Documente Academic
Documente Profesional
Documente Cultură
On
Assessing Customer Satisfaction Level at Al-Arafah Islami Bank Ltd.
Laldighirpar Branch, Sylhet
Prepared ByMd.Bazlur Rahman Khan
ID No.: 073-116-020
BBA 13th Batch
Major in Accounting & Information Systems
Department of Business Administration
Metropolitan University, Sylhet
Supervised ByMd. Masud Rana
Assistant Professor,
Department of Business Administration
Metropolitan University, Sylhet
Date of Submission- September 14, 2011
In The Name of
ALLAH,
The Beneficent, The Most Merciful
Dedicated to
My respective Parents
Who always Loved me Lot
Letter of Transmittal
September 12, 2011
Mr. Md. Masud Rana
Supervisor & Assistant Professor
Department of Business Administration
v
ABSTRACT
The Islamic banking system has gained momentum worldwide. There are now 180 Isla
mic banks
& financial institutions operating in Asia, Africa, Europe and the USA with more
than 8000
branches with an estimated $170 billion. The popularity of Islamic banking syste
m is not limited
to the Islamic banks only. Increasingly large international conventional banks a
re showing
interest in the Islamic banking system as well. For instance, Citibank has estab
lished branches in
countries like Bahrain and Sudan to operate in accordance with Islamic Shariah pr
inciples.
The consequence of this is that Islamic banks operating in Islamic countries are
faced with strong
competition not only from Islamic banks but also from non-Islamic rivals. Though
the Islamic
banking system is different from the conventional banking system, there are some
similarities
between the two. For instance, an Islamic bank conducts its activities in accord
ance with the
Islamic Shariah principles that strictly prohibited any payment or receipt of int
erest. However,
the Islamic bank can also offer products and services which are similar to those
offered by a
conventional bank.
When competition intensifies and when banks start to offer more or less similar
products and
services, it is the customers satisfaction that can influence the performance of
an Islamic bank
and determines its competitiveness and success. Hence it is of paramount importa
nce to assess
the degree of customer satisfaction towards Islamic banks operating in Islamic c
ountries. In this
context, a number of questions can be raised. For example, in a country where th
e majority of the
population are Muslims and where both Islamic as well as conventional banks oper
ate, what are
the main factors that motivate customers to deal with either an Islamic bank or
a conventional
bank or both?, and to what extent customers are satisfied with their banks?
In this study, an attempt is made is to assess the degree of customer awareness
and satisfaction
towards Al-Arafah Islami Bank.
ACKNOWLEDGEMENT
All gratitude and thanks to almighty ALLAH the gracious, the most merciful and ben
eficent
who gave me courage to undertake and complete this task. I am very much obliged
to my ever
caring and loving parents whose prayers have enabled to reach this stage.
I am grateful to almighty ALLAH who made me able to complete the work presented
in this
report. It is due to HIS unending mercy that this work moved towards success.
I am highly indebted to my honorable supervisor Md. Masud Rana, Assistant Profes
sor,
Department of Business Administration, Metropolitan University, for his guidance
and cooperation that helps me immensely to prepare this report.
I would like to express my gratitude to Md. Haroon-Ur-Rashid, Vice President & M
anager, AlArafah Islami Bank Ltd. Laldighirpar Branch, for giving me the opportunity, appo
intment for
the internship program that I have completed, who help me without considering an
y business
purpose and also sharing his practical experience.
And last but not the least, I heartily thank to all officers of AIBL, Laldighirp
ar Branch for their
sincere co-operation and who helped me to learn about banking during my three mo
nths
internship. It would not be possible to prepare the internship report without th
eir help and
valuable advice and instruction.
I feel great pride and pleasure on the accomplishment of this report.
vii
EXECUTIVE SUMMARY
In a changing marketing environment, any commercial organization is required to
be customer
oriented. As customers in the banking industry are becoming more demanding and i
ncreasingly
mobile between competing financial providers, simply being customer-focused is n
ot enough.
Since customers are the driving force of Islamic financial institutions, hence c
ustomers
satisfaction is a very important aspect in the competitive market. Therefore, Is
lamic financial
institutions need to take seriously their products marketing aspect in consonanc
e with Islamic
business ethics.
Through this Internship report an attempt has been made to assess the customer s
atisfaction level
at Al-Arafah Islami Bank Limited (AIBL), Laldighirpar Branch, Sylhet. Basically
this report has
been developed from the basis of Primary and secondary data. The sources of info
rmation are
face to face interview with customer, the questionnaire, annual report of the ba
nk, different
websites, newspaper etc. My experience also helps me to prepare this report.
The objectives of my study is to know about what level the customers are assured
by
competence, courtesy, credibility and security by the bank and its employees, As
sess willingness
of employees to help customers & to provide prompt service, Know the ability of
employees to
perform promised service dependently and accurately etc..
Customer satisfaction is an ambiguous and abstract concept and the actual manife
station of the
state of satisfaction will vary from person to person and product/service to pro
duct/service. The
state of satisfaction depends on a number of both psychological and physical var
iables, which
correlate with satisfaction behaviors such as return and recommend rate. The lev
el of satisfaction
can also vary depending on other options the customer may have and other product
s/services
against which the customer can compare the organizations products/services.
A firms future profitability depends on satisfying customers in the present retai
ned customers
should be viewed as revenue producing assets for the firm (Anderson and Sullivan
1993;
Reichheld 1996; Anderson and Mittal 2000). According to Drucker (1954), the prin
ciple purpose
............................................................. 13
2.8 Form of Organization .......................................................
.............................................................. 14
2.9 Hierarchy of position in AIBL ..............................................
......................................................... 17
2.10 Shariah Board of AIBL ......................................................
......................................................... 18
2.11 Activities of Shariah Supervisory committee for the year 2010 ..............
................................... 20
2.12 Capital Market Services ...................................................
............................................................ 22
2.13 Position in the Stock Market ..............................................
.......................................................... 22
2.14 Progress Analysis .........................................................
................................................................ 23
2.15 Capital Adequacy & Reserve Fund ...........................................
................................................... 24
2.16 Deposits...................................................................
..................................................................... 26
2.17 Investment ................................................................
.................................................................... 28
2.18 Small & Medium Enterprise Investment ......................................
................................................ 30
2.19 Grameen Small Investment Scheme............................................
................................................. 31
2.20 Investment on Agricultural Sectors.........................................
..................................................... 33
2.21 Rural Agricultural Investment Scheme ......................................
.................................................. 34
2.22 Investment on Women Entrepreneurs .........................................
................................................. 35
2.23 Al-Arafah Solar Electricity Investment Scheme .............................
............................................. 36
2.24 Treasury Operations .......................................................
.............................................................. 37
2.24.1 Local Treasury ..........................................................
.......................................................... 37
2.24.2 Foreign Exchange Treasury ...............................................
................................................. 37
2.25 The International trade ...................................................
.............................................................. 38
2.26 Income.....................................................................
..................................................................... 39
2.27 Expenditure ...............................................................
................................................................... 39
2.28 Operating Profit...........................................................
................................................................. 40
2.29 Dividend ..................................................................
..................................................................... 41
2.30 Information Technology.....................................................
.......................................................... 42
2.31 Marketing & Business Development...........................................
................................................. 44
2.32 Audit & Inspection ........................................................
............................................................... 44
2.33 Rating Report .............................................................
.................................................................. 46
2.34 Human Resource ............................................................
.............................................................. 46
2.35 Training & Motivation .....................................................
............................................................ 48
2.36 Risk Management............................................................
............................................................. 49
2.37 Implementation of BASEL-II.................................................
...................................................... 50
2.38 Branch Network ............................................................
............................................................... 50
2.39 Cards & Retail Banking.....................................................
........................................................... 51
xi
2.40 Appointment of Statutory Auditor...........................................
..................................................... 51
2.41 AIBL at a Glance...........................................................
............................................................... 52
2.42 Corporate information for the Year 2010....................................
................................................. 53
Chapter 3- Products & Services of AIBL .........................................
...................................................... 54
3.1 Various deposit product of the bank in 2010.................................
................................................. 55
CHAPTER
1
AN INTRODUCTION TO THE REPORT
1.1 Introduction
The Jews in Jerusalem introduced a kind of banking in the form of money lending
before the
birth of Christ. The word bank was probably derived from the word bench as d
uring ancient
time Jews used to do money -lending business sitting on long benches.
First modern banking was introduced in 1668 in Stockholm as Svingss Pis Bank, wh
ich opened
up a new era of banking activities throughout the European Mainland.
In the South Asian region, the Afghan traders popularly known as Kabuliawallas i
ntroduced
early banking system. Muslim businesspersons from Kabul, Afghanistan came to Ind
ia and
started money-lending business in exchange of interest sometime in 1312 A.D. The
y were
known as Kabuliawallas.
The financial system of Bangladesh consists of Bangladesh Bank (BB) as the centr
al bank, 4
nationalized commercial banks (NCB), and 4 government owned specialized banks, 3
0 domestic
private banks, 9 foreign banks and 62 non-bank financial institutions. The finan
cial system also
embraces insurance companies, stock exchanges and co-operative banks
The structure of the banking system has changed substantially over the last few
years. NCBs
role has gone down. Their share in total assets went down from 54 percent in 200
0 to 40 percent
in 2010. On the other hand, PCBs share went up from 27 percent in 2000 to 43 perc
ent in 2010.
The change reflects adoption and implementation of new policies for the banking
sector.
One important challenge that the banking sector is facing is the introduction of
information
technology in the banking system in an aggressive manner. This is required to im
prove
management efficiency, reduce operational cost, improve customer services, and i
ncrease
transparency.
Hence, the banking sector would play a vital role in the development of the coun
try and efficient
and sound banking management would led the country to reach at the highest peak
of success.
1.2 Origin of the Report
Bachelor of Business Administration (BBA) is one of the most commendable profess
ional
degrees. The main objective of BBA degree is to provide the students with the pr
actical aspects
of academic learning to the organizational setting. For the attainment of that p
urpose curriculum
and syllabus is designed in a manner so that students are facilitated to have pr
actical or empirical
working experience to some extent. Inclusion of internship is a proof of one of
the attempts. I am
a student of Metropolitan University, Sylhet. In BBA, my major subject is Account
ing &
Information Systems. For that consequence, I choose the banking sector for perfor
ming my
internship and the organization is the Al-Arafah Islami Bank Ltd. (AIBL) in this
regard.
My research topic is Customer Satisfaction Level at Al-Arafah Islami Bank Ltd.,
Laldighirpar Branch of Sylhet . My faculty supervisor Mr. Md. Masud Rana, Assista
nt
professor of the Department of Business Administration, approved the topic and a
uthorized me
to prepare this report as part of the fulfillment of internship requirement.
