7711
Table 2: Profit Margin

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2007 2008 2009 2010 2011
Year
Figure 1: Profit Margin
Return on Asset (ROA)
2011 2010 2009 2008 2007
Reettuurrnn oonn Asssseett 11..6699 11..8800 22..3300 11..6655 00..3388
Table 3: Return on Asset (ROA)
Figure 2: Return on Asset (ROA)
Profit Margin Ratio
2007 2008 2009 2010 2011
Year
Return on Asset (ROA) Ratio

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Return on Equity (ROE)
2011 2010 2009 2008 2007
Reettuurrnn oonn Eqquuiittyy 1199..4433 2200..5522 3300..0066 2255..1122 55..5544
Table 4: Return on Equity (ROE)
.
Figure 3: Return on Equity (ROE)
Return on Equity (ROE) Ratio
2.3 Findings
2007 2008 2009 2010 2011
Year
JBL products of the investment and deposit are some of the other Commercial bank.
Future forecast are not enough specified.
Smooth productivity sector that direct and indirect impact of our economic
conditions.
JBL rules and regulation are moderate flexible.
Unsteady large investment and SME consumer credit scheme.
Insufficient employee of this bank provides smooth service.
The upgrading technologies in the banking operation are insufficient.

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2.4 Recommendation
JBL Bank should be introduced special product diversification both deposit and
investment to stay ahead in competition and better satisfies to expand and diversify
customer demands.
Proper future forecasting need to be more specified.
To increase in productive potential of economy sectors of our country, that directs
and indirect impact for the betterment of our economic condition.
Large investment risk must be minimized and should be emphasis to its SME and
consumer credit scheme.
Comprehensive service rules and regulation of the Bank should be more flexible
and easy which speedy solutions across all customer segments.
JBL should concentrate on Smoothing service and reducing time consumption.
Therefore, JBL should recruit more employees at their branch

Chapter 3: Actual Task Part
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3.0. Activities Learned During Internship:
During my internship, I have learned so many things. Here I found some basic difference
between theoretical knowledge and practical application. I performed the followings –
3.1Monthly Breakdown of the Activities:
SL. No Time line Department Task Supervisor
01
04-25
September
2012
Accounts
Department
Introduction of customer
Preparing Saving, current,
MMS accounts forms.
Giving forms to the clients.
Check form thus are filled
up by clients
Numbering the Ac
Give entre in the CRM
Update forms
Give information to the
clients about opening new
accounts
Give balance statements to
the clients
Give cheque-book to the
clients who are gave
requisition.
Mrs. Khehinur
Khanum
02
25 Sep-15
Oct 2012.
FDR
Preparing FDR.
Giving forms to the
clients.
Check form thus are
filled up by clients
Numbering the Ac
Give entre in the CRM
Update forms
clients about different
types of FDR accounts.
CRM
Mr. Giues
Uddin

SL. No Time line Department Task Supervisor
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03.
15 Oct-5
Nov
2012.
Scheme
Counseling with
customer.
Customer chose the
scheme
Fill up form
Check up the Scheme
form
Numbering the Ac
CRM
Update forms
clients about different
types of FDR accounts.
Mr. Giues
Uddin
04.
5 Nov-15
Nov
2012.
Clean Cash
Collect all Supply sheet.
Find out Debt & Credit.
In clean cash Dr side
credit
Cr side Debate.
Cheek all supply to cash
clean.
After checking writing
all information.
At least bind the
voucher.
Mr. Razvie
Rahman
05.
15 Nov-29
Nov 2012.
Cash
To collect Desco
Electricity bill.
Data Entry on the
Computer.
Count all Electricity bill.
Checking the bill.
Mr. Oliur
Rahman

Chapter 4: Project Part
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Survey Research
On
Deposit Scheme of Jamuna Bank Ltd, Tongi Branch.
4.1 Problem Statement
In the period of my three months internship program, I have got a position and some duties in
Jamuna Bank Limited. My observation and responsibilities is in Front desk Department and I
worked in the Deposit Scheme. From September 5, 2012 to December 4, 2012 I was working
with Mrs. Khehinur Khanum who is the head of Deposit Scheme Department.
On that time I observed the rules and regulations of Deposit Scheme, and talking to the
customer. Regarding the Deposit scheme and impress them to taking a Deposit on this Bank.
4.2 Project time line:
For project purpose I spend the whole month of November 5, 2012 to December 4, 2012. I
show my activities by this grand chart-
Figure 4: Project time line

