Customer Satisfaction

HDFC (report by Mohd Zubair)
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LOVELY PROFESSIONAL UNIVERSITY
DEPARTMENT OF MANAGEMENT

Report on Summer Training
[Title]

Satisfaction of customers towards HDFC bank in comparison with J&K
bank

Submitted to Lovely Professional University

In partial fulfillment of the
Requirements for the award of Degree of
Master of Business Administration
Submitted by:

Mohd zubair bhat
Q3R11 A50 (11111413)

DEPARTMENT OF MANAGEMENT
LOVELY PROFESSIONAL UNIVERSITY
JALANDHAR NEW DELHI GT ROAD
PHAGWARA
PUNJAB

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MOHD ZUBAIR BHAT
MBA
11111413
LOVELY PROFESSIONAL
UNIVERSITY
SATISFACTION OF CUSTOMERS
TOWARDS HDFC BANK IN
COMPARISON WITH J&K BANK.

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DEPARTMENT OF MANAGEMENT,
LOVELY PROFESSIONAL UNIVERSITY ,
PHAGWARA , PUNJAB.

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STUDENT DECLARATION

This is to certify that I have completed the Project titled satisfaction of customers towards HDFC
bank in comparison with J&K bank under the guidance of Mr. Roktim Samrah in partial
fulfillment of the requirement for the award of the degree of Masters in Business Administration from
Lovely Professional University, Phagwara, Punjab.

Mohd zubair bhat

11111413.

CERTIFICATE

This is to certify that the project titled SATISFACTION OF CUSTOMERS TOWARDS HDFC BANK
IN COMPARISON WITH J&K BANK is an academic work done by MOHD ZUBAIR BHAT
submitted in the partial fulfillment of the requirement for the award of the degree of Masters in
Business Administration from Lovely Professional University under my guidance and direction. To
the best of my knowledge and belief the data and information presented by her in the project has not
been submitted earlier elsewhere.

MR Roktim Samrah.
(Faculty Guide)
LPU

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TO WHOMSOEVER IT MAY CONCERN

This is to certify that the project report titled satisfaction of customers towards HDFC bank in
comparison with J &K bank carried out by Mr Mohd Zubair bhat has been accomplished under my
guidance & supervision as a duly registered MBA student of the Lovely Professional University,
Phagwara, Punjab. This project is being submitted by him in the partial fulfillment of the requirements
for the award of the Master of Business Administration from Lovely Professional University.
His dissertation represents his original work and is worthy of consideration for the award of the degree
of Master of Business Administration.

DECLARATION

I, "Mohd Zubair Bhat, hereby declares that the work presented herein is genuine work done originally
by me and has not been published or submitted elsewhere for the requirement of a degree programme.
Any literature, data or works done by others and cited within this dissertation has been given due
acknowledgement and listed in the reference section.

ACKNOWLEDGEMENTS

I am sincerely thankful to Mr Noor u Din Wani(Branch Manager &Project Faculty Guide), under
whose guidance I have successfully completed this project and time spend with him has been a great
learning experience. I think his constant encouragement, warm responses and filling every gap with
valuable ideas has made this project successful. He made it possible for me to put all my theoretical
knowledge to work out on the topic: satisfaction of customers towards HDFC bank in comparison
with J &K bank.

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CHAPTER 1 INTRODUCTION

1.1 General Introduction ..5

1.2 Industry Profile.8

a. Origin and Development of the industry..8

b. Growth and Present Status of the industry.....9

c. Future of the industry ..10

CHAPTER 2 PROFILE OF THE ORGANISATION..

2.1 Growth and Development of the Organization ..13

2.2 Present Status of the Organization .14

2.3 Functional Departments of the Organization ..........15

2.4 Organization Structure and Organization Chart ..16

CHAPTER 3 GENERAL INTRODUCTION OF J&K BANK

3.1 Introduction of the organization.20

CHAPTER 4 STUDY OF SELECTED RESEARCH PROBLEM

4.1 Problem.. 22

4.2 Research Objectives.....................................22

4.3 Research Design and Methodology..23

CHAPTER 5 REVIEW OF LITERATURE

CHAPTER 6 ANALYSIS OF DATA:

6.1 Analysis of HDFC bank.

6.2 Analysis of J&K bank.

6.3 Questionnaire.

6.4 Bibliography.

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Chapter 1

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INTRODUCTION

Banking is the backbone of a modern economy. Health of banking industry is one of the most important
pre-conditions for sustained economic progress of any country. The world of banking has assumed a
new dimension at the dawn of the 2st century with the advent of tech banking, thereby lending the
industry a stamp of universality. In general, banking may be classified as retail and corporate banking.
Retail banking, which is designed to meet the requirements of individual customers and encourage their
savings, includes payment of utility bills, consumer loans, credit cards, checking account balances,
ATMs, transferring funds between accounts and the like. Corporate banking, on the other hand, caters to
the needs of corporate customers like bills discounting, opening letters of credit and managing cash. The
Indian banking scene has changed drastically with the private sector making inroads in an area hitherto
dominated by large public sector banks. Growing disinvestment is likely to impact the banking
industry as well. There is every possibility of privatization of public sector banks, leading to greater
operational autonomy.
The development of the Indian banking sector has been accompanied by theintroduction of new norms
such as Income Recognition and Capital Adequacy, by the government. The latter implies that banks can
lend on the basis of their respective capital base. These norms have caused banks to construct equity on
their own, before going in for debt. Disintermediation is a real threat for banks. Of late, banks are
adopting the EVA (Economic Value Added) concept wherein revenues are viewed in the context of the
risk associated with them. The New World order has ensured "Survival of the Fittest". New services are
the order of the day, in order to stay ahead in the rat race. Banks are now foraying into net banking,
securities, consumer finance, housing finance, treasury market, merchant banking and insurance.

