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Introduction
All over the world the dimension of Banking has been changing rapidly due to Deregulation,
Technological innovation and Globalization. Banking in Bangladesh has to keep pace with the
global change. Now Banks must compete in the market place both with local institutions as well
as foreign ones. To survive and thrive in such a competitive banking world, two important
requirements are development of appropriate financial infrastructure by the central bank and
development of professionalism in the sense of developing an appropriate manpower structure
and its expertise and experience. To introduce skilled Banker, only theoretical knowledge in the
field of banking studies is not sufficient. An academic course of the study has a great value when
it has practical application in real life situation. So, I need proper application of my knowledge to
get some benefit from my theoretical knowledge make it more tactful.
1.

Agrani Banks interior decoration is visually appealing

2.

Agrani Bank is cooperative to customers in claim settlement

3.

You feel safe in your transactions with Agrani Bank

4.

Agrani Bank uses modern technology to serve the customers

5.

Agrani Bank provides updated Credit and Deposit scheme to the customers

6.

Agrani Bank provides error less account service

7.

Agrani Bank provides hassle free services

8.

Agrani Bank Provides services within the time promised

9.

The behavior of employees of Agrani Bank is satisfactory

10.

Agrani Banks physical facilities are visually appealing

Objective of the Study

The objectives of the study are mentioned as beneath.
a)
Primary Objective: Primary objective of the report is fulfilling the course requirement for
Completion of the degree of BBA program of ASA University Bangladesh.

b) Secondary Objective: Beside the primary objective, there are some other objectives which
are equally important. The prime objective of the study is to examine:

To know the expectation of customers of Agrani Bank ltd.

To get introduced with the idea of Service Quality of Agrani Bank Ltd.

To assess the level of importance, the customer of Agrani Bank put across various service
attributes and also to determine how well Agrani Bank is satisfying the customers on
those service grounds and different service quality dimensions.

To come up with possible ways of improving service quality and efficiency that will lead to bring
more customer satisfaction for Agrani Bank Ltd.
Conceptual Framework
The conceptual framework of customer satisfaction depends on the effectiveness of internal
control variable. This is achieved by the presence and proper functioning of all the predefined
independent variables in relation to each category of the organizations objectives. Proper
functioning of independent variables provides reasonable assurance of proper functioning of
dependent variable. Then the organization realizes preset objectives of efficient and effective
operations, generation of accurate, reliable and informative financial reports that comply with
relevant legal and regulatory requirements.
The study involves investigation of customer satisfaction followed in the Agrani Bank Ltd. The
study uses the details of variables of different components of customer satisfaction techniques
using the primary data collection method, particularly by questionnaire, observations and faceto-face communication and document analysis.
I have uses summated (Likert) Scale in the measurement of degree of achievement and
implementation of customer satisfaction. It is a scale, usually of approval or agreement, used in
questionnaires. As per Likerts Model we have given highest score (5) for Always and least
score (1) for Never except management philosophy and operating style.
SERVQUAL MODEL
Definition: Servqual is a method for measuring service quality. The method was created during
the 1980s as part of research projects within the field of marketing. The model is based on the
premise that the best way to measure service quality is to base it on the customers experience of
quality. In Servqual , quality is defined by the gap between what a customer expects and what the
customer perceives. Servqual breaks service quality down to five basic dimensions; reliability,
assurance, tangibles, empathy and responsiveness, often referred to as rater .
The key survey dimension the five Servqual dimensions are:

1) Responsiveness Willingness to help customers and provide prompt service 2) AssuranceKnowledge and courtesy of employees and their ability to convey trust and confidence 3)
Tangibles Appearance of physical facilities, equipment, personnel, and communication
materials 4) Empathy Caring, individualized attention the firm provides its customers
5)Reliability Ability to perform the promised service dependably and

Responsiveness: Responsiveness means to respond quickly, promptly, rapidly,

immediately, or instantly. Even if customers are chronically slow in getting back to
providers, responsiveness is very crucial in their service quality assessment. Whether its
30 minutes, 4 hours, or 24 hours, its important that customers feel providers are promptly
responsive to their requests at anytime. Not only for emergencies, but even for everyday
responses as well. A member of the public calls at Chantefrais to complain that a
particular Chantefrais outlet is not respecting its opening hours. The quality officer, to
whom all complaints are addressed, has to make immediate inquiries & revert back to the
plaintiff to reassure him that necessary actions have been taken.

Assurance: Assurance is a combination of the following: Competence having the

requisite skills and knowledge Courtesy politeness, respect, consideration and
friendliness of contact staff Credibility trustworthiness, believability and honesty of staff
Security freedom from danger, risk or doubt, to feel in good hands E.g. : Management of
Chantefrais ensures that all staff is empowered enough to address complaints and
requests. Following to some rumors sometime back, customers began asking whether
there will be an increase in price of products. Any staffs were competent enough to
handle this question and was ready to give explanations and details if asked. Art-lectures.

Tangibles: Tangibles deals with all that is physically visible and touchable. Even though
this is the least important dimension, appearance matters. Service providers will still want
to make certain their employees appearance, uniforms, equipment, and work areas on-site
(closets, service offices, etc.) look good. The danger is for providers who can make
everything look sharp, and then fall short on Reliability or Responsiveness . Chantefrais,
stresses on ethics about dress code. Uniforms are provided and no eccentricities are
allowed such as flashy colors or outrageously sexy dresses for the ladies.

Empathy: Empathy is the capacity to recognize feelings that are being experienced by
another person. Someone may need to have a certain amount of empathy before they are
able to feel compassion. Empathy is a combination of the following: Communication
keeping customers informed in a language they understand and really listening to them.
Understanding the customer making the effort to get to know customers and their specific
needs while trying to wear their shoes The way of living, the background, & the level
of education, have to be taken into consideration while dealing with Chantefraiss
customers.

Reliability: Reliability Do what you say you are going to do when you said you were
going to do It. because Customers want to count on their providers. It is three times
more important to be reliable than have shiny new equipment or flashy uniforms. Doesnt
mean you can have ragged uniforms and only be reliable. Service providers have to do

both. But providers first and best efforts are better spent making service reliable. E.g.:
Some time back, Chantefrais management had promised the launching of a new product
by a certain deadline, but for some technical reasons, was not able to do so before I year.
This resulted in a lot of trust and reliability because the customers (franchisees) kept on
asking about the new product and front liners.
Were unable to give satisfactory explanations. Chantefrais now never makes promises before
being sure to be able to fulfill them.
Scope of the Study

The study would focus on the following area of Agrani Bank Ltd.

The reports cover the Banking service to the customers especially the Perception of the
customers of Agrani Bank Ltd.

Overview of Banking in Bangladesh.

Organizational Structure and Financial Service of Agrani Bank Ltd.

This report has been prepared though extensive discussion with Bank employees and also with
the customers.
Limitation of the Report

Time frame of the research was very limited. The actual survey was done within a month.

Large scale research was not possible due to constraints and restriction posed by the
organization.

Part of organizational culture was written from individuals perception and may vary
from person to person.

Getting relevant papers and documents were strictly prohibited.

