Report

INTRODUCTION
Over the years, people observed that, a company’s first task is “to create customers” but
today’s customers face a vast array of product and brand choices, prices and services.
Thus, the traditional marketing theory and practice have focus on attracting new customers
rather than retaining existing once. Today, however, although attractive new customers
remaining and important task, the emphasis has sifted towards retaining current customers
and built profitable long term relationship with them.
Facing an expending economy and rapidly growing markets, companies could practice
"leaky bucket" approach to marketing. Growing markets meant plentiful supply of new
customers. Organizations could keep filling the marketing bucket with new customers
without worrying about loosing old customers through hole in the bottom of the bucket.
Now a days the cost of attracting new customers are raising, organisations are realising
that losing a customer means losing more than a single face. It means the entire stream of
purchases that the customer would make over a lifetime of patronage. The key to building
everlasting relationships is the creation of superior customer value and satisfaction.
Satisfied customers are more likely to be loyal customer, and loyal customers are more
likely to give the company a larger share of their business.
It has been proved that customers have the final word to estimate which offer will deliver
the most value. They form an expectation of value and act on it. Thus, the value
expectations affect customer satisfaction and their re-transaction probability.
A customer might have different level of satisfaction. Here if the ATM services match
their expectations they may rank it good (satisfied), if the services exceeds expectations
they may rank it excellent (highly satisfied), if it ordinary they may rank it moderate (not
satisfied) and if the services are not at all good they may rank it poor (dissatisfied).
The researcher doing a survey on customer satisfaction of ATM centers in Bangalore for
S.B.S the leading D.S.A of Standard Chartered bank. This survey is totally based on
selected banks ATM centers in Bangalore in order to clarify how the services can be
improved for the new as well as existing customers of Standard Chartered bank.
CMR Institute of Technology 1

The Standard Chartered bank has over 19 branches with operations spread all over India.
A major proportion of these branches are concentrate in Karnataka, Maharashtra, West
Bengal and Andhra Pradesh. These branches can be classified into different categories
based on not necessarily mutually exclusive criteria such as the location, performance
criteria and by the hierarchical level of the manager handling operations.
In order to the more competitive and attract a large base of customers, it is important for a
service institutions to provide good quality service to the customer. Feedback from the
customer; both in terms of the range and quality would enable the bank to improve the
efficiency of the service offered. The Standard Chartered bank in the past used internal
resources in assessing the quality of service offered. It is now felt that a study among their
customers conducted by ‘external agent’ would be necessary to gain customers satisfaction
with the service offered.
In less technical terms, we translate this definition to mean that satisfaction is the
customers' evaluation of a product or service has met their needs and expectations. Failure
to meet needs and expectations is assumed to result in dissatisfaction with the product or
service.
Customer satisfaction will be influenced by specific product or service features and by

perception of quality. Satisfaction will also be influenced by customers' emotional
responses, their attribution, and their perception of equity.
Customer satisfaction with a product or service is influenced signification by the

customer's evaluation of product or service features. Of those features as well as overall
service satisfaction. Research has shown that customers of services will make tradeoffs
among different service features (e.g., price level versus quality versus friendliness of
personnel versus level of customization), depending on the criticality of the service.