1.3 Background of the Report
With the rapid growing competition among nationalized, foreign and private comme
rcial banks
as to how the banks operates its banking operation and how customer service can
be made more
attractive, the expectation of the customers has immensely increased. Reciprocat
ing the
sentiment, commercial and private banks are trying to elevate their traditional
banking service to
a better standard, to meet the challenging needs and demands. Side by side, thes
e banks have
now concentrated their attention towards diversification of their products for b
etter performances
and existence. For the above circumstances, it has become necessary for Al-Arafa
h Islami Bank
Ltd, one of the leading commercial banks, to focus its attention towards the imp
rovement of the
Assessing Customer Satisfaction Level at AIBL (Ldp. Br.)
Page | 3
d. Evaluate customers satisfaction in getting convenient banking hour, care & ind
ividual
attention.
e. Assess willingness of employees to help customers & to provide prompt service
.
f. Compute the unweighted overall satisfaction level of the customers & weighted
customer
satisfaction Index.
Assessing Customer Satisfaction Level at AIBL (Ldp. Br.)
Page | 4
The primary data have been obtained through using following three techniques:
a. Face to face conversation with the employees.
b. Deskwork in different section/departments.
c. SERVQUAL Instrument: To get quantitative data on customer satisfaction direct
ly from
customers with a view to measure their level of satisfaction Ive interviewed 50 a
ccount
holders of Al-Arafah Islami Bank Ltd. having different profession & who lies in
different
age group using the SERVQUAL instrument. The interviews have been conducted usin
g
a structured questionnaire containing 20 questions representing the five dimensi
ons of
customer satisfaction measurement. A sample questionnaire has been annexed in th
e
appendix part. The period of the study lies in between 2nd May, 2011 to 31st Jul
y, 2011.
Assessing Customer Satisfaction Level at AIBL (Ldp. Br.)
Page | 5
CHAPTER
2
OVERVIEW OF AL-ARAFAH ISLAMI BANK LTD.
Assessing Customer Satisfaction Level at AIBL (Ldp. Br.)
Page | 7
2.1 Introduction
Islami Banking System is becoming more and more attractive day by day to peoples
irrespective
of Nations, religious, colors and species. More than 300 Banks & financial insti
tutions are
serving Islami banking throughout the world. At present in our country 7 fully f
ledged Islamic
Banks are working successfully. And other traditional banks have Islami Banking
Wings
Performance at a glance
(In Mil ion Taka)
56,000.00
48,000.00
40,000.00
32,000.00
24,000.00
16,000.00
8,000.00
0.00
2006
2007
2008
2009
2010
Shareholder Equity
1,690.18
2,037.50
2,705.74
3,564.73
9,647.45
deposit
16,775.30 23,009.10 29,690.12 38,355.50 52,973.97
Investment
17,423.20 22,906.40 27,742.58 36,134.08 53,582.96
Profit befor Tax & Provision
969.77
756.18
1,528.10
1,729.83
3,059.98
2.8 Form of Organization
Board of Directors
Chairman
: Badiur Rahman
Vice Chairman
: Sarker Mohammad Shameem Iqbal
Member
: Alhajj Md. Harun-ar-Rashid Khan
Alhajj Nazmul Ahsan Khaled
Alhajj Abdul Malek Mollah
Alhajj Hafez Md. Enayetullah
Alhajj Abdul Moktadir
Alhajj Ahamedul Haque
Assessing Customer Satisfaction Level at AIBL (Ldp. Br.)
Page | 14
Member
: Al-Hajj Niaz Ahmed
Dr. Momtaz Uddin Ahmed
Shariah Supervisory Committee
Chairman
: Mufti Abdur Rahman
Member
:Mufti Ruhul Amin
Moulana Abdul Basit Barkatpuri
Mufti Muinul Islam
Alhajj A. Z. M. Shamsul Alam
Badiur Rahman
Secretary
:Md. Abdur Rahim Khan
Assessing Customer Satisfaction Level at AIBL (Ldp. Br.)
Page | 16
Executive Officer
Senior Executive Officer
Assessing Customer Satisfaction Level at AIBL (Ldp. Br.)
Page | 17
To devote time and effort to devising more Shariah -compliant transactional proce
dures,
templates and banking products that enable the Bank to adapt to market trends wh
ile
maintaining a high competitive edge in deposit procedures, investments, and bank
ing
services. At the same time, the Board gives its opinion on proposed new template
s, and
banking transactions.
Analyzing unprecedented situations that are not covered by fatwa, in the Banks
transactional procedures or those reported by different departments, branches an
d even
the customers. This is to ensure Shariah compliance before the Bank develops any
new
products or implements any new procedure.
Analyzing contracts and agreements concerning the Banks transactions, as submit
ted by
the Chairman of the Board of Directors or any department/branch within the bank
or
requested by the Board itself so that Shariah compliance can be evaluated and
maintained.
Ensuring Shariah compliance in the implementation of all banking transactions and
Preparing an annual report in the Banks balance sheet with respect to its Sharia
compliance.
The Fatwa & Shariah Supervision Board submits a complete annual report for the Bo
ard of
Director, summarizing all the issues referred to the Board, as well as its opini
on on the Banks
transactional procedures.
Assessing Customer Satisfaction Level at AIBL (Ldp. Br.)
Page | 19
Shariah Supervisors
The Clause ---- of the Banks Memorandum & Articles of Association requires the
Board of
Directors to appoint a Shariah Supervisor, responsible for monitoring all the Ban
ks
transactional procedures and assuring Shariah compliance.
Also the General Secretary of the Fatwa & Shariah Supervision Board, the Shariah S
upervisor
handles queries about the Banks administration from staff members, shareholders
, depositors
and customers, liaises with the Shariah auditors and provides them with guidance.
He submits
reports and suggestions to the Fatwa & Shariah Supervision Board and to the Chair
man of the
Board of Directors. The position also calls for participation in the Banks trai
ning programmes.
Shariah Auditing
The supervisory function forms a part of the Shariah Supervision procedures, its
main task
being to check Shariah compliance under the guidance of the Shariah Supervisor.
The auditors continuously review the Banks transactional procedures to ensure a
dherence to the
framework created by the Fatwa & Shariah Supervision Board. The Shariah auditors s
ubmit
periodic reports to the Shariah Supervisor so as to monitor and maintain Shariah c
ompliance.
2.11 Activities of Shariah Supervisory committee for the year 2010
Shariah Supervisory committee consists of 6 members specialized in Fiqhul Muamala
t (Islamic
Commercial Law) according to guidelines given by the Bangladesh Bank to ensure w
hether all
banking operations are transacted in accordance with Islami Shariah i.e. Quran,
Sunnah, Ijma
and Iztihad.
Shariah Supervisory committee has by the grace of Almighty Allah managed to contr
ibute a lot
to run all the business activities of the Bank according to Shariah guidelines. H
onorable
Assessing Customer Satisfaction Level at AIBL (Ldp. Br.)
Page | 20
members of the Shariah Council sat in 3 General Meetings and 2 emergency meeting
and 2 subcommittee meeting in the year 2010 to discuss the matters placed before them by
the Board and
management of the Bank to give directives and suggestions in the field of Shariah
principles.
Muraqibs of the Supervisory committee have visited all branches (78) of the Bank
during the
year to observe the Shariah compliance, give necessary instructions on the spot a
nd submitted
report to the Council. They have also submitted corrective measures to rectify t
he laws in
implementing Shariah guidelines into the banking operations.
The Shariah Supervisory Committee audited the Financial Statement for the year 20
10 from
Shariah point of view. After analyzing the Financial Statement the Shariah Supervi
sory
Committee identified Tk.12.83 million as doubtful income, Tk. 54.04 million as c
ompensation
realized in different branches and Tk.0.25 million and Tk.0.82 million as intere
st income
received from NOSTRO accounts of foreign correspondent Banks and Bangladesh Bank
F.C
clearing accounts respectively. Due to limitation in computer software of AIBL C
apital Market
Department the committee could not separate brokerage commission and margin prof
it income
earned from Shariah approved securities and interest based bank and financial ins
titution. As a
result the entire amount of Tk.313.32 million earned from brokerage was identifi
ed for the time
being as doubtful income and the Shariah Supervisory Committee in its 15th Board
Meeting
held in 22nd March 2011 has decided to finalize the Financial Statement for the
year 2010
keeping doubtful income amounting Tk. 313.32 million apart from basic income whi
ch will be
settled later on.
A library has been established in the Shariah Council Secretariat of Al-Arafah Is
lami Bank
having about 500 books on Quran, Hadith, Fiqh, Islamic Economics and Islami Ban
king.
Honorable members of the Council give Shariah guidelines to run the Banks operat
ions taking
necessary consultations and data from those books after exhaustive research and
study.
Assessing Customer Satisfaction Level at AIBL (Ldp. Br.)
Page | 21
share was traded at taka 110.00 highest in 2010. The market trend of our banks
share in Dhaka
Stock Exchange between January 2010 to December 2010 is stated in the list:
May
73.00
100.00
56.30
87.00
June
86.70
96.00
81.00
93.80
July
94.10
104.90
91.60
98.20
August
99.20
102.90
92.60
98.70
September
101.90
110.00
100.10
109.70
October
66.40
72.60
63.00
64.40
November
69.00
77.90
64.00
71.50
December
72.30
73.50
54.00
66.88
2.14 Progress Analysis
At the end of 2010, the number of depositors stood at 498,330 and the accumulate
d deposit was
Tk. 52,973.97 million. The total number of investors stood at 40,672 and total i
nvestment
extended to them was Tk. 53,582.96 million. During the year 2010 the total incom
e was Tk.
7,522.25 million and total expenditure was Tk. 4,462.30 million. At the end of t
he year the profit
before tax and provision stood Tk. 3,059.95 million.
Assessing Customer Satisfaction Level at AIBL (Ldp. Br.)
Page | 23
2010. The total reserve fund has stood at Tk. 1,746.42 million in the current ye
ar against Tk.
1,223.18 million at 31st December 2009. In this account, the bank experienced a
growth of
42.78%. The Bangladesh Bank has fixed the ratio of capital adequacy against Risk
-Weighted
Assets at 9% or Tk. 2000 million whichever is higher. The capital adequacy ratio
of the Bank as
on 31.12.2010 is appended below:
Capital Adequacy Ratio
15
10
5
0
2006
2007
2008
2009
2010
CAR
10.71
10.92
11.21
11.25
14.49
Assessing Customer Satisfaction Level at AIBL (Ldp. Br.)
Page | 24
2010
2009
Paid-up Capital
4,677.28
1,798.95
Statutory Reserve
1,681.82
1,156.52
Retained Earnings
1,274.86
542.60
Minority Interest in Subsidiaries
1,948.89
Nil
Total Core Capital
9,582.85
3,498.07
B. Tier-2: Supplementary Capital
Provision for Unclassified Investment
897.66
533.53
Exchange Equalization Fund
Nil
2.06
Assets Revaluation Reserve
32.30
32.30
Total Supplementary Capital
929.96
567.89
2.16 Deposits
The total deposit of the bank was Tk. 52,973.97 million at 31st December 2010 as
against Tk.