Review of Related Literature

Saha, Sujit and M.S. Karim Chowdhury authored an article entitled Role of Commercial Banks
in Development Financing in Bangladesh in 2000. They regarded commercial banks as the most
important functionary of the financial system. They play a dynamic role in the economic
development of a nation through mobilization of savings and allocation of credit to productive
sectors. However, directed and inefficient credit allocation by the commercial banks of
Bangladesh in various economic sectors without adequate credit appraisal and monitoring lead to

the widespread loan delinquency, and deteriorating health of the entire financial system. In their
noble effort of development financing, commercial banks are facing various problems such as
mismatch of sources and usage of funds, extreme dependence on traditional collateral securities,
politicization of credit delivery system, absence of sound legal system for recovery of loans, lack
of governments extension facilities in the form of data base, investment counseling appropriate
technology, infrastructure, marketing of products and services etc. However, they should
increasingly involve themselves in development financing in order to gain long-term viability
benefiting themselves as well as the economy, but that should not occur at the cost of viability of
the total financial intermediation process.
History of Banking in Bangladesh
Bangladesh is a developing country. Banking sector plays a pivotal role in the economic
development of the country. Banking system of a country can well be said as a barometer of its
economic prosperity. Well-developed banking system is indispensable for modern trade and
commerce. Now-a-days, banks not only act as custodian of public money but also are
indispensable as vital agent for maintenance of sound financial position of a country.
Nationalized Commercial Banks (NCBs) were established in Bangladesh in 1972 through
amalgamation of twelve commercial banks that were operating in pre-independent Bangladesh
allowing the poor access to fund, reducing capital flight to foreign countries, and increasing
domestic investment were some of the basic objective of this nationalization. That means a
society with wealth distributed as equitably as possible. But with time difference those banks has
changed their policies and strategies, which were not fulfilling the class banking policies of the
government. On an evaluation of the activities of commercial banks, it has been observed that
the progresses made by the banking industry since nationalization was not impressive. The
nationalized banks could not play the due role in the implementation of government programs
and policies. Hence, a trend of de-nationalization of banks started from mid 80s.
In the meantime, the policy of the government towards banking industry regarding economic
management has changed since 1976. That year private sector had been entrusted to play a
bigger role in the economy than before. Accordingly, in order to provide more credit to local
investors the private sector banking had been introduced. Government decided to allow setting
up of local Private Commercial Banks (PCB) in addition to Nationalized Commercial Banks
(NCB) operating in the country.
Bangladesh Bank acts as a central bank for our country and it controls, supervises, and looks
after the scheduled banks in the private commercial banks as well as the nationalized commercial
banks formed by amalgamating.
The business of the twelve banks doing business in Bangladesh before liberation as per schedule
given below:
Table-1: Banking History of Bangladesh

Existing Bank

New Bank

Authorized Capital
(Lac Tk.)

Paid-up Capital
(Lac Tk.)

The National Bank of Pakistan, The

Bank of Behawalpur Ltd.

Sonali Bank

500

200

The Premier Bank Ltd., The Habib

Bank Ltd., The Commerce Bank Ltd.

Agrani Bank

500

100

The United Bank Ltd., The Union Bank

Ltd.
Janata Bank

500

100

The Muslim Commercial Bank Ltd.,

The Standard Bank Ltd.

Rupali Bank

500

100

The Austrasia Bank Ltd., The Eastern

Mercantile Bank Ltd.

Pubali Bank

500

100

Uttara Bank

500

100

The Eastern Banking Corporation Ltd.

Table 1: Banking History of Bangladesh

After the liberation of Bangladesh the twelve Banking companies who were doing business in
Bangladesh, were nationalized by the Government of the Peoples Republic of Bangladesh under
presidents order No.26 of 1972 entitled The Bangladesh Bank (Nationalizations) Order,
1972 on March 26, 1972.
Banking Service in Bangladesh
With years, banks are also adding services to their customers. The Bangladesh banking industry
is passing through a phase of customers market. The customers have more choices in choosing
their banks. A competition has been established within the banks operating in Bangladesh. With
stiff competition and advancement of technology, the services provided by banks have become
more easy and convenient. The past days are witness to an hour wait before withdrawing cash
from accounts or a cheque from north of the country being cleared in one month in the south.
This section of banking deals with the latest discovery in the banking instruments along with the
polished version of their old systems.
Types of Bank Account

The most common and first service of the banking sector. There are different types of bank
account in Bangladesh banking sector. The bank accounts are as follows:

Bank Savings Account Bank Savings Account can be opened for eligible person /
persons and certain organizations / agencies (as advised by Bangladesh Bank from time
to time)

Bank Current Account Bank Current Account can be opened by individuals /

partnership firms / Private and Public Limited Companies / Specified Associates /
Societies / Trusts, etc.

Bank Term Deposits Account Bank Term Deposits Account can be opened by
individuals / partnership firms / Private and Public Limited Companies / Specified
Associates / Societies / Trusts, etc.

Bank Account Online With the advancement of technology, the major banks in the
public and private sector has facilitated their customer to open bank account online. Bank
account online is registered through a PC with an internet connection. The advent of bank
account online has saved both the cost of operation for banks as well as the time taken in
opening an account.

Plastic Money
Former ANZ Grindlays Bank, now Standard Chartered Grindlays Bank, took a pioneering role in
introducing credit card in Bangladesh. It started acquiring Visa and MasterCard nearly 10 years
back. In the first few years, its operational area was very limited and concentrated only on the
large hotels and restaurants. In 1997 the bank decided to launch full-scale card operation and
very realistically brought a wide range of people under its service system. It is now giving a wide
range of card services through multifarious quality facilities.
Credit cards are financial instruments, which can be used more than once to borrow money or
buy products and services on credit. Basically banks, retail stores and other businesses issue
these.
Future of Banking in Bangladesh
A healthy banking system is essential for any economy striving to achieve good growth and yet
remain stable in an increasingly global business environment. The Bangladeshi banking system
has witnessed a series of reforms in the past, like deregulation of interest rates, dilution of
government stake, and increased participation of private sector banks. It has also undergone rapid
changes, reflecting a number of underlying developments. This trend has created new
competitive threats as well as new opportunities. This paper aims to foresee major future banking
trends, based on these past and current movements in the market.
Given the competitive market, banking will (and to a great extent already has) become a process
of choice and convenience. The future of banking would be in terms of integration. This is

already becoming a reality with new-age banks such as Banking, Mobail Banking etc.
Technology will prove to be the differentiator in the short-term but the dynamic environment will
soon lead to its saturation and what will ultimately be the key to success will be a better
relationship management.
Risk Management
The future of banking will undoubtedly rest on risk management dynamics. Only those banks
that have efficient risk management system will survive in the market in the long run. The
effective management of credit risk is a critical component of comprehensive risk management
essential for long-term success of a banking institution.
Although capital serves the purpose of meeting unexpected losses, capital is not a substitute for
inadequate decontrol or risk management systems. Coming years will witness banks striving to
create sound internal control or risk management processes. With the focus on regulation and
risk management in the Basel II framework gaining prominence, the post-Basel II era will belong
to the banks that manage their risks effectively. The banks with proper risk management systems
would not only gain competitive advantage by way of lower regulatory capital charge, but would
also add value to the shareholders and other stakeholders by properly pricing their services,
adequate provisioning and maintaining a robust financial structure.
The future belongs to bigger banks alone, as well as to those which have minimized their
risks considerably.
Methodology of the Study

Exploratory Research

Exploratory research is a type of research conducted for a problem that has not been clearly
defined. Exploratory research helps determine the best research design, data collection method
and selection of subjects. It should draw definitive conclusions only with extreme caution. Given
its fundamental nature, exploratory research often concludes that a perceived problem does not
actually exist.
Exploratory research often relies on secondary research such as reviewing available literature
and/or data, or qualitative approaches such as informal discussions with consumers, employees,
management or competitors, and more formal approaches through in-depth interview.
Study Design:
Study design is a framework or blueprint for conducting the marketing research project it details
the procedures necessary for obtaining the information needed to structure or solve marketing
research problems. A good study design will ensure that the marketing research project is
conducting effectively and efficiently. A study design involves the following components, or
tasks.

Define the information needed.

Design the exploratory, descriptive, and causal phases of the research.

Specify the measurement and scaling procedures.

