The Surat Dist. Co-Op Bank

A
SUMMER INTERNSHIP PROJECT

ON
Services Quality At The Surat District Co-Operative Bank Ltd.

Submitted to
S.R. LUTHRA INSTITUTE OF MANAGEMENT

IN PARTIAL FULFILLMENT OF THE REQUIREMENT OF THE AWARD FOR THE DEGREE OF
MASTER OF BUSINESS ADMINISTRATION

In
Gujarat Technological University

UNDER THE GUIDANCE OF Faculty Guide: MS. Parinaz Todiwala Asst. Professor Company Guide: Mr. Jayantibhai Patel Branch Manager (The Surat Dist. Co-op Bank Ltd.)
Submitted by
Mr. Mayur N. Deladvala [Batch No. 2012-14, Enrollment No.128050592021]
MBA SEMESTER III
S.R. LUTHRA INSTITUTE OF MANAGEMENT 805

MBA PROGRAMME Affiliated to Gujarat Technological University Ahmedabad August, 2013
Students Declaration
I, Mr. Mayur N. Deladvala, hereby declare that the report for Summer Internship Project entitled Services Quality Of Product a result of my own work and my indebtedness to other work publications, references, if any, have been duly acknowledged.
Place: Surat
Date: 31st July 2013
__________________ (Mayur N. Deladvala)
Institutes Certificate
Certified that this Summer Internship Project Report Titled Services Quality Of Product is the bonafide work of Mr. Mayur N. Deladvala (Enrollment No. 128050592021), who has carried out the research under my supervision. I also certify further, that to the best of my knowledge the work reported herein does not form part of any other project report or dissertation on the basis of which a degree or award was conferred on an earlier occasion on this or any other candidate.
Place: Surat Date: ________________
___________________ (Parinaz Todiwala) Asst. Professor
___________________ (J.M. Kapadia) I/C Director
Preface
I have really enjoyed working on this project. In the starting phase, I found this work difficult, but with true guidance of all staff members of the Surat District Co-op Bank Ltd, I am able to complete my work successfully.
The main reason behind choosing this topic is I want to research about Services Quality Of Product. During previous years people are choose the bank loan etc. So I had research on this during two months of summer training period which is June - august 2013.
In this project I have covered the aspect relating to training followed by the management of an organization. Under this study I have put in my best efforts to make this project successful.
While working on this project I got exposure to the training practice use by the organization.
ACKNOWLEDGEMENT
Mans quest for knowledge never ends. Theory and practice are essential and complementary to each other I am thankful for the assistance received from various individuals in making this project successfully. I find no words to express my gratitude towards those who are constantly involved with me throughout my project in SRLIM, Surat. I would like to give my special thanks and regards to Mr. Jayntibhai Patel (Branch Manager, Kamrej). Who has helped me to carry out this project as my project in charge under his guidance and blessing I am able to fulfill the requirements of my university. I am very much thankful to other staff members of The Surat Dist. Co-op Bank Ltd. Without their help I am not able to finish this project. I am sincerely thankful to I/C Director Dr. J.M. Kapadia for giving me this opportunity. I am highly obliged to the management of SRLIM, SURAT for allocating me a very interesting and challenging project. I am sincerely thankful to Ms. Parinaz Todiwala for providing the resources for the project. Their guidance and support was a constant source of inspiration for me.
EXECUTIVE SUMMARY
Purpose To Services Quality Of Product .
Objectives The primary objective for my research study is to find out which is Services Quality Of Product find what are the possible features looked forward while selecting particular method for banking and to find out the lacking areas of Services Quality Of Product and also to find ways to improve the banking so as to achieve consistency with the current going trend.
Research Methodology I have used the descriptive research design and Non-probability sampling (convenient sampling) for the purpose of survey.
Data Collection In my research study I have collected primary data through questionnaire and my sample size was 200.
Conclusion and Findings The Banking sector in India is undergoing major changes due to competition and the advent of technology. The customer is looking for better quality and services which can provide him / her with satisfaction. This would help in enhancing the relationship between the two, and thus aid decision makers in bank to identify the major factors that determine satisfaction. But it should be noted that satisfaction is one of key point for the identifying the difference between perceptions of Surat Dist. co-op. Bank services which they deliver to their account holders and expectation of the services from bank and their representatives.
Recommendation As there is more competition in the market so bank should give more facility to its customer like ATM and credit card facilities by which it can attract more and more customers. Many people wants to on-line demate facility from the bank. Bank can enter in the new sectors such as insurance, foreign exchange merchant banking etc,
TABLE OF CONTENTS
Sr. No.
1.
Particulars
Introduction Of Indian Banking Industry A. Globle Environment Of Bank Sector B. Indian Bank Sector 2 5
Page No.
1
2.
Company Profile A. Company Profile B. Organization Structure Of The Bank C. Bank Services D. Swote Analysis 19 21 22 35
19
3. 4.
Review of Literature Research Methodology A. Problem Statement B. Research Objective C. Research Design D. Collection Of Data E. Scope Of Study F. Significance Of The Study G. Sample Design And Sample Size H. Dat a Co llect ion Inst rum ent I. Processing & Analysing The Collection Of Data 44 46 47 48 48 48 50 50 50
36 44
Data Analysis & Interpretation A. Result And Findings B. Limitation C. Conclusion D. Suggestion 72 74 75 76
51
7. 8.
Bibliography Questionnaire
77 79
1.1) Introduction:
Modern management sciences philosophy considers customer satisfactionas a baseline standard of performance and a possible standard of excellence for any business organization. Moreover, customer satisfaction measurement provides a sense of achievement and accomplishment for all employees involved in any stage of the customer service process. In this way, satisfaction measurement motivates people to perform and achieve higher levels of productivity. To reinforce customer service orientation on day to day basis, a growing number of companies choose customer satisfaction as their main performance indicator.
It is almost impossible, however, to keep an entire bank permanently motivated by a notion as abstract and intangible as customer satisfaction. Therefore, customer satisfaction must be translated into a number of measurable parameters directly linked to peoples job.
In other words factors that people can understand. The aim of this project is to present an original customer satisfaction survey conducted in the Surat District Co-Operative Bank Ltd.
The objectives of the customer satisfaction survey are focused on the assessment of the critical satisfaction dimensions and the determination of customer groups with distinctive preferences and expectations. In particular, the purpose of this application consists of a set of the most important queries expressed by the managers of the Surat District Co-Operative Bank Ltd.
A. GLOBLE ENVIRONMENT OF BANK SECTOR
1 .2 )
Res truc turing
the
financia l
i ns ti tuti on
in
gl obal
ec onomy:
During the 1980s, governments began to retreat from regulation of the financial services industry. The retreat promises to be just as dramatic enduring as developments during the world wide depression of the 1930s. Although pressures for re-regulation have emerged, especially in the United States, international competitive forces are accelerating the movement toward less governmental intrusion; The Great Depression gave rise to the corporate state and an almost universal increase in the size and scope of governmental involvement in economic affairs and in other aspects of our lives. For much of the past 50 years, governments have either owned or regulated all financial institutions that provided intermediary services. Elaborate regulatory systems, based on permission and denial approaches to administrative law, were expected to rule on which products or services could be offered, where they could be offered, and what prices or interest rates could be paid or charged to customers.
At least in the United States, there was little in the way of due process in the financial regulatory system. Regulatory agencies have operated as executive authorities that were largely immune from the discipline of the checks and balances inherent in a political system built on a framework of separation of powers. The costs associated with burden of proof were borne by the regulated, not the regulators. When a financial institution wanted to offer a new product or service, expand its market area, or combine with another institution, the regulators required it to bear the costs of demonstrating that the benefits outweighed the costs. In other words, If you have to ask, the answer is no.
1 .3 ) Nee d of fi na nc ial i ns ti tution i n the gl obal ec onom y : The process by which countries economies become increasingly interwoven and affected by each other. This happens with the increased flow of goods (trade), foreign direct investment, money (finance), and/or people
(migration).Globalization is not new, but the speed, depth, and scope of the changes, aided by technology, is new, as is the enormous power of International Financial Institution (IFIs) and global trade groups such as the world tread organization (WTO) to set the rules of the global economy. Collective name for World Bank Group and the International Monetary fund (IMF), institutions established in 1944 at Breton woods, new Hampshire, USA, to assist with reconstruction and revitalization after World War ll.
1.4) Role of Banks and financial institution in the economy:
Money lending in one form or the other has evolved along with the history of the mankind. Even in the ancient times there are references to the money lenders. Shakespeare also referred to Shylocks who made unreasonable demands in case the loans were not repaid in time along with interest. Indian history is also replete with the instances referring to indigenous money lenders, Sahukars and Zamindars involved in the business of money lending by mortgaging the landed property of the borrowers.
Towards the beginning of the twenty-first century, with the onset of modern industry in the country, the need for government regulated banking system was felt. The British government began to pay attention towards the need for an organized banking sector in the country and Reserve Bank of India was setup to regulate the formal banking sector in the country. But the growth of modern banking remained slow mainly due to lack of surplus capital in the Indian economic system at that point of time. Modern banking institutions came up only in big cities and industrial centers. The rural areas, representing vast majority of Indian society, remained dependent on the indigenous moneylenders for their credit needs.
Independence of the country heralded a new era in the growth of modern banking. Many new commercial banks came up in various parts of the country. As the modern banking network grew, the government began to realize that the banking sector was catering only to the needs of the well-to-do and the capitalists. The interests of the poorer sections as well as those of the common man were being ignored.
In 1969, Indian government took historical decision tonationalize14 biggest private commercial banks. A few more were nationalized after a
couple of years. This resulted in transferring the ownership of these banks to the State and the Reserve Bank of India could then issue directions to these banks to fund the national programmers, the rural sector, the plan priorities and the priority sector at differential rate of interest. This resulted in providing fillip the banking facilities to the rural areas, to the under-privileged and the downtrodden. It also resulted in financial inclusion of all categories of people in almost all the regions of the country.
Finance is the life blood of trade, commerce and industry. Now-a-days, banking sector acts as the backbone of modern business. Development of any country mainly depends upon the banking system.
The term Bank is derived from the French word Bench or Money exchange table. In olden days, European money lenders or money changers used to display (show) coins of different countries in big heaps.
However, after almost two decades of bank nationalization some new issues became contextual. The service standards of the public sector banks began to decline. Their profitability came down and the efficiency of the staff became suspect. Non-performing assets of these banks began to rise. The wheel of time had turned a full circle by early nineties and the government after the introduction of structural and economic reforms in the financial sector, allowed the setting up of new banks in the private sector. The new generation private banks have now established themselves in the system and have set new
standards of service and efficiency. These banks have also given tough but healthy competition to the public sector banks.
B. INDIAN BANK SECTOR: HISTORY, GROWTH AND REFORM Banking in India originated in the last decades of the 18th century. The first banks were The General Bank of India, which started in 1786, and Bank of Hindustan, which started in 1790; both are now defunct. The oldest bank in existence in India is the State Bank of India, which originated in the Bank of Calcutta in June 1806, which almost immediately became the Bank of Bengal. This was one of the three presidency banks, the other two being the Bank of Bombay and the Bank of Madras, all three of which were
established under charters from the British East India Company. For many years the Presidency banks acted as quasi-central banks, as did their successors. The three banks merged in 1921 to form the Imperial Bank of India, which, upon India's independence, became the State Bank of India in 1955.Merchants in [Calcutta] established the Union Bank in 1839, but it failed in1848 as a consequence of the economic crisis of 1848-49. The Allahabad Bank, established in 1865 and still functioning today, is the oldest Joint Stock bank in India. (Joint Stock Bank: A company that issues stock and requires shareholders to be held liable for the company's debt) It was not the first though. That honor belongs to the Bank of Upper India, which was established in 1863, and which survived until 1913, when it failed, with some of its assets and liabilities being transferred to the Alliance Bank of Simla.
Foreign bank too started to app, particularly in Calcutta, in the 1860s. The comptoire dEscompte de parish opened a branch in Calcutta in 1860, and another in Bombay in 1862; branches in madras and Pondicherry, then a French colony, followed, established itself in Bengal in 1869. Calcutta was the most active trading port in the India, mainly due to the Brattice Empire, and so became a banking center.
The first entirely Indian joint stock bank was the Oudh Commercial Bank, established in 1881 in Faridabad. It failed in 1958. The next was the Punjab National Bank, established in Lahore in 1895, which has survived to the present and is now one of the largest banks in India.
Around the turn of the 20th Century, the Indian economy was passing through a relative period of stability. Around five decades had elapsed since the Indian Mutiny, and the social, industrial and other infrastructure had improved. Indians had established small banks, most of which served particular ethnic and religious communities.
The presidency banks dominated banking in India but there were also some exchange banks and a number of Indian joint stock banks. All these banks operated in different segments of the economy. The exchange banks, mostly owned by Europeans, concentrated on financing foreign trade. Indian joint stock banks were generally undercapitalized and lacked the experience and maturity to compete with the presidency and exchange banks. This segmentation let Lord Curzon to observe, "In respect of banking it seems we are behind the times.
We are like some old fashioned sailing ship, divided by solid wooden bulkheads into separate and cumbersome compartments.
The period between 1906 and 1911, saw the establishment of banks inspired by the Swadeshi movement. The Swadeshi movement inspired local businessmen and political figures to found banks and for the Indian community. A number of banks established then have survived to the present such as Bank of India, corporation Bank, Indian Bank, Bank of Baroda, Canara Bank and Central Bank of India.
The fervor of Swadeshi movement lead to establishing of many private banks in Dakshina Kannada and Udupi district which were unified earlier and known
by the name South canara (South Kanara) district. Four nationalized banks started in this district is known as Cradle of Indian Banking.
During the first World War (1914-1918) through the end of second World War (1939-1945), and two years thereafter until the independence of India were challenging for Indian banking. The years of the First World War were turbulent, and it took its toll with banks simply collapsing despite the Indian economy gaining indirect boost due to war-related economic activities.
1.5) Position of Indian Banking Sector at Post Independence:
The partition of the India in 1947 adversely impacted the economies of Punjab and West Bengal, paralyzing banking activities for months. Indias independence marked the end of a regime of the Lassies-faire for the Indian banking. The Government of India initiated measures to play an active role in the economic life of the nation, and the Industrial Policy Resolution adopted by the government in 1948 envisaged a mixed economy. This resulted into greater involvement of the state in different segments of the economy including banking and finance. The major steps to regulate banking included: The Reserve bank of India, Indias central baking authority, was established in April 1934,but was nationalized on January 1, 1949 under the terms of the Reserve Bank of India Act,1948 (RBI).
In 1949, the Banking Regulation Act was enacted which empowered the Reserve Bank of India (RBI) to regulate, control, and ins ect the bank in India.
The Banking Regulation Act also provided that no new bank or branch of an existing bank could be opened without a license from the RBI, and no two banks could have common directors.
1.6) at the time of Nationalization:
Deposit the provisions, control and regulations of Reserve Bank of India, bank in India except the State Bank of India or SBI, continued to be owned and operated by private persons. By the 1960s, the Indian banking industry had become an important tool to facilitate the development of the Indian economy. At the same time, it had emerged as a large employer, and a debate had ensued about the nationalization of the banking industry. Indira Gandhi, then Prime Minister of India, expressed the intention of the Government of India in the annual conference of the All India congress Meeting in a paper entitled Stray thoughts on Bank Nationalization. The Meeting received the paper with enthusiasm.
Thereafter, her move was swift and sudden. The Government of India issued an ordinance (Banking companies (Acquisition and Transfer of undertakings) Ordiance, 1969) and nationalized the 14 largest commercial banks with effect from the midnight of July 19,1969. These banks contained 85 percent of bank deposits in the country. Jayaprakash Narayan, a national leader of India, described the step as a masterstroke of political sagacity. Within two weeks of the issued of the ordinance, the parliament passed the Banking Companies (Acquisition and Transfer of Undertaking) Bill, and it received the presidential approval on 9 August 1969. A second dose of nationalization of 6 more commercial banks followed in 1980. The stated reason of the nationalization was to give the government more control of credit delivery. With the second dose of nationalization, the Government of India controlled around 91% of the banking business of India. Later on, in the year 1993, the government merged New Bank of India with Panjab National Bank.
It was the only merged between nationalized banks and resulted in the reduction of the number of nationalized bank from 20 to 19. After this, until the 1990s, the nationalized banks grew at a pace of around 4%, closer to the average growth rate of the Indian economy.
1.7) at the time of liberalization:
The IT revolution had a great impact in the Indian banking system. The use of computers had led to introduction of online banking in India. The use of the modern innovation and computerization of the banking sector if India has increased many folds after the economic liberalization of 1991 as the countrys banking sector has been exposed to the worlds market. The Indian banks were finding it difficult to compete with the international banks in terms of the customer service without the use of the information technology and computers. The RBI in 1984 formed Committee on Mechanization in the Banking Industry (1984) whose chairman was Dr C Rangarajan, Deputy Governor, Reserve Bank of India. The major recommendations of this committee were introducing MICR Technology in all the banks in the
metropolis in India. This provided use of standardized cheque forms and encoders. Committee for proposing Legislation on Electronic Funds Transfer and other Electronic Payments (1995) emphasized on EFT system.
Electronic banking refers to doing banking by using technologies like computers, internet and networking, MICR, EFT so as to increase efficiency, quick service, productivity and transparency in the transaction. Apart from the above mentioned innovations the banks have been selling the third party products like Mutual Funds, insurances to its clients. Total numbers of ATMs installed in India by various banks as on end March 2005 is 17,642.The New Private Sector Banks in India is having the largest numbers of ATMs which is full off site ATM is highest for the SBI and its subsidiaries and then it is followed by New Private Banks, Nationalized banks and foreign banks. While on site is highest for the nationalized banks of India.
BANKING STRUCTHURE IN INDIA
Types of co-operative banks