38,355.50 million at 31st December 2009 recording a growth of 38.11% of which Tk
. 115.05
million was bank deposit and Tk. 52,858.92 million was general deposit. The pres
ent strategy is
to increase the deposit base through maintaining competitive profit rates and ha
ving low cost of
funds to ensure a better spread with an average return on investment. The mix de
posit of the
bank on December 31, 2010 was as follow:
Deposit Growth
(In Mil ion Taka)
60000
50000
40000
30000
20000
10000
0
2006
2007
2008
2009
2010
Deposit 16775.34 23009.13 29690.12
38355.5
52973.97
Assessing Customer Satisfaction Level at AIBL (Ldp. Br.)
Page | 26
2.17 Investment
The investment of the bank has stood at Tk. 53,582.96 million as on 31st Decembe
r 2010 as
against Tk. 36,134.08 (Net off PR) million in the previous year showing an incre
ase by 48.29%.
The investment portfolio of the bank is well diversified and covers a broad spec
trum of
businesses and industries including readymade garments, textile, edible oil, shi
p scraping, steel
& engineering, chemicals, pharmaceuticals, cement, telecommunication, constructi
on, health
care, real estate, education, transport and investment under consumer schemes. W
e have geared
up efforts to improve the recovery rate of disbursed investment and also taken a
dequate measures
for converting the classified investment into performing assets. As a result, cl
assified investment
of the bank could be kept at a low level far below the national average. It is 1
.14% in our bank as
on 31 December 2010. The bank gives top-most priority to the creation of quality
assets and does
appropriate risk grading while approving commercial, trade and project investmen
t to different
clients.
Assessing Customer Satisfaction Level at AIBL (Ldp. Br.)
Page | 28
0.18
Transport & Communication
1,535.76
2.71
Storage
17.99
0.03
Trade Finance
32,786.47
57.82
Miscellaneous
4,786.02
8.44
Total (Including Profit Receivable)
56,703.8
100
Less Unearned Profit on Investment
3,120.84
Total
53,582.96
Assessing Customer Satisfaction Level at AIBL (Ldp. Br.)
Page | 29
Industry, Trade & Services. Investment up to December 2010 of SME Sector is Tk.
14,499.30
million on which outstanding is 12,754.30 million, which is 24.62% of total inve
stment portfolio.
Besides, to speed up SME investment flow and to include in people who are beyond
the range of
banking facilities, a scheme named Small Enterprise Investment Scheme (SEIS) i
s launched.
With this scheme, operation of collateral security free SME investment is runnin
g. 71 branches
of total 78 branches are under the operation. At the end of December 2010, numbe
r of security
free SME clients is One Thousand One Hundred Twenty Eight (1,128) and investment
is Tk.
Assessing Customer Satisfaction Level at AIBL (Ldp. Br.)
Page | 30
341.60 million which outstanding is Tk. 274.02 million. Skilled and experienced
staff are
recruited in different branches to ensure proper expansion of collateral securit
y free SME
investment. We prior Area Approach Method when SME financing. The statistics as
on 31
December, 2010 is shown in the table:
Particulars
Status
Total SME Investment
Tk. 14,499.30 Million
Terms & Conditions
Stipulated by the Bank
SEIS Investment (Collateral Security Free )
Tk. 341.60 Million
Minimum Investment
Tk. 50,000.00
Maximum Investment
Tk. 700,000.00
Number of Clients
1,128 Persons
Number of Branches under the scheme
71
Rate of Profit
09 %
Supervision Fee
0.50 %
Maximum Duration
3 years
Repayment system
Monthly Installment
Recovery Rate
99.84%
Terms & Conditions
Soft
2.19 Grameen Small Investment Scheme
On the focus of socio-economic development of rural poor, a scheme named Gramee
n Small
Investment Scheme (GSIS) is running in the bank from the year 2001. At present,
Forty Four
(44) rural branches are included in this scheme and this number is increasing gr
adually. At the
end of December 2010, Tk. 200.70 million is disbursed to Eleven Thousand Nine Hu
ndred Sixty
Four (11,964) clients in different income generated programs which outstanding i
s Tk. 83.00
Assessing Customer Satisfaction Level at AIBL (Ldp. Br.)
Page | 31
million. Functioning on the basis of Group and Samity, this scheme helps on soci
o-economic
Repayment system
Weekly Installment
Recovery Rate
99.97%
Number of Villages Covered
695
Terms & Conditions
Soft
Assessing Customer Satisfaction Level at AIBL (Ldp. Br.)
Page | 32
Development of Livestock
Tk. 32.41 Million
Warehouse of corps
Tk. 22.62 Million
Crops
Tk. 20.28 Million
Agricultural Machineries
Tk. 0.37 Million
Irrigation
Tk. 0.32 Million
Others
Tk. 0.20 Million
Number of Clients
7577 Persons
Rate of Profit
10% -13%
Recovery Rate
98.74%
Terms & Conditions
Stipulated by the Bank
Assessing Customer Satisfaction Level at AIBL (Ldp. Br.)
Page | 33
on which
outstanding is Tk. 17.60 million. The statistics as on 31 December, 2010 is show
n in the table:
Particulars
Status
Total Investment
Tk. 27.10 Million
Minimum Investment
Tk. 5000.00
Maximum Investment
Tk. 100,000.00
Number of Clients
1555 Persons
Number of Branches under the scheme
24
Number of Samity
124
Number of Group
315
Rate of Profit
10%
Repayment system
Monthly/Weekly Installment
Recovery Rate
100%
Number of Villages Covered
128
Terms & Conditions
Stipulated by the Bank
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Soft
Microfinance (Women Entrepreneur)
Investment Portfolio
Tk. 196.05 Million
Number of Clients
9398 Persons
Rate of Return
10%
Recovery Rate
100%
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The Local treasury department operates its functions to maintain CRR & SLR match
ing with
total deposit flow & Investment requirements of the Bank. But it does not partic
ipate in the call
money market for complying of Islamic Shariah principles.
2.24.2 Foreign Exchange Treasury
The treasury environment is ever changing due to new market dynamics, products d
evelopments
as such new risks are evolving on a continuous basis. As per instructions & guid
ance of highly
skilled Management & Board of Directors, the Banks Treasury activities have bee
n expanding
gradually in local and Global Market through its active Dealing room on those pr
oducts
permissible under Islamic Shariah to cope with the changing & challenging market
situation.
The Bank has separated Treasury front Office (Dealing Room), Mid Office & Back o
ffice with
reporting lines each of the offices as per international best practices of Treas
ury Management. At
present, The Banks Treasury engages in providing competitive/live exchange rate
s, dealing with
Merchant & Corporate transactions, contribution to stabilize the Inter-Bank Mark
et, exploring
new avenues/opportunity to utilize funds at home and abroad, managing local curr
ency liquidity,
day to day management of risk associated with Treasury activities and thereby en
sures
profitability of the Bank.
The Management of the Bank has developed different strategies to check & control
s key issues
like Counterparty limit, Stop-Loss limit, daylight Limit, Management action trig
gers (MAT),
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Open Position/Overnight limit, time & amount limit for reconciliation of Nostro
Accounts and
2.26 Income
Investment income: The investment income was Tk. 4,143.30 million during the yea
r 2010
which registered a growth of 3.47% over the previous year. Investment income is
55.08% of the
total income of Tk. 7,522.25 million.
Income from other than investment: The bank has earned Tk. 3,378.95 million from
sources
other than investment like commission income, exchange income, locker rent etc.
in the current
year which is 44.92% of the total income. It indicates 159.70% growth over the y
ear 2009.
2.27 Expenditure
Profit paid to depositors: The Bank has paid the depositors Tk. 3,133.69 million
which is
75.63% of the investment income and 70.23% of the total expenditure for the year
2010. It
indicates 17.48% growth over the year 2009.
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Administrative and Other Expenses: The administrative and other expenses were Tk
. 1,328.61
million during the year showing 46.25% growth over the year 2009. It is 29.77% o
f the total
expenditure.
2.28 Operating Profit
The bank earned operating profit of Tk. 3,059.95 million during the year 2010. T
he pre-tax profit
of the Bank during the year 2009 was Tk 1,729.83 million and thus the Bank attai
ned Positive
growth of 76.89% in respect of operating profit. The provision for income tax fo
r the year
amounted to Tk. 873.01 million and divisible profit available for appropriation
amounted to Tk.
1,819.05 million.
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2.29 Dividend
The bank has been paying dividend every year since 1998 just after conversion of
a public
limited company. The Board of Directors of the Bank is pleased to recommend 26%
stock
dividend in the year 2010. Table of Historical Dividend Payment Percentage are a
s follows:
Year
Dividend (%)
2001
7.5% Cash
2002
20% Bonus
2003
16% Bonus
2004
15.50% Bonus
2005
26% Bonus
2006
35% Bonus
2007
20% Bonus
2008
30% Bonus
2009
30% Bonus
2010
26% Bonus
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new technologies AIBL has taken a number of steps to facilitate clients while im
proving the
existing services and adding on new services. The bank is striving hard towards
the goal of
changing from brick to click bank while taking banking services to the people wh
o are not yet
under the banking umbrella.
To begin with AIBL takes pride using successfully a locally developed Core Banki
ng System
which it feels is major step in promoting our local talent. IT Division of the b
ank works day and
night with its partners finding ways to reduce costs without compromising with c
ustomer
experience.
By this time Bank can proudly announce that it is the part of Bangladesh Banks
recently
launched Automated Clearing House (BACH) and its Electronic Fund Transfer Networ
k
(BEFTN). AIBLs IT division has worked in tandem with Bangladesh Banks personne
l to make
the project successful and were among the first banks to successfully implement
and comply to
requirements provided by the Central Bank. With Allah Almightys grace AIBLs IT
Division has
rose to the occasion and extended its all out co-operation to the central Bank
in implementing
the new projects under the DIGITAL Bangladesh theme. Clearing is now completely
automated
along with Electronic Fund Transfer.
Under the guidance of the Central Bank AIBL has provided CIB information as data
with
minimum error to the Central Bank. The project is under way and IT Division is e
xtending full
support to CIB Cell of Bangladesh Bank.
Banks hand shake with the El-dorado project has facilitated the far flung custom
ers with means
to get access to their funds virtually in minutes which used to take not long ho
urs but days to
reach them.
In line with the banks strategy of taking the bank to the customers AIBL will be
launching its
ATM / POS services by April 2011. Internet Banking (e-Commerce), Mobile banking
(mCommerce) and other delivery channels will be available to customers in recent f
uture.
Bangladesh Bank coming up with guidelines for Internet and mobile fund transfer
the Bank is
ready to take the challenge and provide its customers the best possible experien
ce of technology
combined with safe and secure Banking.
