Final Report

Project Report
On
Customer satisfaction on public and private Bank
Prepared For
M.M Baset Oli Mishkat
Lecturer
Department of Business Administration
East West University
Prepared By
Anik Islam
Id: 2012-1-13-048
Course: Project (BUS 498)
Date of Submission: 07 December, 2015

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Letter of Transmittal
13 December, 2015
M.M Baset Oli Mishkat
Lecturer
Department of Business Administration
East West University
Subject: Submission of Project Paper for BUS498.
Dear Sir,
It gives me immense pleasure to submit report on 'Customer satisfaction on public and private
bank‘ which was assigned to me as a fulfillment of the BBA program.
While making this project I came across many hurdles and pleasant experience. But valuable
experiences I have gained during the period will undoubtedly benefit me in the years ahead. This
Project attempts to describe mine observations, learning's and experienced gained in 4 year BBA
Program. Despite the several constraints, I gave all of my efforts to make this project a
meaningful one.
I have tried sincerely to comprehend and translate my knowledge in writing this project. My
effort will be rewarded only if it adds value to the research literature.
Sincerely,
Name Signature
Anik Islam

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Acknowledgement
A single individual can achieve no noble objective. I am grateful to a number of persons for
their kind advice, suggestion, directions, cooperation that makes us possible to make this report. I
would like to thanks our Course Instructor M.M Baset Oli Mishkat for his excellent cooperation
and guidance which has helped us to prepare this report properly. Without his help this report
would be impossible. It gives me immense pleasure to thank large number of individuals who
have contributed directly in this project for their help and encouragement.
This is a result of good team effort. So I wish to express my deepest gratitude and appreciation to
my friends who have worked hard day and night for preparing this report and never the less
above all our heartiest thanks goes to all mighty Allah without his help I would not be here.

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Executive Summary
The purpose of this paper is to evaluate the customer satisfaction on public and private Banks,
based on customer perception regarding service quality scale. This is an empirical study using
mainly primary data collected through a well-structured questionnaire.
The methods of the study independent sample testing of questionnaire using SPSS program for
windows version 17. The questionnaire has been personally administered on a sample size of 70
from four major banks in Bangladesh which is SONALI, AGRANI, PRIME and BRAC Bank.
The findings based on different independent variables (service quality, customer loyalty and
security, technology) showed that all these variables influenced consumers satisfaction in Public
and Private Banks. There is a positive impact and significant relationship between the customer
satisfaction and two variables (service quality and customer loyalty), and also there is a negative
relationship between security and customer satisfaction.

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Table of Contents
List of Contents:
Particulars Page No.
Chapter One
Introduction
Problem of the research
The objectives of the study are mentioned as beneath
Scope of the study
Limitation of the study
Methodology of the Study
Questionnaire Preparation
Sources of Information
Data Collection Instruments
Method and Size
Format for the questionnaire
Chapter Two
Literature Review
Customer Service
Satisfaction
Customer Satisfaction
Customer Satisfaction and Banking Sector
Customer Satisfaction and Customer Loyalty
Customer Satisfaction and Service Quality
Chapter Three
History of Sonali Bank
History of Agrani Bank
Overview of PRIME BANK
Overview of BRAC Bank
Chapter Four
Graphical model
Hypothesis
Data analysis and findings
Chapter Five
Recommendation
Implication of the Study
Conclusion
Reference
Chapter Six
Appendix A: Questionnaire
Appendix: B

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Chapter Objective:
To provide an idea about:
 Introduction
 Problem of the research
 The objectives of the study are mentioned as beneath
 Scope of the study
 Limitation of the study
 Methodology of the Study
 Questionnaire Preparation
 Sources of Information
 Data Collection Instruments
 Method and Size
 Format for the questionnaire
Chapter One

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Chapter One
1.1 Introduction
Generally by the word ―Bank‖ we can easily understand that the financial institution deals with
money. But there are different types of banks like Central Bank, Commercial Banks, Savings
Banks, Investment Banks, Industrial Banks, and Cooperative Banks etc. But when we use the
term ―Bank‖ without any prefix, or qualification it refers to the ―Commercial Banks‖. A
commercial bank is a type of financial intermediary and a type of bank. Commercial banking is
also known as business banking. It is a bank that provides checking accounts, savings accounts,
and money market accounts and that accepts time deposits. Traditionally, large commercial
banks also underwrite bonds, and make markets in currency, interest rates, and credit related
securities, but today large commercial banks usually have an investment bank arm that is
involved in the mentioned activities.
Banking sector is expanding its hand in different events every day. At the same time the banking
process is becoming faster, easier and the banking arena becoming wider. As the demand for the
better service increase day by day, they are coming with different innovative ideas and products.
In order to survive in the competitive field of the banking sector, all banking organization
looking for better service opportunities to provide their fellow clients.
The issue of service quality is a critical one throughout service industries as businesses attempt
to sustain their competitive advantage in the marketplace. Owing to the financial services like
banks‘ competition in the marketplace through undifferentiated products, this highlights service
quality as the basic competitive tool (Stafford, 1996). In other words, a banking organization
may attract customers through the provision of high quality services. As such, structural
modifications have led to banks being enabled to carry out various activities which in turn, allow
them to be more competitive even against non-banking financial institutions (Angur et al., 1999).
In addition, technological advancements are helping banks develop their service strategies being
offered to individual as well as commercial customers. Moreover, banks offering quality services
own a distinctive marketing edge because enhanced quality service is associated with higher
revenue, customer retention and higher cross-sell 8

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Ratios (Bennett & Higgins, 1988). Banks are also well aware of the fact that customer‘s loyalty
lies in the banks‘ production of greater value compared to their competitors (Dawes & Swailes,
1999). Banks are more likely to earn higher profits if they are able to position themselves in a
superior way to their competitors in a particular market (Davies et al., 1995). There-fore, it is
imperative for banks to concentrate on service quality as their primary competitive strategy
(Chaoprasert & Elsey, 2004). Additionally, both customer satisfaction and service quality have
been highlighted by all banking institutions throughout the world (Hossain & Leo, 2009) with
the inclusion of the Libyan banking sector.
Bangladesh is a third world country with an under developed banking system, particularly in
terms of the services and customer care provided by the government run banks. Recently the
private banks are trying to imitate the banking structure of the more developed countries. The
government's encouragement during the late 1970s and early 1980s of agricultural development
and private industry brought changes in lending strategies. Managed by the Bangladesh Krishi
Bank, a specialized agricultural banking institution, lending to farmers and fishermen
dramatically expanded. The number of rural bank branches doubled between 1977 and 1985, to
more than 3,330. Denationalization and private industrial growth led the Bangladesh Bank and
the World Bank to focus their lending on the emerging private manufacturing sector. Scheduled
bank advances to private agriculture, as a percentage of sectoral GDP, rose from 2 percent in FY
1979 to 11 percent in FY 1987, while advances to private manufacturing rose from 13 percent to
53 percent.
At present there are 6 Nationalized commercialized banks, 2 state-owned specialized banks, 31
private commercial banks, 8 private Islamic Commercial Banks, and 9 foreign commercial banks
currently operating in Bangladesh.

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1.2 Problem of the research
The main issue being faced by the Bangladeshi banks especially public bank is that most of them
are still being driven under the operation of the outdated programs. Another issue is the lack of
qualified and experienced workforce which eventually explains the low quality service delivery
to their customers.
Moreover, banking institutions are facing the challenge of customer satisfaction of in light of
their service in several situations; impolite service at the counter, no enough employees to attend
customers, busy telephone lines and limited banking times. This is particularly true in
Bangladesh, a developing country where the banking culture lacks structure. Therefore, the
Bangladeshi banking institutions are required to expend more efforts and to carry out research to
direct banking services in the attainment of customer satisfaction.
1.3 The objectives of the study are mentioned as beneath
a) Primary Objective: Primary objective of the report is fulfilling the course requirement for
completion of the degree of BBA program of East West University.
b) Secondary Objective: Beside the primary objective, there are some other objectives which
are equally important. The prime objective of the study is to examine.
 To assess the level of importance, the customer of public and private sector banks put
across various services attributes and also to determine how well they are satisfying the
customers on those service grounds and different service quality dimensions.
 To come up with possible ways of improving service quality and efficiency that will lead
to bring more customer satisfaction for banking sectors.
 Analyze customer opinion regarding satisfaction through questioning customer.

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1.4 Scope of the study
As a student of BBA, it is normally essential to know the customer service and satisfaction of
any bank. In modern world without Customer Satisfaction any organization cannot run in any
moments. This report covers:
 Customer Service and Satisfaction on public and private banks.
 Organizational Structure and Financial Service of them.
The scope of this report is limited to the overall description of the companies. Its service and
their customers‘ assessment about the service provided by the customer service department.
1.5 Limitation of the study
The present study collects relevant data from only 4 sources relating to the respondents‘ view
and for content analysis. In addition, some of the sub-samples are quite small in number while
the overall sample is confined to the Bangladeshi banks customers. These findings should be
generalized in providing a description of customer satisfaction of Bangladeshi banks to the rest
of the population.
 Time frame of the research was very limited. The actual survey was done within a month.
 Large scale research was not possible due to constraints and restriction posed by the
organization.
 Part of organizational culture was written from individual‘s perception and may vary from
person to person.