Particular’s Amount (Rs.) Percentage (%)
Transportation cost(3) Monthly 1500 3,500 33.33
Lunch (3) monthly 1500 4,500 42.86
Printing, Photocopy & Binding 1000 9.52
Cell phone & Internet Bill 1000 9.52
Others Expenses 500 4.77
Total 10,500 100.00
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4.3 Budget:
In the internship period from 5th September to 4th December, 2012 in this three month I have
to spend this amount of money shown in the below-
Internship Budget Information
Table-14: Internship Budget Information
4.4 Methodology
The study requires a systematic procedure from selection of the topic to preparation of the
final report. To perform the study, the data source were to be identified and collected,
classified, analyzed, interpreted in a systematic manner and key points were to be found out.
The overall process of methodology has been given as bellow-
4.4.1 Selection of the topic:
Here the analysis topic is “Deposit Scheme of Jamuna Bank Ltd”. The topic of the study
was chosen in consultation with the honorable supervisor. While assigning the topic
necessary suggestions were provided by the honorable supervisor to make this project report
a well organized.
4.4.2. Population definition:
 Type of research: Exploratory.
 Population: Total 35
 Elements: Clients of Jamuna Bank Limited.
 Extent: Jamuna Bank Limited office at Tongi, Gazipur.
 Duration: 9th September 2012 – 9th December.

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4.4.3 Research Design:
4.4.3.1. Data Source
 Primary Data:
Questionnaires with Structure question by the survey of JBL clients.
4.4.3.2. Research Approach
Survey
4.4.3.3. Research Instrument
Questionnaires with Structure question
7 Liker Scale Question
5 Rating Scale Question
4.4.3.4. Sampling Plan
 Sample Unit:
Clients of Jamuna Bank Ltd.
 Sample Frame:
The sample frame of this study consists of Approximately 300deposit
customers
 Sampling Size:
35 Clients
 Sampling Procedure :
Probability Sampling
- Simple Random Sampling.
4.4.3.5. Contract Method
Questionnaire Survey.

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4.4.4 Analysis of Data:
After collecting all the data I had analyzed all the data individually. I had analyzed the data
by myself. Then I had made the comparison of data and explain it through graph, chart, table
etc. I have used MS Word, MS Excel to analyze data. Also the parametric and non-parametric
statistics / tools and basic statistical techniques have been used. Based on my analysis I made
findings, limitation, recommendation and conclusion. Finally I will present my research in
front of audiences.

Liker Scale H4 H5 H6 H7 H8 H9 H10 H11
1= Strongly disagree 2 8 0 0 1 0 8 0
2=Disagree 0 13 3 4 6 3 12 2
3= Not Sure 4 7 6 4 7 12 5 6
4= Agree 18 5 17 19 13 14 7 19
5= Strongly agree 11 2 9 8 8 6 3 8
Total 141 87 137 136 128 128 90 138
Average 4.0 2.48 3.91 3.88 3.66 3.66 2.57 3.94
Standard Deviation .9710 1.275
.874 .687 1.27 .845 1.27
.7908
Z-test value 9.14 5.64
9.55 11.90 5.430 8.11 4.33
10.75
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4.5 Hypothesis Development:
With a view of fulfilling the objectives some relevant hypothesis have been formulated for
this study:
1. HA: JBL offers attractive deposit scheme compare to other banks.
2. HA: JBL provides the highest interest rate in FDR as per the rules of Bangladesh Bank.
3. HA: By launching idea box JBL can get new idea from customer to develop their deposit
Scheme.
4. HA: JBL should give more security to their customer deposits to attract their customer.
5. HA: JBL provide the highly customer service to maintain its Deposit Scheme easy and
profitable for customer.
6. HA: JBL need less time rather than other bank to close or broke DPS before maturity.
7. HA: Deposit helps to improve the bank strength to do banking business.
8. HA: JBL can promote their deposit products to the customers’ doorsteps which will
increase the number of customers.
4.6 Hypothesis Testing:
Table 17: Hypothesis Testing
* Sources: Questionnaire Survey