BANKING SECTOR IN INDIA
In 2008, when the global banking industry was being shaken by the tremors of the unfolding financial
crisis, only one bank in India felt the aftershocks, and this, only because one of its overseas subsidiaries
had made an opportunistic bet on debt issued by the failed investment bank Lehman Brothers. While the

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market valuations of all the leading banks in India slipped as equity prices tumbled, their businesses
were not affected and their balance sheets remained healthy.
Most domestic commentators continue to hold up this episode as evidence of the inherent strengths of
the Indian banking industry and have lauded the Reserve Bank of India (RBI), the countrys central bank
and banking regulator, for sticking with its conservative approach. When regulators around the world
were loosening their grasp over the banking and financial services industry, RBI steadfastly held on to
the strings that prevented banks in India from making risky investments and following highly aggressive
business practices.Though some of the countrys younger banks have fast growing asset management
and insurance businesses, the industrys bread and butter is still industrial lending. Asset Backed
Securities and Collateralized Mortgage Obligations are still unheard of in the country, while Indian
lenders warmed up to the idea of teaser rate mortgages only after the global financial crisis. So far, they
do not appear to be any worse for it. The Indian banking industry is also well capitalized and capital
ratios are above the global average. The average tier-1 capital adequacy ratio of the Indian banking
industry is above 10%, when compared to the Basel III norm of 8.5% including the contingency buffer.
The average total capital of banks in India stood at 14.5% as of March 31, 2010, compared to the Basel
III requirement of 10.5%.
Leading Indian Banks by Assets and Market Capitalization
Bank
Majority
Shareholding
Asset Size
(in $ Billions)
Market Capitalization (in $
Billions)
Stock Listing
State Bank of
India
Government 314 36.6
Mumbai,
London
ICICI Bank Private 81 25.6
Mumbai,
New York
Punjab
National Bank
Government 66 7.6 Mumbai
Bank of
Baroda
Government 62 7.3 Mumbai
Bank of India Government 61 5.1 Mumbai
Canara Bank Government 59 5.5 Mumbai
IDBI Bank Government 52 2.9 Mumbai
HDFC Bank Private 49 22.2 Mumbai
Union Bank of Government 43 3.7 Mumbai

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India
Axis Bank Private 40 11.6
Mumbai,
London
Market capitalization data based on full capitalization as on March 18, 2011
Bank Assets as on March 31, 2010; Source: Indian Banks Association

However, it can also be argued that the cautious regulatory controls have stifled the growth of the
banking industry in India. This is the sector with the most entry barriers as the RBI has not issued new
banking licenses for well over a decade. Foreign shareholdings in domestic banks are restricted and
foreign banks have to wait years to get permission to start banking operations or expand their network.
Except for a few cases where the large banks were encouraged by the RBI to acquire failing banks, the
industry has not seen any meaningful consolidation.
As a result, while India continues to move up the ranks of the largest economies in the world, most
Indian banks are significantly smaller than their global counterparts. They are no match to even banks in
other emerging economies like China, and only one bank from India is ranked among the global top-100
in terms of asset size. Also the cost of financial intermediation is relatively high in India and banks
enjoy wide net interest margins. Access to banking services is poor across vast areas of the countrys
rural hinterlands and as a result, more than 40% of the population does not have bank accounts and only
about 15% have received some form of bank credit. The World Economic Forum currently ranks India
37th out of 55 countries in financial development, behind other large emerging economies like China,
South Africa, and Brazil.

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Industry Profile

Origin and development of the industry:-
Banking in India originated in the first decade of 18th century. The first banks were The General Bank
of India, which started in 1786, and Bank of Hindustan, both of which are now defunct. The oldest bank
in existence in India is the State Bank of India, which originated in the "The Bank of Bengal" in
Calcutta in June 1806. This was one of the three presidency banks, the other two being the Bank of
Bombay and the Bank of Madras. The presidency banks were established under charters from the British
East India Company. They merged in 1925 to form the Imperial Bank of India, which, upon India's
independence, became the State Bank of India. For many years the Presidency banks acted as quasi-
central banks, as did their successors. The Reserve Bank of India formally took on the responsibility of
regulating the Indian banking sector from 1935. After India's independence in 1947, the Reserve Bank
was nationalized and given broader powers.
A couple of decades later, foreign banks such as Credit Lyonnais started their Calcutta operations in the
1850s. At that point of time, Calcutta was the most active trading port, mainly due to the trade of the
British Empire, and due to which banking activity took roots there and prospered.
First of all we must note the fact that these institutions have changed very much in character since their
origin, and consequently nowadays perform many functions unknown to those of former times. The first
banks seem to have arisen in connection with the business of exchanging money. In ancient times and
especially in the Middle Ages the varieties of coins were greater even than at the present day, and they
were much less perfectly and honestly minted. Specialists were, therefore, required to determine their
exact value and equivalence and to exchange coins of one mintage for those of another, and their BANK
were in great demand at fairs and other places where merchants of different nations met for purposes of
trade. Inasmuch as they kept their boxes or chests of coins on benches or "banken," the name bankers
came to be applied to them. On account of their technical knowledge and the fact that they were obliged
constantly to keep on hand considerable quantities of the precious metals, this business in the early
Middle Ages was usually carried on by goldsmiths, but later it was sometimes assumed by the
governments of large commercial cities, as, for example, by Amsterdam in 1609, by Hamburg in 1619,
and by Nurnberg in 1621. Of these latter the Bank of Amsterdam was the most important and may be
regarded as typical of these early institutions.
From the earliest times also, bankers have been the chief agents through which foreign exchanges have
been conducted. As dealers in coin and bullion they had international connections and knowledge of
international affairs not possessed by other merchants, and were, therefore, in a position to undertake the
settlement of international accounts by means of orders drawn on bankers in other countries or other
cities with whom they had regular business transactions. As keepers of other people's money they also
promoted saving, and banks thus became in time the chief savings institutions of the country.

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Growth and present status of the industry
Currently (2009), banking in India is generally fairly mature in terms of supply, product range and
reach-even though reach in rural India still remains a challenge for the private sector and foreign banks.
In terms of quality of assets and capital adequacy, Indian banks are considered to have clean, strong and
transparent balance sheets relative to other banks in comparable economies in its region. The Reserve
Bank of India is an autonomous body, with minimal pressure from the government. The stated policy of
the Bank on the Indian Rupee is to manage volatility but without any fixed exchange rate-and this has
mostly been true.
With the growth in the Indian economy expected to be strong for quite some time-especially in its
services sector-the demand for banking services, especially retail banking, mortgages and investment
services are expected to be strong. One may also expect M&As, takeovers, and asset sales.
In March 2006, the Reserve Bank of India allowed Warburg Pincus to increase its stake in Kotak
Mahindra Bank (a private sector bank) to 10%. This is the first time an investor has been allowed to hold
more than 5% in a private sector bank since the RBI announced norms in 2005 that any stake exceeding
5% in the private sector banks would need to be vetted by them.
Currently, India has 88 scheduled commercial banks (SCBs) - 27 public sector banks (that is with the
Government of India holding a stake)after merger of New Bank of India in Punjab National Bank in
1993, 29 private banks (these do not have government stake; they may be publicly listed and traded on
stock exchanges) and 31 foreign banks. They have a combined network of over 53,000 branches and
17,000 ATMs. According to a report by ICRA Limited, a rating agency, the public sector banks hold
over 75 percent of total assets of the banking industry, with the private and foreign banks holding 18.2%
and 6.5% respectively
Introduction of many more products and facilities in the banking sector in its reforms measure. In 1991,
under the chairmanship of M Narasimham , a committee was set up by his name which worked for the
liberalization of banking practices.
The country is flooded with foreign banks and their ATM stations. Efforts are being put to give a
satisfactory service to customers. Phone banking and net banking is introduced. The entire system
became more convenient and swift. Time is given more importance than money.
In 1995, the Brookings Institution published a paper entitled The Transformation of the U.S. Banking
Industry: What a Long, Strange Trip Its Been. Using a breathtaking array of facts and figures, the
paper described in great detail the dramatic changes that had occurred in the U.S. commercial banking
industry over the 15 years from 1979 to 1994. The banking industry was transformed during that period,
according to the paper (p. 127), by the massive reduction in the number of banking organizations; the
significant increase in the number of failures; the dramatic rise in off-balance sheet activities; the major
expansion in lending to U.S. corporations by foreign banks; the widespread adoption of ATMs; . . . and