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1.6 Methodology of the Study
Type of research
In this study, exploratory research will be conducted to find out and understanding of the overall
Banking of public and private Bank and also to determine some of the attributes of service
quality in bank.
Exploratory Research
Exploratory research is a type of research conducted for a problem that has not been clearly
defined. Exploratory research helps determine the best research design, data collection method
and selection of subjects. It should draw definitive conclusions only with extreme caution. Given
its fundamental nature, exploratory research often concludes that a perceived problem does not
actually exist.
Exploratory research often relies on secondary research such as reviewing available literature
and/or data, or qualitative approaches such as informal discussions with consumers, employees,
management or competitors, and more formal approaches through in-depth interviews.
1.7 Questionnaire Preparation
The entire questionnaire is prepared based on the SERVQUAL scale. There are five service
quality dimensions Reliability, Responsiveness, Assurance, Empathy and Tangibles. But I
haven‘t used the empathy from SERVQUAL scale. I also designed a structure and unstructured
questionnaire. This structured questionnaire was the major tools of this research project. 11
questions are selected which focus this 4 dimensions.
Target Group
Individual Customer‘s of two public banks ( Sonali bank, Agrani bank) and two private banks (
BRAC bank, Prime bank).

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1.8 Sources of Information
I. Primary Data
I have collected primary data by variety of ways, first of all by interviewing employees of those
Banks, and directly communicating with the customers. I have also conducted a questionnaire
Survey, of the customers minimizing interruptions in their banking activities.
Primary data were mostly derived from the discussion with the employees & through surveys on
customers of the organization. Primary information is under consideration in the following
manner:
 Face to face conversation with the employees.
 By interviewing customers of Sonali, Agrani, BRAC and Prime bank.
II. Secondary Data
I have elaborated different types of secondary data in my research. Sources of secondary
information can be defined as follows:
Internal Sources
 Prior research report
 Group Business Principal manual
 Banks Annual Report
External Sources
 Different books and periodicals related to the banking sector
 Internet
 Newspapers

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1.9 Data Collection Instruments
Questionnaire survey: I also designed a structure and unstructured questionnaire for the
customers of Sonali, prime, Brac and Agrani Bank. This structured questionnaire was the major
tools of this research project.
1.10 Method and Size
I. Method
For the purpose of getting better result, I adopted non probabilistic purposive sampling
technique during the survey of this project where customers were given copies of the
questionnaire and were asked to fill them. I gave continuous support to the customers for any
problems that they faced while filling up questionnaire so that the validity of the
questionnaire increases. As the simple random sampling is easily understood and results are
assessable it is best suited for my study.
II. Size
In this research phase I selected a group of 75 people.
1.11 Format for the questionnaire
The analysis of collected data is completed with the help of the statistical tools. The response of
the survey including the level of importance and the customer‘s perception are tallied at first and
then the weighted average of those responses is prepared. Here the value of the SERVQUAL
scale (5, 4, 3, 2, and 1) is counted as the weight. Finally by doing mean of the three questions of
the single segment the overall mean importance and overall mean satisfaction level of the service
quality dimension are calculated.
i. Highly satisfied
ii. Satisfied
iii. Neutral
iv. Dissatisfied
v. Highly dissatisfied

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Chapter Objective:
 Literature Review
 Customer Service
 Satisfaction
 Customer Satisfaction
 Customer Satisfaction and Banking Sector
 Customer Satisfaction and Customer Loyalty
 Customer Satisfaction and Service Quality
Chapter Two

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Chapter Two
2.0 Literature Review
In this chapter we define some concepts which related to this study such as: Customer service
Customer Satisfaction, Customer Satisfaction and Banking Sector, Customer Satisfaction and
Customer Loyalty, Customer Satisfaction and Service Quality, Consumer Perceptions and
behavior: relationships between service satisfaction, quality and loyalty and bank selection
criteria
2.1 Customer Service
Customer Service is the set of behavior that a business undertakes during its interaction with its
customers. It can also refer to a specific person or desk which is set up to provide general
assistance to customers.
2.2 Satisfaction
Satisfaction means the contentment one feels when one has fulfilled a desire, need or
expectations. In other word, Customer level of approval when comparing a product perceived
performance with his or her expectation. Also could refer to discharge, extinguishment, or
retirement of an obligation to the acceptance of the obligator, or fulfillment of a claim. While
satisfaction is sometimes equated with performance, it implies compensation substitute where as
performance denotes doing what was actually promised.
2.3 Customer Satisfaction
Gaining high levels of customer satisfaction is very important to a business because satisfaction
customers are most likely to be loyal and to make repeat orders and to use a wide range of
services offered by a business.
Rather than a single definition, I think it is appropriate to provide several definitions because a
single definition gives the impression that there can be only one, which is certainly not true.
 Customer satisfaction is equivalent to making sure that product and service performance
meets customer expectations.

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 Customer satisfaction is the perception of the customer that the outcome of a business
transaction is equal to or greater than his/her expectation.
 Customer satisfaction occurs when acquisition of products and/or services provides a
minimum negative departure from expectations when compared with other acquisitions.
A significant level of customer satisfaction is among the most critical indicators of the business‘s
future. Customers who are satisfied are also loyal and this ensures a consistent cash-flow for the
business in the future. In addition, satisfied customers are often characterized as less-price
sensitive and they are more partial to spend more on the products they have tried and tested
before. Moreover, stability in business relations is also beneficial where the positive quality
image minimizes the cost for a cur-rent customer (Matzler, Hinterhuber, Bailom & Sauerwien,
1996).
According to Hom (2000), satisfaction refers to a feeling or a short term attitude that can change
owing to various circumstances. It exists in the user‘s mind and is unlike observable behaviors
like product choice, complaint or repurchase. In a related study, John and Linda (1976),
investigated the relationship between expectations, performance and satisfaction. The findings
revealed that when a customer judges the peformance of a product, he usually compares a set of
performance outcomes that are expectations. The product is then likely to be considered as
dissatisfactory or satisfactory.
In another related study, Johnson, Anerson and Fornell (1995) developed and tested alternative
models of market-level expectations, perceived product performance, and customer satisfaction.
They revealed that in a particular period, satisfaction is positively impacted by performance and
expectations where performance effects reveal the impact that experiences of the product or
service have upon satisfaction and expectation effects reveal the impact that past performance
information has upon satisfaction. They stated that managers inclined to maximize market
satisfaction for the purpose of enhancing future profitability is better off investing in long-run
quality improvement strategies and methods as short-term techniques only leads to temporary
performance or benefits per customer and will be negligible in the long-run.
Similarly, Anderson and Sullivan (1993) examined the antecedents and outcome of firms‘
customer satisfaction and found that quality falling short of expectations have higher impact on

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satisfaction and retention compared to those exceeding expectations. They also revealed that
satisfaction positively affects repurchase intentions and both positive and negative
disconfirmations increase with the ease of quality evaluation.
2.4 Customer Satisfaction and Banking Sector
Among the many studies in literature dedicated to customer satisfaction in banks, Al-bro‘s
(1999) study in the context of Washington, U.S., utilized a benchmark involving bank customers
from all geographic areas and bank assets. The study involved asking customers various
questions concerning their satisfaction with the banks. Data collected was utilized to benchmark
customer satisfaction scores of banks participating in the financial client satisfaction index. The
findings revealed that the most significant attributes that results in satisfaction include human
interaction issues like ‗correcting errors promptly‘, ‗courteous employees‘ and ‗professional
behavior‘. Moreover, the findings also revealed that the provision of good, personal service is
considered by the clients as more important more than convenience or products.
The above findings were consistent with Wan, W.W., Luk C.L and Chow (2005) findings. The
latter study was also conducted in Washington and it revealed that customers taking the customer
satisfaction survey bought more products compared to the control group that were not
participants to the survey. According to the authors, survey participation is what led the
customers to develop more positive perceptions to-wards the company and it convinced them
that the firm values and cares about its customers and their feedback.
In another study, Bennett (1992) claimed that the key to obtaining competitive advantage in the
banking business is to be customer-driven. In other words, the entire aspects of the institution
should concentrate on the factors that the customers hold dear and it should be willing to exceed
customer expectations. Several studies evidenced that by concentrating on and delivering
excellent customer satisfaction outcome, firms achieve superior profitability. Hence, improving
customer service may entail training procedure or enhancement of computer information systems
of the bank. While improving customer service may lead to increased tangible accounting costs,
it may also steer clear of the occurrence of intangible costs. Bankers can develop quantitative
data through researching customer satisfaction, in the hopes of stressing that the emphasis and

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delivery of exceptional customer satisfaction can lead to improved revenues that are higher than
increased costs.
Similarly, Anwyll (2005) stated that customer service and satisfaction are the factors
differentiation a firm from its large, national competitors. Moreover, the banks branding message
reads, ―Great Rates. Friendly Service‖ and through ongoing sales and service training, it attempts
to deliver what it promises to.
Also, Mothey (1994) revealed that in order to achieve customer satisfaction, it is imperative for
banks to make use of different tools that varies from re-engineering of service to focusing on
specific tasks. In addition, Albro‘s (1999) study involved a national survey of the customers
patronizing 814 banks in an attempt to determine customer satisfaction. He revealed that cross
selling hinges on high level of customer satisfaction. The study also revealed a very high
correlation between satisfaction scores and customer‘s predisposition to repurchase. In short, for
happy customers to provide recommendations through word-of-mouth to others, they must be
satisfied.
This section stressed on the importance of customer satisfaction which is considered to be the
basis of banks‘ development of strategies. As such, it is important for cur-rent financial
institutions to shift towards customer management for their satisfaction of the services provided.
It is also imperative for banks to develop a system that continuously measures customer
satisfaction (Chitwood, 1996).
2.5 Customer Satisfaction and Customer Loyalty
Customer loyalty is defined as ―the market place currency of the twenty-first century‖ (Singh &
Sirdesh, 2005). Similarly, Foss and Stone (2001) related customer loyalty to the customer‘s
thoughts and actions. Several customer loyalty experts describe loyal-ty as a state of mind and a
set of beliefs. Among the main elements of loyalty are the information exchange and the relation
between the state of mind and behavior. For instance, loyal customers often provide information
to service providers because of their sense of trust in them and they expect the service providers