Construct and pretest a questionnaire or an appropriate form for data collection.

Specify the sampling process and sample size.

Develop a plan of data analysis.

Study place:
The study place is considered at Agrani Bank ,Shymoly Branch in the Dhaka city.
Study period:
The study period is consistent between March1 to May 10.
Study population:
The total population size for my thesis paper is 50.
Sampling Method and Sampling Size
Sampling Method
For the purpose of getting better result, I adopted non probabilistic purposive sampling technique
during the survey of this project where customers were given copies of the questionnaire and
were asked to fill them. I gave continuous support to the customers for any problems that they
faced while filling up questionnaire so that the validity of the questionnaire increases. As the
simple random sampling is easily understood and results are assessable it is best suited for my
study.
Sampling Size
In this research phase I selected a group of 50 people
Data Collection Technique
In-depth interview: During the exploratory research, I conducted in-depth interviews with
employees and customers of Agrani Bank Ltd.

Survey: I also designed a structure and unstructured questionnaire for the customers of Agrani
Bank. This structured questionnaire was the major tools of this research project.
Source of Data
Primary Data
I have collected primary data by variety of ways, first of all by interviewing employees of Agrani
Bank Ltd. and directly communicating with the customers. I have also conducted a questionnaire
survey of the customers minimizing interruptions in their banking activities. Primary data were
mostly derived from the discussion with the employees & through surveys on customers of the
organization. Primary information is under consideration in the following manner:

Face to face conversation with the employees.

By interviewing customers of Agrani Bank.

Secondary data
I have elaborated different types of secondary data in my research. Sources of secondary
information can be defined as follows:
Internal Sources

Prior research report

Group Business Principal manual

Banks Annual Report

External Sources

Different books and periodicals related to the banking sector

Internet

Newspapers

Target Group:
Individual Customers of Agrani Bank Ltd.
Measuring Scale

The analysis of collected data is completed with the help of the statistical tools. The response of
the survey including the level of importance and the customers perception are tallied at first and
then the weighted averages of those responses are prepared. Here the value of the Model is
mentioned by using five point likert scale for measuring both customer expectations and
perceptions which is counted as the weight. Finally by doing.
Mean of the questions of the single segment the overall mean importance and overall mean
satisfaction level of the service quality dimension are calculated.
1.

Agrani Banks interior decoration is visually appealing.

Number of
Satisfaction customer
Score

Percentage (%)

14

28%

16

32%

18%

12%

10%

From the graph we can see that Agrani Bank Limited uses interior decoration but majority of the
respondents are indifferent. 28% customers are highly satisfied, 32% customers are satisfied 18%
customers are indifferent as well as 10% customers are negative with this statement.
Agrani Bank is cooperative to customers in claim settlement.

Number of
Satisfaction customer
Score

Percentage (%)

18

36%

20

40%

18%

4%

2%

Most of the respondents were in

indifferent while expressing their
satisfaction towards this aspect.
In this attribute satisfaction
percentage is much higher which
is only 36%. 40% customers are
satisfied, 18% customers are
indifferent, 4% customers are
disagreeing with this statement
and 4% customers are highly
disagreeing with this statement.
You

feel

safe

in

your

transactions with Agrani Bank..

Number of
Satisfaction customer
Score

Percentage (%)

42

84%

10%

6%

0%

0%

When money transaction takes

place, safty is one of the major
issue that the customers are more
concern about it. Agrani Bank
ensure that customers are feeling
safe in transaction .Analyzing the
data I have found (among 50
customer) transaction systems are
good enough this complement is
agreed by 84% highly satisfy, and
10% satisfy, 6% are no comments
in this statement.

Agrani Bank uses modern technology to serve the customers.

Number of
Satisfaction customer
Score

Percentage (%)

39

78%

12%

10%

0%

Number of
Satisfaction customer
Score

40

0%

Percentage (%)

80%

18%

2%

0%

0%

From the graph we can see that

Agrani Bank Limited uses high
quality
modern
technology,
because they operate their
transaction more than 143
countries. Thats why customers
are glad for taking these types of
service except lack of ATMs
availability.
Where
highly
satisfied and satisfaction level
which is 78% and 12% ,10%
customers are indifferent, 0%
customers are disagreeing with
this statement and 0% customers
are highly disagreeing with this
statement
1. Agrani Bank provides
updated Credit and
Deposit scheme to the
customers.
From the graph we can see that
Agrani
Banks
satisfaction
percentage is much higher it is
80%, because 18% customers are
satisfied, 2% customers are
indifferent with this statement.23
1. Agrani Bank provides
error
less
account
service?

Number of
Satisfaction customer
Score

From the graph we can see that

Agrani Bank Limited uses high
quality modern technology but
majority of the respondents are
indifferent. 82% customers are
highly satisfied, 10% customers
are satisfied 6% customers are
indifferent as well as 2%
customers are negative with this
statement.

Percentage (%)

41

82%

10%

6%

0%

2%

Agrani Bank provides hassle

free services?

Number of
Satisfaction customer
Score

Percentage (%)

6%

12

24%

16

32%

10

20%

18%

1
An extremely high percentage of Satisfaction was given in this attribute of service 32% customer
are indifferent, 6% customers are highly satisfied, 24% customers are satisfied with this
statement, as well as 18 % customers are strongly disagree with this statement.
1.

Agrani Bank Provides services within the time promised.

Number of
Satisfaction customer
Score

The majority of the respondents

are with this statement 34%
customers are highly satisfied,
46% customer are satisfied,14%
customers are indifferent and 4%
customers are disagreeing with
this statement.

Percentage (%)

17

34%

23

46%

14%

1. The
behavior
of
employees of Agrani
Bank is satisfactory.

3
2

4%

2
1
1

2%

Number of
Satisfaction customer
Score

Percentage (%)

24

48%

14

28%

18%

2%

4%

1
A moderate importance was placed on this attribute of responsiveness dimension where the
satisfaction percentage is high. Employees are always willing to help but their resources are
limited so they cannot give higher percentage of satisfaction. The majority of the respondents are
satisfied. 48% customers are highly satisfied, 28% customers are satisfied with this
statement,18% customers are indifferent as well as 4% customers are negative with this
statement.
Agrani Banks physical facilities are visually appealing

Number of
Satisfaction customer
Score

Percentage (%)

15

30%

20

40%

11

22%

6%

Most of the respondents were in

indifferent while expressing their
satisfaction towards this aspect. In this
attribute satisfaction percentage is 30%
which is not much higher. 40%
customers are satisfied, 22% customers
are indifferent, 6% customers are
disagreeing with this statement where
2% customers are highly disagreeing
with this statement.

The most of the customer of

Agrani Bank are satisfied
about the quality, services of
the bank.

Historical Background

Agrani Bank Limited, a leading

commercial bank with 878 outlets
strategically located in almost all the
commercial areas throughout Bangladesh, overseas Exchange Houses and hundreds of overseas
Correspondents, came into being as a Public Limited Company on May 17, 2007 with a view to
take over the business, assets, liabilities, rights and obligations of the Agrani Bank which
emerged as a nationalized commercial bank in 1972 immediately after the emergence of
Bangladesh as an independent state. Agrani Bank Limited started functioning as a going concern
basis through a Vendors Agreement signed between the ministry of finance, Government of the
Peoples Republic of Bangladesh on behalf of the former Agrani Bank and the Board of
Directors of Agrani Bank Limited on November 15, 2007 with retrospective effect from 01 July,
2007.
1

2%

Agrani Bank Limited is governed by a Board of Directors consisting of 13(thirteen) members

headed by a chairman. The Bank is headed by the Managing Director & Chief Executive Officer;
Managing Director is assisted by Deputy Managing Directors and General Managers. The bank
has 11 Circle offices, 25 Divisions in head office, 56 zonal offices and 878 branches including 27
corporate and 40 AD( authorized dealer) branches. The corporate and AD branches are
authorized to deal in Foreign exchange business.
The authorized capital of the Bank is Tk. 800 crore.
Nature of Business
The principal activities of the Bank are providing all kinds of commercial banking services to its
customers and the principal activities of its subsidiaries are to carry on the remittance business
and to undertake and participate in any or all transactions, and operations commonly carried or
undertaken by remittance and exchange houses.