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the opening up of interstate banking markets. The paper went on to explain that most of these major
changes in banking could be traced to two developments:
(1) the extraordinary number of major regulatory changes during the period, from deposit deregulation
in the early 1980s to the relaxation of branching restrictions later in the decade; and (2) clearly
identifiable innovations in technology and applied finance, including improvements in information
processing and telecommunication technologies, the securitization and sale of bank loans, and the
development of derivatives markets. Other research would later confirm the papers assessments and its
explanation of the course of events in the banking industry over the period 19791994.

Over the two decades 19842003, the structure of the U.S. banking industry indeed underwent an almost
unprecedented transformationone marked by a substantial decline in the number of commercial banks
and savings institutions and by a growing concentration of industry assets among a few dozen extremely
large financial institutions. This is not news. As mentioned above, the decline in the number of banking
organizations has been ongoing for more than two decades and has been well documented in the
literature.

Future of the industry
The burden of reporting and other regulatory requirements will fall heavily and disproportionately on
small banks unless remedial action is taken. Further advances in information technology will permit the
development of new products, BANK, and risk-management techniques but may also pose important
competitive and supervisory issues. Nonbank entities will continue to offer bank-like products in
competition with banks, raising anew the question of whether banks are still special and, more
fundamentally, whether banks are sufficiently different from nonblank firms to justify the maintenance
of a safety net for banks. It is useful, therefore, to try to chart the course of the banking industry in the
next five to ten years and to consider what policy issues the industry and regulators will face. The
authors of this study do not pretend to be clairvoyant. They are mindful of the many financial
predictions that were once offered with confidence but turned out to be wrong or premature. This study
is perhaps best described as an exercise in strategic thinking. Its approach is to analyze what has
happened in the recent past, consider in detail reasons for expecting recent trends to continue or to
change, and draw the consequences for bank and regulatory policies. As always, uncertainties abound,

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and events that may now appear fairly improbable may in fact shape the future. This paper closes with a
discussion of a number of such possible events. The future-of-banking study addresses three broad
questions:

1. What changes in the environment facing banking can be expected in the next five to ten years?

2. What are the prospects for different sectors of the banking industry in this anticipated environment?
Because the banking industry is not monolithic and different segments of the industry have, to some
degree, different opportunities and vulnerabilities, the study considers separately the prospects for large,
complex banking organizations; regional and other midsize banks; community banks; and limited-
purpose banks.

3. What policy issues are the industry and regulators likely to face in the years ahead?

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Chapter 2

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Growth and Development of the Organization
1994
On 16.1.1995, 90,79,930 No. of equity shares were allotted to Jarrington Pte. Ltd. Another 400,00,000
equity shares were allotted on private placement basis to Natwest Group on 9.5.1995. 500,00,000 shares
were allotted to the public on 9.5.95 The Bank opened its first branch in Ramon House at Churchgate,
Mumbai on January 16th.
The Bank has created an efficient operating system using well tested state-of-the-art software.
1995
70 No. of equity shares issued to subscribers to the Memorandum &Articles of Association on 30th
August 1994. On the same date 500,00,000 equity shares were allotted to HDFC promoters. 509,20,000
shares were allotted to HDFC Employees Welfare Trust and HDFC Bank Employees Welfare Trust on
22nd December,
1996
HDFC Bank has entered the banking consortia of over 50 corporates, including some leading
multinational companies, flagship companies of local business houses and strong public sector
companies.

HDFC Bank has set up a state-of-the-art dealing room to handle all transactions possible in Indian
financial markets.
The Certificates of Deposits were awarded a PP1+ rating which is the highest rating for short term
instruments indicating superior capacity for repayment.

2001

- The Bank has opened its first branch in Aurangabad. HDFC Standard Life Insurance has entered into a
memorandum of understanding with the Chennai-based Indian Bank. The Bank has launched the
international Maestro debit card in association with Master Card. HDFC Bank will launch its credit card
in June through link-ups with MasterCard and Visa.LTtrade.com has entered into a strategic tie-up with
HDFC Bank to provide Net banking BANK to online investors. Standard Chartered Bank, HDFC Bank
and Bharat Petroleum Corporation have joined the eCash Forum which has been set up by the Smart
Card Forum of India. HDFC Bank has launched a new campaign for its eage savings account. HDFC
Bank entered into a strategic tie-up with Tally Solutions Pvt. Ltd. to offer online real time accounting
BANK to small and Medium enterprises. The Bank has opened four ATMs outlets in Bangalore at Coles
Road, RT Nagar, Rajaji Nagar and Jaya Nagar on March 26. HDFC Standard Life Insurance has
launched a `Development Insurance Plan' a low cost life insurance product developed specifically to
meet the needs of economically weaker sections. Two Directors, Mr. S.S. Thakur and Mr. Amit

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Judge,have resigned from the board of the bank effective from March 30. HDFC Bank files with US
regulators to list more than 11 million American Depositary Shares on the New York Stock Exchange.
Today HDFC Bank has 1,412 branches and over 3,295 ATMs, in 528 cities in India, and all branches of
the bank are linked on an online real-time basis. As of September 30, 2008 the bank had total assets of
INR 1006.82 billion. For the fiscal year 2008-09, the bank has reported net profit of Rs.2,244.9 crore, up
41% from the previous fiscal. Total annual earnings of the bank increased by 58% reaching at
Rs.19,622.8 crore in 2008-09.