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to utilize the provided information to their advantage. Moreover, customer satisfaction leads to
customer loyalty which in turn, leads to profitability (Hallowell, 1996).
2.6 Customer Satisfaction and Service Quality
In the current dynamic and competitive business world, sustainable competitive ad-vantage is
driven by the delivery of high quality service that will result in customer satisfaction. In other
words, customer satisfaction is a condition to achieving customer retention and loyalty and it can
assist in boosting profitability, market share and return on investment. In a related study, Suresh
chandar, Rajendran and Anantharman (2002) conducted an in-depth investigation of the relation
between service quality and customer satisfaction. They concluded by identifying five factors of
service quality that are considered by customers as critical. They are enumerated as follows;
a) Core service or service product – service content,
b) The human elements of the service delivery including reliability, responsiveness,
assurances, empathy, and service recovery – all a part of the human element when
delivering the service,
c) Service delivery systemization which refers to the processes, procedures, systems and
technology that helps in making the provision of service in a seam-less manner,
d) Service tangibles which refers to equipment, signage, employees‘ appearance and the
man-made physical environment characterizing the service – commonly called the
‗service space‘, and finally,
e) Social responsibility which is the service provider‘s ethical behavior and activities.
The above study indicated the close relation between service quality and customer satisfaction in
a way that an increase in one factor leads to the increase in the other.
Viewed from another perspective, Johnston (1995) investigated the relation between the
determinants of service quality and outcomes of the zone of tolerance. He revealed that there are
some determinants that are more likely to be a source of dissatisfaction while others to be a
source of satisfaction. He demonstrated the following;
a) Some determinants of quality are superior to others,

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b) The key sources of satisfaction of the bank‘s customers include attentiveness,
responsiveness, care and friendliness while the key sources of dissatisfaction include
issues pertaining to integrity, reliability, responsiveness, availability and functionality,
c) The sources of satisfaction enumerated above are not necessary the opposite of the
sources of satisfaction,
d) The intangible aspects of the staff-customer relation significantly impact ser-vice quality
in a negative and positive way,
e) Responsiveness is a key determinant of quality and is a key element in the provision of
satisfaction while the lack of it is a main source of dissatisfaction, and
f) Issues of reliability are a source of dissatisfaction as opposed to satisfaction.
From the above, it is evident that satisfaction can be achieved by providing the ser-vice in a
timely and efficient manner. The presence of satisfying factors may also lead to positive,
virtuous circles, supporting contact staff-customer relationship.
Another study related to customer satisfaction in business service is the one by Na-wak and
Washburn (1998). They revealed that service quality has a highly significant relationship with
overall customer satisfaction. First, they revealed that product quality is a critical element of
presentation. Second, the significant relation between timeliness and cost management could
support the saying ―time is money‖ in the context of business response to market changes. The
third most critical contributor to overall customer satisfaction was revealed to be service quality.
Moreover, Rod, Ashill, Carruthers and Shao (2009) stated that overall internet banking service
quality is significantly related to overall customer satisfaction in New Zealand banks. They
added that the delivery of high quality online service is called for, for the maintenance or
enhancement of the banks‘ customer satisfaction.

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Chapter Objective:
 History of Sonali Bank
 History of Agrani Bank
 Overview of PRIME BANK
 Overview of BRAC Bank
Chapter Three

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Chapter Three: Industry Profile
3.1 History of Sonali Bank
Sonali Bank was established in 1972 under the Bangladesh Banks (Nationalization) Order,
through the amalgamation and nationalization of the branches of National Bank of Pakistan,
Bank of Bhowalpur and Premier Bank branches located in East Pakistan until the
1971 Bangladesh Liberation War. When it was established, Sonali Bank had a paid up capital of
30 million taka. In 2001, its authorized and paid up capital were Tk 10 billion and Tk 3.272
billion respectively. Presently, it‘s authorized and paid up capital is Tk 10 billion and Tk 9
billion respectively the bank's reserve funds were Tk 60 million in 1979 and Tk 2.050 billion on
30 June 2000.
 Sonali Bank has a total of 1207 branches. Out of them, 343 are located in urban areas,
862 in rural areas, and 2 are located overseas.It also operates the Sonali Exchange
Company Inc. in USA and Sonali Bank (UK) Ltd., United Kingdom, to facilitate foreign
exchange remittances. Sonali Bank UK remits up to 14 destinations across Bangladesh
directly, these
Vision
Socially committed leading banking institution with global presence.
Mission
Dedicated to extend a whole range of quality products that support divergent needs of people
aiming at enriching their lives, creating value for the stakeholders and contributing towards
socio-economic development of the country.
Types of Bank Account
The most common and general service of the banking sectors. There are different types of bank
account in Bangladesh banking sector. The bank accounts are as follows:
 Bank Savings Account Bank Savings Account can be opened for eligible person / persons
and certain organizations / agencies (as advised by Bangladesh Bank from time to time)

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 Bank Current Account Bank Current Account can be opened by individuals / partnership
firms / Private and Public Limited Companies / Specified Associates / Societies / Trusts,
etc.
 Bank Term Deposits Account Bank Term Deposits Account can be opened by individuals
/ partnership firms / Private and Public Limited Companies / Specified Associates /
Societies / Trusts, etc.
 Bank Account Online With the advancement of technology, the major banks in the public
and private sector has facilitated their customer to open bank account online. Bank
account online is registered through a PC with an internet connection. The advent of bank
Core Business of Sonali Bank:
Corporate Banking:
General Banking Functions: as a general banking institute in our country Sonali bank has to do
the flowing works.
Taking deposit and giving interest: The main function of the Sonali bank is to collect money
from the general people, various institutes or organizations as deposit and give them interest on
that money by various accounts. This bank collects current, saving and permanent accounts
deposit. But they give more interest on saving account than the current account. This bank
generally doesn‘t pay any interest on the current account.
Grant loan and collecting interest: Sonali bank gives the deposited money of the general people
to various people, institute and traders based on their need by a fixed interest rate and they also
take interest from them. They take a fixed security amount against the loan. This bank takes
more interest on loan than the interest which is given to the general people on their deposited
money.

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Creation medium of exchange: As a big commercial bank in the Bangladesh, they make a
convenient and feeless transition by offering cheque and bank-draft etc. That is why customers
can finish their exchange very easily.
Honour of cheque: whenever the depositors want the money according to their cheque, the bank
is bound to pay the money to the customer. It is also their important work. Creation of loan
deposit: This bank not only gives the loan but also do so many transitions. They make various
loans by the deposit and increase the utility.
 Encourage to savings.
 Formation of capital and investment.
 Discount bill of exchange.
 Obey the scheduled rule.
International Banking:
Sonali Bank limited expertise in international Banking has a record of in-house growth over
more than half a century. Its pioneer role in handling foreign trade and foreign exchange
transactions of ever before independence of the country still unchanged. With wide network of
branches at home and also a large number of correspondent banks world wide it is singularly
handling the largest volume of export import business including home bound remittances.
SME Banking:
Sonali Bank Limited emphasizes highest priority on SME financing for eliminating poverty by
increasing SME loan flow at economically underdeveloped area and peoples. Setting up priority
base SME credit Policy for Women and underprivileged entrepreneurs, Sonali bank working for
the improvement of their socio-economic condition.
Lending Policy:
I. Loan Limit: BDT 50,000/-(Fifty thousand) to BDT 1,50,00,000/-(One Crore Fifty Lacs)
II. Criteria of Borrower: Bangladeshi Citizen minimum 18 (eighteen) years old; Loan
defaulter, Bankrupt, mentally wreaked person cannot apply for loan; Women
Entrepreneurs highly encourage to apply.

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III. Nature of Project/Enterprise:
 Proprietorship Enterprise;
 Registered Partnership Enterprise;
 Private Limited Company;
 Joint Venture Company except Public Limited Company.
IV. Security:
 The collateral security free loan limit for male entrepreneurs is up to Tk. 5 lack.
 The collateral security free loan limit for women entrepreneurs is up to Tk. 10 lack.
V. Period: Project/Term Loan: Maximum 5 years (project period may flexible according to
Project nature). Working capital/Trading Loan: 1 year, renewable at the end of period.
VI. Loan: Equity Ratio:
 Project/Term Loan: 70:30
 Working capital/Trading Loan : 75:25
VII. Repayment procedure:
 Project/Term Loan: monthly/quarterly basis repayable within loan period.
 Working capital/Trading Loan: Daily basis or fully repayment within loan period.

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Organogram of Sonali Bank Limited:
Risk Management
Bangladesh Bank has identified 6 (Six) core risks for management of the banks and has provided
the necessary guidance for implementation of the six risks are:
The prime objective of the risk management is that the Bank takes well calculative business risk
to safeguard its capital, financial resources and growth of sustainable profitability. In this
context, the Bank has formed a committee (MANCOM) to overview proper implementation and
regular monitoring of these critical areas.
The policies and procedures for managing these risks are outlined in the notes below. The Bank
has designed and implemented a framework of controls to identify, monitor and manage these
risks, which are as follows:

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a) Credit Risk Management
Credit risk is the risk that one party to a financial instrument will fail to discharge an obligation
and cause the other party to incur a financial loss. Concentration of credit risk arises when a
number of counter parties are engaged in similar business activities, or activities in the same
geographical region, or have similar economic features that would cause their ability to meet
contractual obligations to be similarly affected by changes in economic, political or other
conditions.
To manage credit risk, the Bank applies credit limits to its customers and obtains adequate
collaterals. Credit risk in the Sonali Bank Ltd.‘s portfolio is monitored, reviewed and analyzed
by the Credit Risk Management (CRM).
CRM determines the quality of the credit portfolio and assists in minimizing potential losses. To
achieve this objective, CRM formulates appropriate credit policies and procedures for the Bank
to ensure building and maintaining quality credits and an efficient credit process.
Sonali Bank Ltd has established Asset-Liability Management Committee (ALCO) to screen out
the banks/financial institutions and determine the maximum risk exposure on each of them.
ALCO also assesses recommends and controls cross border/country risk. To manage the Non-
Performing Loans (NPL), Sonali Bank Ltd has comprehensive remedial management policy,
which includes a framework of controls to identify weak credits and monitoring of these
accounts.
b) Foreign Exchange Risk Management
Foreign Exchange Risk is defined as the possibility of losses due to change in exchange rates
interest rate etc. according to market forces. The Foreign Exchange Risk of the Bank is minimal
as all the transactions are carried out on behalf of the customers against underlying Foreign
Exchange transactions.