There are main three type of co-operative banks: 1) State co-operative bank 2) District co-operative bank 3) Primary co-operative bank The following chart showing the organizational structure of co operative banks.
1) State Co-operative Bank: These banks are also known as apex bank & are registered under cooperative societies act 1912. In fact these banks are established to function as a leading co-operative financial institution of the state offer co-operative
societies should grow. The Apex banks as they are called are they to render financial help as & when the co-operative societies are in need of their help.
2) Central Co-operative Bank: A district level of central co-operative banks is functioning as a commercial bank & that too as an independent unit. They are there in order to strengthen the co-operative movement in the country. In fact these banks are the key link between people & apex bank & render valuable services to downtrodden & rural folk in taking them out of the financial wood central co-operative banks get funds from (A) Share capital (B) Deposits (C) Financial help from state cooperative banks (D) State bank of India & (E) Commercial banks. Their working capital is usually provided by state government.
3) Urban Co-operative Bank:

Urban co-operative banks are organized & established in towns on the pattern
of joint stock banks but are established under co-operative societies act 1912. For funds these banks depend on their own sources. However central co-operative banks are helping them in financially viable. Central co-operative banks are directly links with the state co-operative banks. Urban primary cooperative banks provide funds to rural folk in easy terms to help them in agriculture work aid its development today they have started playing a significant role in rural upliftment. They are in tune with the government policies & program.
Role of Co-operative banks