Al-Arafah renews its pledge to combine the latest technology available with crea
m of bankers to
provide customers with an experience of hassle free banking where a customer can
pay his /her
utility bill even at dead of the night. Though AIBL have attained a lot in terms
of respect from
the banking industry and customers alike in terms of its ventures with technolog
y its
management is pledge bound to mix the latest trends in technologies with banking
to provide the
ultimate experience to its customers.
2.31 Marketing & business development
Competition has become severe, to ensure our market share and for business devel
opment of the
bank, this division has been formed at the end of the year headed by a senior ex
ecutive. This
division will identify business opportunities, develop strategic business plan,
Brand development
and management, Market research - development and management of new product, eve
nt
management and existing customer care.
2.32 Audit and Inspection
Experienced officials of Internal Audit and Inspection Division of AIBL conduct
regular audit
and inspection of the branches and Departments of Head Office for review of oper
ational
effectiveness and internal/external compliance requirements. In order to minimiz
e risk and to
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detect the deficiencies/lapses, irregularities and reducing the risk, the Bank B
ranches and Head
office divisions are subject to the following audit and inspections every year:
a) Risk based comprehensive Audit & inspection all the branches once in a year.
b) Auditing of handling Foreign Exchange & Foreign Trade - quarterly basis.
c) Surprise inspection at regular intervals.
d) Auditing of each Division / Department of Head Office once in a year.
During the year 2010, Banks Audit Team undertook the following audit and inspec
tions:
Nature of Inspection
Nos. of branches/division
Comprehensive & Risk Based
Internal Audit & Inspection
60 (Branches)
Surprise Inspection
04 (Branches}
Internal Audit & Inspection (HO)
05 (Division/Dept.)
To preclude incidence of errors and their recurrences, more emphasis was given o
n spot
rectification of irregularities while auditing/inspecting a specific branches. I
n addition,
Concurrent Audit and Self Audit are also introduced in the branches.
Concurrent audit is a systematic and timely examination of financial transaction
on a regular
basis to ensure accuracy, authenticity and compliance with procedures and guidel
ines. Such
audits are conducted by the Incumbent In-charges and assigned officers of the br
anches to bring
down the irregularities at a minimum level instantly.
In 2010, Bangladesh Bank inspection teams inspected different Branches & divisio
n and
Department of Head office and also conducted Special Inspections on 06 Core Risk
areas in
Banking.
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ST-2 (High Grade): Commercial Banks rated in this category are considered to hav
e strong
capacity for timely repayment. Commercial Banks rated in this category are chara
cterized with
commendable position in terms of liquidity, internal fund generation and access
to alternative
sources of funds is outstanding.
2.34 Human Resource
Human resource is our prime asset. It is neither the machine nor the technology
alone, but the
invaluable mix of man -machine interface that makes technology work. We strongly
believe
while the capacity of machine is limited, the potential of human being is unlimi
ted. The qualities
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of loyalty to the company and to the customers, tenacity to learn more and the c
ommitment to
perform characterize our human resource. Our employees with outstanding quality
are rewarded
in the Bank. As a result, our staff morale is very high. They show good performa
nce in the Bank.
The management frequently communicates with the employees and listens to their n
ew ideas and
suggestions. A major factor behind our success in 2010 and in the preceding year
s is our
employees.
The Human Resource Division of Head Office is responsible for fixing principles
and policies
concerning personnel and certain areas of administration. The division is respon
sible for
employee relation, staffing succession, planning, training, employee benefits, c
ompensation and
their social security. The salary and compensation package for all levels of our
employees was
reviewed and revised last year to be competitive with all local private sector B
anks and financial
accommodated 279 students from different renowned universities for doing interns
hip program
in our Bank during the year 2010. The Bank has recruited experienced new manpowe
r to
strengthen its large scale operations. Total manpower employed in the Bank inclu
ding Managing
Director is 1,711 at 31 December 2010; which was 1,296 at the end of the last ye
ar.
2.35 Training & Motivation
Training is one of the most effective and well recognized weapon in developing h
uman
resources. Training programs are being carried out for the Probationary Officers
, Assistant
Officers, Junior Officers, Branch Managers and Officers of different grades and
Executives by
Al-Arafah Islami Bank Training & Research Academy from its very inception. AIBT
RA sets
training-plans from the early hours of the year and every year a training calend
ar is prepared and
approved by the Management. Training Academy conducts training Courses / Worksho
ps
simultaneously at Dhaka as well as outside Dhaka. Training courses, workshops, I
n-house
training etc., are tabled and conducted on current day updated banking aspects c
oncerning new
ideas, procedures and techniques of banking. In the training sessions lecture me
thods as well as
discussions, group discussions, case study, exercise, practical works, simulatio
n method etc. are
followed. Training materials e.g., course folders, CD etc comprising hand-out ar
e delivered to
the participants. For enhancing effectiveness, modern training aids e.g. multime
dia projector,
power point presentation, flip chart etc. are used. For the purpose of assessing
trainees
knowledge and skill pre-course and post course evaluations are done. Evaluation
of the trainers
is also conducted secretly by the participants for making training more effectiv
e.
In 2010 total number of 1808 trainees were trained at training Academy through 4
4 training
courses / workshop consisting of 223 working days. A total 7091 executives/offic
ials have
trained on different subject through 8 outreach and 615 "In-house training at Br
anches". The
numbers of officials trained in 2010 is 5 times of the total manpower of the Ban
k; That is, in this
year each official has attended in an average of 5 (five) training programs. In
these programs
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training sessions were conducted by resources persons from Bangladesh Bank, BIBM
and many
other government and private Bank and financial institutions besides Banks own
speakers. As a
general member of Bangladesh Institute of Bank Management (BIBM) 9 officers and
executives
have got training form that institution on different courses in this year. At th
e same time, some
other 25 officers and executives of the Bank have been trained in several traini
ng institutes
including Bangladesh Bank Training Academy and others.
Moreover, 7 executives of the Bank participated in training courses in India, Ne
pal, Singapore
and Malaysia in the year of 2010.
2.36 Risk Management
During their operations, Banks are invariably faced with different types of risk
s that may have a
potentially negative effect on their business. Risk Management in Bank operation
s includes risk
identification, measurement and assessment, and its objective is to minimize neg
ative effects on
Banks financial results. Considering the above, Banks are required to form a sp
ecial
organizational unit in charge of risk management. They have also required prescr
ibing
procedures for risk identification, measurement and assessment, as well as proce
13
Sylhet Division
7
Khulna Division
6
Rajshahi Division
7
Barisal Division
4
Total
80
2.39 Cards & Retail Banking
By the Grace of Almighty Allah, Bank is going to Launch & Commerce ATM / Debit c
ard
product within 1st quarter in the year of 2011 which will add new channel among
our
prospective clients for making round the clock cash transaction facility. We hav
e also plan to add
new products considering Islamic Shariah say VISA Islamic Card , VISA Debit Card,
Mobile
Banking, SMS banking etc to facilitate electronic banking services to all catego
ries of customers
and also to create new sector for earning profit which will buildup Banks image
in new
dimension. Hopefully we will be able to provide these services within next year
under the
dynamic guidance/leadership of the Board of Directors of the Bank and Management
.
2.40 Appointment of Statutory Auditor
In the 15th Annual General Meeting of the Bank M/S Hoda Vasi Chowdhury & Co. and
M/S
ACNABIN Chartered Accountants were appointed External Auditors of the Bank for a
term till
conclusion of the 16th Annual General Meeting. As per Bangladesh Bank Rule M/s H
oda Vasi
Chowdhury & Co. Chartered Accountants will be retired and M/S ACNABIN Chartered
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Accountants are eligible for another terms. The Board has approved M/S Masih Muh
ith Haque &
Co. and M/S ACNABIN Chartered Accountants for re-appointment as External Auditor
s by the
shareholders till the 17th Annual General Meeting.
2.41 AIBL at a Glance
Particulars
2005
2006
2007
2008
2009
Authorized Capital
1000.00
2500.00
2500.00
2500.00
5000.00
Paid up Capital
677.94
854.20
1153.18
1383.81
1798.95
Reserve Fund
542.22
835.98
1091.95
905.33
1223.18
Shareholders Equity
1220.16
1690.18
2037.50
2705.74
3564.73
Deposit
11643.66
16775.34
23009.13
29690.12
38355.50
Investment
11474.41
17423.19
22906.37
29723.79
36134.08
Import
12631.60
1882.14
27042.72
32685.13
34074.80
Export
4932.90
914.27
12714.91
20176.64
23546.10
Total Income
1452.68
2172.48
2955.61
4387.26
5305.63
Total Expenditure
904.48
1202.71
2199.43
2859.16
3575.80
Profit before Tax
548.20
855.47
756.18
1528.09
1729.83
Profit after Tax
262.90
470.02
347.31
668.24
858.99
Income Tax
215.10
385.45
235.53
590.66
594.19
Total Assets
15336.89
21368.17
30182.32
39158.44
48515.79
Fixed Assets
208.00
215.11
334.48
396.76
466.30
Earnings per share (Taka)
387.80
550.24
30.12
48.29
47.75
Dividend per share
26.00%
35%
20%
30%
30%
Bonus
No. of Shareholders
5402
4487
12013
10664
11382
Number of Employees
771
912
1033
1080
1296
Number of Branches
41
46
46
50
60
Manpower per Branch
19
20
23
22
22
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CHAPTER
3
PRODUCTS & SERVICES OF AIBL
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Page | 54
particular term and as per rules profit is accumulated thereon per year in this
regard. As
and when the fixed deposit is matured, Hajj expenses are defrayed by the same. U
nder
the scheme, the guardians may also open Hajj account to enable their successors
to
perform Hajj. Highest amount of profit is paid in the above types of deposit by
the bank.
9. Under this scheme the bank has introduced saving bonds for Tk. 10,000/-, Tk.2
5,000/and Tk. 100,000/- for 3,5 and 8 years. After the completion of the tenure the de
posit.
(a) Al-Arafah Savings Bond (3 Years)
(b) Al-Arafah Savings Bond (5 Years)
(c) Al-Arafah Savings Bond (8 Years)
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ary capital
for the project. All partners including the Bank have the right to participate i
n the project.
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The profit is distributed according to an agreed ratio. However, losses are shar
ed in
exactly the same proportion in which the different partners have provided the fi
nance for
the project.
Mudarabah
The term Mudarabah refers to a contract between two parties in which one party s
upplies
capital to the other party for the purpose of engaging in a business activity wi
th the
understanding that any profits will be shared in a mutually agreed upon. Losses,
on the
other hand, are the sole responsibility of the provider of the capital. The firs
t party
provides capital and the other party provides the expertise with the purpose of
earning
lawful profit (approved by Islamic law) which will be shared in a mutually agree
d upon
proportion.
Bai-Muajjal
The term Bai and Muajjal are derived from the Arabic words Bai and Ajal where
Bai means purchase and sale and Ajal means a fixed time or a fixed period. So BaiMuajjal is a sale for which payment is made at a future fixed date or within a f
ixed
period. In short, it is a sale on Credit. It is basically a contract between a b
uyer and seller
under which the seller sells certain specific goods, permissible under Shariah an
d law of
the country to the buyer at an agreed fixed price payable at a certain fixed fut
ure date in
lump-sum or in fixed installments.