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4.7: Graphical Representation
4.7.1 Instrumentation:
Through face- to- face interview and structured questionnaire with 5 point likert scale
questions the survey process has been done within the required time frame. During that time I
have learned a few tricks and now I specialize by analyzing the things that other find
difficult. It had taken three months to fulfill this report.
4.5 Analysis and Interpretations:
Table -15
Showing gender wise classifications of Respondents
Sl. No Gender No. Of Respondents Percentage
1 Male 19 54
2 Female 16 46
Total 35 100

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Analysis:
The female Client’s represents 46 percent of the sample size while 54 percent of the
users are male.
Respondents Gender Information
160
140
120
100
80
60
40
20
0
Figure 5: Showing gender wise classifications of Respondents
Interpretation
Majority of the respondent Clients are men of Jamuna Bank Ltd and a minority are
women
Male Female Total
Percentage 54 46 100
No. Of Respondents 19 16 35

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Table no.16
Age wise classification of respondents
Sl. No Age (in Years) No. Of Respondents Percentage
1 20 – 25 6 18
2 26 – 30 15 42
3 31 – 35 8 22
4 36 – 40 4 12
5 Above 41 2 6
Total 35 100

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Analysis:
From the above table it is clear that the respondents were chosen from all the age groups.
There were 18% respondents from the age group ranging between 20-25 years; 42% of the
respondents between 26-30 years; 22% of the respondents between 31-35 years; 12% of the
respondents between 36-40 years; 6% of the respondents falling above the age group of 41
years. It is significant that the number of respondents in the age group of 20-30 years is
optimum.
No. Of Respondents
20 – 25
18%
26 – 30
42%
36 – 40
12%
31 – 35
22%
Above 41
6%
Figure 6 : Showing the age wise classification of the respondents
Interpretation:
From the chart no.2 it is clear that age group ranging between 20 years to 40
years and above, the respondents is not divided equally. There was least number of people in
the category of above 41 which they may be thinking that bubble is not a major problem.
While majority of respondents belong to the age group 26-30 think that it is a major problem.

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4. HO: JBL doesn’t offer attractive deposit scheme compare to other banks.
HA: JBL offers attractive deposit scheme compare to other banks.
HO: μ = 2.5
HA: μ > 2.5
n = 35
Here x= 4.0
σ = .9710
Zcal= (x – μ)/ (σ/√n) = 9.14
At 5% level of significance, follows Z distribution Z0.05. = 1.645
Since Z cal> Z Tab, the null hypothesis is not acceptable. So at 5% level of significance, it can
be said that JBL offers attractive deposit scheme compare to other banks.
*------In 5 point scale the mean value is 2.5.
Figure 7: JBL offers attractive deposit scheme compare to other banks.

5. HO: JBL doesn’t provide the highest interest rate in FDR as per the rules of Bangladesh
Bank.
HA: JBL provides the highest interest rate in FDR as per the rules of Bangladesh Bank.
HO: μ = 2.5
HA: μ > 2.5
n = 35
Here x= 2.48
σ = 1.275
Zcal= (x – μ)/ (σ/√n) = 5.64
Since Z cal>Z Tab, the null hypothesis is not accepted. So at 5% level of significance, it can be
said that JBL provides the highest interest rate in FDR as per the rules of Bangladesh
Bank.
Page 33 of 42
Strongly Disagree Disagree Not Sure Agree Strongly agree
14%
14%
6%
37%
29%
66%
H5
Figure 8: JBL provides the highest interest rate in FDR as per the rules of Bangladesh
Bank.