Now-a-days co-operative banks are progressing very fast then any commercial or nationalized banks. The customer service lending services & other banking facilities given to the society is being better than other banks. So people are also being attracted & interested in co-operative banks.
The main aim of the bank is to extend credit facilities to the small traders, workers & other middle class people. This bank derive their funds for working partly through share capital contributed by the members & partly through deposits collected from members, general public & render usual banking services. The liability of members is normally unlimited. This enables the society to raise funds from outside agencies & also encourages member to take keen interest in working of the society.
PESTLE
Political and Legal Environment:
The advent of liberalization and globalization had seen a lot of changes in the focus of Reserve Bank of India as a regulator of the banking industry.
De-regulation of interest rates and moving away from issuing operational prescriptions have been important changes. The focus has clearly shifted from micro monitoring to macro management.
In a totally de-regulated and globalised banking scenario, a strong regulatory framework would be needed. The role of regulator would be critical for:
a) Ensuring soundness of the system by fixing benchmark standards for capital adequacy and prudential norms for key performance parameters. b) Adoption of best practices especially in areas like risk-management, provisioning, disclosures, credit delivery, etc. c) Adoption of good corporate governance practices. d) Creation of an institutional framework to protect the interest of depositors. e) Regulating the entry and exit of banks including cross-border institutions.
Further, the expected integration of various intermediaries in the financial system would add a new dimension to the role of regulators.
Some of these issues are addressed in the recent amendment Bill to the Banking Regulation Act introduced in the Parliament. The integration of various financial services would need a number of legislative changes to be brought about for the system to remain contemporary and competitive.
Emerging Economic Scene:
The financial system is the lifeline of the economy. The changes in the economy get mirrored in the performance of the financial system, more so of the banking industry.
Small and Medium Enterprises (SME) sector would emerge as a major contributor to employment generation in the country. Small Scale sector had received policy support from the Government in the past considering the employment generation and favorable capital output ratio.
Globalization and opening up of the economy to international competition has added to the woes of this sector making bankers wary of supporting the sector. It is expected that the SME sector will emerge as a vibrant sector, contributing significantly to the GDP growth and exports.
Indias share in International trade has remained well below 1%. Being not an export led economy (exports remaining below 15% of the GDP), we have remained rather insulated from global economic shocks. This profile will undergo a change, as we plan for 8-9% growth in GDP. Planning Commission report visualizes a more globalised economy. Our international trade is expected to constitute 35% of the GDP.
The ability of the financial system in its present structure to make available investible resources to the potential investors in the forms and tenors that will be required by them in the coming years, that is, as equity, long term debt and
medium and short-term debt would be critical to the achievement of plan objectives. The gap in demand and supply of resources in different segments of the financial markets has to be met and for this, smooth flow of funds between various types of financial institutions and instruments would need to be facilitated. Social Issues on Banking:
Since the second half of 1960s, commercial banks have been playing an important role in the socio-economic transformation of rural India. Besides actively implementing Government sponsored lending schemes, Banks have been providing direct and indirect finance to support economic activities. Mandatory lending to the priority sectors has been an important feature of Indian banking.
Commercial Banks, Co-operatives and Regional Rural Banks are the three major segments of rural financial sector in India. Rural financial system, in future has a challenging task of facing the drastic changes taking place in the banking sector, especially in the wake of economic liberalization.
There is an urgent need for rural financial system to enlarge their role functions and range of services offered so as to emerge as "one stop destination for all types of credit requirements of people in rural/semi-urban centers.
Barring commercial banks, the other rural financial institutions have a weak structural base and the issue of their strengthening requires to be taken up on priority. Co-operatives will have to be made viable by infusion of capital.
Small Scale Industries have, over the last five decades, emerged as a major contributor to the economy, both in terms of employment generation and share in manufactured output and exports.
Removal of quantitative restrictions on a large number of items under the WTO and opening up of Indian market to greater international competition have thrown both challenges and opportunities for the SSI sector.
Low capital base and weak management structure make these units vulnerable to external shocks, more easily. However the units which can adapt to the changing environment and show imagination in their business strategy will thrive in the new environment.
Technology in Banking:
Technology will bring fundamental shift in the functioning of banks. It would not only help them bring improvements in their internal functioning but also enable them to provide better customer service. Technology will break all boundaries and encourage cross border banking business.
Banks would have to undertake extensive Business Process Re-Engineering and tackle issues like
How best to deliver products and services to customers
Designing an appropriate organizational model to fully capture the benefits of technology and business process changes brought about.
How to exploit technology for deriving economies of scale and how to create cost efficiencies, and How to create a customer - centric operation model.
Technology solutions would make flow of information much faster, more accurate and enable quicker analysis of data received. This would make the decision making process faster and more efficient.
While application of technology would help banks reduce their operating costs in the long run, the initial investments would be sizeable.
MAJOR PLAYERS
Rander People's Co-Operative Bank Ltd. Sarvodaya Sahakari Bank Ltd. Surat Surat Mercantile Co-Operative Bank Ltd. Surat Nagrik Sahakari Bank Ltd. Surat National Co-Operative Bank Ltd. Surat Peoples Co-Operative Bank Ltd. Textile Co-Op.Bank Of Surat Ltd. The Associate Cooperative Bank Ltd. Varachha Co-Operative Bank Ltd. Prime Co-Oprative Bank Ltd
1) Surat Peoples Co-op Bank: The Surat Peoples Co-Operative Bank Ltd. is serving since last 90 years to the people of Surat having network of 23 computerized branches out of them 21 in Surat and 1 in Vapi and 1 in Navsari. The Bank is the "First Registered Urban Co-operative Bank" of India and among the first 13 Co-operative Banks to get the "Scheduled Bank" Status. It is the first Bank to provide the "Depository Participant Services" in South Gujarat.
2) Sutex Bank: Sutex Banks proud journey started with its establishment on 15th May, 1972. At the Surat time of opening Sutex Bank its name was The Surat Textile Traders Co-Op. Bank Ltd. Banks registered office address is Surajram Bachkaniwala Bhavan, Nr.Navjivan Circle, Udhana Magdalla Road., Surat. In the year 1972 Banks Establisher Chairman Late Shri Surajram Bachkaniwala and Vice Chairman Late Shri Ashabhai Shankarbhai
Patel having a prosperous vision to provide a golden & profitable market to Surats Textile Industry, registered the Bank at a cooperative level.
3) Kalupur co-op Bank: The Bank is founded by Late Shri Baldevbhai Dosabhai Patel, Late Shri Gopaldas Shivlal Patel and Shri Arvindbhai Jivanlal Saheba. The Bank has nurtured its traditional values in business practices and in serving the small businessmen. These were the people with deep and abiding ideas, faith, vision, optimism and entrepreneurial skills with commendable sense of service and duty. The Bank has 38 branches of which 33 are situated in Banks own premises. These branches are spread over Ahmadabad, Sanand, Anand, Khambhat, Vadodara, Surat, Gandhinagar and Mumbai.
ABOUT THE SURAT DISTRICT CO-OPERATIVE BANK LTD
A. Company Profile
First decade of 20th century was a very important era in the history of cooperation for entire country and Surat District as well. Many cooperative institutions were initiated during this period. First Coop. Society in Surat District was registered at Degam, Taluka Chikhli on 23-5-1906 (Now in Bulsar District). In the year 1909, with the efforts of Late Shri B.A.Modi and Late Shri K.G.Desai. The Surat Dist Co.op.(Urban) union Ltd., was registered on 17-61909. It was the institution which is later on known as THE SURAT DISTRICT CO.OP. BANK LTD. In the year 1921, this society had undertaken banking activities in absolute terms. In 1923 The Surat District Co.op. (Urban) union was converted into The Surat District Co.op. Bank Ltd., The work extended to the entire Surat District, which had 21 talukas and a vast working area with geographical variation. The coastal area which included city of Surat and towns like Navasari - Bulsar Bilimora, the fertile flat land and sizeable tribal area with hills and dense forests. The Vast Surat District was bifurcated in1965 and district of Bulsar was separated. At present there are 15 talukas in the Surat district, of which 9 are in the tribal area. Bank is having separate department for agriculture advances since 1944, and become an effective central agency for coordination and smooth flow of finance to cooperative sector in the district. Co-Operative Organizations like : The Surat District Milk Producers Co-op. Union Ltd.(SUMUL), The Purushottam Farmers Co-op. Ginning & Pressing Society Ltd., The Surat Distrcit Co-op. Spinning Mills Ltd., The Surat Jilla Sahakari Sale & Purchase Union., The Surat Central Co-op. Stores Ltd., Cotton Co-op Socities of Olpad Taluka, have since been developed and Bank has provided timely assistance to them. During this period, Forest Labourers Co-op. Societies were also very active in tribal area and were engaged in coop cutting activity for which substantial finance was provided to them. After 1956 when Shree Khedut Sahakari Khand Udyog Mandali Ltd., Bardoli came into existence, the entire Surat District gradually became a sugar belt. All existing eight sugar factories had toothing financial troubles in the beginning, However, Bank had provided them enough finance as also assisted even for meeting share capital also. By lapse of time Sugar cane has now become principal crop in the district and out of total cultivable area of 490000 hectares 83191 hectares is under sugar cane cultivation. This
revolution in agriculture was amply supported by The Surat District Co.op. Bank Ltd., These factories have become main strength of the economic structure of the district, particularly for farmers. All together these factories have a crushing capacity of 35500 tons per day. Annual sugar production exceeds Rs.880/- crores. Bank has sanctioned enough financial limits to this sector. Now a days, bank has started financing projects for Drip irrigation, Medicinal crops, Fishery, Green house etc. and would like to escalate the same on substantial extent. As per the instructions/ guidelines of NABARD, of-late, Bank has also started financing to the Non-farm sector including textile industry. Bank has been enjoying privilege of having prominent citizens in fields like Social, Co-operation and Agriculture, on its Board. The present and former members of the Board included outstanding Lawyers, Members of Parliament, District Panchayat Presidents, Mayor of Surat City and Leaders from various walks of life including Ministers. In the year 1965 The Surat Dist. Co-op. Bank was separated after formation of Bulsar District from old Surat District. After separation banks Financial Position is as under.
No. Of Branches Share Capital Reserves Deposits Advances
15 Rs. 0.22 Crores Rs. 0.09 Crores Rs. 3.06 Crores Rs. 1.71Crores
B. ORGANIZATIONAL STRUCTURE
The top brass of Surat bank has this structure, with chairman being at the top and then followed by vice chairman followed by managing director followed by general manager followed by area manager.
Chairman Vice Chairman
Managing director
General Manager Area Manager
Top Brass Management Structure
The structure from area manager can be understood from the following structure, area manager followed by branch head followed by assistant manager and then at the bottom clerk.
Area Manager Branch Manager Assistant Manager Clerk