The Bank also started its Merchant Banking operations at Head Office level from September 03,
2009 vide registration certificate no. AMB-34/2009 dated March 23, 2009 under Securities and
Exchange Commission Act, 1993 and Securities and Exchange Commission Rules, 1996.
Agrani Bank Ltd. with its wide-ranging branch network and skilled personnel provides
prompt services like issuing:

Demand Draft

Telegraphic Transfer

Pay Order

bills collection

clearing

The Bank provides the following account facilities:

Current/Savings/STD account

FDR account

Advance account

Loan account

Agrani Bank has already established a worldwide network and relationship in international
Banking through its overseas branches and foreign correspondents. The Bank has earned an
excellent business reputation in handling and funding international trade particularly in boosting
export & import of the country. The Bank finances exports within the framework of the export
policy of the country.
Company Mission ,Vision & Moto
Company Mission:

To become a leading bank of Bangladesh.

Operating at international level of efficiency, quality and customer service.

Company Vision:
We operate ethically and fairly within the stringent framework set by our regulators. We fuse
ideas and lessons from best practice to explore new avenues to become stronger, more efficient

and competitive. We apply information and communication technology for the benefit of our
customer and employees. We invest to strengthen the future of the bank.
Moto:
To adopt and adapt modern approaches to stand supreme in the banking arena of Bangladesh.
Organizational Overview
Name of the company
Chairman
Managing director
Company secretary
Legal status
Date of incorporation
Registered office
Authorized capital
Paid up capital
Reserve and retained earning
Number of employees
Number of branch
Number of subsidiary
Net Income
Website
Email

Agrani Bank ltd.

Khondokar bazlul haque,phd
Syed abu naser bukhtear ahmed, B.Sc,MBA
MD. Ekramul Hakim
Public limited company
17 may 2007
9d dilkusha commercial area, Dhaka1000.bangladesh.
Tk. 800 crore
Tk. 497 crore
Tk. 420 crore
13,269
878
02
Tk 264.6 core (US$ 38.35 million) 2008
www.Agranibank.org
Agrani@ Agranibank.org

Organizational Hierarchy
Business Challenge
Agrani Bank wanted to streamline their remittance operations and improve customer service. To
achieve these objectives, they had to address four major challenges:

Previously, most money transfers were processed manually across Agrani Banks
remittance centres due to which it would take up to four days for beneficiaries to receive
funds. Agrani Bank wanted to offer their customers popular same day services such as
spot cash within minutes.

Agrani Bank wanted to be able to communicate and collaborate information accurately,

rapidly and reliably among their 878 branches. They wanted to ensure that the right

information is delivered to the right branch at the right time using advanced auto-routing
features.

Some Agrani Bank branches could expect up to 2,000 customers on certain days, making
it very difficult for their staff to serve them. Agrani Bank wanted to empower their staff
to help customers as effectively as possible.

Agrani Bank wanted to have a sophisticated money transfer management system that
could be easily used by their staff. They wanted the system to be user-friendly so staff
could rapidly learn how to use it, which in turn could save them time and cost.

Credit Rating
Credit Rating Information and Services Limited (CRISL) assigns AAA (Triple A) rating to
Agrani Bank in the long run and ST-1 in the short term. The above has been done in
consideration of the guarantee of the Government of the Peoples Republic of Bangladesh while
setting up Agrani Bank under the Presidential Order Number 26 of 1972 by assuming all assets
and liabilities of some banks operating in former East Pakistan. CRISL, being a local rating
agency, always considers the Government of the Peoples Republic of Bangladesh as the highest
risk free entity. Financial Institutions rated in this category are adjudged to be of best quality,
offer highest safety and have the highest credit quality. Changing economic circumstances are
unlikely to have any serious impact on the category of banks. The short term rating indicates
highest certainty of timely payment. Safety is almost like risk free Government short-term
obligations.
Long term Short term
Credit rating by CRISL

particular
Entity Rating as Government

Guaranteed Bank
AAA
ST-1
Entity Rating as Commercial Bank-2009
A
ST-2
Outlook
Stable

Date of rating declaration

06/09/2010

Table 2: Credit rating by CRISL

History of Agrani Bank Ltd.
Agrani Bank Limited Type- Public Limited Company
Industry- Banking Financial services
Founded March 26, 1972
Headquarters- Dilkusha
Commercial area- Dhaka, Bangladesh
Area served -Bangladesh.
Key -people Dr. Khondoker Bazlul Hoque{Chairman) Products Finance and insurance
Consumer Banking,
Corporate Banking,
Investment Banking,
Investment Management Net income Tk 264.6 crore (US$ 38.35 million)
Employees -13,269
Website http://www.agranibank.org
Agrani Bank is a state-owned commercial bank of Bangladesh established in 1972 .Its
headquarter is situated at Motijheel in Dhaka, the capital city of Bangladesh.
It started functioning as nationalized commercial bank taking over assets and liabilities of the
erstwhile Habib Bank ltd and commerce Bank ltd.functioning in the East Pakistan. It has been
privatized on15th November 2007 and emerged as Agrani Bank Limited (ABL) taking over
assets, liability and goodwill of Agrani Bank. The authorized capital of the Bank is Tk. 800
crore.

Agrani Bank Limited, a leading commercial bank with 867 outlets strategically located in almost
all the commercial areas throughout Bangladesh, overseas Exchange Houses and hundreds of
overseas Correspondents, came into being as a Public Limited Company on May 17, 2007 with a
view to take over the business, assets, liabilities, rights and obligations of the Agrani Bank which
emerged as a nationalized commercial bank in 1972 immediately after the emergence of
Bangladesh as an independent state. Agrani Bank Limited started functioning as a going concern
basis through a Vendors Agreement signed between the ministry of finance, Government of the
Peoples Republic ofBangladeshon behalf of the former Agrani Bank and the Board of Directors
of Agrani Bank Limited onNovember 15, 2007with retrospective effect from01 July, 2007.
Vision:
Socially committed leading banking institution with global presence.
Mission:
Dedicated to extend a whole range of quality products that support divergent needs of people
aiming at enriching their lives, creating value for the stakeholders and contributing towards
socio-economic development of the country.
Management of Agrani Bank
Management hierarchy of Agrani Bank is given blow:
Agrani Bank Limited is governed by a Board of Directors consisting of 13(thirteen) members
headed by a chairman. The Bank is headed by the Managing Director & Chief Executive Officer;
Managing Director is assisted by Deputy Managing Directors and General Managers. The bank
has 7 Circle offices, 30 Divisions in head office, 52 zonal offices and 867 branches including 10
corporate and 40 AD( authorized dealer) branches.
Bank Divisions:
Branch & Subsidiaries / Unit Control Division
Company Affairs & Board Division
Credit Policy & Credit Risk Management Division
Establishment & Engineering Division
HR Discipline, Grievances & Appeal Division
HR Planning, Deployment & Operations Division

HR Training, Research & Development Division

Industrial Credit Division
Information Technology & MIS Division
Internal Control & Compliance Division
Planning, Co-Ordination & Marketing Division
Procurement & Common Services Division
Recovery and NPA Management Division
Rural Credit Division
SME Credit Division
Treasury Division
Vigilance Division
International Trade & Foreign Currency Management Division
Foreign Remittance & Card Division
Law Division
Central Accounts Division
Reconciliation Division
Audit & Inspection Division
Public Relation Division
Core Risk Management & Basel-2 Implementation Division

Principal Activities:
The Principal Activities of the bank is:
a) To facilitate and handle all kinds of commercial banking services to its
Customers authorized by Bangladesh Bank.
b) To perform Government Treasury functions and also act as an agent of
Bangladesh Bank.
c) The export and import trade of Bangladesh with other countries under various agreements.
d) International Banking.
General Banking
Various types of deposit A/C, Inoperative A/C, Payment of Checks, Return of Checks, A/C
Closing, A/C Transfer, Works of Cash Section, Subsidiary Register Day Book, Clean Cash,
General Ledger, Abstract, Remittance (P/O, DD, MT, TT) Bills Department, SC, LSC, Clearing
House, Agrani Bank General A/C etc
Account Opening:
Account Opening Form: At first you have to fill up a form given by the Respective bank where
you are going to open an account. This form contains some Information such as

Name of the Branch.