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Treasury Division independently conducts the transactions and the Back Office of Treasury is
responsible for verification of the deals and passing of their entries in the books of account.
foreign exchange transactions are revalued at Mark-to-Market rate as determined by Bangladesh
Bank at the month -end. All NOSTRO accounts are reconciled on daily basis and outstanding
entries beyond 30 days are reviewed by the Management for their settlement.
c) Asset Liability Risk Management
Asset Liability Committee (ALCO) of the Bank monitors Balance Sheet Risk and liquidity Risks
of the Bank. The Balance Sheet Risk is determined as potential change in earnings due to change
in rate of interest foreign exchange rates and regulatory instructions, which are not of trading
nature. Asset Liability Committee (ALCO) reviews Liquidity requirement of the Bank, the
maturity of assets and liabilities, deposits and lending, pricing strategy and the Liquidity
contingency plan.
The primary objective of the Asset Liability Committee (ALCO) is to monitor and avert
significant volatility in Net Interest Income (NII), investment value and exchange earnings for
the purpose of taking future action plan for better interest of the organization.
d) Money Laundering Risk Management
Money laundering risk is defined as the loss of reputation and expenses incurred as penalty for
being negligent in prevention of money laundering. For mitigating the risk the Bank has
designated Chief Compliance Officer at Head Office and Compliance Officer at Branches, who
independently review the transactions of the accounts to verify suspicious transactions.
Manuals for Prevention of Money Laundering, KYC and Transaction profile have been
introduced. Training has been being imparted to Executives, Officers and staff for developing
awareness and skill for identifying suspicious transactions and other Money Laundering related
activities.

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3.2 History of Agrani Bank
Agrani Bank Limited a leading commercial bank with 867 outlets strategically located in almost
all the commercial areas throughout Bangladesh, overseas Exchange Houses and hundreds of
overseas Correspondents, came into being as a Public Limited Company on May 17, 2007 with a
view to take over the business, assets, liabilities, rights and obligations of the Agrani Bank which
emerged as a nationalized commercial bank in 1972 immediately after the emergence of
Bangladesh as an independent state.
Agrani Bank Limited started functioning as a going concern basis through a Vendors Agreement
signed between the ministry of finance, Government of the People's Republic of Bangladesh on
behalf of the former Agrani Bank and the Board of Directors of Agrani Bank Limited on
November 15, 2007 with retrospective effect from 01 July, 2007.
Agrani Bank Limited is governed by a Board of Directors consisting of 13(thirteen) members
headed by a chairman. The Bank is headed by the Managing Director & Chief Executive Officer;
Managing Director is assisted by Deputy Managing Directors and General Managers. The bank
has 7 Circle offices, 30 Divisions in head office, 52 zonal offices and 867 branches including 10
corporate and 40 AD( authorized dealer) branches. The corporate and AD branches are
authorized to deal in Foreign exchange business.
Company Mission:
 To become a leading bank of Bangladesh.
 Operating at international level of efficiency, quality and customer service.
Company Vision:
We operate ethically and fairly within the stringent framework set by our regulators. We fuse
ideas and lessons from best practice to explore new avenues to become stronger, more efficient
and competitive. We apply information and communication technology for the benefit of our
customer and employees. We invest to strengthen the future of the bank.

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Nature of business:
The principal activities of the Bank are providing all kinds of commercial banking services to its
customers and the principal activities of its subsidiaries are to carry on the remittance business
and to undertake and participate in any or all transactions, and operations commonly carried or
undertaken by remittance and exchange houses.
The Bank also started its Merchant Banking operations at Head Office level from September 03,
2009 vide registration certificate no. AMB34/ 2009 dated March 23, 2009 under Securities and
Exchange Commission Act, 1993 and Securities and Exchange Commission Rules, 1996. Agrani
Bank Ltd. with its wide ranging branch network and skilled personnel provides prompt services
like issuing:
 Demand Draft
 Telegraphic Transfer
 Pay Order
 Bills collection
 Clearing
The Bank provides the following account facilities:
 Current/Savings/STD account
 FDR account
 Advance account
 Loan account
Agrani Bank has already established a worldwide network and relationship in international
Banking through its overseas branches and foreign correspondents. The Bank has earned an
excellent business reputation in handling and funding international trade particularly in boosting
export & import of the country. The Bank finances exports within the framework of the export
policy of the country.

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Bank service of Agrani Bank:
Agency Services:
Agrani Bank Limited, being a state owned Bank, has both commercial commitments to its clients
and societal commitment to the nation. Besides catering service to its clients at nominal
Fees/charges the Bank has to provide a plethora of services, free of charges, in respect of
transferring money to different benevolent organizations and groups of professionals in far flung
areas through its branches in urban and rural areas all over Bangladesh. Here below are a few of
such services Agrani Bank Limited provides:
a) Collection of Utility bills:
 Telephone bills of T &T Authority without service charges
 Grameen Phone bills of Grameen Phone Ltd. with service charge & other charges.
 Electric bill of REB without service charges
 Electric bills of DESA without service charges
 Electric bill of PDB without service charges
 Electric bill of DESCO without service charges
 Bills of Railways without service charges
 Gas bill of Titas Gas, T& D Co. ltd without service charges
 Gas bill of Bakhrabad Gas Co. ltd without service charges
 Bill of Oilbill of Meghna Petrolium Co. Ltd.
b) Sale/encashment of Saving Certificates
c) Sale/Purchase of Prize bonds
d) Payment of Army/civil pension
e) Payment of nongovernment primary /secondary school/college /Madrasha teachers benefit
(government portion)
f) Payment of Government primary school teacher‘s salary
g) Payment of Honorarium to freedom fighters.
h) Payment of stipend for female students of secondary and higher secondary institutions
i) Payment of Govt. allowances to Bayaska, Bidava and Dostho Mohila.

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j) Payment of stipend to primary students
k) Payment of stipend to Shishu Kallyan Trust in urban areas.
l) Maintain of BADC disbursement account with 200 branches
m) Payment of Food Procurement bills.
Locker Service:
For safekeeping of customers' valuables like important documents and goods like jewelries and
gold ornaments, Agrani Locker Service is available in most of the Branches in urban areas.
Evening Banking Service:
"Evening Banking", a unique service of Agrani Bank Limited, only for receiving Cash and
Documents beyond transaction hours till 6 o'clock in the evening, is available in about 207
important Branches of Agrani Bank Limited. The service is attractive for those, like shopkeepers,
who accumulate cash as sales proceeds in the afternoon when counters of Bank branches usually
remain closed.
Export Finance
To boost up country's Export, Agrani Bank Limited has been providing different kinds of
assistance and incentive to the exporters. Some of which are:
 Pre shipment and Post shipment Finance.
 Discount/Concession rate of interest for exports Finance.
 Back to Back L/C facility under bonded Warehouse system.
 Sight L/C under Export Development Fund (EDF).
 Interest bearing and noninterest bearing Exporter's retention Quota A/C.
 Export Incentive Program. Financing industries of 100% foreign investment or of Joint
Venture at Export Processing Zones
 Obtaining EEF (Equity & Entrepreneurship Fund) from Government through Bangladesh
Bank for building up Entrepreneurs' Equity.
 Providing services to the exporters by the Bank's own logistical supports like SWIFT,
Reuters Service, Internet, and Fax etc.

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Business Performance
Assets Quality
For improving the quality of our assets, the Bank Management has prioritized financing in trade
and commerce by providing working capital. However, some pragmatic steps have been taken to
reduce non-performing loans.

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Import-Export Business
The Bank‘s foreign trade related activities, carried out through 40 AD branches across the
country, are well run by our skilled manpower to earn confidence of importers, exporters and
Bangladeshi workforce working abroad.
In 2007, the Bank‘s export dealing stood at Tk.48.92 billion and import at Tk.113.43 billion. For
smooth conduct of international trade, Agrani Bank Limited has as many as 416 foreign
correspondents throughout the world. In addition, the Bank is maintaining 39 NOSTRO
Accounts with the world‘s leading banks.
Foreign Remittance Business
The Bank continues taka Draft/ Electronic fund transfer arrangements with different overseas
exchange companies/banks. In 2007, the bank extended such overseas network by adding 3 more
exchange companies/bank, totaling 30 as against 27 of 2006 covering Middle East, the Gulf
States, South-East Asia and Italy. A policy that has been devised during the period for online
distribution of remittances to beneficiaries has greatly encouraged the expatriates to bank more
on us. Our of these 30 exchange companies/banks, we have two subsidiaries of our own through
which expatriates are sending home their hard-earned money. The result was obvious. In 2007,
the remittance inflows from abroad increased a record high of Tk.42.81 billion from Tk.39.30
billion of 2006. The increase was 8.93 per cent higher than that of last year.
Treasury Operation
As in 2005 and 2006, the fund management division also performed as a major market maker
and market leader in 2007.
The good news for the year under review was that the Division achieved a remarkable success in
providing a lion share to the Bank‘s total income. Through prudent treasury operation, it became
the Bank‘s top profit centre.