1.1 INDUSTRY PROFILE
India had a fairly well developed banking system in existence at the time of independence
in 1947.The RBI was established in 1935.While the RBI became a state owned institution
from January 1, 1949, the Banking Regulation Act was enacted in 1949 providing a
framework for regulation and supervision of commercial banking activity. The first step
towards the nationalization of commercial banks was the result of a report by the
Committee of Direction of All India Rural Credit Survey. The Committee recommended
one strong integrated state partnered commercial banking institution to stimulate banking
development in general and rural credit in particular. Thus, the Imperial Bank was taken
over by the Government and renamed as the State Bank of India (SBI) on July 1, 1955
with the RBI acquiring overriding substantial holding on July 1, 1955.
A number of erstwhile banks owned by princely states were made subsidiaries of SBI in
1959. There was a feeling that though the Indian banking had made considerable progress
in the ‘50s and ‘60s, it had to face many concerns. To meet these concerns, the
Government introduced the concept of social control. The scheme of social control was
aimed at bringing some changes in the management and distribution of credit by the
commercial banks.
Political compulsion then partially attributed to inadequacies of the social control, led to
the nationalization of 14 major scheduled banks, which had deposits above a cut-off size.
The objective was to serve better the needs of development of the economy in conformity
with national priorities and objectives. Eleven years after nationalization, the Government
announced the nationalization of six more scheduled commercial banks. From the fifties a
number of exclusively state-owned development financial institutions (DFIs) were also set
up both at the national and state level, with a lone exception of Industrial Credit and
Industrial Credit and Investment Corporation (ICICI) which had a minority private share
holding.

PRE-REFORM STATUS
The regulatory framework for the banking industry under the Banking Regulation Act
circumscribed by the special provisions of the Bank Nationalization Act both of which
had elements of corporate governance incorporated with regard to composition of Board
of Directors. While technically there was a competition between the banks and non-banks
and among banks, substantively, competition was conditioned by policy as well as
regulatory environment, common ownership by the Government and agreement between
the Government of India as an owner and the workers represented by the Unions. Each
bank after nationalization, maintained its distinctive identity, governance structure as
incorporated in the concerned legislations provided for a formal structure of relationship
between the RBI, Government, Board of Directors and management. Both Government
and RBI were represented on the Board of Directors of the PSBs.
REFORM MEASURES
The major challenge of the reform has been to introduce elements of market incentive as a
dominant factor gradually replacing the administratively coordinated planned actions for
development. Such a paradigm shift has several dimensions, the corporate governance
being one of the important elements.
During the reform period, the policy environment enhanced competition and provided
greater opportunity for exercise of what may be called genuine corporate element in each
bank to replace the elements of coordinated actions of all entities as a joint family to fulfill
the predetermined plan priorities.
The measures taken for reform were as follows:
 First, greater competition was infused in the banking system by permitting entry of
private sector banks and liberal licensing of more branches by foreign banks and the
entry of new foreign banks.

 Second, the reforms accorded greater flexibility to the banking system to manage
both the pricing and quantity of resources.
 Third, the RBI has moved away from micro-regulation to macro-management. RBI
has replaced detailed individual guidelines and now leaves it to individual banks’
board to set their guidelines on credit decisions.
 Forth, to strengthen the banking system to cope up with the changing environment,
prudential standards have been imposed in a progressive manner.
 Fifth, an appropriate legal, institutional, technological and regulatory framework has

been put in place for the development of financial markets.
STRUCTURAL ENVIRONMENT OF BANKING
The nationalized banks are enabled to dilute their equity of the Government of India to
51% following the amendment of Banking Companies Acts in 1994, bringing down the
minimum Government’s shareholdings to 51% in PSBs. RBI’s shareholding in SBI is
subject to a minimum of 55%.
The Government proposed in the Union Budget for the financial year 2000-01 to reduce it
is holding in nationalized banks to a minimum of 33%, while maintaining the public
sector character of these banks.
The governance of the banks rests with the Board of Directors. In the light of deregulation
in interest rates and the greater autonomy given to banks in their operations, the role of
board of Directors has become more significant. During the years Boards have been
required to lay down policies in critical areas such as investments, loans, asset-liability
management and recovery of NPAs.