Date.

Title of the Account.

Special instruction.

Name of Account folder.

Occupation.

Address.

Description of initial Deposit.

Verification of the introducer.

Specimen Signature.

Pay in slip is filling up of all the particulars of Account and Cash tendered for.

Deposit.

Cheque requisition Slip.

Ledger contains.

Issue of Pass Book.

Bank Services
Background:
Considering the nature of service delivery and particularly intangible-dominant services,
employee empowerment becomes a very important issue to organizations producing services. In
that, the customers and the employees are, engaged simultaneously in the production of the
service. This inseparability is what is considered by the organization in choosing how best to
serve its customers, either by the traditional method or through the empowerment approach.
The inability of the management to control the service encounter makes the employees
responsible for the quality of service delivered to the customers. In order for the management to
trust that the employees are successful in dealing with their customers, the management has to
give the employees the authority and necessary support to succeed at it, which is referred to as
employee empowerment. The practice of which can directly affect the quality of services
delivered, and customer satisfaction.
Agency Services
Agrani Bank Limited, being a state owned Bank, has both commercial commitment to its clients
and sociatal commitment to the nation. Besides catering service to its clients at nominal
fees/charges the Bank has to provide a plethora of services, free of charges, in respect of
transfering money to diffrent benevolent organizations and groups of professionals in far flung
areas through its branches in urban and rual areas all overBangladesh.
Locker Service:
For safekeeping of customers valuables like important documents and goods like jewelries and
gold ornaments, Agrani Locker Service is available in most of the Branches in urban areas.

Evening Banking Service:

Evening Banking, a unique service of Agrani Bank Limited, only for receiving Cash and
Documents beyond transaction hours till 6 oclock in the evening, is available in about 207
important Branches of Agrani Bank Limited. The service is attractive for those, like shopkeepers,
who accumulate cash as sales proceeds in the afternoon when counters of Bank branches usually
remain closed.
Here below are a few of such services Agrani Bank Limited provides:
1. Collection of Utility bills:
Telephone bills of T &T Authority without service charges Grameen Phone bills of Grameen
Phone Ltd. with service charge & other charges
Electric bill of REB without service charges
Electric bills of DESA without service charges
Electric bill of PDB without service charges
Electric bill of DESCO without service charges
Bills of Railways without service charges
Gas bill of Titas Gas, T& D Co. ltd without service charges
Gas bill of Bakhrabad Gas Co. ltd without service charges
Bill of Oil-bill of Meghna Petrolium Co. Ltd.
2.

Sale/encashment of Saving Certificates

3.

Sale/Purchase of Prize bonds

4.

Payment of Army/civil pension

5.
Payment of non-government primary /secondary school/college
benefit (government portion)

/Madrasha teachers

6.

Payment of Government primary school teachers salary

7.

Payment of Honorarium to freedom fighters.

8.

Payment of stipend for female students of secondary and higher secondary institutions

9.

Payment of Govt. allowances to Bayaska, Bidava and Dostho Mohila.

10.

Payment of stipend to primary students

11.

Payment of stipend to Shishu Kallyan Trust in urban areas.

12.

Maintain of BADC disbursement account with 200 branches

13.

Payment of Food Procurement bills.

Daridra Bimochon Karmasuchi (DABIK)

In collaboration with the Ministry of Youth and Sports, this programme was undertaken in 1990.
Since November, 1995, however, the programme is being implemented as the Banks own
programme. Landless rural poor owning land (including homestead) up to 0.50 acre can avail of
credit facilities being a member of the 5-member group formed under this project. A wide range
of activities are being financed under this program viz. mini poultry, beef-fattening, rural
transport, handicrafts, small business, tailoring, fishery, nursery, vegetable production, food
processing etc.Under the project credits are extended for a maximum amount of Tk.10,000/=
without collateral and the interest rate is 10% per annum only.

Marginal and Small Farm Systems Crop Intensification Project

This project was undertaken by the Bank in 1990 in association with Bangladesh Bank, Rangpur
Dinajpur Rural Services (RDRS) GTZ, and IFAD. Credits provided by the Bank are re-financed
by Bangladesh Bank. The project is being implemented in 9 Upazillas of Kurigram District. The
primary objective of the project is to establish a sustainable linkage between the SHGs (Self
Help Groups) and the Bank so that the rural poor become bankable.The Self Help Groups
(SHGs) comprising of 15-20 beneficiaries. Under the project, credit facilities are being extended
to Self Help Groups of Marginal and Small Farmers both for collective and individual activities
in the form of Seasonal Agricultural Loan (SAL), Agricultural Investment Loan (AIL), and NonAgricultural Investment Loan (NAIL). Loans are collateral-free with a maximum ceiling of Tk.8,
000 at individual level and Tk.80,500 at collective level and the rate of interest is only 12% per
annum
Small & Medium Enterprises Financing
This Program Small & Medium Enterprises Financing is being implemented in the Bank from
2005. The main objective is to promote and establish the Small and Medium Enterprises of
Bangladesh as an efficient and profitable business concern with a view to ensure the economic
development of the country by increasing local productions, generating income & employment.

Small Enterprises Development Project (SEDP, BGD-041):

This project was undertaken by the Bank in 1995 in association with NORAD to extend credit
facilities in 40 Upazillas in greater Faridpur and Mymensingh Districts for establishment of
micro enterprises. Under the project, 50% of the credit fund is being provided by NORAD and
50% by the Bank. The main objective is to improve socio economic conditions of the project