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SWIFT
Modern communication system Is essential for carrying out foreign exchange transactions. With
a view to ensuring better services to the customers especially to the importers, exporters and
remitters, Agrani Bank Limited has, in the meantime, set up 14 SWIFT stations in the near
future.
The bank offers to its customers a cluster of instant services in matters of encashment of cheque,
information of current balances, statements of accounts etc. Moreover, customers will soon be
brought online to meet their banking needs through use of their computers and phones.
Agrani Bank Corporate Governance
Observing the spirit of good governance is a core value for the bank. This makes sense in
business terms, and also conforms to the rules, regulations and guidelines issued from time to
time by our regulators such as Government, Bangladesh Bank, Registrar of Joint Stock
Companies and Firms, Securities and Exchange Commission and the like in matters of capital
adequacy, statutory reserves, liquidity, pricing, budgeting, superior client service, product
quality, disclosures, credit portfolios, their associated risk factors and their preventions, internal
control and compliances etc.
We also carry out our activities strictly in accordance with the bank company Act, 1991 and the
companies Act, 1994, in line with the voluntary guidelines of World Bank and international
Finance Corporation; we also emphasize environmental and social impacts on the projects we
finance.
The board sets the strategy and approves the annual operating plans presented by the
management for achievement of the strategic objectives. The board meets regularly and receives
information about the overall activities for smooth operation of the bank. As a result, all the
Directors have full and timely access to all relevant information.

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3.3 Overview of PRIME BANK
During the booming years of the banking industry of Bangladesh, a group of highly skilled local
entrepreneurs came up with an idea to float a commercial bank with a different outlook. The idea
was to build a banking organization with excellence, competence and consistent delivery of
reliable service with superior customer satisfaction. The outcome of this thinking was the Prime
Bank Limited, commenced its business on April 17, 1995.
Since the beginning the bank is being managed by a team of professionals, with dedication and
sincerity. Their experience and hard work has taken the bank in the leading position. The bank is
constantly focused towards the understanding and predicting customer‘s needs and meeting
them. It is giving a tough competition to other banks in case of performance and customer
satisfactions.
The bank offers almost all sorts of commercial banking services within the framework of
Banking Company Act, and the rules and regulations lay down by the Bangladesh Bank. These
services include corporate Banking, Retail Banking, and Consumer Banking etc. Within this
short time the bank has already claimed a position among the top ranked banks in our country
through ensuring high profile management, experienced, dedicated and skilled employees, and a
whole lot of hard works. It has adopted the CAMEL rating, BASEL II and all other international
requirements. It is always responding to technological enhancements and developments.
The introduction of ATM in March 2008 and Internet Banking in 2009 ushered a new era and
prime Bank is now wed poised towards the expansion of alternative delivery across Bangladesh.
Prime Bank is one of the most renowned names among the well performing banks in the banking
industry and it is continuously working hard to hold its position in the market as the leader
through providing top class services.
The first branch opened by Prime Bank is the Head Office in Motijheel, Dhaka. It was opened at
the time the bank started its business in April 17, 1995. From then Prime Bank has continued its
journey and emerged its network by opening branches in major districts of our country. The total
number of branches now is 97.

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Company Mission
To be the best Private Commercial Bank in Bangladesh in terms of efficiency, capital adequacy,
asset quality, sound management and profitability having strong liquidity.
Company vision
 To build Prime Bank Limited into an efficient, market driven, customer focused
institution with good corporate governance structure.
 Continuous improvement in business policies and procedures through integration
of technology all the levels.
Maximization of profit through customer satisfaction is the main objective of the bank. In
addition, the others relevant objectives are:
i. To be the market leader in high quality banking products and services.
ii. Active excellence in customer service through providing the most modern and advance
technology in the different spheres of banking.
iii. To participate in the industrial development of the country to encourage the new and
educated young entrepreneurs to undertake productive venture and demonstrate their
creativity and there by participate in the national development.
iv. To provide credit facilities to the small and medium size entrepreneur located in urban &
sub-urban area and easily accessible by branches.
v. To develop saving attitude and making acquaintance with modern banking facilities.
vi. To inspire for undertaking small projects for creation of employment through income
generating activities.

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vii. To play a significant role in the economic development of the country.
Hierarchy of the PRIME Bank:
From the top to the bottom management body of Prime Bank Limited can be divided into four
levels:
 Top Level Management
 Executive Level Management
 Mid Level Management
 Junior Level.

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Core Business of PBL
Retail Banking:
As a part of risk diversification strategy PBL expended the lending activities in this sector during
2006. The growth rate of PBL‘s consumer financing was 38% during this year. The loan
schemes offered by the bank include Home Loan, Loan against Salary, Marriage Loan, Car
Loan, Hospitalization Loan, Education Loan, Doctors Loan, Travel Loan etc.
SME Lending:
Job creation is essential and it must come from Small and Medium Enterprise that will ultimately
dominate the private sector. During 2006 bank‘s Strategy was focused on customer convenience.
The Bank provided working capital loans to suppliers or dealers of large corporations or clusters
of small exporters of non-traditional items. Outstanding loan of SME is Tk.437 million. The
growth rate of PBL‘s SME Lending was 41% during this year.
Corporate Credit:
PBL‘s strategy is to provide comprehensive service to the clients of this segment who are large
and medium size corporate customers with expertise in trade finance and related services.
Besides trade finance bank are providing working capital finance, project finance and arranging
syndication for our corporate clients. Syndication and structured Finance Unit of the Bank
strengthened its footstep in the consortium financial market and arranged a number of
syndication deals for its corporate clients.
Islamic Banking:
For the development of Islamic Banking Business, 2006 was also a commendable year. It has
been observed that compliance of Shariah has improved in 2006 as compared to the preceding
years. According to their advice Islamic Banking operation of the bank has been separated from
the operation of Conventional Banking and shown separately in the bank‘s financial statement. It
is found that the investment and deposits grew by 38% and 89% respectively in the year 2006.
The operating profit of Islamic Banking Branches grew by 45% during the Year.

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Credit Card:
In the year of 2005, Prime Bank Ltd has launched VISA. Before that PBL started its credit card
operation in 1999 by introducing Master Card. Now PBL has become the first local bank of the
country to achieve principal membership of both the worldwide accepted plastic money network
i.e. Master Card and VISA. PBL has redesigned the credit card. Facility by providing the
incentive of ―free Life Insurance Coverage‖ for their valued cardholders to mitigate the financial
risk.
Custodial Service:
PBL equator fulfills its strategic commitment to provide custody and clearing services.
Equator‘s focuses are on the following:
 Commitment to quality
 Dedication to customer needs
 Sustained investment in people and systems
International Trade Management:
This division is operational throughout the group and PBL‘s core strength is trade finance and
services. With an experience, Prime Bank has developed knowledge of trade finance, which is
world class. Principle services to importers include imports letter of credit, import bills for
collection and back-to- back letters of credit facilities. Services provide to exporters include
export letters of credit, direct export bills, bonds, and guarantees.
Cash Management:
Prime Bank recognizes the importance of cash management to corporate and financial
institutional customers, and offers a comprehensive range of services and liquidity management.
Institutional Banking:
Prime Bank Limited provides a wide range of services to institutional clients, commercial,
merchant and central banks; brokers and dealers; insurance companies; funds and managers, and
others. It provides relationship managers who are close to their customers and speak local

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language. This wide network of institutional banking facilities includes transaction, introduction,
problem solving and renders advice and guidelines on local trading condition.
Treasury:
Treasury operations had been consideration as an important avenue for income generation
purpose within Head Office. In fact, in the past, income from treasury operation was quite
sizable and significant to the total income generated by the bank. The treasury division publishes
daily and weekly currency newsletters, which provide analyses of currency trends and related
issues. Seminars and workshops are conducted for customers from time to time on foreign
exchange related topics. Prime Bank is one of the first local banks in Bangladesh to integrate
treasury dealings of local money market and foreign currency under one Treasury umbrella. The
bank has handled significant volumes.
Foreign Exchange Business:
The foreign exchange business handled by the bank in 2010 was Tk 283.08 billion in 2010
against Tk 199.00 million in 2009 indicating a growth rate of 42 percent which was contributed
by growth in import, export and remittance business as below:
 Import business handled was Tk 147.70 billion which was 125 percent of the budget and
showed 53 percent growth;
 Export volume was Tk 106.94 billion which was 115 percent of the budget with growth
rate of 41 percent;
 Remittance business was Tk 28.43 billion which was 86 percent of the budget but
showed growth rate of 8 percent;
Merchant Banking:
The Bank‘s operation in this sector was limited to Underwriting, Portfolio Management and
Banker to the Issue functions. The compulsory requirement for opening BO account for share
trading has increased the demand for opening BO account.

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Online Branch Banking:
The bank has set up a Wide Area Network (WAN) across the country to provide online branch
banking facility to its valued clients. Under this scheme, clients of any branch shall be able to do
banking transaction at other branches of the bank. Under this system a client will be able to do
following type of transactions:
 Cash withdrawal from his/her account at any branch of the bank.
 Cash deposit in his/her account at any branch of the bank irrespective of the location.
 Cash deposit in other‘s account at any branch of the bank irrespective of the location.
 Transfer of money from his/her account with any branch of the bank.