6. HO By launching idea box JBL can’t get new idea from customer to develop their deposit
Scheme.
HA: By launching idea box JBL can get new idea from customer to develop their deposit
Scheme.
HO: μ = 2.5
HA: μ > 2.5
n = 35
Here x= 3.91
σ = .874
Zcal= (x – μ)/ (σ/√n) = 9.55
be said that By launching idea box JBL can get new idea from customer to develop their
deposit Scheme.
Page 34 of 42
Strongly
disagree
H6
0% Disagree
9%
Not
sure
17%
Agree
48%
Strongly
agree
26%
Figure 9 : By launching idea box JBL can get new idea from customer to develop their
deposit Scheme.

7. Ho: JBL shouldn’t give more security to their customer deposits to attract their customer.
HA: JBL should give more security to their customer deposits to attract their customer. .
Page 35 of 42
HO: μ = 2.5
HA: μ > 2.5
n = 35
Here x= 3.88
σ = .6866
Zcal= (x – μ)/ (σ/√n) = 11.90
be said that JBL should give more security to their customer deposits to attract their
customer.
0%12%
Figure 10: JBL should give more security to their customer deposits to attract their
customer.
11%
54%
23%
H7
Strongly disagree Disagree Not sure Agree Strongly agree

8. Ho: JBL doesn’t provide the highly customer service to maintain its Deposit Scheme easy
and profitable for customer.
HA: JBL provide the highly customer service to maintain its Deposit Scheme easy and
Page 36 of 42
profitable for customer.
HO: μ = 2.5
HA: μ > 2.5
n = 35
Here x= 3.66
σ = 1.27
Zcal= (x – μ)/ (σ/√n) = 5.430
Since Z cal> Z Tab, the null hypothesis is not acceptable. So at 5% level of significance, JBL
provide the highly customer service to maintain its Deposit Scheme easy and profitable
for customer.
Strongly
disagree
3%
Disagree
17%
Not sure
20%
Agree
37%
Strongly agree
23%
H8
Figure 11: JBL provide the highly customer service to maintain its Deposit Scheme easy

9. Ho: JBL doesn’t need less time rather than other bank to close or broke DPS before
maturity
HA: JBL need less time rather than other bank to close or broke DPS before maturity
Page 37 of 42
HO: μ = 2.5
HA: μ > 2.5
n = 35
Here x= 3.66
σ = .845
Zcal= (x – μ)/ (σ/√n) = 8.11
Since Z cal> Z Tab, the null hypothesis is not acceptable. So at 5% level of significa nce, it
can be said that, JBL need less time rather than other bank to close or broke DPS
before maturity.
H9
Strongly disagree Disagree Not sure Agree Strongly agree
0%
9%
34%
17%
40%
Figure 12: JBL need less time rather than other bank to close or broke DPS before
maturity.

10. Ho: Deposit doesn’t help to improve the bank strength to do banking business.
Strongly agree
Page 38 of 42
HA: Deposit helps to improve the bank strength to do banking business.
HO: μ = 2.5
HA: μ > 2.5
n = 35
Here x= 3.43
σ = 1.27
Zcal= (x – μ)/ (σ/√n) = 4.33
Since Z cal > Z Tab, the null hypothesis is not accepted. So at 5% level of significance, it can
be said that, Deposit helps to improve the bank strength to do banking business.
H10
Not sure
14% Agree
Disagree
20%
Strongly
Disagree
9%
34%
23%
Other
57%
Figure 13: Deposit helps to improve the bank strength to do banking business.

11. Ho: JBL can’t promote their deposit products to the customer doorsteps which will
HA: JBL can promote their deposit products to the customer doorsteps which will increase
Page 39 of 42
the number of customers.
HO: μ = 2.5
HA: μ > 2.5
n = 35
Here x= 3.94
σ = .7908
Zcal= (x – μ)/ (σ/√n) = 10.75
Since Z cal > Z Tab, the null hypothesis is not acceptable. So at 5% level of significance, it
can be said that, JBL can promote their deposit products to the customer’s doorsteps
which will increase the number of customers.
Strongly
disagree
0%
Disagree
6%
Not sure
17%
H11
Agree
54%
Strongly agree
23%
Figure 14: JBL can promote their deposit products to the custome r doorsteps which will