Management Structure On Branch Basis
C. SURAT SRVICES Loan
DISTRICT
CO-OPERATIVE
BANK
LTDS
Surat co op Bank basically provides different types of loans for facilitating their Account holder. The different types of loans are as under. o Personal Loan o Home Loan o Property Mortgage Loan o Machinery Loan o C.C Facility o New Vehicle Loan o O.D Facility o Customer Durables Loan
Loan against Securities Now they will see the bank Criteria regarding loan and their Process a Surat banks declaration. The eligibility criteria, banks rate, other charges, Methodologies for application are given as under.
2.4) Personal loan
1. Eligibility of criteria: Any salaried person or Professionals or self Employed is eligible for bank
loan. The purpose considered are, social cause or small repairs of property or Child education etc. Loan granted up-to 5 times of the net monthly income of the applicant/s or Rs. 1 lacs whichever is less. Bank requires minimum of two personal guarantees having income/asset expectable to the Bank. 2. Effective Rate of Interest: 14% 3. Professional charges: NIL 4. Pre-payment Charges: NIL 5. Share Money Contribution: 5 % of the Loan Sanctioned.
6. Tenure For Repayment: Maximum up-to 40 months 7. How to apply: Application in Banks Prescribed Form duly filled up having been affixed with the Photographs of the applicant/s and guarantors along with their signatures to be supported by the papers /documents detailed as under.
For the Applicant/s: o Photo I.D. o Income Proof. o Residential Address Proof o Proof of Immovable Property if owned by the applicant. o Bank A/c Statement for the last six months. o Statement of A/c for Loan/Advance facility availed from other Bank/ F.I o A letter of undertaking from the employer to deduct of EMI from salary in case of salaried person if agreed by their Employers.
For the Guarantors: o Photo I.D. o Income Proof. o Residential Address Proof o Proof of Immovable Property if owned in their name.
2.5) Vehicle loan
1. Eligibility Criteria: Any salaried persons / Professionals-Self Employed / Businessman can apply for Vehicle loan at Surat Bank at any branch or Main office. The condition is only for the purpose of purchase of New Vehicle for personal usage not other than that. Loan amount will depend upon their paying capacity of the applicant and the worth of the personal guarantees offered.
2. For application under Quick Disposal Scheme:
4. How to apply: An application in Banks Prescribed Form duly filled up having been affixed with the Photographs of the applicant/s and guarantors along with their signatures to be supported by the papers / documents detailed as under. For the Applicant/s: o Income Proof. o Copy of I.T Pan Card. o Copy of Driving License. o Residential Address Proof o P ro of of Re sident ia l Prope rt y o wne d b y t he a pp lican t /mem ber of t he family. o Bank A/c Statement for the last six months. o Statement of A/c for Loan / Advance facility availed from other Bank /F.I For the Guarantors: o Photo I.D. o Income Proof. o Residential Address Proof o Proof of Immovable Property if owned in their name.
2.6) Home loan
1 . Eligibility Criteria: Any person having sufficient repaying capacity, for the purpose of purchase or construct a House Property and residence within the District Surat is eligible for the Home loan at Surat Bank. For loan maximum up to 85% of the purchase cost as per construction agreement in case new construction or valuation by the approved velour of the Bank whichever is less. Loan amount will depend upon the repaying capacity of the applicant and the worth of the personal guarantees offered.
2 . P e r s o n a l G u a r a n t e e : of at least two persons having income/ asset expectable to the Bank. 3 . P r i m a r y S e c u r i t y : Mortgage of the House Property.
4 . Ra te of I nte res t Floating Sc heme: 10 %. (Shall be changed if require after a Period of 2 years) 5 . Ra te of Inte res t Fi xed Sc he me: 11 %. 6. Interest Scheme once selected at the time of disbursement cant be changed afterwards. 7 . P r o c e s s i n g C h a r g e s : Minimum Rs. 250/-Or 0.50 % of the Sanctioned Amount out of which Rs.250/-to be deposited at the time of submission of the loan application. 8 . P r e - P a y m e n t C h a r g e s : Nil 9 . S ha re Mone y Contri bution: 2.5 % of the Loan Sanctioned. 1 0 . T e n u r e F o r R e p a y m e n t : Maximum 180 Months, depending upon the age of the applicant/ co-applicants. 11. How to Apply: An application in Banks Prescribed Form duly filled up having been affixed with the Photographs of the applicant/s and guarantors along with their signatures to be supported by the papers /documents detailed as under.
For the Applicant/s: o Income Proof. o Copy of I.T Pan Card. o Present Residential Address Proof. o Copy of Sale Agreement in case of purchase of house property.
In case of construction: o A copy of Construction agreement. o A copy of sale-deed of the land. o A copy of approved plan along with the permission granted by S.M.C. o Bank A/c Statement for the last six months. o Statement of A/c for Loan / Advance facility availed from other Bank /F.I.
2 .7 ) P rope rty mortgage l oa n
1 . E l i g i b i l i t y C r i t e r i a : For the purpose of Business bank can approve loan maximum up to50% Valuation of the property by the Banks approved velour. Property offered for mortgage requires Titles Clearance certificate from Banks approved advocate (This requires before disbursement of loan).Loan amount will depend upon the repaying capacity and nature of business of the applicant and the worth of the personal guarantees offered. 2 . P e r s o n a l G u a r a n t e e : of at least two persons having income-asset expectable to the Bank.
3 . P r i m a r y s e c u r i t y : Mortgage of the Property offered. 4 . R a t e o f I n t e r e s t : 13 % 5 . P r o c e s s i n g C h a r g e s : At the prevailing rates of the Bank from time to time. 6 . P r e - P a y m e n t C h a r g e s : Nil 7 . S ha re Mone y Contri bution: 2.5 % of the Loan Sanctioned. 8 . T e n u r e f o r R e p a y m e n t : Maximum 60 Months.
9. How to Apply: An application in Banks Prescribed Form duly filled up having been affixed with the Photographs of the applicant/s and guarantors along with their signatures to be supported by the papers /documents detailed as under.
For the Applicant/s: o Income Proof. o Proof regarding Registrations of the business. o Proof regarding place of business. o C o p y o f I . T . P a n C a r d o f t h e applicant/s. o Residential Address Proof of the applicant/s. o Original Title deeds of the Property to be mortgaged at the time of mortgage. o Bank A/c Statement for the last six months. o Statement of A/c for Loan / Advance facility availed from other Bank / F.I.
2 .8 ) O ve r dra ft fac ili ty
1. E l i g i b i l i t y C r i t e r i a : For the purpose of Business bank can approve loan maximum up to 50% Valuation of the property by the Banks approved velour. Property offered for mortgage requires Titles Clearance certificate from Banks approved advocate (This requires before disbursement of loan).Amount of Credit Facility will depend upon the nature of business of the applicant and the worth of the personal guarantees offered. 2. Personal Guarantee: at least two persons having income / asset expectable to the Bank 3. Primary Security: Mortgage of the Property offered. 4. Rate of Interest: 14 %. 5. Processing Charges: At the prevailing rates of the Bank from time to time. 6. Pre-Payment Charges: Nil 7. Share Money Contribution: 2.5 % of the Loan Sanctioned. 8. Renewal: Limit required to be renewed every year.
9. Tenure for Repayment: This limit will be reduced @ 20 % every year at the time of renewal and required to be satisfied in full on or before 5 years.
How to Apply: For the Applicant/s: o Income Proof. o Proof regarding Registrations of the business. o Proof regarding place of business. o Copy of I.T. Pan Card of the applicant/s. o Residential Address Proof of the applicant/s. o Original Title deeds of the Property to be mortgaged at the time of mortgage. o Bank A/c Statement for the last six months. o Statement of A/c for Loan / Advance facility availed from other Bank / F.I.
2 .9 ) Cas h c re di t fac il it y
1.Eligibility
Criteria:
For the purpose of Business bank can
approve maximum credit up to20 % the annual sales Turnover by the Banks approved velour.(Own contribution @ 5 % of the C.C. Limit sanctioned is required).Amount of Credit Facility will depend upon the nature of business of the applicant, offering of collateral security and the worth of the personal guarantees. 2 . P e r s o n a l G u a r a n t e e : of at least two persons having income / asset expectable to the Bank. 3 . P r i m a r y S e c u r i t y : Hypothecation of Stock & Book debts (i.e. not more than 60 days.) 4 . C o l l a t e r a l S e c u r i t y : Not required for Limit below Rs. 2.00 lacs.
5 . D r a w i n g P o w e r : 65 % of the Paid stock Plus Book debts for not more than 60 days on submission of the stock book debt
statements every month (i.e .D.P. will not exceed the sanction limit). 6 . R a t e o f I n t e r e s t : 11.50 % 7 . P r o c e s s i n g C h a r g e s : At the prevailing rates of the Bank from time to time. 8 . P r e - P a y m e n t C h a r g e s : Nil 9. Share Money Contribution: 2.5 % of the Limit Sanctioned. 10. Renewal: Limit required to be renewed every year. 11 . Tenure for Re pa yme nt: This limit will be reduced @ 20 % every year at the time of renewal and required to be satisfied in full on or before 5 years.
How to Apply: For the Applicant/s: o Income proof. o Proof regarding Registrations of the business. o Proof regarding place of business. o Copy of I.T. Pan Card of the applicant/s. o Residential Address Proof of the applicant/s. o Original Title deeds of the Property to be mortgaged at the time of mortgage. o Bank A/c Statement for the last six months. o Statement of A/c for Loan / Advance facility availed from other Bank /F.I.
2.10) Machinery loan
1. E l i g i b i l i t y C r i t e r i a : For purchase of new machinery for the purpose of Business, Bank can allowed Maximum Loan facility @ 75 % of the Cost of machinery. Amount of Loan will depend upon the repaying capacity, Nature of business, offering of collateral security and the worth of the personal guarantees. 2. Personal Guarantee: of at least two persons having income / asset expectable to the Bank. 3. Primary Security: Hypothecation of Machinery. 4. Collateral Security: Not required for Limit below Rs. 2.00 lacs. 5. Rate of Interest: 12.00 % 6. Processing Charges: At the prevailing rates of the Bank from time to time. 7. Pre-Payment Charges: Nil 8. Share Money Contribution: 2.5 % of the Limit Sanctioned. 9. Renewal: Limit required to be renewed every year. 10. Tenure For Repayment: Loan to be repaid in maximum 60 EMI. 11. How To Apply: Same as Methodology of C.C facility.
2.11) Loan against security
2.12) Various Deposit Schemes INVESTMENT PERIOD From 7 Days to 14 Days (Above Rs. 15 Lacs) From 15 Days to 30 Days From 31 Days to 45 Days From 46 Days To 60 Days From 61 Days to 90 Days From 91 Days to 120 Days From 121 Days to 179 Days From 180 Days to 270 Days From 271 Days to 364 Days 1 Year & above but less then 2 Years 2 Years & above but upto 3 Years 2 Years & above but upto 5 Years 5 Years & Above RATE 4.50% 5.50% 5.50% 6.25% 6.50% 6.50% 7.00% 7.50% 7.50% 8.75% 8.50% 8.50% 8.50%
GOLDEN MONTHLY INCOME PLAN (GMIP) Get monthly interest by investing in this scheme. Facility to get monthly interest credit to savings account with our bank or get cheque for monthly interest in advance for the entire tenure of deposit.
REINVESTMENT DEPOSIT SCHEME In this scheme customer will get interest RE-INVESTED on deposit amount. Minimum period of deposit would 15 month & above.
Mobile Banking:
Mobile Banking (also known as M-Banking) is term used for performing, account transactions, credit applications, balance checks payments, and other banking transactions through a mobile device such as a mobile phone or Personal Digital Assistant (PDA). The earliest mobile banking services were offered over SMS, a service known as SMS banking.
Mobile Banking Service over Application/Wireless Application Protocol (WAP) The service is available on java enabled / Android mobile phones (with or without GPRS) where the user is required to download the application on to the mobile handset. The service can also be availed via WAP on all phones (java/non java) with GPRS connection.
The following functionalities are available: o Funds transfer. (within and outside the bank) o Interbank Mobile Payment Services. (IMPS) o Enquiry services. (Balance enquiry / Mini statement) o Cheque book request. o Demat Enquiry Service. o Bill Payment (Utility bills, credit cards, Insurance premium), Donations, subscriptions. o Mobile Top up.
Business Rules: All current / savings Bank Account holders in P segment are eligible. Transaction limit per customer per day is Rs. 50,000/- with a calendar month limit of Rs. 2, 50, 0000/- All customers can avail the service irrespective of their telecom service provider. The service is free of charge. SMS/GPRS cost will be borne by the customer.
Mobile Banking Service over SMS: The service is available on all phones (java/non java) with/without GPRS connection. No need to download the application. Ordinary SMS charges are applicable.
The following functionalities are available: o Enquiry Services (Balance Enquiry / Mini statement) o IMPS- Mobile to Mobile Transfer o Mobile Top up o Change MPIN
Stamp Franking:
Franking (or franks) are any all devices or makings such as postage stamps (including those pre-printed on postal stationery), printed or stamped impressions, coding, labels, manuscript writings (including privileged signatures), and / or any other authorized from of markings affixed or applied to mails to qualify them to be post all serviced. Surat locker: There is one & only Co-operative bank of the South Gujarat Surat Bank has been offered Rent Free Locker Facility to the customers since the inception of the Surat Bank. Surat CBS : Surat is a first & only Fully Equipped, High Tech, Professional Banking Super Market of South Gujarat offered CBS (Core Banking Solution). You can make Cash, Clearing & Transfer Transaction from any of Surat Banks Branch. You can also get Statement of your account or pass book of your savings bank account. So you are not a Customer of specific Branch of Surat Bank but you are Customer of Surat Bank. Mutual Funds: Surat is first & only Co-operative bank of South Gujarat Area who has been staring business of Mutual Funds as a referral basis.