In 1995, the RBI directed banks to set up Audit Committees of their Boards, with
responsibility of ensuring efficacy of the internal control and audit functions in the bank
besides compliance with the inspection report of the RBI, internal and concurrent auditors.
To ensure both professionalism and independence, the Charted Accountant Directors on
the boards of banks are mandatory members, but the chairman would not be part of the
audit committee. The Boards have also been given the freedom to constitute any other
committees, to render advice to it. As regards, the appointment of additional Directors on
the boards of private sector banks, the RBI has been appointing such directors only in
such of those banks making losses for more than one year.
The Government does appointment of Chairman and Managing Directors and Executive
Directors of all PSBs. Government has set up an Appointment Board chaired by
Governor, Reserve Bank of India for these appointments. More recently, in case of
appointment of Chief Executive Officer of the PSBs identified as weak, the Government
has formed a Search committee with two outside experts. Appointment as well as removal
of auditors in PSBs requires prior approval of the RBI.
DEFINITION FOR: AUTOMATIC TELLER MACHINE (ATM)
An automated banking terminal where customers can deposit and withdraw cash
by means of a magnetic ATM card
HISTORY OF AUTOMATIC TELLER MACHINE

Year 1968-1969
Country of origin USA
Automatic Teller Machines
An automatic teller machine or ATM allows a bank customer to conduct their banking
transactions for almost every other ATM machine in the world. Don Wetzel was the co-
patentee and chief conceptualist of the automated teller machine, an idea he thought of
while waiting in line at a Dallas bank. At the time (1968) Wetzel was the Vice President of
Product Planning at Docutel, the company that developed automated baggage-handling

equipment. The other two investors listed on the patent were Tom Barnes, the chief
mechanical engineer and George Chastain, the electrical engineer. It took fine million
dollars to develop the ATM.
The concept of the ATM first began in 1968, a working prototype came about 1969 and
Docutel was issued a patent in 1973. The first working ATM was installed in a New York
based Chemical Bank
There are different claims as to which bank had the first ATM, (I have used Don Wetzel’s
reference.)
The first voucher based cash-dispensing machine was installed in 1967 by Barclay’s Bank
in London. Experts, however, do not consider this an ATM. The first modern day ATM
was introduced to consumers in 1969 by Chemical Bank USA.
“It wasn’t in a lobby; it was actually in the wall of the bank, out on the street. They put a
canopy over it to protect it from the rain and the weather of all sorts. Unfortunately, they
put the canopy too high and the rain came under it. (Laughing) One time we had water in
the machine and we had to do some extensive repairs. It was walkup on the outside of the
bank. That was the first one. In addition, it was a cash dispenser only, not a full ATM. We
had a cash dispenser, and then the next version was going to be the total teller (created in
1971), which is the ATM we all know today – takes deposits, transfers deposits, transfers
money from checking to savings, savings to checking, cash advances to your credit card,
takes payments; things like that. So they didn’t want just a cash dispenser alone.” – Don
Wetzel on the first ATM installed at the Rockville Center, New York Chemical Bank.

1.2 COMPANY PROFILE
STANDARD CHARTERED BANK
Standard Chartered derives its name after two banks - Standard Bank of British South
Africa and the Chartered Bank of India, Australia and China - that merged in 1969. The
Chartered Bank was founded in 1853 following the grant of a Royal Charter from Queen
Victoria.
The charted bank opened its overseas branch in India, at Calcutta, on 12 April 1858, eight
years later the Calcutta agent described the bank’s credit locally as splendid and its
business as flourishing, particularly the substantial turnover in rice bills with the leading
Arab firms. When The Charted Bank first established itself in India, Calcutta was the most
important commercial city, and was the center of the jute and indigo trades. With the
growth of the cotton trade and the opening of the Suez Canal in 1869, Bombay took over
from Calcutta as India’s main trade center. Today the Bank’s branches and sub-branches
in India are directed and administered from Mumbai (Bombay) with Calcutta remaining as
an important trading and banking center.
GROWTHS AND PRESENT STATUS OF THE ORGANISATION
With global headquarters at London, Standard Chartered is clearly the world's leading
emerging markets bank with assets of over $90 billion, employing 30,000 people in over
500 offices in more than 50 countries primarily in the Asia Pacific Region, South Asia, the
Middle East, Africa and the Americas.
The new millennium brought with it two of the largest acquisitions in the history of the
Bank - the purchase of Grindlays Bank from the ANZ Group for a consideration of $1.34
billion and the acquisition of the Chase Consumer Banking operations in Hong Kong for
$1.32 billion. These acquisitions demonstrate Standard Chartered's firm commitment to
the emerging markets, where we have a strong and established presence and where we see
our future growth.