Present Status of the Organization

Housing Development Finance Corporation Limited, more popularly known as HDFC Bank Ltd, was
established in the year 1994, as a part of the liberalization of the Indian Banking Industry by Reserve
Bank of India (RBI). It was one of the first banks to receive an 'in principle' approval from RBI, for
setting up a bank in the private sector. The bank was incorporated with the name 'HDFC Bank Limited',
with its registered office in Mumbai. The following year, it started its operations as a Scheduled
Commercial Bank. Today, the bank boasts of as many as 1412 branches and over 3275 ATMs across
India. Amalgamation
In 2002, HDFC Bank witnessed its merger with Times Bank Limited (a private sector bank promoted by
Bennett, Coleman & Co. / Times Group). With this, HDFC and Times became the first two private
banks in the New Generation Private Sector Banks to have gone through a merger. In 2008, RBI
approved the amalgamation of Centurion Bank of Punjab with HDFC Bank. With this, the Deposits of
the merged entity became Rs. 1,22,000 crore, while the Advances were Rs. 89,000 crore and Balance
Sheet size was Rs. 1,63,000 crore.
Head Office
HDFC Bank
Ramon House, 169, Backbay Reclamation,
H T Parekh Marg, Churchgate
Mumbai - 400020
Phone: +91 (22) 66316000, 66636000, 66316060
Fax: +91 (22) 22048834
Website: www.hdfc.com

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Tech-Savvy

HDFC Bank has always prided itself on a highly automated environment, be it in terms of information
technology or communication systems. All the braches of the bank boast of online connectivity with the
other, ensuring speedy funds transfer for the clients. At the same time, the bank's branch network and
Automated Teller Machines (ATMs) allow multi-branch access to retail clients. The bank makes use of
its up-to-date technology, along with market position and expertise, to create a competitive advantage
and build market share.

Capital Structure
At present, HDFC Bank boasts of an authorized capital of Rs 550 crore (Rs5.5 billion), of this the paid-
up amount is Rs 424.6 crore (Rs.4.2 billion). In terms of equity share, the HDFC Group holds 19.4%.
Foreign Institutional Investors (FIIs) have around 28% of the equity and about 17.6% is held by the
ADS Depository (in respect of the bank's American Depository Shares (ADS) Issue). The bank has
about 570,000 shareholders. Its shares find a listing on the Stock Exchange, Mumbai and National Stock
Exchange, while its American Depository Shares are listed on the New York Stock Exchange (NYSE),
under the symbol 'HDB'

Functional Departments of the Organization
The functional departments of the organization consists of the HR department, the administrative
department and the executive department. The HR department of the organization consists of the people
who employ the Persons who they think would be able to do justice with the job handled.The
administrative department of the organization consists of the director and the manager of the
organization. They preside the organization and control all the operations of the organization such that
the organization could run in a smooth and effective manner.The executive department of the
organization consists of the various employees Who execute the job undertaken by them. The employees
consists of the team leaders, the Corporate financial consultants,. the telecallers, various staffs and junior
staffs who are the main structural framework of the organization. The organization thus runs with the
effective coordination of the HR department, the administrative department and the executive
department such that the supervisors of the organization preside over the subordinate employees to give
them directions about fulfilling their works most efficiently and effectively. Technical Consultancy
Department: The Technical Consultancy Department is responsible for technical appraisal of industrial

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projects. The mission of the division is aimed towards the verification of the technical viability of
industrial projects and assisting the Funds management in taking the decisions that require technical
expertise. Moreover, it is responsible for conducting technical studies and rendering technical
consultancy BANK to certain industrial sectors for the purposes of investigating modern technologies
and productivity levels for local manufacturing plants.

Human Resource Department:
HDFC Human Resources department plans and direct for the employee population as well as they are
having the following functions as:-
Hiring
Promotions
Reassignments
Position classification and grading
Salary determination
Performance appraisal review and processing
Personnel data entry and records maintenance
Policy development
Work permitting immigration visa program
Workers compensation
Finance Department:
The Finance Manager is responsible for all aspects of the accounting and financial administration of the
HDFC, the supervision of the implementation of the HDFC financial policies, directives and procedures
and the initiation of the financial plans within the guidelines of HDFC The department contains several
distinct sections, each of which is responsible for a proportion of the activities taking place within the
finance department.

Marketing Consultancy Department:
The Marketing Consultancy Department plays and important role within the Fund as it studies and
analyzes marketing information in order to build solid base for management decisions. The division also
assists projects sponsors in formulating solid marketing strategies to improve their industries and
strengthen their position in the local and international markets.

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Research Department:
The Research Department is having the capacity to act through four composing units i.e., the market
research unit, economic studies unit, and statistical studies unit. It is the mission of the division to
provide support BANK for information and consultancy to the senior management and division in the
areas of economic, statistical and marketing information and consultancy through data analysis,
processing of economic and statistical data, market research studies and publishing related periodical
reports.
Organization Structure:
The organization structure of the company HDFC is such that it comprises of the departments and the
employees in the hierarchical order so that they are able to perform their functions and duties smoothly
and effectively doing their job in a manner in which it should be done. The organization is headed by the
administrative department which coordinates and controls the executive department. The executive
department is a link from the top and the bottom comprising of the lower level employees such that they
work together to fulfill the common objective of getting business from the persons who get in touch with
them and see to it that they are provided with the best of the BANK which constitute giving financial
advise to providing Account to the customers. The lower level employees and the corporate financial
consultants work together to see to it that the database for providing financial BANK to sufficient
number of people is made .They work together to see to it that this database is followed and worked
upon such that more and more number of people get themselves avail the financial BANK of the
organization. Team leaders who form the part of the administrative department of the Organization
make sure that the clients that turn up for the financial BANK are dealt with most efficiently and
effectively.
Product and service profile of the organization:
HDFC Bank offers a bunch of products and services to meet the every need of the people. The company
cares for both, individuals as well as corporate and small and medium enterprises. For individuals, the
company has a range accounts, investment, and pension scheme, different types of loans and cards that
assist the customers. The customers can choose the suitable one from a range of products which will suit
their life-stage and needs. For organizations the company has a host of customized solutions that range
from funded services, Non-funded services, Value addition services, Mutual fund etc. These affordable
plans apart from providing long term value to the employees help in enhancing Goodwill of the
company.

HDFC bank in Srinagar
HDFC Bank started operation in Srinagar in 18th January 2005. HDFC Bank started its work
with only five persons with liability service only but from March 2006 it started its advance section also.
Presently Mr. Zubair Iqbal is the Cluster Head of HDFC Bank, Srinagar. He is a dynamic personality
known for his dedication and hard work. The office is managed and run by Mr. Iftikhar Ahmad (Branch
Manager), a man with polite attitude.