D. SWOTE ANALYSIS 1) Strength: All the branches staff has qualification and better experience. Good relationship with their customers. More number of branches at different location.
2) Weakness: More co-operative and other private banks are emerging. And so there is a huge completion from others. Other banks better services and facilities may be a weakness for the bank.
3) Opportunities: The bank has good market potential so that it can enhance or expand its business in future. It can also establish other branches in the other industrial area. Opportunity for getting managerial knowledge from acquired.
4) Threats: Recession in business, may affect repayment capacity of customer. If there will opening of new bank with the facilities more than the bank, it will binders the progress of the bank. Threat about the low speed of the recovery loans. A decline in business firm, can affect bank.
Literature Review
I have collected the three different repots which somewhere related with the Banking and Service sector which really gives good conclusions. This was very helpful to me for the decision making and analysis of my research. The findings and their conclusion has been included here for more reference and their source also been included in the Bibliography in the part of literature review.
Customer Satisfaction, Perceived Service Quality and Mediating Role of Perceived Value: (2012)(page No: 17, 18, 19, 20) (worded by Saif Ullah Malik) Regression and correlations analysis the results of testing mediating model using a stepwise regression analysis are shown in Table 4. In this model testing, independent variable in Step 1 was then followed by entering, mediating variable in Step 2. An examination of multi co-linearity in the coefficients table shows that the tolerance values for the relationship between the independent variable (i.e. perceived service quality) and the dependent variable (i.e. customer satisfaction) were 0.986., indicating the variables were not affected by multi co-linearity problem. The outcomes of testing hypotheses in two Steps: Step 1 showed that relationship between perceived value and perceived service quality are significantly correlated with customer satisfaction (=.306, p<0.001), therefore H1 supported.
Measuring Service Quality in Retail Banking Sector in Context of Gujarat: (2012) (Page No: 43)(worded by Parmita Mehta): When compared with customers expectations, reliability dimension of service quality shows the highest shortfall considering all banks together and the dimension of assurance shows the smallest gap. The type of account is the demographic variable in the given context that could be used to profile the two segments. Responsiveness is the most important dimension in influencing overall quality perception, overall customer satisfaction, likelihood
for recommendation and loyalty intention. The tangible is the second most important dimension in influencing the above constructs.
Determining the gap between customer Expectation and perception In retail Banking: (2012) (Page No: 26) (worded by Ganesh P and Dr. R Nandagopal) The study confirms that there is significant gap between the customers expected service and perceived service level in retail banking across all service quality dimensions, which leads to dissatisfaction and non-committal approach towards the service provider. A customer is not just money in the cash register. He is a human being with feelings and deserves to be treated with respect. Any business without a focus on customer satisfaction is at the mercy of the market. Without loyal customers eventually a competitor will satisfy those desires and your customer retention rate will decrease.
Customer perception on service quality in banking sector: with special reference to Indian private banks in Moradabad region: (2012) (Page No: 6 0 0 , 6 0 1 , 6 0 2 ) ( w o r d e d b y V i b h o r J a i n , D r . Sonia Gupta, Smrita Jain) There is an urgent need for the banking services to reaffirm themselves in view of the cutthroat competition, which is close on the anvil. The banks shall have to reorient themselves in terms of the
customer service parameters to instill the concept of quality service in the mind of the customer and therefore the growth. Strategically speaking, the banks in the private sector should focus more on improving the infrastructure. The infrastructure not only involves the information technology input in the branches but also the physical evidence, internal environment and layout. This is due to the fact that recently like in other services, in banking also the internal ambience of the organization has a positive impact on the customers. The customers trust the public sector banks. These banks have existed in the market for a longer period than the private sector banks. The reliability factor is a positive factor for these banks. They should position themselves in the market on the basis of this
dimension and promote themselves aggressively. This will not only
help them survive the present onslaught from private sector banks, but also be competitive in the market. The Private sector Banks should be improved in such point of view the growing needs of the customers are evident from the wide array of services being offered by the banks like insurance, mutual funds, depository services, etc. According to Reserve Bank of India, the voluminous increase of 14,85,643 crores in the retail financing schemes of the various banks indicates the varied needs of the customers, in which the private sector banks have emerged as the significant players. This in turn points towards the degree of readiness, which these banks are demonstrating towards the follow
customers and
their needs.Besides this, these
banks should
the strategy of differentiation of service offers from one another. Last but not the least, the customer base of the public sector banks is very big as compared to the private sector banks, therefore it is important to retain them with the banks. It becomes imperative for the private sector banks to train their employees to treat the customers with empathy. This can give the required leading edge and finally the competitive advantage over the public sector banks. The study indicates that the responsiveness is a most critical factor. The private sector banks like HDFC & ICICI Bank have emerged as the leading bankers. It is more so due to the fact that they have proven to be more responsive to the customers needs. However, in order to be more successful in the market, the private sector banks shall have to be more innovative in terms of the product offers to the customers and compete aggressively in the market. The
other aspect however, which needs to be strategized is the reliability. As indicated by the study, the private sector HDFC bank leads in reliability when compared to the other private sector banks. Therefore, these banks should make relevant strategies for gaining reliability. Customers perception of service quality of State Bank of India-A Factor Analysis: (2011) (Page No: 24) (Dr. Mrs. G. Santhiya valli) Service quality should be used as a strategic tool to get a competitive advantage over the competitors. With the increasing levels of globalization of the Indian banking industry, and adoption of universal banks,
the competition in the banking industry has intensified. Any where and any time banking now become a reality .Recognition of service quality now acts as a competitive weapon. Analysis of gap score reveals that in State Bank of India Empathy has maximum average score of 3.240 among other four dimensions. The factor analysis clearly indicates that among five dimensions Reliability, Responsiveness, Empathy and Tangibility are the major factors responsible for customer satisfaction which stood at 90 percent regarding the services provided by State Bank of India. Thus based on the percent level of customer satisfaction, the State Bank of India has scope to improve the quality of the service rendered to its customers to ensure their loyalty. Service Quality Perception and Customers Satisfaction in
Internet Banking Service: In the modern banking
Case Study of Public and Private Sector service internet banking is one
Banks: (2011) (page No: 63) (Dr. Vijay M. Kumbhar) of the
convenient banking services. It provides wider benefits to the customers. All banks were not providing quality internet banking services. Our
study indicates that, overall service quality and customer satisfaction in internet banking services is approximate same. However, dimension wise service quality was differed by type of banks. The second hypothesis of this study has been tested using correlation test. Here spearmans rho non parametric correlation test was performed to understand correlation between each of service quality dimensions and overall customer satisfaction in Internet banking. The present research evidence that most internet banking users were male (81.2%), with an age group between 25 to 35 (34.7%), 36 to 50 years (34.8%), graduates (49.5%), post graduates (41.1%), businessman (36.4%), employees (31.6%). Income wise data shows that there most of users were belongs to middle income group. About 56.45% users were from annual income group of Rs 3 to 8 lacks; 18.30% were from annual income group of more than 8 lacks and remaining was from annual income of below than Rs.3 lacks. This data indicates that reject null and accept alternative hypothesis -1 i.e. Alt: All type o f customers are not using internet banking
services i.e. male and female; semiliterate and highly literate; belongs to all professions; belongs to low and high income group.
Service Quality Attributes Affecting Customer Satisfaction in Banking Sector of India: (2010) (page No: 97) (worded by Uma Sankar Mishra, Jyoti Ranjan Das, Sanjib Pattnaik, Ayasa Kanta Mohanty) Delivering superior service quality appears to be a prerequisite for success of any service firms. As electronic banking becomes more prevalent, now-a-days customers are evaluating banks based more on their high -touch factors than on their high-tech factors in most of the developing economy like India. The operationalization of customer satisfaction in banking sector is somewhat hazy, and it should be operationalized along the same dimensions that constitute service quality. In this context, two proposed structural equation models (SEMs) show the relationship between customer satisfaction on bank services and the attributes of the perceived service quality. The proposed models identify service quality attributes to improve, with the aim of offering bank services characterized by higher levels of quality.. Analysis of service quality gap and customers satisfaction in private banks: (2010) (page no: 1 to 17) (worded by Dr. S.P. Singh, Ms. Sunayna Khurana) The results of Gap 5 analyses showed that customers perception for private banks in Hissar District was lower than their expectat ions. In attributes like Bank staff giving customers best interest at heart, Personal attention given , Friendliness and courtesy of Bank staff, When My Bank promises to do something by a certain time, it will do so, Individual attention given by Bank staff ,the service quality gap were high (more than-1.00). The bigger is the gap the greater the need to improve the level of service quality. The study also found that male customers are dissatisfied with attributes like Bank staff giving customers best interest at heart, on the other side female share dissatisfied with other attributes as Personal attention given by bank employees. This means that banks have to give more importance to such attributes and must take steps to reduce the service quality gap. The study noted that perception &expectation of males & females related to 15 attributes
of service quality are same. This explains that these fifteen attributes are of importance for both group of customers (male & female).Related to overall satisfaction with the banks services; it was also found that male customers are little more satisfied than female customers as the mean value of satisfaction level of male (3.43) is more than the mean value of satisfaction level of female customers (3.33). The study also revealed that there is no significant difference between the Satisfaction level of male & female customer related to Overall satisfaction, Personal Contacts of bank employees and Quality of Banking Services. This means that bank customers whether they are male or females are just satisfied with services of private banks. They have more expectations with banks. Therefore the Private Banks Table4: Hypothesis testing-h2, h3, h4, analysis of service quality gap and customers satisfaction in private banks18shouldadopt measures to reduce the service quality gaps specially related to attributes likes Bank staff giving customers best interest at heart, Personal attention given, Friendliness and courtesy of Bank staff, When My Bank promises to do something by ascertain time, it will do so and Individual attention given by Bank staff.
Service Quality Delivery and Its Impact on Customer Satisfaction in the Banking Sector in Malaysia (2010) (page no: 402, 403) (worded by Jayaraman Munusamy, Shankar Chelliah and Hor Wai Mun) Undoubtedly, no business can exist without customers. In the philosophical words of Peppers and Rogers The only value your company will ever create is the value that comes from customers the ones you have now and the
ones youwillhave in the future. This is absolutely true. Customer value is an asset to the organization. Hence, in order to maintain the customer, the organization needs to ensure that the right products and services, supported by the right promotion and making it available at the right time for the customers. While quality service and merchandise are essential in todays competitive market, it is equally important that a customer experiences the "Wow Effect" that only superior customer service can deliver. A business that caters to their customers need will inevitably