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3.4 Overview of BRAC Bank
Dedicated to the people of Bangladesh because we believe in faith and hope cemented by our
Unshakable trust on the dreams of 160 million, it is not just a place for transactions – BRAC
Bank is a place where potentials are realized. Traditionally, banking in Bangladesh has been for
the mid to large sized businesses or the professionals in jobs. Ironically, more than ¾th of the
economy is out of the reach of formal banking. BRAC Bank took a step to break this tradition of
banking and tapped into the true suburb entrepreneurial initiatives. More than half of BRAC
Bank‘s lending is for this small and medium enterprises – popularly known as ‗SME‘. These
businesses are the dreams and achievements of individual Bangladeshis
BRAC Bank is one of the country largest and world‘s 4th largest SME Bank. In a market where
traditional banking support was inadequate, these SMEs could find a partner. BRAC Bank has
disbursed over 1450 billion Taka worth of SME loans in just 10 years and it has made more than
365,000 dreams come true! While we are a SME-heavy bank, we also render a full-array of
banking services, not only SME financing. The bank is considered a leading one in retail services
with the largest plastic-base (over half a million customers of the bank carry a debit or credit
card to access their everyday banking needs), the 3rd largest private-sector remittance distributor,
and the 7th largest bank in terms of fund management, 2nd highest issuer of home loans and 3rd
largest distributer of car loans in the country.
The Business Model innovated was simple: mobilize funds from the urban market towards
lending at semi-urban and rural. The bank had to break away from traditional banking, had to
develop new ways to assess credit proposals and to reach these people who rarely accesses a
bank outside metro areas, but the journey proved a success.
Vision
―Building profitable and socially responsible financial institution focused on Market and
Business with Growth potential, thereby assisting BRAC and stakeholders to build a just,
enlightened, healthy democratic and poverty free Bangladesh‖.
Mission

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 Sustained growth in Small & Medium Enterprise sector
 Continuous low-cost deposit Growth with controlled growth in retail assets.
 Corporate Assets to be funded through self-liability mobilization. Growth in Assets
through syndications and investment in faster growing sectors.
 Continuous endeavor to increase non-funded income
 Keep our debt charges at 2% to maintain a steady profitable growth
 Achieve efficient synergies between the bank‘s branches, SME unit offices and BRAC
field offices for delivery of remittance and Banks other products and services
 Manage various lines of business in a full controlled environment with no compromise on
service quality
 Keep a divers, far flung team fully controlled environment with no compromise on
service quality
 Keep a diverse, far flung team fully motivated and driven towards materializing the banks
vision into reality
Core Values
BRAC Bank‘s Strength emanates from its mother company - BRAC. This means, we will hold
the following values and will be guided by BRAC.
 Value the fact that one is a member of the BRAC family
 Creating an honest, open and enabling environment
 Have a strong customer focus and build relationships based on integrity, superior service
and mutual benefit
 Strive for profit & sound growth
 Work as team to serve the best interest of our owners
 Relentless in pursuit of business innovation and
 Improvement Value and respect people and make decisions
 Based on merit Base recognition and reward on performance
 Responsible, trustworthy and law-abiding in all that we do.

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Organization Hierarchy:
Currently BRAC Bank has re-organized its retail business according to customer profile. This
segmentation has been done to deliver more standardized services and reduce operating costs as
well. The segments are as follows-
 Premium Banking
 Supreme Banking
 Excel Banking
 Premium Banking: Guest who maintains at least BDT 50 lacs (6 month average) is
called premium customers. They are highly prioritized. They also enjoy different gift and
discount through BRAC Bank. Currently BRAC Bank has around 1000 premium
customers.

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 Supreme Banking: Guests who maintain a balance between BDT 10 lacs to below 50
lacs (6month average) are treated as supreme clients. They enjoy separate service booth
and cash deposit booth in the branch along with many other services.
 Excel Banking: Client who maintains a balance between BDT 50 thousand to below 10
lacs in an average of 6 months are called excel group of guest.
Products and Services of Retail Banking
Retail Loans are consumer‘s loan. Based on the customer demand these loans are given. BRAC
Bank has a wide range of retail loan-
 Car loan
 Doctors loan
 Secured Loan/OD
 High flyer loan
 Top up loan
 Credit card loan
 Study loan
 Teachers loan
 Now loan
 Salary loan
BRAC Bank‘s Retail Division is being operated centrally. Under the Retail Banking Division all
the branches, which acts as sales & service center, are reportable to Head of Retail Banking.
Different products of Retail Banking are as follows:
 Deposit Products
 Loan Products
 Cards
 Locker Services
 Foreign exchange and related Service
 Competitive exchange rate.

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Chapter Objective:
 Graphical model
 Hypothesis
 Data analysis and findings
Chapter Four

Page | 48
Chapter Four: Analysis and Findings
4.1 Graphical model
H3
Premises of
Bank
Technological
equipment
Employee dress
Bank equipment
Promised
service
Knowledge of
employee
Data record
delivery
Handling
problem
Willingness of
employee
Bank security
Employee
eagerness
Tangibility
Reliability
Responsiveness
Assurance
Service quality
Customer satisfaction
Consumer behavior

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4.2 Hypothesis
H1: There are significance difference with the premises of private bank and public bank.
H2: There are significance difference with the technological up-to-date equipments of private
bank and public bank.
H3: There are significance difference with the private bank and public bank Statements.
H4: There are significance difference with the way employees dress of private bank and
public bank.
H5: There are significance differences with the services provided by the private and public
bank promised.
H6: There are significance differences with the knowledge of the employees of private bank
and public bank.
H7: There are significance differences with the way bank delivers up to Date record by
private bank and public bank.
H8: There are significance differences by the service of handling a problem by private bank
and public bank.
H9: There are significance differences with the willingness of employees to help customers
by private bank and public bank.
H10: There are significance differences with the security of by private bank and public bank.
H11: There are significance differences with the employee‘s eagerness of instilling confidence
to you by private bank and public bank.
H12: There are significance differences between public and private bank in loyalty.
H13: There are significance differences between public and private bank in loyalty.
Research Methodology
Sample Data have been collected from 100 subscribes/customers of a major private and public
bank of Bangladesh and the response rate was 70%. The average age of the respondents was 39
years. 64.3 % respondents were male and 35.7 % were female.

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4.3 Data analysis and findings
Overall satisfaction:
Premises of the bank. It is visually appealing
Frequency Percent Valid Percent Cumulative
Percent
Valid Highly satisfied 14 20.0 20.0 20.0
Satisfied 31 44.3 44.3 64.3
Neutral 15 21.4 21.4 85.7
Dissatisfied 8 11.4 11.4 97.1
Highly dissatisfied 2 2.9 2.9 100.0
Total 70 100.0 100.0
The box shows that overall satisfaction towards public and private bank. There are high
percentage of customer are being satisfied with the premises of the bank which is 44.3%
and only 11.4% were dissatisfied for the premises of the banks.
Technological up to date equipment of the bank
Percent
Satisfied 36 51.4 51.4 68.6
Neutral 8 11.4 11.4 80.0
Total 70 100.0 100.0
Technological equipment also has influence on customer satisfaction. Here we can see the
percentages who are satisfied with the technology which is used by their particular bank;
the satisfied rate is 51.4%.

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The way employees dress
Percent
Satisfied 37 52.9 52.9 67.1
Neutral 20 28.6 28.6 95.7
Total 70 100.0 100.0
The way employee‘s dresses also have impact, which 14.3% were highly satisfied and 52.3%
satisfied with their bank employee‘s dresses.
The bank statement. it is visually clear
Percent
Satisfied 37 52.9 52.9 65.7
Neutral 23 32.9 32.9 98.6
Total 70 100.0 100.0
There are 52.9% satisfied with the bank statement and the second largest number of people is
become neutral with bank statement as bank provide.
The service provide by the bank as promised
Percent
Satisfied 29 41.4 41.4 60.0
Neutral 13 18.6 18.6 78.6
Total 70 100.0 100.0
18.6%are highly satisfied 41.4% satisfied and only 17.1% dissatisfied with the service
provide by the public and private bank as promised.

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The knowledge of employee
Percent
Satisfied 35 50.0 50.0 58.6
Neutral 19 27.1 27.1 85.7
Total 70 100.0 100.0
There are also 50% respondents satisfied with knowledge of employees from private bank
public bank.
The way bank deliver up to date record
Percent
Satisfied 31 44.3 44.3 58.6
Neutral 22 31.4 31.4 90.0
Total 70 100.0 100.0
The above box represents overall response about the way bank deliver up to date record to
their customer.
The service of handling a problem
Percent
Satisfied 27 38.6 38.6 42.9
Neutral 19 27.1 27.1 70.0
Total 70 100.0 100.0
The above box represents overall response about the service of handling a problem. There are
large numbers of customer Dissatisfied by the handling the problem which is 25.7%.

Page | 53
The willingness of the employees to help customer
Percent
Satisfied 24 34.3 34.3 45.7
Neutral 26 37.1 37.1 82.9
Total 70 100.0 100.0
The above box represents overall response about the willingness of the employees to help
customer. There are large numbers of customer satisfied by the willingness of the
employees to help customer which is 34.3%.
The security of the bank
Percent
Satisfied 29 41.4 41.4 58.6
Neutral 22 31.4 31.4 90.0
Total 70 100.0 100.0
The above box represents overall response about the security of the bank. There are large
numbers of customer satisfied by the security of the bank which is 41.4%.
The employee eagerness of installing confidence to you
Percent
Satisfied 26 37.1 37.1 50.0
Neutral 23 32.9 32.9 82.9
Total 70 100.0 100.0
The above box represents overall response about the employee eagerness of installing
confidence to you t. There are large numbers of customer satisfied by the employee
eagerness of installing confidence to you which is 37.1%.

Page | 54
Intend to continue doing business with bank
Percent
Valid not at all likely 5 7.1 7.1 7.1
maybe not 17 24.3 24.3 31.4
Neutral 23 32.9 32.9 64.3
may be 13 18.6 18.6 82.9
extremely likely 12 17.1 17.1 100.0
Total 70 100.0 100.0
This is most important part of the analysis, though there are lots of satisfied responses in
several areas but high percentage people become neutral. It conveys a message that bank
need to improve the service as they provide. There are 32.9% become neutral for this
question.
Have strong preference on this bank
Percent
Valid not at all likely 14 20.0 20.0 20.0
maybe not 10 14.3 14.3 34.3
neutral 19 27.1 27.1 61.4
may be 20 28.6 28.6 90.0
extremely likely 7 10.0 10.0 100.0
Total 70 100.0 100.0
Here we can see large number of respondents have prefer their bank which is 28.6% and the
second largest neutral 27.1% and 20% are not at like their presence bank.
Gender
Value Count Percent
Standard Attributes Position 1
Label <none>
Type Numeric
Format F8.2
Measurement Nominal
Valid Values .00 Male 45 64.3%
1.00 Female 25 35.7%
The table shows the total number of respondents for this analysis. In SPSS we coded 0 for
male and 1 for female. And there are 64.3% male and 35.7% is female. The respondents
were selected on the random basis.