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The total employee strength of this office is more than seventy; all dedicated and committed to their
work. The office has a well maintained and managed sections i.e. liability section, advance section etc.
The internal layout of the office is very attractive and due care is taken to maintain its beauty and charm.
All the employees have good communication skill and a proper discipline. Official working time of the
office is from 9:30 am to 3:30 pm. Office remains in function for six days of the week and every effort is
being put to provide customers a problem free banking facility. All the grievances and problems of the
customers, if any, are solved with a kind attitude in the office. Numbers of services are being provided
to customers, some of them are as:
1. Customers are provided with Tele banking facility.
2. Home delivery of Kit (account opening) is also provided.
3. Customers get instant alerts about their account information.
Preferred customers are taken with special care and are bestowed with every possible help.

Cluster Head Mr. Zubair Iqbal)

Branch Manager Mr Noor u din

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Chapter 3

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BRIEF PROFILE
J&K Bank functions as a universal bank in Jammu & Kashmir and as a specialized bank in the rest of
the country. It is also the only private sector bank designated as RBIs agent for banking business, and
carries out the banking business of the Central Government, besides collecting central taxes for CBDT.
J&K Bank follows a two-legged business model whereby it seeks to increase lending in its home state
which results in higher margins despite modest volumes, and at the same time, seeks to capture niche
lending opportunities on a pan-India basis to build volumes and improve margins.
J&K Bank operates on the principle of 'socially empowering banking' and seeks to deliver innovative
financial solutions for household, small and medium enterprises.
The Bank , incorporated in 1938, and is listed on the NSE and the BSE. It has a track record of
uninterrupted profits and dividends for four decades. The J&K Bank is rated P1+, indicating the highest
degree of safety by Standard & Poor and CRISIL.

MISSION
To catalyze economic transformation and capitalize on growth.
Our vision is to engender and catalyze economic transformation of Jammu and Kashmir and capitalize
from the growth induced financial prosperity thus engineered. The Bank aspires to make Jammu and
Kashmir the most prosperous state in the country, by helping create a new financial architecture for the
J&K economy, at the center of which will be the J&K Bank.

VISION
Our mission is two-fold: To provide the people of J&K international quality financial service and
solutions and to be a super-specialist bank in the rest of the country. The two together will make us the
most profitable Bank in the country.

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ORGANIZATION STRUCTURE

CHAIRMAN
EXECUTIVE DIECTOR
PRESIDENT TREASURY
I/C DOMESTIC TREASURY
VICE PRESIDENT
I/C FOREX TREASURY I/C DERIVATIVES

FRONT
OFFICE

BACK
OFFICE

FRONT
OFFICE

BACK
OFFICE

FOREX
DERIVA
-TIVE
RUPEE
DERIVA
-TIVE

MID
OFFICE

MID
OFFICE

MID
OFFICE
SLR NON SLR
PROPREITORY
MONEY
MER. DIR
EQUITY

Page 25

Chapter 4

Page 26

Problem: satisfaction of customers towards HDFC bank in comparison with J &K
bank in Srinagar.
Objectives :
1. To identify the key factors that determines the customer satisfaction towards HDFC bank.
2. To compare the satisfaction level of customers between HDFC bank and J&K bank.

Research Methodology

Research design
A research design is the specification of methods and procedure for acquiring information needed.
According to our research design we will perform the following step in the project.
decide the objective of the research

analyze data
Method of data collection:
There are many methods of data collection in a survey. These are basically divided in two main
types of methods. These are: -
1. Primary data collection.
2. Secondary data Collection.
Primary data collection
It is the method of data collection in which the marketers collect the data very first time or we can say
that the collected data is fresh or first-hand data. We can collect primary data by: -

Secondary data collection
It is a method of data collection in which the collected data is not fresh data, i.e. data is collected from
the report of any research, from internet or from any government offices etc. These types of data
collection methods are basically used when the sample size is very large. In this particular survey we

Page 27

will use the primary data collection method to collect the data. In this particular method we directly went
to meet to the customers and collected data

Sampling technique:
The convenience sampling will be used to conduct the survey so that respondents will be chosen
according to the proximity and convenience of the researcher.
Sampling size:
A sample size of 100 respondents will be chosen to fill in the questionnaire.

Sampling frame:
The sampling frame for the research will be the all the respondents in and near Srinagar.

Survey tool:
A well structured questionnaire designed to uncover the factors which act as a tool for research. The
questionnaire will be circulated to the respondents chosen randomly through convenience sampling.

Scope of the Study
Every project study and its certain objectives have a scope for future and this scope in future provides
new need to new researches to research a new project with a new scope. Scope of the study not only
consists of one or two future business plans but sometime it also gives idea about a new business which
becomes much more profitable for the researches then the older one.Scope of the study could give the
projected scenario for a new successful strategy with a proper implementation plan. Research study
could give an idea of network expansion for capturing more market and customer with better services
and lower cost, without compromising with quality.
1. In future, customer requirements could be added with the product and services for getting an
edge over competitors.
2. Consumer behavior could also be used for the purpose of launching a new product with extra
benefits which are required by customers for their account (saving or current) and/or for their
investments.
3. Key Factors which are responsible for the performance for bank can also be used for the
modification of the strategy and product for being more profitable.
4. Key Factors observed while doing project study:
Competitors
Customer Behavior
Advertisement/promotional activities
Attitude of manpower.

Page 28

CHAPTER 5

Page 29

REVIEW OF LITERATURE:

Aggarwal (2005) on Distributing Insurance in India has explained his research
experience about location and channels used to supply services to target customers. Place and
environment in which service is delivered also plays an important role. Traditionally, insurance
service providers have been going to the customer through their direct selling agents. In India
and in world, the selling model is basically dependent upon Agency Sales Force. Even in U.S,
most of the insurance policies are sold through direct contact, as it is a complicated product and
it needs personal guidance, suggestions and options.