gain the loyalty of their customers, thus resulting in repeat business as well as potential referrals. Consequently, it is imperative that businesses get to know their customers. Establishing a professional relationship with customers empowers us with the knowledge of what our customers need. When a business focuses on delivering what is of value to their customers, this will generate the potential for repeat business as well. The feedbacks from the survey is a testament to the customer satisfaction hypothesis most definitely, there exists a positive
relationship between reliability with customer satisfaction. Similarly, the other attributes, such as; assurances, tangibles, empathy and responsiveness all have positive relationship with customer
satisfaction. It is far more difficult to measure the level of performance and satisfaction when it comes to the intangible expectations. One of the ways to help obtain loyal customers is by having products and services that are so good that there is very little chance that the customer difficulties requirements in will not be met. the Of course, one of true the
understanding
customer
r e q u i r e m e n t s i s t h a t t h e customer can and will change them without notice or excuse. Having a good recovery process for a dissatisfy customer is a very important and necessary process for any service organization.
Banking Services and its barriee: (2007) (page no: 57) worded by (Thorsten Beck, Asli Demirguc-kunt and Maria Soleded Martinez Peria) This paper is the first effort to systematically document the existence of barriers to banking services. Using surveys of 193 banks in 58 countries, our data show significant variation in barriers to banking across countries. Though not without limitations, we think this effort is important in identifying and understanding the channels through which financial exclusion works. Barriers like high minimum deposite valances, minimum loan amounts and fees can lead to exclusion by making these products unaffordable for large shares of the population.
As a first attempt at capturing quantitative measures of cross -country differences in barriers to banking along the dimensions of physical access, affordability and eligibility, this paper is com plementary to other efforts to collect data on access to financial services at the aggregate, firm- and household levels. We are still very much in the beginning of this work and richer data sources and in -depth analysis are needed to improve our understanding of access and its impact on economic outcomes.
Report for E-banking service and customer review: (2007) (page no:74) worded By (Dr.Himani Sharma) Regarding bankers perspectives on e -banking activities of customers, the study reveal that there is not much awareness in Indian customers regarding use of e-banking services. But, the guidance and persuasion by bankers does promote the use of such services amongst the customers. There is greater incidence of e-banking usage amongst the middle age men (30 to 50 years of age); and women customers use such service a much less frequently. Occupation -wise, the
professionals, followed by business class, make more use of e banking services. Bankers are satisfied regarding the retention rate and e-banking customers and they are also satisfied with switch over rate of customer from traditional banking to e-banking. Regarding impact of ebanking, the study indicates that e-banking helps in improving the relationship between bankers and customer. The bankers expressed confidence that such bonds would bring improvement in the overall performance of banks. The willingness to use the e-banking is directly related to the frequency of usage. There should be seminars/workshops/talks on the healthy usage of e-banking, especially for those who are ATM or computer illiterates. Brief report on SMMEs measure of satisfaction with banking services: (2008) (page no: 1 to 4) worded by (professor N Biekpe) The findings strongly indicate that SMMEs are generally not happy with the core services they receive from their banks. However, when asked whether they will consider changing their banks they were very reluctant to do so
because they felt that the situation will be similar in other competing banks. The main worry to SMMEs is bank changes and advice services provide by their banks.. Report for which field banks service should be focused: operation or marketing: (2009) (page no: 45) worded By (Ankita Singh) The project opportunities provided was market segmentation and identifying prospective customers in potential geographical location and convincing them to attract more customer so that new business opportunities of the bank can be explored. Through this project, it could be concluded that people are not much aware about the various products and services of the bank and many of them not interested to open an account, to invest money at all. The conclusion is that there is tough competition ahead for the company from its major competitors in the banking sector.
Customer satisfaction measurement in private bank sector: (2005) (page no: 143) worded By (Robert Rele) The presented customer satisfaction survey took place in two different branches of the Commercial Bank of India in the area of the city of Pune. I have found that in bank sector has a lot opportunity because of a lot of dissatisfaction and grievance has been evaluated by satisfaction tool. The progress of Banking environment will be high rezone behind this is not only it is related the financial management but also a lot of improvement is expected by their customer for the bank services. A more detailed presentation is presented below.
Measuring Service Quality: Study on private commercial Bank in India and Bangladesh: (2002) (page no: 46) worded By (Mohammad Mizenure Rahaman) The research on measuring service quality has focused primarily on how to meet or exceed the external customers expectations, and has viewed service quality as a measure of how the delivered service levels equalize consumers expectations. This study measuring service quality of SDCBs in Surat and even India mainly studied on client expectation and perception about the
services on different five dimensions. There are several interesting conclusion and research implications drawn from these results. One of the primary causes of service quality design failure is the lack of understanding of the evolving need and preferences of targeted customers
A. PROBLEM STATEMENT AND FORMULATION
It is very first and most important step in the applied research process because poorly defined problem will not generate useful results. Poorly defined problem cause confusion and do not allow to develop a good Research Design. The selected basic problem is to study- Determine the difference of SDCBs perceived services and Account Holders expected services for SDCB.
Many banks are far from the advantageous position because of scrawny ability to identify the gaps between the customer expectation and perception service of bank. If they are not able not identify those gaps effectively banks will not sustain in the stiff competition.
It is very fact and practical that if Account Holders are not satisfied with what they received from their bank representatives, grievance will increases and even negative outcome will arise. So, this problem should
deeply checked by doing research work on it. If it has done so, than it will very beneficial to the account holders and even management of the SDCB. Hence, it should be very clear that the problem is to analyze the gap between the service perception and account holders expectations. A result of this analysis gives very clear idea to management of SDCB regarding the correct way and significance of the Bank services.
B. SEARCHRE OBJ ECTIVE Objective is divided in two parts, primary and secondary. It suggests the clear objective of this project report. Primary Objective: To study the SDCBs functions as whole. To analyze the various aspect of account holders expectation & perception. To implement and to get experience about the Research Methodology as the beginner in this field.
Secondary objective: To analyze the impact of service quality and customer satisfaction of SDCB. To find the most important dimensions of service quality that affect customer satisfaction of SDCB. To identify the solution regarding grievance of Account Holder of SDCB.
C. RESEARCH DESIGN I am putting my research plan on the paper to make clear and transparent investigation for above stated problem. This plan is as under: I am planning to conduct the formal research within the time frame on summer training and within SDCBs office hours. To justify my research question I am planning to collect the relevant data from different sources like, SDCBs office record, magazines, Business statistics books, relevant software and even from different professionals.
I am planning to use primary data by questionnaire with the help of communication study. To fill up the questionnaire I have decided to go with simple random sampling. I am going to take 200 all types of account holders of SDCB. Hence it should be clear that entire variable is in my control which suggests experimental design.
My objective is to identify the problem which really makes impact to other variables like services method, quality etc. I want to study the gap between the perceived service of SDCB and expected service of account holder of SDCB. Meaning is to analysis what is the factor which influence to SDCB service? This objective is based on causal study.
The results and findings which I will derive from the end of this research it will influence to all the population of SDCB. Hence my aim is to go with statistical study. By reading up to here I should to clear that this research will based on field condition.
D. COLLECTION OF DAT A
1. Primary Data: All the people from different profession were personally visited and interviewed. They were being the main source of the primary data for this research. The method of collection of primary data was direct personal interview through structured questionnaire.
2. Secondary data: It was collected from internal sources. The secondary data was collected on the basis of SDCBs office file, office records, internet web sites and newspapers. Also from reference book of research and business statistic, magazine and last management preserved information.
E. SCOPE OF STUDY
The scope of the study is limited to Surat city and the study is undertaken through Cluster Sampling Method.
F. SIGNIFICANCE OF THE STUDY
1. to the Reader: Better understand the quality of any banks services: This report is very help full to the entire individual including the SDCBs accountholders is judge the any banks services though important criteria pot rat in this report. Any individual can easily clears their opinions and dilemma of any banks services.
2. to the management of SDCB:
Study will enable SDCB to better understand their Account Holders: A thorough survey and interpretation will provide deep insights in to every account holders expectations and the SDCB will understand them in a better way. SDCB can identify the grievance of their account holders and can improve SDCBs drawbacks very easily to remove the prevailing grievance easily.
Study will allow SDCB to design service method according to Account H olders requirements: To study this report, SDCB can do better management which favors to their account holders. The Study will helps to the management of SDCB to improve the Service standard as per all kind of account holders expectation. The Gap of Mana gement perception and account holders expectation will become low by implementing this study.
3. to the researcher:
This project will clear the knowledge of various Bank services: At the end of this project, my knowledge regarding bank services will
increases and even clear the banking service and methods.
It gives sufficient experience for conducting research methodology: By completing the research on the mention dilemma, I as a fresh researcher can get idea regarding how to do research. The methodology and important criterion been known to me. This gives me better experience regarding the research and implementation. In this way it helps me to upgrading the skills of research in myself.
G. SAMPLE DESIGN AND SAMPLE SIZE It was convenient for me to go with the sampling. This technique not only busts the speed of data collection but also create accuracy of the result. I have taken 200 as sample sizes of account Holders. To fill up the questionnaire I have made a plan, in which I will divide 200 questionnaires in the part of approx 20 for each branch of SDCB, to get the view of all branch which situated at different location.
H. D AT A CO LLECTIO N I NS TRUME NT As I decided to collect data through Primary data collection, I have selectedth e Simple Survey method for collection of Primary Data. In the Survey method, I have selected Personal Survey for his data collection. For the collection of required Primary data, I have prepared the Questionnaire, which is enclosed at the end of the report. The Questionnaire includes q ue st ion such a s multiple choice questions. As per research design I have decided to collect 200 all type of account holders of SDCB.
I.
P RO CES SI NG AND AN ALY S I NG THE COLLE CTION OF D AT A
When I complete my field survey, I processed the collected data and analyze it in a systematic manner so that I can easily derive results from it. In order to derive meaningful outcomes from data, I have formed the data in tables and then use various Statistical tools and interpret the data as it is shown in the chapter of findings and analysis of data.
Q.1 Account holders experience regarding SDCBs internal ambiance: Feel when you visited SDCB
Frequenc y Good environment Having personal attention Not attentive one Unexpected negative filling Total
Percent
Valid Percent
Cumulative Percent
85 60 39 16 200
42.5 30.0 19.5 8.0 100.0
42.5 30.0 19.5 8.0 100.0
42.5 72.5 92.0 100.0
(Table: 1)
Feel when visited SDCB