areas through creating employment opportunities. A wide range of micro enterprises are being
financed under this project such as rice mill, oil mill, food processing , flour mill, nursery,
repairing workshop, hatchery, fishery, weaving, handicreafts etc. Maximum loan selling is Tk. 7,
50,000.The rate of interest is minimum and the maximum loan repayment period is 7 years.
Now, the Project is going to be a subsidiary company of the Agrani Bank Ltd.
Loan for Disable Person
The Special Micro Credit Programmed for Disable Person came into operation in the Bank in
2002 under the instruction of the Bangladesh Government. The main objective of the
Programmed is to make the disable person self reliant and bring them into the mainstream
development activities of the country. The persons who are physically disable but mentally
capable of operating the business can enjoy the loan facilities under this programmed. An
individual or jointly with the competent member of his family can get the loan. Under the project
maximum loan selling for the first time is Tk.25, 000 and for the second timeTk.50, 000.The rate
of interest is 10% only. No collateral is required for the loan and any branch of the Agrani Bank
Ltd. may disburse the loan as per requirement.
Womens Credit Programmed
The Womens Credit Programmed was undertaken by the Agrani Bank Ltd in 1993 with a view
to uplift the socio economic condition of the women by engaging them into the different
financial activities of the country. A huge number of income generating activities such as
Education (establishment of Kinder garden, tutorial homes),Tailoring, Printing and Dying,
Readymade garments shop, loaundry,Poultry, Mini dairy, Goat rearing, beef
fattening,Nursury,Hotel/Resturant etc are involved in the project activities. Under the
Programmed, the branch manager can sanction the loan up to Tk.50, 000. For loan up to Tk.1,
00,000 no collateral is required. The rate of interest of the loan is minimum and it is 11% per
annum only.
Special Commercial Loan Programmed
This project was undertaken by the Bank in 1988 in association with Bangladesh Rural
Development Board (BRDB) with financial assistance from Norwegian Agency for Development
(NORAD) and Swedish International Development Agency (SIDA).The main objective of the
Project was to develop the socio-economic condition of the rural poor of 20 upazillas of
Faridpur,Rajbari, Madaripur, Gopalgonj and Shariatpur district. NORAD/SIDA provides 50%
and Bank provides 50% of the credit fund. Maximum limit of credit under the project for
individual was Tk.6000 for the first time and Tk. 12,000 for the 2nd time and onwards.
Maximum limit of credit under the project for group was Tk. 1, 00,000. No collateral was
required to avail of loan under the project. All loans sanctioned under the project were maximum
period of one year, for special cases loan period was 18 months. After completion of the Project
the recovery activity of the outstanding loan is going on by the Bank and the BRDB.
Kurigram Poverty Alleviation Project (KPAP)

RD-5 project i.e Productive Employment Project (PEP) was implemented jointly by BRDB and
Agrani Bank Limited with the financial assistance from SIDA and NORAD since 1988. The
project was implemented in 25 Upazillas of Faridpur , Rajbari, Madaripur, Gopalgonj,
Shariatpur, and Kurigram district . SIDA withdrew financial support under the project from
July/97. But considering the fact that Kurigram district as one of the poorest area of the country
on request of the Government of Bangladesh NORAD agreed to provide financial assistance in
Kurigram district as Kurigram Poverty Alleviation Project (KPAP) following the PEP Model
from July/97. The project is covering 9 upazillas of the district. Agrani Bank Limited was
covering 5 upazillas under the project where Agrani Bank Limited had branches.
The credit fund ratio under the project between NORAD and Bank was 50: 50. Maximum limit
of credit under the project for individual was Tk.6000 for the first time and Tk. 12,000 for the
2nd time and onwards. Maximum limit of credit under the project for group was Tk. 1, 00,000.
No collateral is required to avail of loan under the project. All loans sanctioned under the project
were maximum period of one year, for special cases loan period was 18 months. Rate of interest
under the project was 16% per annum of Banks portion. After completion of the Project the
recovery activity of the outstanding loan is going on by the Bank and the BRDB.
Employee and Customer Satisfaction
Customer Satisfaction
Banking operations are becoming increasingly customer dictated. The demand for banking
super malls offering one-stop integrated financial services is well on the rise. The ability of
banks to offer clients access to several markets for different classes of financial instruments has
become a valuable competitive edge. Convergence in the industry to cater to the changing
demographic expectations is now more than evident. Banc assurance and other forms of cross
selling and strategic alliances will soon alter the business dynamics of banks and fuel the process
of consolidation for increased scope of business and revenue. The thrust on farm sector, health
sector and services offers several investment linkages. In short, the domestic economy is an
increasing pie which offers extensive economies of scale that only large banks will be in a
position to tap. With the phenomenal increase in the countrys population and the increased
demand for banking services; speed, service quality and customer satisfaction are going to be
key differentiators for each banks future success. Thus it is imperative for banks to get useful
feedback on their actual response time and customer service quality aspects of retail banking,
which in turn will help them take positive steps to maintain a competitive edge.
The working of the customers mind is a mystery which is difficult to solve and understanding
the nuances of what customer satisfaction is, a challenging task. This exercise in the context of
the banking industry will give us an insight into the parameters of customer satisfaction and their
measurement. This vital information will help us to build satisfaction amongst the customers and
customer loyalty in the long run which is an integral part of any business. The customers
requirements must be translated and quantified into measurable targets. This provides an easy
way to monitor improvements, and deciding upon the attributes that need to be concentrated on
in order to improve customer satisfaction. We can recognize where we need to make changes to
create improvements and determine if these changes, after implemented, have led to increased

customer satisfaction. If you cannot measure it, you cannot improve it. Lord William
Thomson Kelvin (1824-1907).
The Need to Measure Customer Satisfaction:
Satisfied customers are central to optimal performance and financial returns. In many places in
the world, business organizations have been elevating the role of the customer to that of a key
stakeholder over the past twenty years. Customers are viewed as a group whose satisfaction with
the enterprise must be incorporated in strategic planning efforts. Forward-looking companies are
finding value in directly measuring and tracking customer satisfaction (CS) as an important
strategic success indicator. Evidence is mounting that placing a high priority on CS is critical to
improved organizational performance in a global marketplace.
With better understanding of customers perceptions, companies can determine the actions
required to meet the customers needs. They can identify their own strengths and weaknesses,
where they stand in comparison to their competitors, chart out path future progress and
improvement. Customer satisfaction measurement helps to promote an increased focus on
customer outcomes and stimulate improvements in the work practices and processes used within
the company.
When buyers are powerful, the health and strength of the companys relationship with its
customers its most critical economic asset is its best predictor of the future. Assets on the
balance sheet basically assets of production are good predictors only when buyers are weak.
So it is no wonder that the relationship between those assets and future income is becoming more
and more tenuous. As buyers become empowered, sellers have no choice but to adapt. Focusing
on competition has its place, but with buyer power on the rise, it is more important to pay
attention to the customer.
Customer satisfaction is quite a complex issue and there is a lot of debate and confusion about
what exactly is required and how to go about it. This article is an attempt to review the necessary
requirements, and discuss the steps that need to be taken in order to measure and track customer
satisfaction.
Clearly then there is some variation in understanding of the term. Some of the interpretations fit
with the definitions used in much of the service quality and satisfaction literature, where
satisfaction is viewed as a zero state, merely an assessment that the service is adequate, as
opposed to delight which reflects a service that exceeds expectations. However, most
respondents have more positive interpretations of the term. These questions allow us to identify
priorities for improvement by comparing satisfaction with stated (overt) importance, comparing
satisfaction with modeled (covert) importance (from identifying key drivers of overall
satisfaction), as well as respondents own stated priorities.
Service Quality and Customer Satisfaction:
There is a great deal of discussion and disagreement in the literature about the distinction
between service quality and satisfaction. The service quality school view satisfaction as an

antecedent of service quality satisfaction with a number of individual transactions decay into
an overall attitude towards service quality. The satisfaction school holds the opposite view that
assessments of service quality lead to an overall attitude towards the service that they call
satisfaction. There is obviously a strong link between customer satisfaction and customer
retention. Customers perception of Service and Quality of product will determine the success of
the product or service in the market.
If experience of the service greatly exceeds the expectations clients had of the service then
satisfaction will be high, and vice versa. In the service quality literature, perceptions of service
delivery are measured separately from customer expectations, and the gap between the two.
Expectations and Customer Satisfaction:
Expectations have a central role in influencing satisfaction with services, and these in turn are
determined by a very wide range of factors lower expectations will result in higher satisfaction
ratings for any given level of service quality. This would seem sensible; for example, poor
previous experience with the service or other similar services is likely to result in it being easier
to pleasantly surprise customers. However, there are clearly circumstances where negative
preconceptions of a service provider will lead to lower expectations, but will also make it harder
to achieve high satisfaction ratings and where positive preconceptions and high expectations
make positive ratings more likely. The expectations theory in much of the literature therefore
seems to be an over-simplification.
Satisfaction of Customer:
1. Easy for transaction around the country
2. Low interest for any transaction
3. High security arrangement
4. Available Branches.
Dissatisfaction of Customer:
1. Lack of friendly manner.
2. Slow Banking/working services.
3. Lack of helpful tendency.
4. Much more restriction for transaction.
5. Unattractive Banking.
6. Dissatisfaction of responsibility of bankers.