Page | 55
From the respondents there are 2.9% were less than 20 ages and 25.7% were between 21- 30,
41.4% were between 31- 40, 21.4% were between 41- 50 and 8.6% were above 50 age.
Income
Value Count Percent
Label <none>
Type Numeric
Format F8.2
Measurement Nominal
Valid Values 1.00 below 10000 3 4.3%
2.00 10000-20000 18 25.7%
3.00 20000-49000 35 50.0%
4.00 above 50000 12 17.1%
5.00 2 2.9%
From the table we can see the below 10000 income were 3 respondents, between 10000- 20000
income 18 respondents, and the largest respondents have income 20000- 49000, and rest of the
respondents have income above 50000 taka.
Age
Value Count Percent
Label <none>
Type Numeric
Format F8.2
Measurement Nominal
Valid Values 1.00 under 20 2 2.9%
2.00 21-30 18 25.7%
3.00 31-40 29 41.4%
4.00 41-50 15 21.4%
5.00 above 50 6 8.6%

Page | 56
Here we can see the private bank have the larger number of loyalty than the public bank
because they have better service plan and strategy from public banks. The Pie chart revels
that 57.4% respondents show the loyalty toward private bank, whereas the public banks
have 42.86%, though it is not bed score comparatively their service.
Preference of customer:

Page | 57
The graph shows the preferences of different respondents. From the respondents there are
10% extremely like their bank most surprisingly 20% not satisfied with the performance of
the bank so, they not prefer their respective bank.
This graph shows the number of respondents for private and public bank according with
their age level.

Page | 58
Independent sample-test:
Independent Samples Test
Levene's Test
for Equality
of Variances
t-test for Equality of Means
95% Confidence
Interval of the
Difference
F Sig. t df Sig.
(2-
tailed)
Mean
Difference
Std. Error
Difference
Lower Upper
Premises of
the bank. It is
visually
appealing
Equal
variances
assumed
2.686 .106 .379 68 .706 .31667 .83505 -
1.34965
1.98299
Equal
variances
not
assumed
.433 43.724 .667 .31667 .73129 -
1.15740
1.79074
technological
up to date
equipment of
the bank
Equal
variances
assumed
19.688 .000 -
4.657
68 .000 -1.00833 .21650 -
1.44036
-.57631
Equal
variances
not
assumed
-
4.411
48.054 .000 -1.00833 .22857 -
1.46789
-.54877
the way
employees
dress
Equal
variances
assumed
10.814 .002 -
2.392
68 .020 -.41667 .17418 -.76424 -.06909
Equal
variances
not
assumed
-
2.274
48.977 .027 -.41667 .18326 -.78495 -.04839
The bank
statement. it
is visually
clear
Equal
variances
assumed
.999 .321 -.401 68 .690 -.06667 .16637 -.39866 .26532
Equal
variances
not
assumed
-.408 66.091 .685 -.06667 .16345 -.39300 .25967

Page | 59
Interpretation:
H1: Based on the results of independent t-Test (p = .706 > .05), we failed to reject the null
hypothesis (Ho). Therefore, we concluded that there were no significant differences, between
public and private bank by the premises of the bank.
H2: Based on the results of independent t-Test (p = .000 < .05), we could reject the null
hypothesis (Ho) and accept the alternate hypothesis (H1). Therefore, we concluded that there was
significant difference between public and private bank by the technological up to date
equipment.
H3: From the table of independent t-Test (p = .020 < .05), we could reject the null hypothesis
(Ho) and accept the alternate hypothesis (H1). Therefore, we concluded that there was significant
difference between public and private bank by the way employees dress up.
public and private bank by the bank statement.

Page | 60
Levine‘s
Test for
Equality of
Variances
95% Confidence
Interval of the
Difference
F Sig. T df Sig.
(2-
tailed)
Mean
Difference
Std. Error
Difference
Lower Upper
the service
provide by
the bank
as
promised
Equal
variances
assumed
1.470 .229 -
1.962
68 .054 -.51667 .26338 -
1.04224
.00891
Equal
variances
not
assumed
-
1.941
60.056 .057 -.51667 .26615 -
1.04903
.01570
the
knowledge
of
employee
Equal
variances
assumed
1.562 .216 .876 68 .384 .20000 .22838 -.25572 .65572
Equal
variances
not
assumed
.906 67.807 .368 .20000 .22076 -.24055 .64055
the way
bank
deliver up
to date
record
Equal
variances
assumed
.128 .722 -
1.382
68 .171 -.28333 .20495 -.69231 .12564
Equal
variances
not
assumed
-
1.378
61.788 .173 -.28333 .20568 -.69450 .12783

Page | 61
H5: From the table of independent t-Test (p = .044 < .05), we could reject the null hypothesis.
Therefore, we concluded that there was significant difference between public and private bank
by the service provide by the bank as promised.
public and private bank by the knowledge of employee.
H7: From the table of independent t-Test (p = .171 > .05), we could not reject the null hypothesis
(Ho) and could not accept the alternate hypothesis (H1). Therefore, we concluded that there was
no significant difference between public and private bank by the way bank deliver up to date
record.
Levine‘s
Test for
Equality of
Variances
95%
Confidence
Interval of the
Difference
F Sig. t df Sig.
(2-
tailed)
Mean
Difference
Std. Error
Difference
Lower Upper
the service
of
handling a
problem
Equal
variances
assumed
.293 .590 -.939 68 .351 -.22500 .23970 -
.70331
.25331
Equal
variances
not
assumed
-.933 61.102 .355 -.22500 .24122 -
.70732
.25732
the
willingness
of the
employees
to help
customer
Equal
variances
assumed
.010 .920 -
1.912
68 .060 -.45000 .23541 -
.91975
.01975
Equal
variances
not
assumed
-
1.902
61.367 .062 -.45000 .23665 -
.92315
.02315

Page | 62
the
security of
the bank
Equal
variances
assumed
1.888 .174 -
2.124
68 .037 -.49167 .23144 -
.95350
-
.02983
Equal
variances
not
assumed
-
2.085
57.838 .042 -.49167 .23583 -
.96377
-
.01957
the
employee
eagerness
of
installing
confidence
to you
Equal
variances
assumed
2.803 .099 -.031 68 .975 -.00833 .26577 -
.53868
.52201
Equal
variances
not
assumed
-.033 67.961 .974 -.00833 .25588 -
.51895
.50228
public and private bank by the service of handling a problem
public and private bank by the willingness of the employees to help customer.
and accept alternate hypothesis. Therefore, we concluded that there was significant difference
between public and private bank by the security of the bank.
public and private bank by the employee eagerness of installing confidence to you.

Page | 63
Levine‘s
Test for
Equality of
Variances
95% Confidence
Interval of the
Difference
F Sig. t df Sig.
(2-
tailed)
Mean
Difference
Std. Error
Difference
Lower Upper
intend to
continue
doing
business
with bank
Equal
variances
assumed
2.578 .113 1.933 68 .037 .54167 .28023 -
.01752
1.10086
Equal
variances
not
assumed
1.964 65.824 .043 .54167 .27577 -
.00896
1.09229
have
strong
preference
on this
bank
Equal
variances
assumed
.116 .735 .994 68 .324 .30833 .31016 -
.31058
.92725
Equal
variances
not
assumed
1.006 65.110 .318 .30833 .30649 -
.30374
.92041
and accept alternate hypothesis. Therefore, we concluded that there was significant difference
between public and private bank by intention to continue doing business with bank.
public and private bank by having strong preference on this bank.

Page | 64
Chapter Objective:
 Recommendation
 Implication of the Study
 Conclusion
 Reference
Chapter Five

Page | 65
Chapter Five: Conclusion and Recommendation
5.1 Recommendation
The aim of this study is to achieve the following objectives, (i) to explore the customer
satisfaction of public and private bank, (ii) to determine the main factors that influences the
degree of customer satisfaction in public and private Bank, (iii) to assess the degree of customer
loyalty for private and public banks services, (iv) to assess the degree of satisfaction of service
quality offered by the public and private banks, and (iiv) to assess the degree of feeling of safety
by customers towards public and public banks. The study has achieved the objective which had a
positive relationship, and the objective of this study as follow:
 It explored the difference and similarity between public and private bank on their
services, their premises, their handling a problem, which ultimately leads to customer
satisfaction on customer mind.
5.2 Implication of the Study
Due to the wide variation of the responses area, both public and private banks need to consider
the weak areas in order to meet customer requirements. Hence, to be successful in banking
sector, banks must provide service to their customer that at least meets or better if exceeds their
expectations, and this study provides some sort of guidelines to the policy makers (managers) of
banks to take appropriate decisions to improve the quality of services in banking sector In this
study we give the practitioners more motivation to find new ways to improve the services
provided to customers, as well as the pursuit of change the services provided, Hence the current
research can be as reference for further research in future, especially those researches related to
service quality, customer satisfaction, customer loyalty and customer intention to switch.
 I have found differences in technological up to date services of the bank and it is really
clear all of us that public bank have less number of technology to serve the customer
which have impact on customer satisfaction.
 The bank also differs with the bank statement between public and private bank. So, I
reject the null and accept the alternate hypothesis.