8% 20% Good environment 42% Having personal attention Not attentive one Unexpected negative filling 30%
(Chart: 1)
Interpretation: As seen in the above table, 47% account holders have grievance that the Bank representatives are not giving individual attention to them which they expected from the bank representatives. On other hand, only 10% Customer are in fewer of the bank services. Its not given much attention to result which derived from the Account Holders survey. It shows the dark line to management for their performance. There are only 25% account holders
which are satisfied with the services. Hence, management has to take very rapid action to control this situation.
Q.2) Experience of Account Holders, when they approach for the any kind of loan towards SDCB.
Procedure of getting Loan

Frequency Flexible Tedious Depend on amount of loan Time consuming Total Percent Valid Percent Cumulative Percent
41 49 80 30 200
20.5 24.5 40.0 15.0 100.0
20.5 24.5 40.0 15.0 100.0
20.5 45.0 85.0 100.0
(Table: 2)
Procedure of getting Loan

Percent
40 24.5 15
20.5
Flexible
Tedious
Depend on amount of loan
Time consuming
(Chart: 2)
Interpretation: As seen in the above table, out of 200 accounts holder 30 has given negative opinion which very problematic for bank because this may affect to the Bank credit policy. 80 Account Holders has gives the diplomatic answers, which shows the red signal to the management because they may shift to the negative perception. 49 Account Holders has negative opinion for the credit
policy. This shows that 15% Account Holders are not willing to approach to bank for credit.
Q.3 How fast the Account holders problem has been solved: Problem solved by Bank
Frequency
Percent
Valid Percent
Cumulative Percent
Immediately Within 24 hours Within 3-5 business days More than 1 month Total
10 59 115 16 200
5.0 29.5 57.5 8.0 100.0
5.0 29.5 57.5 8.0 100.0
5.0 34.5 92.0 100.0
(Table: 3)
Account Holder's solutions

8% 5%
29%
Immediately Within 24 hours Within 3-5 business days More than 1 month
58%
(Chart: 3)
Interpretation: Here, it is clearly seen that the solution for the account holders problem is very slow. This can become the reason for account holders grievances for
dissatisfaction. If this process been revised, it will very beneficial for bank to solve or to decrease the grievances level which we have found in other cases.
Q.4 Banks brand Image as internal design: Internal layout of Bank
Frequency
Percent
Valid Percent
Cumulative Percent
Well designed convenient Very crowed Distinctive image Total
81 66 29 24 200
40.5 33.0 14.5 12.0 100.0
40.5 33.0 14.5 12.0 100.0
40.5 73.5 88.0 100.0
(Table: 4)
Internal layout of Bank

12%
15%
40%
Well designed Convenient Very crowed Distinctive image
33%
(Chart: 4)
Interpretation:
In todays competitive market, bank sector has been created their own distinguish brand image. As comparing the globalized market, SDCBs layout and image has good in their account holders and other potential customer. As the qualitative services, SDCB has to maintain on their layout to compare by nationalized bank and other financial institutions.
Q.5 Satisfaction level of Account Holders toward the lending officers:
Particular
Very satisfied
Satisfied Neutral
DisSatisfied
Very Dissatified 20
Friendly and courteous manner Knowledge of bank's products & service Willingness to listen and respond to your need Fast and efficient service Recognition of you as valued customer Available to customers when needed
23
58
58
41
29
65
71
16
19
14
51
66
21
48
21
44
61
24
50
46
64
52
16
18
56
69
39
13
23
(Table: 5)
Overall satisfaction
Friendly and courteous manner
12% 30% 15%
Knowledge of bank's products & service Willingness to listen and respond to your need Fast and efficient service
8%
Recognition of you as valued customer Available to customers when needed
(Chart: 5.1)
24%
11%
(Chart: 5.2
80 70 60 50 40 30 20 10 0
Very satisfied Satisfied Neutral Dissatisfied Very Dissatified
Friendly Knowledge Willingness and courteous of bank's to listen manner products Fast Recognition and and respond Available & efficient service of you toservice to your as customers valued need customer when needed
)
Interpretation: As seen in1st pie chart, we can say that as compare to satisfactory level dissatisfaction level is high in all the criteria of the analysis. Bank representatives are not at all attentive towards their customers. They are not proving as fast services as customer wants, thats why the customers have highest dissatisfaction in this area. One positive outcome is that bank representatives are regular in service, because we can see that highest satisfaction level is here always available to customers when needed. All over performance is very negative for SDCB bank, which shows red alert for the management.
Q.6 How does banks representative gives response to you when you required?
Bank gives response when customers required
Frequency
Percent
Valid Percent
Cumulative Percent
Familiar Supportive Normal Negative Total
44 56 78 22 200
22.0 28.0 39.0 11.0 100.0
22.0 28.0 39.0 11.0 100.0

(Table: 6)
22.0 50.0 89.0 100.0
Bank given response to required customer
11% 22%
Familiar Supportive Normal

39% 28%
Negative
(Chart: 6)
Interpretation:
Q.7 Do you know gives Home services for any withdrawal or Deposit?
Give Withdrawal or Deposit for Home services
Frequency
Percent
Valid Percent
Cumulative Percent
Yes No Total
109 91 200
54.5 45.5 100.0
54.5 45.5 100.0
54.5 100.0
(Table: 7)
Bank gives withdrawal or deposit for home services

115 110 105 100 95 90 85 80
Frequency
Yes Interpretation:
No
(Chart: 7)
Q.8 Do you required for SDCBs Mutual Funds? Required Mutual Funds
Frequency Percent Valid Percent Cumulative Percent Yes No Total
143 57 200
71.5 28.5 100.0
71.5 28.5 100.0
71.5 100.0
(Table: 9)
Required Mutual Funds

80 70 60 50 40 30 20 10 0
71.5
28.5
Yes
(Chart: 9)
No
Interpretation:
Q. 9 Do you require that SDCBs provides the Locker Facility at all the branches?
Locker Facility
Frequency Percent Valid Percent Cumulative Percent Yes No Total
10)
172 28 200
86.0 14.0 100.0
86.0 14.0 100.0
86.0 100.0
(Table:
Locker facility
100 90 80 70 60 50 40 30 20 10 0
Percent
Yes
No
(Chart: 10)
Interpretation: As seen in this graph it is identify that as per Account holders requirement bank has not provided locker facility. Bank has not fulfilled the demand of their account holders. To facilitate their account holder bank should give locker facility at every branch.
Q.10 Satisfaction level towards branch facility: Particular Very satisfied Clean & well cared 47 facilities Efficient, no wait service No long line ups at counter Availability of information brochures Pleasant & attractive dcor Automatic bank machines in convenient locations
(Table: 11)
Satisfied Neutral
Dissatisfied Very Dissatified
64
45
20
24
33
45
35
56
31
34
45
47
41
33
18
89
48
18
27
38
56
51
30
25
33
35
64
33
35
Clean & well cared facilities

12% 23% 10%
Very satisfied Satisfied Neutral Dissatisfied
23% 32%
Very Dissatified
(Chart: 11.1)
Interpretation: Bank has to improve their clean and well cared facility in such a way, which shows only 10% Dissatisfaction. There should not any kind of scope for any grievance because this factor affects a lot in the Account holders mind negatively in indirect manner. Here 12% account Holders are very dissatisfied. It is good those 32% account holders are satisfied and 23% very satisfied with this careful ambiance.
Efficient, no wait service

Very satisfied Satisfied 16% 16% 28% 18% 22%
No long line ups at counter

Very satisfied 17% 17% Satisfied Neutral
Neutral Dissatisfie d Very Dissatified 21% 23% Very Dissatified

(Chart:
22% Dissatisfied
11.2 & 11.3)
Interpretation: Banking sector and time Management has a lot of direct connection. Hence, it should be noted that there should not be any kind of waste of time at the service delivery to own account holders. It is very unfair outcome which shows that 25% account holders has rated as very dissatisfaction in terms of effective service delivery without any wastage of time. Usually Account Holders are running with short of time and analyses shows that only 6% people are with full of satisfaction. Bank has to increase the ratio as soon as possible by improve the staff efficiency and their availability.
100 90 80 70 60 50 40 30 20 10 0
Very satisfied
Satisfied
Neutral
Dissatisfied
Very Dissatified
Availability of information brochures
(Chart: 11.4)
Interpretation: This finding is comparatively better than others. Availability of information as brochures is very important for well communication to own account holders. Here, 11% account holders are very satisfied with the level of this facility and 62% people are satisfied. Bank has to try a little best to remove the dissatisfaction level of account holders by improving a standard and medium of Communication. It should not be ignored that there is 8% account holders who has rated as highly dissatisfied.
Pleasant & attractive dcor
13%
19%
Very satisfied
15%
Satisfied
Neutral Dissatisfied
28% 25%
Very Dissatified
(Chart: 11.5)
Interpretation: In todays environment it is too important to serve your account holders the services physically as well as emotionally. Here, analysis shows that only 19% account Holders are fully satisfied with the pleasant & attractive dcor. 15% customers are dissatisfied with the internal layout and facilitative design. As seen above 13% account holders are full of dissatisfaction with this factor. Management of SDCB has to put the focus on the interior design of the bank and their different branches. To overcome this barrier, SDCB should definitely improve their layout and convert the neutral customer in satisfied one.
Very Dissatified Dissatisfied Neutral Satisfied Very satisfied

0 10 20 30
35 33 64 35 33 40 50 60 70
Automatic bank machines in convenient locations
(Chart: 11.6)
Interpretation: Hence, the result is in front of us that 27% Account holders are very dissatisfaction with the location of the ATM. The 12 ATM machine are located on site but there are not any off site machine available to facilitate the account holders. Hence, 35% account holders are satisfied. So, this outcome is very disappointing for bank management.
Q.11 Account holders expectations from their Bank for giving on line service: Age of Respondent (%) Respondent Up to 30 Completely trust Somewhat Dubious Not at all 28 12 14 32 10 17 24 8 31 35 16 28
(Table: 12)
30 to 40 41
40 to 50 37
50 to 60 21
60 above 2
46
29 20 51
Bank given online service

60 50 40 30 Dubious 20 10 0 Up to 30 30 to 40 40 to 50 50 to 60 60 above
(Chart: 12)
Completely trust Somewhat
Not at all
Interpretation: As per analysis, I can say that the respondent whose age is up to 30, that have high trust on the online banking but as age increases the level of trust has been decreased. The level of in acceptance the online service has been increased as age increases. Dubious for online services has been increase tremendously after the age of 40. Here, we can see that at the earlier age, dubious is again high for online service. Filling of uncertainty is going up and
down at all the age but lowest uncertainty has been found at again the age of 40 and highest level is at the age of 50. Dubious for online services has been increase tremendously after the age of 40. Here, we can see that at the earlier age, dubious is again high for online service. Filling of uncertainty is going up and down at all the age but lowest uncertainty has been found as again the age of 40 and highest level is at the age of 50.
Parametric Test:
Ho = There is no significance relationship between age group and respondent preference.
Answer: (ANNOVA TEST)
Respondent Up 30 Completely trust Somewhat Dubious Not at all 28 12 14 32 10 17 46 to 30 40 41
Age of Respondent (%) to 40 50 37 to 50 60 21 to 60 above 2 147 Total
24 8 31
35 16 28
29 20 51
148 66 141
C.F = (502)2 20 =252004 20 = 12600
SSBR = (47)2 + (145)2 + (66)2 + (141)2
= 4321.8+4205+871.2+3976.2 =13374.2-12600 =774.2
SST=[2116+1681+1369+441+4+784+1024+576+1225+841+144+100+64+25 6+400+196+289+961+784+2601]-[12600] =15836-12600 =3236 Annova Table Source Between row Residual Total Sum sequence DOF 774.2 2461.8 3236 3 20 23 Mean sequence 259.06 123.09 3 2.09 F cal F
Significance level: 5
DOF [High 20] = 123.09 [Low 3] = 258.06
F tab =F cal
There is no significant relationship between age group and respondent preference, so
Ho = Hypothesis should be rejected.
Q.12 Mention your feelings regarding over all services quality of you SDCBs Bank. Overall Service Quality
Frequency Percent Valid Percent Cumulative Percent Excellent Very good Average Total
30 88 82 200
15.0 44.0 41.0 100.0
15.0 44.0 41.0 100.0
15.0 59.0 100.0
(Table: 13)
Overall service quality