Bansal (2005) in an article, Insurance Sector : in Privatization on the Right
Track discussed the recommendations for changes in the structure of the industry and policy
framework. The suggestions to improve the functioning of LIC and to examine the role of
intermediaries. Since 1991 Indian economy has been going through European financial reforms.
Consequent to the important landmark reforms in the financial sector, the insurance sector in
India is going to witness sea change. Liberalization entails on modernizing industrial system by
removing unproductive controls, encouraging private and foreign investment and integrating
Indian economy with the global economy

Baskar and Lakshmikutty (2005) in their discussion on Insurance distribution in
I ndia-a perspective emphasis on distribution as a key element of insurance industry or not,
to study the changing scenario demanding the role transformation of intermediaries and lastly the
focus on multiple distribution channels. The current state of insurance distribution in India is
flux. On one hand, insurers are awaiting regulations to be approved for brokerage and banc
assurance to be truly launched. On the other hand, there are corporate model of intermediaries in
place of traditional model. There is no right or wrong in all this, the success of distribution
depends upon understanding the social and cultural needs of target population

Chaudhary (2000) in her research paper, Indian Insurance Industry and
Privatization, made an attempt on the roles which private companies can play. The
objectives of the paper were to find out whether private insurance companies can serve as
one stop shop covering all insurance needs, to know whether private companies can offer value
added like beyond premium collection and claim settlement or not. It was concluded that for the
first time in the history of Indian Insurance, the concept of intermediary is being upgraded on a
full scale. The reach of intermediaries will become deeper and their impact on the conduct of
insurance business will be wider than before. The insurance companies can become one stop
shop for providing all insurance products and services to the customers.

Page 30

Hollway and Basu (2002) in their research report on Developments in Indian Life
Insurance markets worked on the background of new entrants, on their business strategies,
on various developments that are likely to influence the market.

Mishra (1986) in his Ph.D. thesis on Life Insurance Corporation of India has
worked on objective to study the effect of working of LIC, how this effects the financial level,
and study the impact of LICs working on the internal organisation. It was concluded that being
the only company providing best services to the customers by satisfying their needs, is running
successfully by earning through revenues and through providing remarkable services to the
customers.

Market Research Report, (2000) Distribution of life and pension in Europe.
This report contains a detailed examination of the key trends and issues surrounding distribution
of life insurance and pension products in Europe, France, Germany, Italy, Spain and UK. The
report not only looked at channels but also at reasons behind growth of each channel.
Distribution of life and pension in Europe (2002) is intended to appeal bancassurers, agents,
direct sales force and all life and pension product advisors. In addition, it will appeal to
dependent financial advisors and wealth managers.

Page 31

CHAPTER 6

Page 32

ANALYSIS OF DATA:

Factor Analysis 0f HDFC bank:

Notes
Output Created 31-Jul-2012 12:33:42
Comments

Input Data C:\Users\uzair\Downloads\summer project
of MZB.sav
Active Dataset DataSet1
Filter <none>
Weight <none>
Split File <none>
N of Rows in Working Data File 100
Missing Value Handling Definition of Missing MISSING=EXCLUDE: User-defined missing
values are treated as missing.
Cases Used MEAN SUBSTITUTION: For each variable
used, missing values are replaced with the
variable mean.
Syntax FACTOR
/VARIABLES Trust ServiceQuality
ProductVariety Ambience Brandimage
Status Timesaving Security
PersonalAttention DirectCustomerContact
SMSservice InternetBanking
CreditandDebitCards
/MISSING MEANSUB
/ANALYSIS Trust ServiceQuality
ProductVariety Ambience Brandimage
Status Timesaving Security
PersonalAttention DirectCustomerContact
SMSservice InternetBanking
CreditandDebitCards
/PRINT INITIAL KMO EXTRACTION
ROTATION
/PLOT EIGEN
/CRITERIA MINEIGEN(1) ITERATE(25)
/EXTRACTION PC
/CRITERIA ITERATE(25)
/ROTATION VARIMAX
/METHOD=CORRELATION.

Page 33

Resources Processor Time 00:00:00.437
Elapsed Time 00:00:00.535
Maximum Memory Required 21700 (21.191K) bytes

KMO and Bartlett's Test
Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .614
Bartlett's Test of Sphericity Approx. Chi-Square 234.099
df 78
Sig. .000
Since the KMO value is more than 0.5 i.e. 0.614, this means that the sample is adequate and can be used
for applying factor analysis.

Bartlett's Test of Sphericity:

The Bartletts test of sphericity is used to test hypothesis.

H0 : There is no correlation between variables.

H1 : There is correlation between variables.

Here chi-square value = 234.099, p-value = .000 , = 0.05 i.e. p-value < 0.05

So, Null hypothesis is rejected. In other words, we can say that there is a correlation among variables.

The Bartlett's test of Sphericity is used to test hypothesis proabilility of existence of identity matrix. In
our case since significant value (0.000) is less than 0.05. so we can conclude that there is no chance of
existence of identity matrix.
.

Communalities

Initial Extraction
i preffer HDFC bank because of
TRUST
1.000 .851
Quality of service
1.000 .789
Product variety
1.000 .619
ambience
1.000 .701
brand image
1.000 .842
status
1.000 .776

Page 34

time saving
1.000 .662
security
1.000 .759
Personal attention
1.000 .582
direct customer contact
1.000 .503
SMS sercive information
1.000 .582
internet banking
1.000 .785
credit/debit card facility
1.000 .762
Extraction Method: Principal Component Analysis.

Total Variance Explained
Component
Initial Eigenvalues
Extraction Sums of Squared
Loadings Rotation Sums of Squared Loadings
Total % of Variance Cumulative % Total
% of
Variance
Cumulative
% Total
% of
Variance
Cumulative
%
1 5.119 39.375 39.375 5.119 39.375 39.375 2.591 19.932 19.932
2 1.757 13.517 52.892 1.757 13.517 52.892 2.384 18.339 38.270
3 1.330 10.228 63.119 1.330 10.228 63.119 2.201 16.932 55.202
4 1.008 7.751 70.870 1.008 7.751 70.870 2.037 15.668 70.870
5 .791 6.088 76.958

6 .726 5.586 82.545

7 .641 4.928 87.473

8 .497 3.827 91.299

9 .464 3.568 94.867

10 .289 2.220 97.087

11 .209 1.605 98.692

12 .115 .883 99.575

13 .055 .425 100.000

Since the Eigen Values of only four factors are more than 1 that means the various variables used can be
clubbed fewer than four factors. This is also reinforced by the Scree Plot figure shown below, as the
main arms of the Scree Plot are only four in number.

It also emphasizes that the first four factors account for 70% of variance in the study with the first factor
leading with 39.3%, second factor with 13.5%, and third & fourth following with the value of 10.2%,
7.7% respectively. If we consider these four factor we are able to capture 70% of the respondents and
just 30 % of data loss is there.

Page 35

Interpretation:

The point of interest is where the curve starts to flatten. It can be seen that the curve begins to flatten
after 4.It is so because Factor 5 has an eigenvalue of less than 1, so only 4 factors have to be retained
having eigen value greater than1.