Bai-Salam
The term Bai-Salam is used to define a sale in which the buyer makes advance pay
ment,
but delivery is delayed until sometime in the future. Usually the seller is an i
ndividual or
business and the buyer is the bank.
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Murabaha / Murabaha TR
MPI / MPI- TR
Mudaraba
Musharaka
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Page | 60
abroad.
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Edexel, UK in Bangladesh agreed to train our teachers for O level course. Our i
nstitute became
the member of English Speaking Union launched by the British Ambassador in 2010
which is
patronised by Her Majesty the Queen of UK.
Al-Arafah English Medium Madrasah & School is a corporate member of British Coun
cil. Our
students are enrolled as members of Young Learner Center (YLC). We are allowed a
t a time to
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borrow 25 books and educational DVDs for 7 weeks. Our students are taking part i
n all sorts of
competition program in British Council. In 2007 one of our girl students took pa
rt in art
competition on "Air Pollution" arranged by commonwealth through British Council.
In 2008 our
two students got B & C grade in essay competition arranged by British Counci
l. A group of our
students regularly goes to British council to join Young Learner Center to rea
d books and watch
educational movies.
Our students have also been participating in many Hand Writing competitions in N
ational level
since its inception. Our students won 3rd prize in 2008 at Dhanmondi local area
Hand Writing
competitions. 45 students took part in Hand Writing competition in 2008 arranged
by Ekushey
TV channel. Later it was telecast for viewers. Every participant got consolation
prize.
Some of our students joined International Scout moot on 28th December, 2002 in T
hailand.
Students of Al-Arafah English Medium Madrasah established English Language Club
in 2006 to
promote English Language in the Madrasah Campus. Clubs main motto is to increas
e Language
proficiency with correct pronunciation. Language Club Members are assigned to pr
omote the
habit of speaking English language among students. The Language Club is publishi
ng a
Language Magazine regularly. The Magazine contains 30 pages which encourage all
level of
students to write some articles for the magazine.
Al-Arafah Islami Bank Library
Library is the carrier & reservoir of knowledge. Al- Arafah Islami Bank has show
n that is not
only generates profit, but also contributes significantly in the field of provid
ing good source of
knowledge by establishing a public library at 32, Topkhana Road, Chittagong Bhab
an (1st floor),
Dhaka, thus strengthening social development. It harbours 22,000 books of refere
nce for the
researchers, students, professionals, bankers, physicians, engineers, politician
s, writers or
journalists, even for the kids. It is open to all throughout the year and well l
ocated & accessible
to everybody. It has procured some exceptional collection of books on religion,
economics,
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dialysis therapy to eight kidney patients daily in two shifts. Al-Arafah Islami
Bank Foundation
authority is committed to deliver the health care service to the underprivileged
people of
Bangladesh in near future.
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CHAPTER
CUSTOMER SATISFACTION
4
BASED ON THEORETICAL ASPECT
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4.1 Introduction
Superior service quality is widely acknowledged as a driver of perceived value,
which, in turn,
will enhance customer loyalty (Parasuraman and Grewal, 2000) and improve the pro
viders
image, sales and profitability (Buzzell and Gale, 1987; Gummesson, 1993). Becaus
e satisfaction
is basically a psychological state, care should be taken in the effort of quanti
tative measurement,
although a large quantity of research in this area has recently been developed.
Work done by
Berry, Brodeur between 1990 and 1998 defined ten Quality Values which influenc
e satisfaction
behavior, further expanded by Berry in 2002 and known as the ten domains of sati
sfaction. These
ten domains of satisfaction include: Quality, Value, Timeliness, Efficiency, Eas
e of Access,
Environment, Interdepartmental Teamwork, Front line Service Behaviors, Commitmen
t to the
Customer and Innovation. These factors are emphasized for continuous improvement
and
organizational change measurement and are most often utilized to develop the arc
hitecture for
satisfaction measurement as an integrated model. Work done by Parasuraman, Zeith
aml and
Berry between 1985 and 1988 provides the basis for the measurement of customer s
atisfaction
with a service by using the gap between the customers expectation of performanc
e and their
perceived experience of performance. This provides the measurer with a satisfact
ion "gap" which
is objective and quantitative in nature. Work done by Cronin and Taylor propose
the
"confirmation/disconfirmation" theory of combining the "gap" described by Parasu
raman,
Zeithaml and Berry as two different measures (perception and expectation of perf
ormance) into a
single measurement of performance according to expectation. According to Garbran
d, customer
satisfaction equals perception of performance divided by expectation of performa
nce.
4.2 Definition of Customer
The word derives from "custom," meaning "habit"; a customer was someone who freq
uented a
particular shop, who made it a habit to purchase goods of the sort the shop sold
there rather than
elsewhere, and with whom the shopkeeper had to maintain a relationship to keep h
is or her
"custom," meaning expected purchases in the future. A customer, also called clie
nt, buyer, or
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The word customer has neither been defined by the Negotiable Instrument nor by any
other
law. Therefore, in the field of banking it is not cleared yet. According to Page
t, the following
characteristics will be present:
a. There must be recognizable course or habit of dealing between the customer an
d a bank.
b. Dealing between him and the bank must be in the nature of regular banking bus
iness.
Zairi (2000) said, Customers are the purpose of what we do and rather than them d
epending on
us, we very much depend on them. The customer is not the source of a problem, we
shouldnt
perhaps make a wish that customers should go away because our future and our secur
ity will be
put in jeopardy.
The Kerala high court in the case of Central Bank of India Limited, Bombay vs. G
opinathan Nair
and others (1970) said, Broadly speaking, a customer is a person who has the habi
t of resorting
to the same place or person to do business so far as the banking transactions ar
e concerned. He is
a person whose money has been accepted on the footing that the banker will honou
r his cheques
up to the amount standing to his credit irrespective of his connection being of
short or long
standing In this study the customer means those persons who have at least one activ
e account
of any kind at Al-Arafah Islami Bank Limited (Laldighirpar Branch).
4.3 Definition of Satisfaction
Satisfaction is the contentment one feels when one has fulfilled a desire, need,
or expectation;
"the chef tasted the sauce with great satisfaction". Here in the study customers
agreement (agree
& strongly agree) with the surveys statements will indicate their satisfaction.
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for Islamic banks and financial services than now. However, under the present ci
rcumstances,
when customers are becoming more demanding and increasingly mobile between compe
ting
financial providers, being customer-oriented is not enough. Islamic financial in
stitution and more
specifically their contact employees (CSRs) need to be perceived by their custom
ers as ethically
Islamic. Islamic financial institutions should offer a complete range of Sharia
hbased products
and services. Moreover, Islamic financial institutions should aim to satisfy the
ir customers by
letting them choose what is most suitable for them in line with Shariah. In oth
er words,
customers satisfaction from an Islamic financial institutions perspective is an
important issue.
Therefore, this article will highlight possible Islamic ethical sales behaviour
as may be perceived
by the customers of Islamic Financial Institutions.
4.6 CSA Role vis--vis Service Expectation
We seldom see that a CSAs behaviour reflect in the interaction between a CSA and
a customer
of an Islamic financial institution. Islamic ethics requires an individual to be
have according to
the rules of Islamic moral philosophy. It is a standard for judging the rightnes
s not of an action
per se, but of the action of one person relative to another, i.e. Islamic ethics
is a basis for
judgment in personal as well as collective interaction. It is some time observed
that unethical
sales behaviour as CSAs short-run conduct that enables them to gain at the expen
se of the
Islamic financial institution in the customers eyes because they are the frontli
ne service
employees. However, in some cases, the contact employees are also the service pr
oviders. Even
if some of the contact employees do not perform the service entirely, they may s
till personify the
Islamic financial institution in the customers eyes. Each of these customer cont
acts has the
potential of positively or negatively impacting customers satisfaction with the
services of Islamic
financial institutions or banks. More specifically, the services literature has
widely recognised
the importance of contact employees behaviour for customer satisfaction and loya
lty. For
example, customer satisfaction and repeated patronage may be determined solely b
y the quality
of the personal encounter.
It always happened that customers make a comparison between service expectations
and
performance that will result in either confirmation or disconfirmation. Customer
s expectations
are confirmed when an Islamic financial product or service performance exactly m
eet
expectations. Disconfirmation will be the result of a discrepancy between expect
ations and
performance. Positive disconfirmation occurs when product/service performance ex
ceeds prior
expectations, and negative disconfirmation occurs when expectations exceed perfo
rmance.
Confirmation and positive disconfirmation will be likely to result in satisfacti
on, whereas
negative disconfirmation leads to dissatisfaction.
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that the customers satisfaction with core service (H1) influences the satisfacti
on of customers
loyalty(H4) level to Islamic banks. These two variables, in turn, lead to custom
ers trust (H3).
Finally, customers trust (H3) directly influence the increase of customers loyal
ty (H4) to Islamic
banks. Details are explained in the following:
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ices offered by
the Islamic financial institution. This conceptualisation of trust corresponds t
o the concept of
post-trust that derived from the principles of muamelat based on Islamic busines
s ethics. Service
employees (such as CSAs) with whom the customers interact, confirm and build tru
st in the
Islamic financial institution or detract from its reputation and ultimately dest
roy trust. Figure 1
suggest that Islamic ethical sales practices, as perceived by Islamic financial
service customers
have increased customers trust (H3) in CSAs.
Therefore, there is a positive association between Islamic ethical sales behavio
ur and customers
trust (H3) in the Islamic financial system. This can be explained by taking into
account the
important role of salespeople (CSAs) in the service setting. It means CSAs of Is
lamic financial
institutions are always working as their backbone. Consequently, if the behaviou
r of the CSAs of
a financial institution is perceived by customers as Islamic, the institution is
also likely to be
perceived as Islamic, because customer perceptions of contact employees will aff
ect their
perceptions of the Islamic financial institution.
4. Customer Loyalty (H4) to Islamic Bank
An important consideration in a service financial institutions customer base is
the degree to
which its customers are loyal. Based on the principles of Islamic marketing ethi
cs, customers
Assessing Customer Satisfaction Level at AIBL (Ldp. Br.)
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omers
perceptions of face-to-face interaction with CSAs have traditionally been consid
ered one of the
most important determinants for loyalty.
Islamic ethical sales behaviour is likely to play a major role in developing cus
tomer loyalty. On
the other hand, unethical sales behaviour is a short-run, expedient perspective
devoid of any
sense of social responsibility. Islamic ethics encourages sellers to foster long
-term relationships
with buyers. Building based upon the principles of equity, justice and welfare;
Islamic ethical
sales behaviour can be considered to be an investment in the equity formulation.