Frequency
88 82
30
Excellent Interpretation:
Very good
Average
(Chart: 13)
Q.13 Account holders knowledge regarding various services of bank. Particula r EBankin g Male Female Total 46 28 74 ATM service s 46 50 96 MBankin g 62 21 83 14 10 24 13 30 43 Insuranc e Locker s Stamp Frankin g 12 0 12
(Table: 14)
120 100 80 60 40
Account holders knowledge regarding various bank services
Male
Female
Total 20 0
E-Banking
ATM services
MInsurance Lockers Banking
Stamp Franking
(Chart: 14)
Interpretation: Surat co-op. bank has been failed to spread the knowledge regarding the Stamp Franking, insurance facility and locker facility. The Account Holders are not much aware regarding those facilities which have been provided by the bank. The lowest and shocking result is that only 4% Account Holders knows about Stamp Franking. And in the case of female candidate 0% awareness are counted. Knowledge of ATM services sis highest in Account holders.
A. RESULT AND FINDINGS

From research study on Analyze the Surat co-operative Bank ltds service perception and expectation of Account holders following findings has been acquired:
1. As per analysis on the Bank dcor and pleasant environment, Bank has convenient and good design. Hence 84% of Account Holders are satisfied with this regarded.
2. The methodology of loan process is based on the amount of loan. Hence, the output suggests that the account holders, who wants negligible amount of loan, are ignored.
3. From the female candidate, I have found that they have not much knowledge of different bank services as compare to male account holder.
4. When account holder does procedure for sanctioning the loan, I have found the following:
A. 65% Account holder are satisfied with friendly courteous services. B.45% Account holders are satisfied with knowledge of banks products & services. C. 40% Account holders are satisfied with willingness to listen and respond to account holders need.
5. When accountholders goes to the bank for solution of the query, 45% account holders problems are solved immediately, problem solving procedure is fast. 6. Banks internal layout is a very convenient.
7. There have also locker and its free of cost.
8. Overall satisfaction level is good as per the account holders. Services like clean and well cared environment, effective services, line ups at counter, attractive dcor are considered for the satisfaction level.
B. Limitation of the study
Time Restriction The foremost limitation is Time Restriction. Time provided to carry out entire Project Report is less. So as a result I as a researcher am not able to take more sample size.
Improper response from Respondents Some time respondents are in hurry. As a result they give response without applying proper though. As far as multiple choice questions are concerned, respondents sometimes tick mark any option without proper attention.
Unwillingness of Respondents Unwillingness of respondents in filling up the questionnaire is another big limitation. This unwillingness comes out due to lack of time with respondents.
Possibility of wrong interpretation and unreliable results As mentioned earlier, respondents sometimes give improper response. My study is purely based on the views expressed by respondents. So it is likely that my study will not give so accurate and reliable results.
C. Conclusion
The Banking sector in India is undergoing major changes due to competition and the advent of technology. The customer is looking for better quality and services which can provide him / her with satisfaction. This would help in enhancing the relationship between the two, and thus aid decision makers in bank to identify the major factors that determine satisfaction. But it should be noted that satisfaction is one of key point for the identifying the difference between perceptions of Surat Dist. co-op. Bank services which they deliver to their account holders and expectation of the services from bank and their representatives.
In the analysis, I can conclude that SDCB has to give equal importance to their services and their lockout. Todays competitive world it is too impotent that how someone is server them self. This criterion also plays a vital positive role in the mind of their account holders. It was identified that SDCBs account holders are not fully satisfied with the lockout of the bank ambiance.
Overall, SDCB is doing progress and at growth stage, so this analysis defiantly helps to the management for better direction.
D. Suggestions
Creative suggestions always give benefit to the organization in one or another way. From the study of Analysis the Surat Dist co-operative Bank ltds services perception and expectation of Account holders and from findings and data interpretation, researcher wants to suggest following matters: Surat District Co-Operative Bank Ltd (SDCB) has less brand awareness in the service sector in Surat city so if SDCB can create good brand awareness in the sector, then it can have significant number of satisfied account holders. SDCB should give more priority to those respondents who even apply for negligible credit. Importance of those respondents should be same as those who have applied for significant amount of credit. SDCB has open locker at each branch because there is huge demand for locker facility in market and bank is failed to fulfill that demand.. SDCB has to solve the account holders problems within 2 to 4 working days because most of the respondent has shared a negative opinion.
Bibliography
http://Suratbankindia.com/. n.d. 22 6 2013. Black, Ken. Business Statistics. Wiley-India, 2010. http://fic.wharton.upenn.edu/fic/papers/97/zenios.pdf. n.d. http://siteresources.worldbank.org/southasiaext/resources/223546126962045 5636/6907251284569649355/completereportsarhousingfinanceoctober2010.pdf . n.d. http://www.africagrowth.com/july08bankservices.pdf. n.d. Http://www.competitionmaster.com/articledetail.aspx?ID=41e9ef66-3271- 418d-b34409f76d6f59a1. n.d. http://www.dss.dpem.tuc.gr/pdf/Customer%20satisfaction%20measurement%20in%20the %20private%20bank%20sector.pdf. n.d. Http://www.justassociates.org/Global%20Economy%20Definitions.pdf . n.d. http://www.publishingindia.com/Uploads/SampleArticles/NJRIM-Sample- Article.pdf. n.d. Rubin, Richard L Levin / David. Business For Management. Pearson Education, 2010. Schindler, Donald r cooper & Pamela S. Business research 7 Pamela S Achinler. McGraw-hill, 2010.
ANNEXURE
QUESTIONNAIRE The Surat District co-operative Bank ltd
Declaration: This questionnaire has been prepared for the purpose of the research work. Hence, all the information which been ask to you are treated as confidential and it will not been use other than this. This form will be help full to me for project work and hence it is very important for me. So, it is request that you please fill this form sincerely and with full of attention. So, that its gives real scenario of their study. Account: Ph.no: Gender: M F Holders Name: Occupation: Age:
Q.1 when you visit a Surat co-op Bank, how you feel? Good Environment Having personal attention Not attentive one Unexpected negative filling Q.2 what you feel about the procedure of getting loan which the Bank follows? Flexible Tedious Depend on amount on loan Time consuming
Q.3 How quickly were your banking problems and issues addressed by the staff? Immediately Within 24 hours Within 3-5 business days More than 1 month Q.4 How you feel about your Banks internal layout? Well designed Convenient Very crowed Distinctive image
Q.5 In terms of the service you received from the lending officer(s), how satisfied were you with the following? Particular very Satisfied Neutral Dissatisfied Very satisfied Dissatified Friendly and courteous manner Knowledge of bank's products & service Willingness to listen and respond to your need Fast and efficient service Recognition of you as valued customer Available to customers when needed Q.6 How does banks representative gives response to you when you required? Familiar Supportive Normal Negative Q.7 Do you know gives Home services for any withdrawal or Deposit? Yes No
Q.8 SDCBs ATM locations are convenient for you to get easy operation? Yes No Q.9 Do you required for SDCBs Mutual Funds? Yes No Q.10 Do you require that SDCBs provides the Locker Facility at all the branches? Yes No
Q.11 How satisfied were you with the following aspects of the branch facility? Particular Clean & well cared facilities Efficient, no wait service No long line ups at counter Availability of information brochures Pleasant & attractive dcor Automatic bank machines in convenient locations Q.12 Do you trust, if SDCBs operates only online? Completely Somewhat Dubious Not at all Q.13 Mention your feelings regarding over all services quality of you SDCBs Bank. Excellent Very good very satisfied Satisfied Neutral Dissatisfied Very Dissatified
Average Poor
Q.14 How many services you know bank has provide to their customer? E- Banking ATM service M-Banking Insurance Lockers Stamp
I am very thankful to you for your corporation.
Thank you

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A

SUMMER INTERNSHIP PROJECT

Services Quality At The Surat District Co-Operative Bank Ltd.

S.R. LUTHRA INSTITUTE OF MANAGEMENT

MASTER OF BUSINESS ADMINISTRATION

Gujarat Technological University

MBA SEMESTER III

S.R. LUTHRA INSTITUTE OF MANAGEMENT 805

Date: 31st July 2013

__________________ (Mayur N. Deladvala)

Place: Surat Date: ________________

___________________ (Parinaz Todiwala) Asst. Professor

___________________ (J.M. Kapadia) I/C Director

A. GLOBLE ENVIRONMENT OF BANK SECTOR

Res truc turing

1.4) Role of Banks and financial institution in the economy:

1.5) Position of Indian Banking Sector at Post Independence:

1.6) at the time of Nationalization:

1.7) at the time of liberalization:

BANKING STRUCTHURE IN INDIA

Types of co-operative banks

3) Urban Co-operative Bank:

Role of Co-operative banks

Emerging Economic Scene:

How best to deliver products and services to customers

ABOUT THE SURAT DISTRICT CO-OPERATIVE BANK LTD

No. Of Branches Share Capital Reserves Deposits Advances

Chairman Vice Chairman

Area Manager Branch Manager Assistant Manager Clerk

C. SURAT SRVICES Loan

2.4) Personal loan

2.5) Vehicle loan

2. For application under Quick Disposal Scheme:

2.6) Home loan

2 .7 ) P rope rty mortgage l oa n

2 .8 ) O ve r dra ft fac ili ty

For the purpose of Business bank can

2.10) Machinery loan

2.11) Loan against security

dimension and promote themselves aggressively. This will not only

their needs.Besides this, these

Internet Banking Service: In the modern banking

Banks: (2011) (page No: 63) (Dr. Vijay M. Kumbhar) of the

A. PROBLEM STATEMENT AND FORMULATION

F. SIGNIFICANCE OF THE STUDY

2. to the management of SDCB:

increases and even clear the banking service and methods.

P RO CES SI NG AND AN ALY S I NG THE COLLE CTION OF D AT A

42.5 30.0 19.5 8.0 100.0

42.5 30.0 19.5 8.0 100.0

42.5 72.5 92.0 100.0

Feel when visited SDCB

Procedure of getting Loan

20.5 24.5 40.0 15.0 100.0

20.5 24.5 40.0 15.0 100.0

20.5 45.0 85.0 100.0

Procedure of getting Loan

Depend on amount of loan

5.0 29.5 57.5 8.0 100.0

5.0 29.5 57.5 8.0 100.0

5.0 34.5 92.0 100.0

Account Holder's solutions

Q.4 Banks brand Image as internal design: Internal layout of Bank

Well designed convenient Very crowed Distinctive image Total