7. Dissatisfaction of loan application.

8. Dissatisfaction of banking services.

Employee satisfaction
Why is employee satisfaction important? Purpose / benefits of employee satisfaction include
as follows:
1. Importance of employee satisfaction for organization

Enhance
employee
retention.

Increase
productivity.

Increase
customer
satisfaction

Reduce
turnover,
recruiting,
and
training
costs.

Enhance
customer
satisfaction
and
loyalty.

More
energetic
employees.

Improve
teamwork.
Higher quality products and/or services due to more competent, energized employees.
2. Importance of employee satisfaction for employee
Employ will believe that the organization will be satisfying in the long run

they
will
care
about
the
quality
of
their
work.

They
will
create
and
deliver
superior
value
to
the
customer.

They
are
more
committed
to
the
organization.
Their works are more productive.
Satisfaction of Employees
1. Much more job security then privet bank
2. Advantages of loan application
3. Less restriction for loan application
4. Training opportunities
5. Other facilities.
6. Good relation with mgt. to employee.
7. Satisfaction about welfare factors
8. Satisfaction relationship with co-workers

9. Available Branches.
Dissatisfaction of Employees
1. Lower salary then privet bank
2. Slow promotional methods & criteria
3. Unattractive working condition
4. Weak administration
5. Lack of motivation, recruitment process
6. Lack of transportation system
7. Dissatisfaction of Mgt. system
8. Lack of cooperative tendency.
9. Dissatisfaction of salary & allowances
10. Dissatisfaction nature of work.
Co-relation between Employee and Customer Satisfaction
Employee Satisfaction
job security then privet
bank
Lower salary then privet
bank
Slow promotional
methods & criteria

TO
-

Customer Satisfaction
Slow working services.

Lack of friendly manner.

Dissatisfaction of
responsibility of bankers.

Easy for transaction around the country Weak administration

Dissatisfaction of banking services.
Lack of cooperative tendency.
Lack of helpful tendency.
Unattractive working condition
Unattractive Banking.

Available Branches.
Agency Services
Agrani Bank Limited, being a state owned Bank, has both commercial commitment to its clients
and societal commitment to the nation. Besides catering service to its clients at nominal
fees/charges the Bank has to provide a plethora of services, free of charges, in respect of
transferring money to different benevolent organizations and groups of professionals in far flung
areas through its branches in urban and rural areas all over Bangladesh.
Here below are a few of such services Agrani Bank Limited provides:

Collection of Utility bills :

o Telephone bills of T &T Authority without service charges
o Grameen Phone bills of Grameen Phone Ltd. with service charge & other charges
o Electric bill of REB without service charges
o Electric bills of DESA without service charges
o Electric bill of PDB without service charges
o Electric bill of DESCO without service charges
o Bills of Railways without service charges
o Gas bill of Titas Gas, T& D Co. ltd without service charges
o Gas bill of Bakhrabad Gas Co. ltd without service charges
o Bill of Oil-bill of Meghna Petrolium Co. Ltd.
o Sale/encashment of Saving Certificates
o Sale/Purchase of Prize bonds
o Payment of Army/civil pension
o Payment of non-government primary /secondary school/college /Madrasha
teachers benefit (government portion)
o Payment of Government primary school teachers salary

o Payment of Honorarium to freedom fighters.

o Payment of stipend for female students of secondary and higher secondary
institutions

Payment of Govt. allowances to Bayaska, Bidava and Dostho Mohila.

Payment of stipend to primary students

Payment of stipend to Shishu Kallyan Trust in urban areas.

Maintain of BADC disbursement account with 200 branches

Locker Service
For safekeeping of customers valuables like important documents and goods like jewelries and
gold ornaments, Agrani Locker Service is available in most of the Branches in urban areas.

Nature of Service

Nature of Charges

Custody of Locker /
Safe

Rent

Rate of Charges
a) Yearly TK.900/= for small size locker
b) Yearly TK.1200/= for medium size
locker
c) Yearly TK.1800/= for big size locker

Table 3: Locker Service

Evening Banking Service
Evening Banking, a unique service of Agrani Bank Limited, only for receiving Cash and
Documents beyond transaction hours till 6 oclock in the evening, is available in about 207
important Branches of Agrani Bank Limited. The service is attractive for those, like shopkeepers,
who accumulate cash as sales proceeds in the afternoon when counters of Bank branches usually
remain closed.
Financial Service
The Bank offers financing on easy terms to the following Thrust Sectors:
Electronics

Computer Software & IT

Agro-based industries

Artificial flower Product

Frozen food

Export oriented non-traditional agro product

Jute goods

leather goods

Jewelry and Diamond

Gift item

Silk worm cultivation

Stuffed toys (except RMG)

Oil & Gas

Textile industry

Import Finance
With assistance from about 400 overseas correspondents, Agrani Bank Limited, through 40
Authorized Dealer Branches, has been financing full range import business of a lot of Importers
who are Banks clients.
Sugar

Rice

Milk Food

Oil Seeds

Raw Cotton Spices

Pharmaceuticals R.M
Parts

Wheat

Chemicals

Edible Oil
Fruits
Textile Fabrics

Drugs & Medicine

Electronic Component
Scrap Vessels

Cotton Yarn

Fertilizer

Motor Vehicle

Cement

Petrol, Oil & Lubricant (POL)

Export Finance
To boost up countrys Export, Agrani Bank Limited has been providing different kinds of
assistance and incentive to the exporters. Some of which are:

Pre-Shipment and Post-Shipment Finance.

Discount/Concession rate of interest for exports Finance.

Back-to-Back L/C facility under bonded Warehouse system.

Sight L/C under Export Development Fund (EDF).

Export Incentive Program.

Financing industries of 100% foreign investment or of Joint Venture at Export Processing Zones

Obtaining EEF (Equity & Entrepreneurship Fund) from Government through Bangladesh
Bank for building up Entrepreneurs Equity.

Providing services to the exporters by the Banks own logistical supports like SWIFT,
Reuters Service, Internet, and Fax etc.

Scope of Further Expansion:

Software and Data entry
Stationery goods

Fashion item

Bamboo & wooden furniture

Toys and luggage

Dry & Dehydrated fish

Leather goods
Gift item

Orchid

Merchant Banking Operation

Issue Management:
We shall render our service to help the capital market to increase the supply of securities. Being a
Manager to issue we shall provide assistance to the Private Limited Companies intended to be
converted into Public Limited Companies by way of obtaining necessary permission from
relevant authorities, preparing prospectus for public issue of shares and debentures, involving in
the collection of application money and end through listing of securities with stock exchange.
Underwriting:
Agrani Bank Limited with its strong capital base is capable of providing underwriting
commitments for successful completion of IPO of any size enabling the companies to go public.
Portfolio Management:
Initially the Non-Discretionary (i.e. Investors Discretion) portfolio account will be opened.
Subsequently the portfolio management shall be expanded with the introduction of following
schemes:

Banks discretionary portfolio account.

Investors discretion portfolio management scheme for high net worth investors.

Interest, Fees, Commission etc:

Cost of account opening form :Tk. 25.00

Initial Documentation Charge :Tk. 500.00

Brokerage Commission: 0.50% on the value of traded securities.