Component Matrix
a

Component

1 2 3 4
TRUST
.630 -.144 -.633 -.181
Quality of service
.779 -.226 -.310 -.191
Product variety
.730 .184 -.101 -.204
ambience
.529 .610 -.153 -.162
brand image
.728 -.366 .328 -.266
status
.620 .002 .363 -.510
time saving
.711 -.330 .107 .189

Page 36

security
.612 -.075 -.256 .559
Personal attention
.643 -.293 -.177 .227
.364 -.509 .288 .167
.384 .621 -.208 .076
internet banking
.592 .403 .468 .231
.681 .372 .327 .231

a. 4 components extracted.

Rotated Component Matrix
a

Component

1 2 3 4
TRUST
.105 .196 .892 .082
Quality of service
.141 .356 .718 .357
Product variety
.477 .152 .475 .377
ambience
.735 -.142 .348 .137
brand image
.046 .439 .222 .773
status
.259 .043 .169 .824
time saving
.128 .686 .245 .339
security
.323 .705 .339 -.206
Personal attention
.104 .616 .423 .114
-.185 .597 -.039 .332
.708 -.074 .246 -.117

Page 37

internet banking
.724 .347 -.216 .308
.729 .389 -.054 .276
Rotation Method: Varimax with Kaiser Normalization.

a. Rotation converged in 9 iterations.

Interpretation:-
Looking at the table above, we can see that
Extracted Factor 1 is a linear combination of ambience, SMS service information, internet
banking and credit/debit card facility. Hence Factor 1 can be named as facilities available.
Extracted Factor 2 is a linear combination of time saving; security and personal attention
Hence Factor 2 can be named as ease of accessibility.
Extracted Factor 3 is a linear combination of trust and quality of serviceHence Factor 3 can be
named as convenience.
Extracted Factor 4 is a linear combination of brand image and status. Hence factor 4 can be
renamed as reputation.

Page 38

Factor Analysis of J&K bank:

Notes
Output Created 31-Jul-2012 12:35:05
Comments

Input Data C:\Users\uzair\Downloads\summer project
of MZB.sav
Active Dataset DataSet1
Filter <none>
Weight <none>
Split File <none>
N of Rows in Working Data File 100
Missing Value Handling Definition of Missing MISSING=EXCLUDE: User-defined missing
values are treated as missing.
Cases Used MEAN SUBSTITUTION: For each variable
used, missing values are replaced with the
variable mean.
Syntax FACTOR
/VARIABLES ServiviceJKbank
ProductVarietyJKbank Ambiencejkbank
BrandImageJKbank StatusJKbank
TimeSavingJKbank SecurityJKbank
PersonalAttentionJKbank
CustomerContactJKbank
SMSserviceHJKbank
InternetBankingJKbank CreditCardJKbank
/MISSING MEANSUB
/ANALYSIS ServiviceJKbank
ProductVarietyJKbank Ambiencejkbank
BrandImageJKbank StatusJKbank
TimeSavingJKbank SecurityJKbank
PersonalAttentionJKbank
CustomerContactJKbank
SMSserviceHJKbank
InternetBankingJKbank CreditCardJKbank
/PRINT INITIAL KMO EXTRACTION
ROTATION
/PLOT EIGEN
/CRITERIA MINEIGEN(1) ITERATE(25)
/EXTRACTION PC
/CRITERIA ITERATE(25)
/ROTATION VARIMAX
/METHOD=CORRELATION.

Resources Processor Time 00:00:00.312
Elapsed Time 00:00:00.205
Maximum Memory Required 18744 (18.305K) bytes

Page 39

KMO and Bartlett's Test

Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .812
Bartlett's Test of Sphericity Approx. Chi-Square 286.753
df 66
Sig. .000

Since the KMO value is more than 0.5 i.e. 0.812, this means that the sample is adequate and can be used
for applying factor analysis.

Bartlett's Test of Sphericity:

The Bartletts test of sphericity is used to test hypothesis.

H0 : There is no correlation between variables.

H1 : There is correlation between variables.

Here chi-square value 286.753, p-value = .000 , = 0.05 i.e. p-value < 0.05

So, Null hypothesis is rejected. In other words, we can say that there is a correlation among variables.

The Bartlett's test of sphericity is used to test hypothesis proabilility of existence of identity matrix. In
our case since significant value (0.000) is less than 0.05. so we can conclude that there is no chance of
existence of identity matrix.
.

Communalities

Initial Extraction
i preffer J&K bank because of
Quality of service
1.000 .670
Product variety
1.000 .645

Page 40

ambience
1.000 .657
brand image
1.000 .577
status
1.000 .474
time saving
1.000 .447
security
1.000 .562
Personal attention
1.000 .698
1.000 .672
1.000 .704
internet banking
1.000 .646
1.000 .683

Total Variance Explained

Compon
ent
Initial Eigenvalues Extraction Sums of Squared Loadings Rotation Sums of Squared Loadings
Total
% of
Variance Cumulative % Total
% of
Variance Cumulative % Total
% of
Variance
Cumulative
%
1 4.794 39.947 39.947 4.794 39.947 39.947 3.162 26.349 26.349
2 1.463 12.195 52.142 1.463 12.195 52.142 2.423 20.193 46.542
3 1.177 9.807 61.949 1.177 9.807 61.949 1.849 15.406 61.949
4 .929 7.741 69.689

5 .791 6.592 76.282

6 .712 5.935 82.217

7 .470 3.916 86.133

8 .417 3.471 89.604

9 .389 3.244 92.849

10 .356 2.970 95.819

Page 41

11 .288 2.396 98.215

12 .214 1.785 100.000

Extraction Method: Principal Component
Analysis.

Since the Eigen Values of only three factors are more than 1 that means the various variables used can
be clubbed fewer than three factors. This is also reinforced by the Scree Plot figure shown below, as the
main arms of the Scree Plot are only three in number.

It also emphasizes that the first three factors account for 61% of variance in the study with the first
factor leading with 39.3%, second factor with 12.1%, and third, following with the value of 9.8. If we
consider these three factor we are able to capture 61% of the respondents and just 39 % of data loss is
there.

Component Matrix
a

Component

1 2 3
Quality of service
.653 -.168 .463
Product variety
.680 -.375 .204

Page 42

ambience
.556 -.207 .552
brand image
.702 .166 -.239
status
.461 .420 .292
time saving
.649 -.046 -.155
security
.628 .204 -.355
Personal attention
.412 .656 .312
.708 -.408 -.067
.640 -.374 -.393
internet banking
.569 .515 -.239
.819 .045 -.103
a. 3 components extracted.