Page | 66
 The service provides by public and private banks are significantly differ. I can conclude
that the public bank has minimum focus to the customer than the private banks.
 For the recent scandal in the public banks, the customer have less satisfaction towards
them, the customer feel sometimes unconfident to deposit their money on the public
banks. It also have negative impact on customer satisfaction.
5.3 Conclusion
The above discussion indicates that customer satisfaction vary according to the nature of service.
In this case, the highest customer satisfaction is demonstrated in the loyalty area such as
affiliation, pertinence between the customers and the banks, followed by the service quality such
as willingness to help customer, friendly attitude of staff. On the other hand, the moderate
satisfactions are in the security such as safety and protections. Our suggestion for other
researchers to intensification more study about customer satisfaction in banking area, and try to
test more variables which influence of customer satisfaction.

Page | 67
5.4 Reference
Agarwal, Jyoti (2012). International Journal of Computing and Business Research (IJCBR) ISSN
(Online): 2229-6166, Volume 3, Issue 1, January
Chavan, Jayshree (2013). International Journal of Business and Management Invention ISSN
(Online): 2319 – 8028, ISSN (Print): 2319 – 801X www.ijbmi.org Volume 2, Issue 1, January.
PP.55-62
Thakur Satendra, Singh A. P. (2011). International Journal of Management Research and
Review, Aug -/ Volume – 1/Issue- 1 / Article No -3/ Research Article
Waqar ul Haq, (2012). IOSR Journal of Business and Management (IOSRJBM)ISSN: 2278-
487X Volume
Issue 5, July-Aug., PP 01-05www.iosrjournals.org Journal of Arts, Science & Commerce, E-
ISSN 2229-4686, ISSN 2231-4172
Ahmed Freed. (2012). Customer Satisfaction With Service Quality In Iraqi Conventional Banks:
The Case Of Salah Al Din Banks.
Ali Abdullatif Ahmida (2012). Libya, Social Origins Of Dictatorship, And The Challenge For
Democracy.
Albro (1999). Stisfied Customers More Likely To Buy Other Bank Products, Study Finds. ABA
Bank Marketing, Vol.31 (Iss.9), P. 54.
 www.primebank.com.bd
 www.agranibank.bd
 www.sonalibank.com.bd
 www.bracbank.com
 www.wikipedia.com

Page | 68
Chapter Objective:
 Appendix A: Questionnaire
 Appendix: B
Chapter Six

Page | 69
Chapter Six: Appendix
6.1 Appendix A: Questionnaire
Plot No. A/2, Jahurul Islam City, Aftabnagar, Dhaka 1212
Tel: 09666775577
E-mail: admissions@ewubd.edu
A. General information
1. Bank Name:
2. Type of Account: a) Current b) Savings
c) Fixed Deposit d) Any other (please specify)……………..
3. Gender: a) Male b) Female
4. Age:
a) Under 20 b) 21 – 30 years c) 31 – 40 years
d) 41 – 50 years e) Above 50 years
5. Qualification: a) Undergraduate b) Graduate c) Post Graduate
d) HSC e) Under HSC
6. Monthly Income:
a) Below 10,000 Taka b) 10,000 – 20,000 Taka
c) 20,000 - 49000 Taka d) Above 50000 taka
7. Profession: a) Business b) Service c) Student
d) House wife e) others (please specify)……………..
I am the student of East West University and am doing the project as a part of my BBA
program. As requirement of the course I need to conduct a survey on customer satisfaction
in public and private Bank and would recommend some suggestions. I ensure that the data
given by you will be kept confidential and will be used particularly for academic purpose.

Page | 70
Questionnaire: Please use (√) for your preference
Tangibility
8. I am………. with the premises of the bank. It is visually appealing.
a) Highly satisfied b) Satisfied c) Neutral
d) Dissatisfied e) Highly dissatisfied
9. I am………. with the technological up-to-date equipments of the bank.
10. I am………. with the way employees dress.
11. I am………. with the bank statement. It is visually clear
Reliability
12. I am………. with the services provided by the bank as promised
13. I am………. of the knowledge of the employees.
14. I am………. with the way bank delivers up to Date record.

Page | 71
Responsiveness
15. I am………. by the service of handling a problem.
16. I am………. with the willingness of employees to help customers.
Assurance
17. I am………. with the security of the bank.
18. I am………. with the employee‘s eagerness of instilling confidence to you.
Customer Experience
Based on your overall experience you get from Bank......, please indicate how likely you are to
take the following actions. Put the number which best reflects your likelihood of taking each
action.
How likely are you to 1 — 2 — 3 — 4 — 5
Not at all likely Extremely likely
Intend to continue doing business with Bank
Have strong preference on this Bank
Anything else, you want to mention the overall experience from the
bank....................................................................................................................................................
............................................................................................................................................................

Page | 72
6.2 Appendix: B
Variable Information
Variable Position Label Measure
ment
Level
Column
Width
Alignmen
t
Print
Format
Write
Format
Gender 1 <none> Nominal 8 Right F8.2 F8.2
Age 2 <none> Nominal 8 Right F8.2 F8.2
Bank 3 <none> Nominal 8 Right F8.2 F8.2
Income 4 <none> Nominal 8 Right F8.2 F8.2
premises 5 premises
of the
bank. It is
visually
appealing
Ordinal 8 Right F8.2 F8.2
technology 6 technolog
ical up to
date
equipmen
t of the
bank
Dress 7 the way
employee
s dress
Statement 8 the bank
staement.
it is
visually
clear
Services 9 the
service
provide
by the
bank as
promised
knowledge 10 the
knowledg
e of
employee
Record 11 the way
bank
deliver up
to date
record
problem 12 the Ordinal 8 Right F8.2 F8.2

Page | 73
service of
handling
a problem
willingness 13 the
willingne
ss of the
employee
s to help
customer
security 14 the
security
of the
bank
eagerness 15 the
employee
eagerness
of
installing
confidenc
e to you
Loyalty 16 intend to
continue
doing
business
with bank
preference 17 have
strong
preferenc
e on this
bank
VAR00001 18 <none> Scale 8 Right F8.2 F8.2
Variables in the working file

Page | 74
Variable Values
Value Label
Gender .00 male
1.00 female
Age 1.00 under 20
2.00 21-30
3.00 31-40
4.00 41-50
5.00 above 50
Bank 1.00 private bank
2.00 public bank
Incom 1.00 below 10000
2.00 10000-20000
3.00 20000-49000
4.00 above 50000
Premises 1.00 Highly satisfied
2.00 satisfied
3.00 neutral
4.00 Dissatisfied
5.00 Highly dissatisfied
Technology 1.00 Highly satisfied
2.00 satisfied
3.00 neutral
4.00 Dissatisfied
Dress 1.00 Highly satisfied
2.00 satisfied
3.00 neutral
4.00 Dissatisfied
Statement 1.00 Highly satisfied
2.00 satisfied
3.00 neutral
4.00 Dissatisfied
Services 1.00 Highly satisfied
2.00 satisfied
3.00 neutral
4.00 Dissatisfied
Knowledge 1.00 Highly satisfied
2.00 satisfied
3.00 neutral
4.00 Dissatisfied

Page | 75
Record 1.00 Highly satisfied
2.00 satisfied
3.00 neutral
4.00 Dissatisfied
Problem 1.00 Highly satisfied
2.00 satisfied
3.00 neutral
4.00 Dissatisfied
Willingness 1.00 Highly satisfied
2.00 satisfied
3.00 neutral
4.00 Dissatisfied
Security 1.00 Highly satisfied
2.00 satisfied
3.00 neutral
4.00 Dissatisfied
Eagerness 1.00 Highly satisfied
2.00 satisfied
3.00 neutral
4.00 Dissatisfied
Loyalty 1.00 not at all likely
2.00 maybe not
3.00 neutral
4.00 may be
5.00 extremely likely
Preference 1.00 not at all likely
2.00 maybe not
3.00 neutral
4.00 may be
5.00 extremely likely

Page | 76
Group Statistics
Bank N Mean Std. Deviation Std. Error
Mean
Premises of the bank. It is
visually appealing
private bank 40 2.9500 4.48902 .70978
public bank 30 2.6333 .96431 .17606
Technological up to date
equipment of the bank
private bank 40 1.9250 .72986 .11540
public bank 30 2.9333 1.08066 .19730
The way employees dress private bank 40 2.0500 .59700 .09439
public bank 30 2.4667 .86037 .15708
The bank statement. it is
visually clear
private bank 40 2.2000 .72324 .11435
public bank 30 2.2667 .63968 .11679
Group Statistics
Mean
The service provide by
the bank as promised
private bank 40 2.2500 1.05612 .16699
public bank 30 2.7667 1.13512 .20724
The knowledge of
employee
private bank 40 2.6000 1.03280 .16330
public bank 30 2.4000 .81368 .14856
The way bank deliver up
to date record
private bank 40 2.2500 .83972 .13277
public bank 30 2.5333 .86037 .15708
Group Statistics
Mean
The knowledge of
employee
private bank 40 2.6000 1.03280 .16330
public bank 30 2.4000 .81368 .14856
The way bank deliver up
to date record
private bank 40 2.2500 .83972 .13277
public bank 30 2.5333 .86037 .15708

Page | 77
Group Statistics
Mean
The service of handling a
problem
private bank 40 2.7750 .97369 .15395
public bank 30 3.0000 1.01710 .18570
The willingness of the
employees to help
customer
private bank 40 2.4500 .95943 .15170
public bank 30 2.9000 .99481 .18163
The security of the bank private bank 40 2.1750 .90263 .14272
public bank 30 2.6667 1.02833 .18775
The employee eagerness
of installing confidence to
you
private bank 40 2.6250 1.21291 .19178
public bank 30 2.6333 .92786 .16940
Group Statistics
Bank N Mean Std.
Deviation
Std. Error
Mean
Intend to continue doing
business with bank
private bank 40 3.3750 1.21291 .19178
public bank 30 2.8333 1.08543 .19817
Have strong preference
on this bank
private bank 40 3.0750 1.32795 .20997
public bank 30 2.7667 1.22287 .22326

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