IN-INDIA
Standard Chartered is the largest international banking Group in India Combined Balance
Sheet (as at March 31, 2001): Rs. 24515.9 cr. having a combined customer base of 2.4
million in retail banking and over 1200 corporate customers. Key businesses include
consumer banking - primarily credit cards, mortgages, personal loans and wealth
management - and - wholesale banking, where the Bank specializes in the provision of
cash management, trade, finance, treasury and custody services.
Today, in our 150th year, we continue with our passion and commitment in bringing
innovative banking solutions for the corporate and the retail customer. The Group in India
is credited with several industry 'firsts' and product innovations. These include issuance of
the first global credit card in India, the first Photocard, and the first Picture Card and were
the first credit card issuer to be awarded the ISO 9002 certification. Some of our product
innovations include the 'Sapnay' credit card, the international debit card that provides free
access to over 1500 Visa ATM's, a first in the banking. Industry, Mileage, an overdraft
facility against the security of a car and Smart Credit, a personal line of credit for salaried
customers.
Company prospect
Standard Chartered has implemented a strategy to increase its returns and profitability.
Standard Chartered is seeking to achieve this by stimulating growth in high return
businesses and markets, controlling cost through greater efficiency, exercising tight risk
control and actively managing its capital structure. The Group's target over time is to
achieve a return on equity of 20 per cent. Specifically:
Building market share in Consumer Banking
Standard Chartered believes that there is significant growth potential in Consumer

Banking products in the markets in which it operates. It is seeking to increase market share
by offering innovative products through its wide branch distribution network. This is
particularly true of its credit cards and wealth management businesses, with mortgages
also providing attractive opportunities.

Repositioning the Wholesale Banking business to increase returns
Standard Chartered is actively seeking to increase returns from Wholesale Banking by

increasing cross selling of products, which provide higher returns. These products include
Global Markets (including debt capital markets and treasury) and cash management
products. Standard Chartered intends to direct both capital and investment resources in the
Wholesale Banking business to these products and is capping the overall amount of
economic capital in Wholesale Banking.
Driving cost efficiency in technology and operations
Standard Chartered has made good progress with its efficiency programme, which was
ahead of target at the end of 2001. As a result, the original targets for the programme have
been revised upwards. Performance was in line with these revised targets during the first
half of 2002. It has made rapid progress in setting up shared service centers in Chennai
and Kuala Lumpur, resulting in enhanced efficiencies in processing and support functions.
It has also achieved other operational efficiencies and has derived significant cost benefits
from the integration of Grindlays, Manhattan Card Company Limited (formerly Chase
Manhattan Card Company Limited) and the Hong Kong-based retail banking business of
The Chase Manhattan Bank.
UNIQUE FEATURES
1. All services available in just 2 clicks

2. Get access to all your accounts at one place
3. Do your banking yourself anywhere, anytime
4. Personalize the site to site your preferences
5. Reminders to ensure you never miss any of those important events

Standard Chartered customer with
 Saving accounts
 Current accounts
 Deposit accounts
 Loan accounts
 Credit Cards
Standard Chartered Grindlays credit card customers the service is offered for individuals,
companies, HUFs, partnership concerns and sole proprietorship.
FUND TRANSFER AND PAYMENT
Use this transfer money instantaneously. By using these services, the customer can
transfer and make payment without ever having to step out of their home or office. The
customer can transfer money to their own accounts might like to use this service to
transfer money to anyone else (3rd party*) who maintains an account with Standard
Chartered Bank. Even if the account is held in a different city, the money will be
transferred immediately.
In case if the customer have a credit card with the bank, the customer can make his credit
card payments without having to write out to pay against his credit dues.
CREDIT SERVICES
On the service, the customer can ask out customer service representative to visit you for:
 A new card for yourself (in case you have not got one already)
 A supplementary card (for your loved ones)
Alternatively, the customer can pay aXcess plus credit card dues online or even check the
details on the credit card transactions on the. Service. The customer can also request for
redemption of rewards points or even a credit limit increases on the existing credit card
online. Just fill out the form and the bank will be in touch with you.