If customers
feel they are being treated unfairly by the CSA (because of unethical behaviour)
, perceptions of
inequity will emerge which in turn may translate into a desire of the customer t
o leave the
relationship with the Islamic financial institutions as represented by the CSA.
Therefore, it may
be stated that the greater the CSAs Islamic ethical behaviour as perceived by th
e customer, the
greater the customer loyalty to Islamic financial institutions.
4.8 Importance of Customer Satisfaction
The key to business performance is the ability to satisfy and retain customers (
Johnson &
Gustafsson, 2000). Customer satisfaction is important because it says something
about the
companys current condition. However, even more importantly, customer satisfaction
says
something about the companys future. It reveals if customers will return to the c
ompany in the
future (Fornell, 2007, p. 45). It does not matter how productive a company is if
their customers
are not satisfied with their offerings. They will simply take their business els
ewhere. Satisfied
customers, on the other hand, are more likely to return in the future. A single
unsatisfied
customer can send more business away from your company than 10 satisfied custome
rs.
Customer satisfaction and thus customer consumption are the center of business.
All parts of
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business (employment, prices, profits, production, economic growth etc.) are dep
endent on
customers consuming products (Fornell, 2007; Johnson & Gustafsson, 2000).
Satisfied customers are not only the sum total of the value of all other company
assets virtually all costs and revenues have some relationship, however weak
or indirect, to customer acquisition and customer retention (Fornell, 2007, p.
66).
To create long-term profit and shareholder value, companies need to think of cus
tomers as
investors and an economic asset. It is the customers that bring financial revenu
e to companies.
Hence, customers are companies greatest asset (ibid.).
Understanding the needs of the customer is critical.
A business relationship, just like any other relationship, relies on both people
getting their needs
met. No matter what type of business, all customers want the same thing. They wa
nt to feel
welcomed and appreciated by the staff. They dont want to get the impression tha
t they are just
being used by the company for money. Small interactions like "Thank you" and a n
ice smile can
go a long way toward customer satisfaction.
Make sure all employees operate with the same principles.
A big part of customer satisfaction is reliability. If customers come to expect
a certain mode of
behavior from the business, employees should deliver it to them each and every t
ime. Customers
want to be able to rely on the employee. They expect consistent delivery times a
nd support. By
training the employees to treat all customers with the same respect, than custom
Friendly
Courteous
Employees
Employees
Helpful
Knowledgeable
Employees
Employees
Quick Service
Overall
Accuracy
Customer
of Billing
Satisfaction
Billing
Billing
Clarity
Timeliness
Good
Service
Competitive
Value
Quality
Pricing
Figure 2- Factors that Affect Customer Satisfaction
In order to achieve customer satisfaction, organizations must be able to satisfy
their customers
needs and wants (La Barbera and Mazursky, 1983). Customers needs state the felt d
eprivation
of a customer (Kotler, 2000). Whereas customers wants, according to Kotler (2000)
refer to the
form taken by human needs as they are shaped by culture and individual personali
ty.
The single most important factor that affects customer satisfaction is employee s
atisfaction,
says Howard J. Ross, president of a Maryland-based consulting firm. Employees who
feel
satisfied and happy at their jobs naturally tend to be more helpful and consider
ate toward
customers. Its simple logic. If I like my job and the company I work for, Im going
to
communicate to customers that we have a good product.
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d steal their
customers.
Organizations are increasingly interested in retaining existing customers while
targeting noncustomers; measuring customer satisfaction provides an indication of how success
ful the
organization is at providing products and/or services to the marketplace.
4.11 Effect of Customer Satisfaction on Profitability
Customer satisfaction does have a positive effect on an organizations profitabili
ty. According to
Hoyer and MacInnis (2001), satisfied customers form the foundation of any succes
sful business
as customer satisfaction leads to repeat purchase, brand loyalty, and positive w
ord of mouth.
Coldwell (2001): Growth Strategies International (GSI) performed a statistical an
alysis of
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Customer Satisfaction data encompassing the findings of over 20,000 customer sur
veys
conducted in 40 countries by Info Quest. The conclusion of the study was:
A Totally Satisfied Customer contributes 2.6 times as much revenue to a company
as a
Somewhat Satisfied Customer.
A Totally Satisfied Customer contributes 17 times as much revenue as a Somewhat
Dissatisfied Customer.
A Totally Dissatisfied Customer decreases revenue at a rate equal to 1.8 times w
hat a
Totally Satisfied Customer contributes to a business.
Zairi (2000): There are numerous studies that have looked at the impact of custom
er satisfaction
on repeat purchase, loyalty and retention. They all convey a similar message in
that:
Satisfied customers are most likely to share their experiences with other people
to the
order of perhaps five or six people. Equally well, dissatisfied customers are mo
re likely to
tell another ten people of their unfortunate experience.
Furthermore, it is important to realize that many customers will not complain an
d this
will differ from one industry sector to another.
Lastly, if people believe that dealing with customer satisfaction/complaint is c
ostly, they
need to realize that it costs as much as 25 percent more to recruit new customer
s.
Aaker (1995) said that the strategic dimension for an organization includes beco
ming more
competitive through customer satisfaction/brand loyalty, product/service quality
, brand/firm
associations, relative cost, new product activity, and manager/employee capabili
ty and
performance (Figure).
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Customer Satisfaction /
Brand Loyalty
Product / Service
Quality
Brand / Firm
Associations
CURRENT
LONG TERM
PERFORMANCE
PROFITS
Relative Cost
New Product Activity
Manager/Employee
Capability &
Performance
Figure 3- Performance Measures Reflecting Long-Term Profitability
4.12 Consequences of Customer Satisfaction and Dissatisfaction
The consequences of not satisfying customers can be severe. According to Hoyer a
nd MacInnis
(2001), dissatisfied consumers can decide to:
discontinue purchasing the good or service,
complain to the company or to a third party and perhaps return the item,
or, engage in negative word-of-mouth communication.
Customer satisfaction is important because, according to La Barbera and Mazursky
(1983),
satisfaction influences repurchase intentions whereas dissatisfaction has been se
en as a primary
reason for customer defection or discontinuation of purchase.
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top-box approach and automotive industry rankings. J.D. Power and Associates ma
rketing
research consists primarily of consumer surveys and is publicly known for the va
lue of its
product awards.
Other research and consulting firms have customer satisfaction solutions as well
. These include
A.T. Kearneys Customer Satisfaction Audit process, which incorporates the Stage
s of
Excellence framework and which helps define a companys status against eight criti
cally
identified dimensions.
For Business to Business (B2B) surveys there is the InfoQuest box. This has been
used
internationally since 1989 on more than 110,000 surveys (Nov 09) with an averag
e response rate
of 72.74%. The box is targeted at "the most important" customers and avoids the
need for a
blanket survey.
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How well are you using information technology to increase customer satisfaction?
a. Do you have a web site?
b. Do you know how much and what kind of traffic comes to the site?
c. Does it provide address, telephone, fax and e-mail information?
d. Does it have a search feature?
e. Does the language on the site meet the language need of your customers?
These are some of the considerations that an organization should make as it star
ts to understand
and improve customer satisfaction.
three principles for improving employee satisfaction, which will positively infl
uence customer
satisfaction.
Principle #1: Understand the link between employee satisfaction and customer sat
isfaction
A widely researched topic in the customer service industry connects customer loy
alty and
employee satisfaction. Case studies and company profiles repeatedly show that fo
r employees to
provide not just good customer servicebut great customer servicethey must first be
driven
by loyalty and enthusiasm from their employer. In other words, you cant force dev
otion or
commitment on your employees, but you can foster it by creating a culture that i
nvites pride and
ownership in the job and company.
To see the concept visually, the below graph, courtesy of MetricNets research on
call center
metrics, aptly illustrates the connection between employee satisfaction and cust
omer satisfaction:
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New Belgium Brewery in Colorado, that has a 97% employee retention rate. Why? Th
e
employees, quite simply, like their jobs. The happy staff at New Belgium are als
o productive,
motivated employees that sell a product customers like.
What exactly makes New Belgium employees so happy? Yes, they get to sample the b
eer they
produce, but the management at New Belgium has taken deliberate steps to foster
a loyal
workforce through the following principles:
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overall low morale. There are many contributors to high turnover, including inad
equate training,
poor employee screening methods, and a rushed hiring process. If you think payin
g lower wages
will save your company money in the long-run, first consider the costs of employ
ee turnover.
According to recent data, replacing an employee can cost anywhere from 30% to 15
0% of an
employees annual salary and benefits. Therefore, if you have an employee making $
40,000 a
year, you could be paying between $12,000 and $60,000 just to hire a replacement
.
Even with a focused customer service skills training program, there are greater
forces at play
when improving employee satisfaction and creating a culture that drives high cus
tomer
satisfaction rates. If you, or other powers-at-be in the company are downplaying
the importance
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es,
specific agency contacts, methodology, and other information required to evaluat
e agency
data for legislative audit purposes.
Develop systematic data retention schedules, which will allow interested parties
to verify
and further analyze customer satisfaction data.
Adhere to guidelines for valid survey research including appropriate designs for
data
collection, questionnaire development, sampling and analysis.
For purposes of routine management or quality improvement, any comments from cus
tomers
may be useful, but casual comments or unrepresentative samples do not constitute
adequate
measures of customers satisfaction with state agencies or their programs.
State agencies should develop standard questions that they use consistently from
year to
year to assess and report customers satisfaction. Without consistent wording of
questions, it is impossible to monitor performance over time.
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CHAPTER
ASSESSING CUSTOMER SATISFACTION AT
5
AIBL, LDP BR. SYLHET
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ifferentiators for
each banks future success. Thus it is imperative for banks to get useful feedba
ck on their actual
response time and customer service quality aspects of retail banking, which in t
urn will help
them take positive steps to maintain a competitive edge. Organizations are incre
asingly
interested in retaining existing customers while targeting non-customers; measur
ing customer
satisfaction provides an indication of how successful the organization is at pro
viding products
and/or services to the marketplace. Lord William Thomson Kelvin (1824-1907) said
, "If you
cannot measure it, you cannot improve it." So to improve customer satisfaction l
evel,
measurement of customer satisfaction is must. Satisfied customers are central to
optimal
performance and financial returns. In many places in the world, business organiz
ations have been
elevating the role of the customer to that of a key stakeholder over the past tw
enty years.
Customers are viewed as a group whose satisfaction with the enterprise must be i
ncorporated in
strategic planning efforts. Forward-looking companies are finding value in direc
tly measuring
and tracking customer satisfaction (CS) as an important strategic success indica
tor. Evidence is
mounting that placing a high priority on CS is critical to improved organization
al performance in
a global marketplace. With better understanding of customers perceptions, compa
nies can
determine the actions required to meet the customers needs. They can identify t
heir own
strengths and weaknesses, where they stand in comparison to their competitors, c
hart out path
future progress and improvement. Customer satisfaction measurement helps to prom
ote an
increased focus on customer outcomes and stimulate improvements in the work prac
tices and
processes used within the company. When buyers are powerful, the health and stre
ngth of the
companys relationship with its customers its most critical economic asset is it
s best predictor
of the future. Assets on the balance sheet basically assets of production are go
od predictors
only when buyers are weak. So it is no wonder that the relationship between thos
e assets and
future income is becoming more and more tenuous. As buyers become empowered, sel
lers have
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no choice but to adapt. Focusing on competition has its place, but with buyer po
wer on the rise, it
is more important to pay attention to the customer.