Interest on Margin Loan:

Interest Rate : 13.00% per annum Mode of charging interest : Quarterly

Service Charge

Portfolio Management : 1% per annum with a minimum

charge of Tk. 500.00

Mode of Service Charge : Quarterly

Financial/Portfolio

Statement Charge :Tk. 10.00 per statement

Terms & Conditions : Charges, fees etc. may change from

Time to time at the discretion of Agrani Bank Limited.

Foreign Remittance
Agrani Bank Limited gives top priority in handling remittance from Bangladeshi Wage Earners
working abroad. We have made arrangement to ensure crediting the remitted amount to the
beneficiarys A/C within 72 hours from the time our Back Office in Dhaka receives Credit
Advice.
You may open NFCD Account in any of our Authorized Dealer (AD) Branches in Bangladesh.
You may also collect Forms from Bangladesh Missions abroad and send your application to us
for opening NFCD Account. Facilities of NFCD Account:

Your money will always be in foreign currency of your choice

You can withdraw and transfer both interest and principal in foreign currency

You will enjoy many privileges Government has declared for expatriate Bangladeshis
who send their money through banking channels

You can also convert your foreign currency into Taka

Probashi Remittance Card:

The Probashi Remittance Card is a prepaid card that provides customer immediate access to their
pay. The cardholder or beneficiaries can use the card at any Electro ways ATM or pay for
purchases at the point-of-sale, pay bills and transfer funds to their loved ones! Like other prepaid
payment products, the Probashi Card can be used every places where Electro ways logos are
accepted. The cardholders also can receive a monthly statement and can obtain account
information at ATMs and POS terminals or by calling the customer care number.

Instant payment

No minimum balance requirement

Can be used at any Electro ways enabled POS or ATM

Access to money anytime

Balance inquiry facility available via ATMs and POS

24 hour call centre assistance (coming soon)

SMS alerts every reload

Monthly statements via email (coming soon)

Easy process of replacement of lost card

Upon enrolment, the customer receives a Prepaid card from the banks which is working with
Remittance program (Like; Probashi). The customer can either give standing instructions for
transferring a fixed amount to his beneficiarys card every pay cycle or use
The card to transfer remittances to his beneficiary as and when he wants.The transactions made
are detailed on monthly electronic or printed account statements.
Money Transfer Management Solutions (MTMS)
Agrani Bank engaged Remittance to provide them with an end-to-end, web-based money transfer
management solution to address their business challenges.
The Remittance MTMS was delivered on time and met the demands. In addition, Agrani Bank is
very pleased with the level of support they received from Remittance.
Business Benefits

With the Remittance MTMS, Agrani Bank now offer a set of advanced, enhanced, rapid and
secure services to their customers, including:

Enhanced customer experience due to the following impressive same day services:
o Spot Cash remittance for both account holders and non-account holders
o Instant SMS notifications after successful processing of transactions
o Improved remittance delivery options for remitters to choose from and to make
it easier for beneficiaries to collect their funds
o Significantly reduced processing costs due to automation of all remittancerelated tasks
o Improved business process management due to business-critical information
being instantly available to the right staff member at the right branch.

Empowered business users who can tend to a multitude of customers in a highly

effective and efficient manner

Rapidly increasing ROI through rapid execution of various remittance operations, tasks
and activities

Future Plans
Agrani Bank is actively working to become the foremost remittance provider in all Bangladesh
through effective market penetration. They plan to open more overseas exchange houses in
important locations and forge strategic alliances with major global remittance companies sending
money to Bangladesh.
With 878 branches across the country and now an end-to-end, fast and reliable technology
solutions by remittance, Agrani Bank are certainly placed well in the remittance industry to
achieve their business goals.
Conclusion
This research has provided some interesting insight in to what kind of service the customers give
importance to and what quality service they get from Agrani Bank Ltd. It is quite obvious from
the research that the customer requirements are not fully met and they are very dissatisfied with
some of the aspects of the bank. Again the research revealed that only one third of customers
were more or less satisfied with the service of the bank and more than half of the respondents
were on the neutral side of satisfaction line.

Finally, I would say that this research report at Agrani Bank has increased my practical
knowledge of Business Administration and made by BBA education more complete and applied.
In this report, I got the opportunity to apply various tools and concepts I learn in my BBA
courses.
Customers are the vital for every business. It is not possible to make a profitable business
without concerning the customers benefit. Agrani Bank is a great domestic bank. To achieve the
desired position in the market, timely improvement in service is essential.This report is an effort
to reflect a clear idea about the Employee & customers satisfaction of service quality of Agrani
bank ltd. From my research I also found quality has more priority in terms of selecting the
different type of schemes according to the Employee & customer perception. I present this report
on the basis of the knowledge and experience gained during the internship period. Throughout
the report my objective is to seek and find out the Employee & customer satisfaction of service
quality of Agrani bank ltd. From this report I found that most of the Employee & customers of
the bank are dissatisfied about the quality of the bank. To satisfy these, the management can take
some attempts, noted earlier as recommendations. Considering the volume of operation and
limitations of resources and proper management the bank is doing better than many modern
banks. If we can overcome these problems, then it is possible to be internationally competitive
banks in the competitive global .So, the Human Resource Division as well as the top strategic
level management should find out underlying causes of weakness related to Human Resources of
the bank. If its possible for the bank management to provide recommended services, the
perception of the Employee & customers will be positive about the service quality of the Agrani
bank.
Recommendation
Agrani Bank is one of the most flourishing Bank of Bangladesh with wide growth opportunities
in the industry. The survey on the customers of Agrani Bank was conducted with an aim of
improving the overall customer satisfaction at Agrani Bank Ltd. The research gave valuable
insights as to where improvements were necessary to improve the quality of service. Agrani
Bank has strong organizational strength can successfully utilize the opportunities and overcome
its weakness. These are given below:

Agrani Bank does not use modern equipment and technology that better satisfy
customers needs. So it is necessary to improve their technological advancement.

Though the ATM machines are latest in technology but every the customers are coming
up with complaints regarding the ATM booths are not available in different area. So
establish the ATM booth in different areas.

Agrani Bank does not give individual attention to the customer. So try to improve
individual attention to the customer.

The customers have to pay charge to get second copy of bank statement.

Employees always try to solve different types of problems but customers are not satisfied.
So try to improve the problem solution strategy.

Agrani Bank employees have lack of friendliness & courtesy. So try to improve this
problem by good behavior with the customers.

Number of customers and superior service also depends on the number of branches. So
try to increase the number of branches in different areas because convenience of branches
or the branches availability also influence the customers to get involve with the bank.

Customers always try to get the appropriate solution for different types of banking
problems so employees should give appropriate solution to problem.

To satisfy these, the management can take some attempts, noted earlier as
recommendations.

To arrange proper promotion system, proper salary, proper welfare system for employee.

To arrange good services, better & attractive scheme for customer.

References

Schiffman, L.G., Kanuk, L.L., (1994)Consumer Behavior (9/e) , Prentice-Hall, New

Jersey.

Ramanuj Majumdar,2004.Fast moving consumer goods.[Online]Available at:

<en.wikipedia.org/wiki/fast_moving_consumer_goods> [Accessed 30 November 2011]

Anuja, Punjab
satisfaction

MARKOUT, 2008.Indian FMCG Sector Growth Drivers and Category Trends: 2008-09.
fmcgmarketers.blogspot.com
[blog]
30
July.
Available
at<fmcgmarketers.blogspot.com/2008/07/fmcg-growth-drivers-and-category-trends>
[Accessed 30 November 2011]

http://en.wikipedia.org/wiki/agranibank.bd

http://www.experiencefestival.com/customer_service

http://www.agranibank.org.bd

National

Bank

http://www.scribd.com/doc/21520508/customer