of 42
4.9 Findings:
1. JBL offers attractive deposit scheme compare to other banks. In this hypothesis 31%
of respondents are strongly agreed, 52% are agreed, 11% respondents are neither
agreed nor disagreed and 0% respondents are disagreed and 6% respondents are
strongly disagreed. (Hypothesis-4)
2. JBL provides the highest interest rate in FDR as per the rules of Bangladesh Bank.
29% of respondents are strongly agreed , 37% are agreed, 6% respondents are neither
agreed nor disagreed , 14% respondents are disagreed and 14% respondents are
strongly disagree. (Hypothesis-5)
3. By launching idea box JBL can get new idea from customer to develop their deposit
Scheme. In this hypothesis 26% of respondents are strongly agreed, 48% are agreed,
17% respondents are neither agreed nor disagreed, 9% respondents are disagreed and
0% respondents are strongly disagree. (Hypothesis-6)
4. JBL should give more security to their customer deposits to attract their customer. In
this hypothesis 23% of respondents are strongly agreed, 54% are agreed, 11%
respondents are neither agreed nor disagreed, 12% respondents a re disagreed and 0%
respondents are strongly disagree. (Hypothesis-7)
5. JBL provide the highly customer service to maintain its Deposit Scheme easy and
profitable for customer. In this hypothesis 23% of respondents are strongly agreed ,
37% are agreed, 20% respondents are neither agreed nor disagreed , 17% respondents
are disagreed and 3% respondents are strongly disagree. (Hypothesis-8)
6. JBL need less time rather than other bank to close or broke DPS before maturity. In
this hypothesis 17% of respondents are strongly agreed, 40% are agreed, 34%
respondents are neither agreed nor disagreed, 9% respondents are disagreed and 0%
respondents are strongly disagree. (Hypothesis-9)
7. Deposit helps to improve the bank strength to do banking business. In this hypothesis
23% of respondents are strongly agreed, 34% are agreed, 14% respondents are neither
agreed nor disagreed, 20% respondents are disagreed and 9% respondents are strongly
disagree. (Hypothesis-10)

8. JBL can promote their deposit products to the customers’ doorsteps which will
increase the number of customers. In this hypothesis 23% of respondents are strongly
agreed, 54% are agreed, 17% respondents are neither agreed nor disagreed, 6%
respondents are disagreed and 0% respondents are strongly disagree. (Hypothesis-11)
Page 41 of 42
4.10 Recommendations:
JBL Should offers more attractive deposit scheme compare to other banks.
JBL Should provides the highest interest rate in FDR as per the rules of Bangladesh
Bank.
Should launching idea box, JBL can get new idea from customer to develop their
deposit Scheme.
JBL should give more security to their customer deposits to attract their customer.
JBL should provide the highly customer service to maintain its Deposit Scheme easy
JBL should provide better service to their client to close or broke DPS before
maturity.
JBL should improve deposit scheme to increase the bank strength to do banking
business.
JBL should promote their deposit products to the customers’ doorsteps which will

of 42
4.11 Conclusion
The popularity of banks is increasing day by day which leads to increase competition as well.
All the Commercial Banks are offering almost the same products and services and almost
same their operation system. But the ways they provide the services are different from each
other. So people choose their bank according to their satisfaction and need. And they will
prefer the bank of which service is easily accessible and understandable. One the other hand,
bank innovate new products and services to attract their desired customers. In short, JBL is
such a Commercial Bank which is rendering all commercial banking services to the
customers in addition to make available investment policies & SME finance to the millions of
needy people of the country. They believe in developing strong interpersonal relationship
with each other. As such, they are morally bound to provide high quality banking services
with the latest technology to obtain optimum return on shareholder's equity ensuring safety of
depositor's money and making all out efforts to introduce their innovative Islamic Banking
products to their existing and prospective customers. Banks always contribute towards the
economic development of a country. JBL compared with other banks is contributing more by
investing most of their funds in fruitful projects leading to increase in production in the field
of Export and Import Business. It is obvious that the right thinking of this bank including
establishing a successful network over the country and increasing resources, will be able to
play a considerable role in the portfolio of development of financing in a developing country
like ours.

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