Requirement of ISO 9000:2000 Measurement of Customer Satisfaction is a new signi
ficant
addition to the new ISO9000: 2000 standard. Organizations certified to this stan
dard are now
required to identify parameters that cause customer satisfaction or dissatisfact
ion and
consciously measure them.
Clause 8.2.1 in ISO 9000: 2000 states: "As one of the measurements of the perfor
mance of the
Quality Management System, the organizations shall monitor information relating
to customer
perception as to whether the organization has met customer requirements. The met
hods for
obtaining and using this information shall be determined." The requirement has b
een there in the
QS 9000 standard clause 4.1.6 which says: "... Trends in customer satisfaction a
nd key indicators
of customer dissatisfaction shall be documented and supported by objective infor
mation. These
trends shall be compared to those of competitors, or appropriate benchmarks, and
reviewed by
senior management."
5.2 Method used in Assessing Customer Satisfaction Level at
AIBL
(Laldighirpar Branch)
The Customer Satisfaction Measurement Model
There are various models that are used in measuring the level of customer satisf
action. I have
calculated the Customer Satisfaction Index (CSI). Because, it looks pretty smart
er as it shows the
satisfaction level as one number and this measure model considers various parame
ters and this is
easy to calculate. The Customer Satisfaction Index represents the overall satisf
action level of that
customer as one number, usually as a percentage. Plotting this Satisfaction Inde
x of the customer
against a time scale shows exactly how well the supplier is accomplishing the ta
sk of customer
satisfaction over a period of time.
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service quality have been built. By the early nineties the authors had refined t
he model to the
useful acronym RATER.
SERVQUAL is an empirically derived method that may be used by a services organiz
ation to
improve service quality. The method involves the development of an understanding
of the
perceived service needs of target customers. These measured perceptions of servi
ce quality for
the organization in question, are then compared against an organization that is
"excellent". The
resulting gap analysis may then be used as a driver for service quality improvem
ent.
SERVQUAL takes into account the perceptions of customers of the relative importa
nce of
service attributes. This allows an organization to prioritize. And to use its re
sources to improve
the most critical service attributes.
The data are collected via surveys of a sample of customers. In these surveys, t
hese customers
respond to a series of questions based around a number of key service dimensions
.
The methodology was originally based around 5 key dimensionsAssessing Customer Satisfaction Level at AIBL (Ldp. Br.)
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Page | 96
Age Group
Frequency
Percentage
Cumulative
Percentage
18-25 Years
14
28%
28%
26-33 Years
18
36%
64%
34-50 Years
15
30%
94%
51-Above
3
6%
100%
Total= 50
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Percentage
Cumulative
Percentage
Business
21
42%
42%
Service Holder
15
30%
72%
Student
12
24%
96%
Others
2
4%
100%
Total= 50
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Statements
Strongly Disagree Average Agree Strongly Total
disagree
agree
1. AIBL has modern looking
0
0
7
31
12
50
equipment and technologies
that better satisfy your
needs.
2. Your bank has convenient
0
0
13
24
13
50
business hours.
3. The employees of the bank
0
1
7
21
21
50
appear neat.
Interpretation of the Result- There is four (4) statements in the Tangible dimen
sion and a
number of Two Hundred (200) responses acquired. Among those two hundred response
s- fifty
six (56) customers are strongly agree, one hundred six (106) customers are agree
, thirty seven
(37) customers are average and only one (1) customer is disagree with above four
statements.
Out of four statements, the third statement employees of the bank appears neat, ac
quire the
highest position as twenty one (21) customers are strongly agree, twenty one exp
ress agree,
seven (7) customers express average opinion and only one (1) customer is disagre
e. Second
statement bank has convenient business hours appears in the 2nd position, where th
irteen (13)
customers are strongly agree, twenty four (24) customers are agree and thirteen
(13) customer
expressed average opinion. First statement modern looking equipment and technolog
ies of
tangible dimension exists near to the second position. And ten (10) customers ex
press strongly
agree, thirty (30) express agree, ten express average opinion against the fourth
statement
Materials associated with the service (pamphlets or statements) are visually appe
aling. No
customers express their opinion as disagree and strongly disagree to the first,
second and fourth
statement.
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17
27
6
50
something by a certain time,
it does so.
6. When you have a problem,
0
1
12
26
11
50
employees give appropriate
solution of your problems.
7. Your bank completes your
0
0
12
20
18
50
transactions rapidly.
8. AIBL insists on error free
0
0
10
23
17
50
records.
Total
0
1
51
96
52
200
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Page | 103
200
Assessing Customer Satisfaction Level at AIBL (Ldp. Br.)
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table.
Table 4: Assurance Dimension
Statements
Strongly Disagree Average Agree Strongly Total
disagree
agree
13. The behavior of employees
0
0
19
22
9
50
in AIBL installs confidence
in you.
14. You feel safe in your
0
0
11
19
20
50
transactions with AIBL.
15. Employees in AIBL area
0
0
18
25
7
50
Interpretation of the Result- Four (4) statements in the Assurance dimension and
two Hundred
(200) responses collected. Among those responses- forty three (43) customers are
strongly agree,
eighty nine (89) customers are agree, sixty eight (68) customers expressed avera
ge perception.
As twenty (20) customers give strongly agree opinion to the second statement Cust
omers feel
safe in transaction, and as its the highest number for strongly agree category tha
n other
as
comparatively to other
banks.
18. AIBL has your best
0
0
29
16
5
50
interests at heart.
19. The employees of AIBL
0
0
15
18
17
50
understand your specific
needs.
20. AIBL has employees who
0
0
9
29
12
50
give
you
individual
attention.
Total
0
0
62
85
53
200
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5.3.9 Summary of the survey result for five dimensions is shown in the following
tableTable 6: Summary of Five Dimensions
Dimension
Strongly
Disagree
Average
Agree
Strongly
Total
disagree
agree
Tangible
0
1
37
106
56
200
Reliability
0
1
51
96
52
200
Responsiveness
0
0
59
91
50
200
Assurance
0
0
68
89
43
200
Empathy
0
0
62
85
53
200
Total
0
2
277
467
254
1000
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The statistics shows that four hundred sixty seven (467) customers express their
perception as
Agree which is the highest number than rest four categories. Just two customer w
ere disagree
among which one is disagreed to the tangible dimension and another one is in rel
iability
dimension. From the above statistics it can be said that the overall performance
of the bank is
satisfactory. But it should pay more attention to their service quality which ma
y lead to get more
highly satisfied customer and to compete with other banks.
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CHAPTER
6
SWOT ANALYSIS
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6.1 Introduction
It has always been important for a business to know and understand how it fits i
n and interacts
with the surrounding environment on both an internal (office/factory/shop enviro
nment) and
external view (how business operates with the outside world).Researching the env
ironment will
benefit the company and management team by putting in a position to develop a st
rategy for both
the long and short term. The most influential way of doing this is to perform a
SWOT analysis of
the company.
The SWOT analysis comprises of the organizations internal strength and weakness a
nd external
opportunities and threats. This analysis can be performed on a product, on a ser
vice, a company
or even on an individual. It helps to identify where the company is strong and w
here is
vulnerable, where company should defend and where it should attack. SWOT analysi
s gives an
organization an insight of what they can do in future and how they can compete w
ith their
existing competitors. This tool is very important to indentify the current posit
ion of the
organization relative to others, which are playing in the same field and also us
ed in the strategic
analysis of the organization.
6.2 SWOT Analysis
The acronym for SWOT analysis stands forStrengths
Weaknesses
Opportunities
Threats
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Initiate modern banking like Credit Card facilities, SMS banking, I-banking;
Rented premises (Adding to costs).
OpportunitiesEmergence of online banking will open more scope for AIBL;
AIBL can introduce more innovative and modern customer service;
Bangladesh is developed by improving economic condition. The banking sector play
ing a
vital role for this. With the change in the economy and increase in the populati
on,
demand for banking service is also increasing;
Many branches can be opened in local remote area as its high demand;
AIBL can recruit experienced, efficient and knowledgeable officers and staffs as
it offers
good working environment.
Threats-
CHAPTER
7
FINDINGS OF THE ANALYSIS
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7.1 Findings
The findings from the survey can be listed under following two head-
Quantitative findings
Qualitative findings
7.1.1 Quantitative Findings
The quantitative findings that are found by analyzing the customersresponse throu
gh
SERVQUAL instrument are as followsFrom the analysis it is showed that, among the fifty (50) respondents there is o
nly
fourteen female customers which is short in number in compare with thirty six (3
6) male.
This result says that, the bank provide less attention to female customers and a
s well as
there have no any separate service desk for them.
The survey result of age group distribution indicates that, young and old age cu
stomers is
only 14% and 3% respectively which is less than other two age group. It is happe
ned
because of lack of prompt service.
Result from profession distribution it is shown that there is only 12 students w
ho visit the
bank. This number is small rather than other profession. It is because of less o
r no
product or service for students.
Ability of employees to perform promised service dependently & accurately- Accor
ding
to customers response, performance of all the dimensions listed under Reliability
head
(acting according to promises, sincerity in problem solving, performing the serv
ice right
at the first time, providing service at the promised time & insistence on error
free record)
are quite. So, the employees are able to perform promised services dependently a
nd
accurately.
Responsiveness of employees to satisfy customers- According to customers respons
e,
statements under Responsiveness head (guidance at entrance, prompt service, will
ingness
to help, seeking pardon for late) are satisfactory. Although the average result
is
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satisfactory, there is a large number of customer who says that guidance at entr
ance and
seek pardon for making wait is average that it is neither satisfactory nor dissa
tisfactory.
Assurance of competency, courtesy, credibility & security- From customers point o
f
view, all dimensions listed under Assurance head (employees behavior instill
confidence in customers, safe felling in transactions, consistent good courtesy
of
employees & having decent knowledge of employees in answering customers queries)
are quite satisfactory. So, on average the customers are assured enough by compe
tence,
courtesy, credibility and security of the employees and the bank.
Tangible appearances in satisfying customers- Customers of the bank are well sat
isfied
with all types of tangible appearances (equipments, materials, physical faciliti
es &
employees) inside the bank. And these factors made the tangible dimension to sta
nd top
among all other dimensions.
Performance in personal care, understanding customers & offered banking hour- Fr
om
the survey result it is found that the employees of AIBL have the short interest
of
customers in their heart. Other statements of Empathy dimensions such as service
charges and individual interest is satisfactory from the customer point of view.