Rotated Component Matrix
a

Component

1 2 3
i preffer J&K bank because of Quality
of service
.179 .759 .248
i preffer J&K bank because of Product
variety
.380 .708 -.012
ambience
.049 .781 .211
i preffer J&K bank because of brand
image
.674 .161 .310
i preffer J&K bank because of status .132 .245 .630
i preffer J&K bank because of time
saving
.586 .291 .137
i preffer J&K bank because of security .697 .025 .276
i preffer J&K bank because of Personal
attention
.074 .112 .824
i preffer J&K bank because of direct
customer contact
.583 .562 -.125
i preffer J&K bank because of SMS
sercive information
.750 .294 -.234

Page 43

i preffer J&K bank because of internet
banking
.565 -.088 .565
.674 .377 .294
Rotation Method: Varimax with Kaiser Normalization.

Interpretation:-
Looking at the table above, we can see that
Extracted Factor 1 is a linear combination of brand image, security, sms service information
and credit and debit facility. Hence Factor 1 can be named as product Convenience.
Extracted Factor 2 is a linear combination quality of service, variety of products and
ambience. Hence Factor 2 can be named as Facilities.
Extracted Factor 3 is a linear combination of status and personal attention. Hence Factor 3 can be
named as accessibility.

Page 44

FINDINGS:

.
HDFC bank had maintained their customer relationship very well and it has proved to be one of their
best strategies in todays era of challenging and competitive environment and giving them the better
chances of growth and survival.

HDFC bank is offering services to its customers as per the expectations of the customers themselves,
thereby proving to be one of their core competency.

The main promotional strategy of HDFC bank is promotion through media and sales people on a wide
scale thereby penetrating more and variety of new customer class.
The sales people of HDFC bank are qualified enough in terms of their pitching skills to motivate and
influence the minds of existing customers of the company.

It was found that physical evidence is the major contributor that gains the attention of people when they
enter the HDFC bank.

SUGGESTIONS

HDFC bank should try to improve its after sales services.
HDFC bank should try to install ATMs at more convenient places for their customer.
HDFC bank should try to provide full information to the customer regarding charges & fees.
HDFC bank should try to lower down its initial account opening amount.

Page 45

Bibliography:
1) Gupta, N.D. (2003, June) Insurance A Booming Professional Opportunity The
Chartered Accountant 15(12) p-1195-1200
2) Goswami , N. (2004,May 7) Pvt. Insurers Notch up Close to 1k cr. Premia. The
Economic Times-New Delhi.p-1
3) Kumar, A. (2003, March 5) Private Sectors Players eat into LIC Business.The
Hindustan Times-Chandigarh

4) Rangachary, N. (2003) Vision for the Future. Survey of Indian Industry 2003 p39-41

5) Thampy, A & Sitharamu, S. (2004, July-Dec.) Life Insurance Potential in India: An
Economic Approach Vision 6(2) pp 11-18
6) http://www.hdfcindia.com/

Page 46

ANNEXURE:

Questionnaire

Dear respondent,
I Mohd zubair bhat am a student of Lovely professional University, as part of this research I would like
your opinion towards the satisfaction between HDFC bank and J& k bank, Could you please spare a
few minutes to provide information that would be precious for understanding customer needs. The
Information provided by you will remain confidential and will not be shared with a third party.

1) To which age group do you belong to?
a) 18-30 b) 40-50
c) 30-40 d) 50 above

2) What is your monthly income?
a) Up to 10000 b) 10000 -20000
c) 20000 -30000 d) 30000 & above

3) To which bank are you associated with?
a) HDFC bank b) J&K bank
c) SBI d) If any other specify.

(I f your answer is HDFC bank continue with question No. 4 if it is J &K bank then
go to question No. 7)

4) What type of service are you undergoing with the HDFC bank?
a) Current account. b) Saving account.
c) Fixed deposit. d) Other.

5) From where did you come to know about the HDFC bank?
a) Through advertisements. b) Through family.
c) Through Friends. d) If any other specify

6) What got to your sight while entering the HDFC bank?
a) Physical evidence b) Employee friendliness.
c) Immediate attention. d) All of the above.

We seek for your satisfaction or dissatisfaction towards HDFC bank with the
reasons relevant to you on the following scale:
1) Highly satisfied 2) Satisfied
3) Neither satisfied nor dissatisfied 4) Dissatisfied
. 5) Highly dissatisfied

1 2 3 4 5
a) I prefer HDFC bank because of TRUST
b) I prefer HDFC bank because of Quality
service
c) I prefer HDFC bank because of Variety of
products
d) I prefer HDFC bank because of Ambience of the
bank.

e) I prefer HDFC bank because of brand image.

Page 47

f) I prefer HDFC bank because of Enhances your
status.

g) I prefer HDFC bank because of Time saving.

h) I prefer HDFC bank because of security.
i) I prefer HDFC bank because of Personal
attention.
j) I prefer HDFC bank because of direct customer
contact
k) I prefer HDFC bank because of SMS service
information.

l) I prefer HDFC bank because of Internet banking.
m) I prefer HDFC bank because of Availability of
credit/debit card facilities.

7) What type of service are you undergoing with the J&K bank?
a) Current account. b) Saving account.
c) Fixed deposit. d) Other.

8) From where did you come to know about the J&K bank?
a) Through advertisements. b) Through family.
c) Through Friends. d) If any other specify

9) What got to your sight while entering the J&K bank?
a) Physical evidence b) Employee friendliness.
c) Immediate attention. d) All of the above
We seek for your satisfaction or dissatisfaction towards J&K bank with the reasons
relevant to you on the following scale:
1) Highly satisfied 2) Satisfied
3) Neither satisfied nor dissatisfied 4) Dissatisfied
. 5) Highly dissatisfied

1 2 3 4 5
a)I prefer J&K bank because of TRUST
b) I prefer J&K bank because of Quality of service
c) I prefer J&K bank because of Variety of products
d) I prefer J&K bank because of Ambience of the
bank.
e) I prefer J&K bank because of brand image.
f) I prefer J&K bank because of Enhances your
status.
g) I prefer J&K bank because of Time saving.
h) I prefer J&K bank because of security.
i) I prefer J&K bank because of Personal attention.

Page 48

j) I prefer J&K bank because of direct customer
contact
k) I prefer J&K bank because of SMS service
information.
l) I prefer J&K bank because of Internet banking.
m) I prefer J&K bank because of Availability of
credit/debit card facilities.

Please enter your personal details:
1. Name: .

2. Gender:

Male Female

3. Educational qualification:

(a) 10+2 (b) Graduate.

(b) Post graduate. (d) Others. (Please specify.)

4. Address: .

Thank you for your kind cooperation.

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