So, from the quantitative analysis it is found that although in some dimensions
customers are not
properly satisfied, the overall result is pointing to a satisfactory level of cu
stomerssatisfaction at
Al-Arafah Islami Bank Limited, Laldighirpar Branch. There are some points where
it needs to
improve performance to increase the level of customer satisfaction. These are- h
olding best
interest of customer, provide service as promised, providing information exactly
when service
will be provided, providing quick service, response timely to customers, etc.
7.1.2 Qualitative Findings
The key informants believe that the customers can be made more satisfied by prov
iding them
quick service. They also think that most of the customers deal with lower level
officers of
Assessing Customer Satisfaction Level at AIBL (Ldp. Br.)
Page | 119
General Banking & SME department. Customers of the bank are increasing day by da
y. It will
not be possible to serve customers then as they serve today. To make provide the
m prompt
service without creating any queue more employees are needed under General Banki
ng
department. This will help them to carry on every day time consuming works like
voucher
sorting properly and thus there will be no pending works. They also believe that
as the bank
provides online services, it should use a better internet service or make contac
t with such a better
internet service provider which can help the employees to provide quick and smoo
th service to
the valued customers.
7.2 Problems & LimitationsDuring collecting of information and data from AIBL & making report for this pro
ject the
following problems have been followed:
Decision making process is very lengthy and sometimes it creates problems, which
is
unexpected to the customers. Most of the cases Head Office control the decision
making
and it is centralized.
The total number of employees in comparison with needed is short. This is hamper
ing the
daily operation of the Bank. For an example, Laldighirpar Branch General Banking
is
suffering from shortage of employee.
Lack of proper explanation of records and document records keeping system.
In many cases, there have lack of communication between different levels of empl
oyees.
Assessing Customer Satisfaction Level at AIBL (Ldp. Br.)
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CHAPTER
8
8.1 Recommendations
It was an interested experience to do internship in Al-Arafah Islami Bank Limite
d. The staff was
highly cooperated and due to their help I learned big deal about modern banking.
I suggest that
such an internship program highly integrative for the students of business admin
istration so that
the students should be enquired with the knowledge of practice world .I do summa
rize that it
would be a great help to me in selection of job or future field of work.
It is very difficult for me to recommend with a practical experience of just alm
ost 3 months. On
the basis of interviews, study and observation I would like to put some suggesti
ons, which will
enable the bank to compete with other banks more effectively & efficiently. The
suggestions areMaintenance of Time Slots for Each Customer to Serve: While employees deal with
customers they can maintain standard time or time slots for each customer they h
andle
and for each work they do. This consciousness will help to perform works quickly
and to
serve more customers.
Bank should give more attention to female customers and set up separate service
desk for
them.
As it is an Islamic bank there should be appoint female staff for provide prompt
service to
female customer.
Setup Electronic Calling Machine for Cash Counter- Most of the time there is a r
ush in
the cash counter. To manage proper queue and to manage this rush properly settin
g up of
fted to
other department so that they gain knowledge of other jobs.
Bank should properly advertise and Communicate to public about the services prov
ided
by it, so that more customers will be attracted.
System and operations should be more defined and organized. IT draw backs should
be
improved.
Lockers, ATM, all these facilities should be provided to attract more customers.
In a competitive financial market, their products & services need to focused mor
e on
customers needs then simply offering what the customers are offering
They should do more marketing activities to improve their presence in the minds
of the
target market and also the potential target market. As we see that, Media covera
ge of
DBL is not so strong. To attract new clients, they should go for mass media cove
rage.
Assessing Customer Satisfaction Level at AIBL (Ldp. Br.)
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8.2 Conclusion
During the three months internship program in Al-Arafah Islami Bank Limited in L
aldighirpar
branch at Sylhet, almost all the desk have been observed more or less. This inte
rnship program,
in first, has been arranged for gaining knowledge of practical banking and to co
mpare this
practical knowledge with theoretical knowledge. All departments and sections are
not covered in
the internship program; so it is not possible to go to the depth of each activit
ies of branch
because of time limitation. However, highest effort has been given to achieve th
e objectives of
the internship program.
Al-Arafah Islami Bank ltd. is a non government commercial Bank in Bangladesh, wh
ich started
its business from 1995. It is a unique combination of Shariah and Islamic banking
. Among non
government commercial banks, Al-Arafah Islami Bank Ltd. is a milestone for econo
mic
development. It has been playing an important role to eradicate the unemployment
problem in
Bangladesh. Over 1,700 employees and 11,000 shareholders are getting benefit fro
m this
organization. But most of the people in our country have misconception about Isl
amic banking
specially Al-Arafah Islami Bank Ltd. and other Islamic banks. They cannot find a
ny difference
in its operation between conventional commercial Banks and Islamic Banks because
they have
no clear idea about the activities as well as investment mechanism of Islamic ba
nks.
The Bank is committed to run its activities as per Islamic Shariah and thus it ha
s different
investment(credit) modes, different repayment schedules, different disbursement
procedure,
different mark up system. And also has a different Investment policy. People are
getting more
benefit from the dealings of Islamic banking because here quarterly interest is
not charged and
there is no possibility of interest to be converted into principal. For ensuring
more benefit, more
facility from Islamic banks like AIBL we have to be honest and more sincere to r
epay the taken
money from these banks in time.
Assessing Customer Satisfaction Level at AIBL (Ldp. Br.)
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Developing a customer satisfaction program is not just about carrying out a surv
ey. Surveys
provide the reading that shows where attention is required but in many respects,
this is the easy
part. Very often, major long lasting improvements need a fundamental transformat
ion in the
APPENDICES
Assessing Customer Satisfaction Level at AIBL (Ldp. Br.)
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Appendix I
Questionnaire for analyzing
Customer Satisfaction Level at Al-Arafah Islami Bank Ltd., Laldighirpar Branch, S
ylhet.
Age:
18-25 26-33 34-50 51Gender:
Male
Above
Female
Profession:
appear neat.
24. Materials associated with the
service
(pamphlets
or
statements)
are
visually
appealing at AIBL.
Assessing Customer Satisfaction Level at AIBL (Ldp. Br.)
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****************************************************
Assessing Customer Satisfaction Level at AIBL (Ldp. Br.)
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Appendix II
Survey Result
1. AIBL has modern looking equipment and technologies that better satisfy your n
eeds.
Level of Satisfaction
Strongly
Disagree
Average
Agree
Strongly
Total
Disagree (1)
(2)
(3)
(4)
Agree (5)
0
0
7
31
12
50
2. Your bank has convenient business hours.
Level of Satisfaction
Strongly
Disagree
Average
Agree
Strongly
Total
Disagree (1)
(2)
(3)
(4)
Agree (5)
0
0
13
24
13
50
3. The employees of the bank appear neat.
Level of Satisfaction
Strongly
Disagree
Average
Agree
Strongly
Total
Disagree (1)
(2)
(3)
(4)
Agree (5)
0
1
7
21
21
50
4. Materials associated with the service (pamphlets or statements) are visually
appealing at
AIBL.
Level of Satisfaction
Strongly
Disagree
Average
Agree
Strongly
Total
Disagree (1)
(2)
(3)
(4)
Agree (5)
0
0
10
30
10
50
Assessing Customer Satisfaction Level at AIBL (Ldp. Br.)
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17
27
6
50
6. When you have a problem, employees give appropriate solution of your problems
.
Level of Satisfaction
Strongly
Disagree
Average
Agree
Strongly
Total
Disagree (1)
(2)
(3)
(4)
Agree (5)
0
1
12
26
11
50
7. Your bank completes your transactions rapidly.
Level of Satisfaction
Strongly
Disagree
Average
Agree
Strongly
Total
Disagree (1)
(2)
(3)
(4)
Agree (5)
0
0
12
20
18
50
8. AIBL insists on error free records.
Level of Satisfaction
Strongly
Disagree
Average
Agree
Strongly
Total
Disagree (1)
(2)
(3)
(4)
Agree (5)
0
0
10
23
17
50
9. Guidance at the entrance of the branch is satisfactory.
Level of Satisfaction
Strongly
Disagree
Average
Agree
Strongly
Total
Disagree (1)
(2)
(3)
(4)
Agree (5)
0
0
16
22
12
50
Assessing Customer Satisfaction Level at AIBL (Ldp. Br.)
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Strongly
Total
Disagree (1)
(2)
(3)
(4)
Agree (5)
0
0
14
24
12
50
11. Employees in AIBL are always willing to help you.
Level of Satisfaction
Strongly
Disagree
Average
Agree
Strongly
Total
Disagree (1)
(2)
(3)
(4)
Agree (5)
0
0
12
21
17
50
12. Employees in AIBL pardon for making you wait.
Level of Satisfaction
Strongly
Disagree
Average
Agree
Strongly
Total
Disagree (1)
(2)
(3)
(4)
Agree (5)
0
0
17
24
9
50
13. The behavior of employees in AIBL installs confidence in you.
Level of Satisfaction
Strongly
Disagree
Average
Agree
Strongly
Total
Disagree (1)
(2)
(3)
(4)
Agree (5)
0
0
19
22
9
50
Assessing Customer Satisfaction Level at AIBL (Ldp. Br.)
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20
50
15. Employees in AIBL area consistently courteous with you.
Level of Satisfaction
Strongly
Disagree
Average
Agree
Strongly
Total
Disagree (1)
(2)
(3)
(4)
Agree (5)
0
0
18
25
7
50
16. Employees in AIBL have the knowledge to answer your questions.
Level of Satisfaction
Strongly
Disagree
Average
Agree
Strongly
Total
Disagree (1)
(2)
(3)
(4)
Agree (5)
0
0
20
23
7
50
17. Service charges of AIBL are reasonable as comparatively to other banks.
Level of Satisfaction
Strongly
Disagree
Average
Agree
Strongly
Total
Disagree (1)
(2)
(3)
(4)
Agree (5)
0
0
9
22
19
50
Assessing Customer Satisfaction Level at AIBL (Ldp. Br.)
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(2)
(3)
(4)
Agree (5)
0
0
15
18
17
50
20. AIBL has employees who give you individual attention.
Level of Satisfaction
Strongly
Disagree
Average
Agree
Strongly
Total
Disagree (1)
(2)
(3)
(4)
Agree (5)
0
0
9
29
12
50
Gender Distribution:
Male
36
Female
14
Total
50
Assessing Customer Satisfaction Level at AIBL (Ldp. Br.)
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Profession Distribution:
Business
21
Service holder
15
Student
12
Others
2
Total
50
Age group Distribution:
18-25 y
14
26-33 y
18
34-50 y
15
51-Above y
3
Total
50
Assessing Customer Satisfaction Level at AIBL (Ldp. Br.)
Page | 135
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Assessing Customer Satisfaction Level at AIBL (Ldp. Br.)
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Document Outline
1. Front Pages of the Report (Secured).pdf
2. Body of the Report (Secured).pdf