CORE VALUES OF STANDARD CHARTERED BANK
At the heart of their new identity are the values that drive each and every one of them. The
bank believes that these are the values which people desire from their financial partner.
The core values are as follows:
1. Courageous
A commitment to being there for the customers in good times and bad. The bank helps to
achieve the aspirations by guiding people towards the right choice.
2. Responsive
They are good on their word. They are accessible whenever and wherever people need
them. They strive not only to deliver solutions but also aims to exceed the expectations of
customers.
3. International
The bank understands the balance between global and local. Their strong network across
cultures has helped them to build stronger relations based on ideas.
4. Creative
Creative thinkers are not limited by convention. They allow their minds to soar beyond
predictable solutions. That’s how the bank approaches each challenge posed to them,
which is why they base their products and services on ideas that are innovative, perceptive
and instinctive.
5. Trustworthy
By understanding the needs of customers and tailoring the right financial solutions the
bank earn the trust of their customers.

1.3 PRODUCT AND SERVICE PROFILE
To cater to the diverse financial needs, Standard Chartered offers a wide range of
premium banking products and services through its network of 66 branches in 24 cities
across the country. As their privileged customer, one can always be assured of a banking
service that is favorable enough to tailor make a product suite to take care of their specific
banking needs.
Personal Banking Services
1. Online services
 Internet banking
With secure Internet banking ID and Password one can login and take care of
ones banking and credit card needs at ones own convenience and time. It is easy
to use and navigate. One can also get access to all accounts at one place.
 Phone banking
Enables to access a wealth of financial information, 24 hours a day, seven days a
week. Through phone banking one can check his account balance, get details
about specific transactions, make complaints and suggestions etc.
 Mobile/Email alerts
One can get timely reminders, confirmations and alerts pertaining to credit card
transactions at fingertips with this.
 Smart fill Debit Card

Launched in association with Bharat Petroleum, will help one save on fuel
purchases and even helps to get free fuel. It is globally valid.

 ATM Card
The banks ATMs give the freedom to conduct most f the banking transactions 24
hours a day, 365 days a year.
 Credit Card Help-line

Facility of calling over the phone to access a wealth of information on credit
cards-like checking balances, getting repayment details, getting a replacement of
a card or reporting a lost card etc
 Electronic Clearing System

With this facility, the card bill amount automatically gets debited from your
Savings bank account so that customers don’t have to worry about the last
minute payment rush.
2. Life stages
Getting Started
 Classic Card
 Personal Loan
 Car Loan
 Savings Bank Account
 ATM
 Phone Banking
Young Couples
 Executive Card
 Car/Personal Loan
 Savings and Current Account
 Home Loan
 Demat Account

Getting Started
 Gold Card
 Excel Banking
 Priority Banking
 Loan against Shares
 Car/Home Loans
 Investment services
 Demat Account
Prime of your Life
 Gold Card
 Mortgages
 2 in 1 Account
 Investment Services
 Demat Account
 Priority Banking Services
3. Deposits
 Parivaar
 AxCess Plus
 Savings and Current accounts
 2 in 1 Account
 Term Deposit Account
4. Loans
 Home Saver
 Mileage
 Smart Credit
 Car Finance
 Personal Loans
 Mortgages
 Finance against Shares
 Flexi Reserve
5. Credit Cards

 DIVA
 Sapnay
 Classic Card
 Gold Card
 Executive Card
6. Demat Account
This frees one from the worries of delays in share transfer loss due to mutilation,
theft or forgery of share certificate and bad deliveries.
7. Investments
This puts a whole new world of possibilities within the reach of people who
would like to achieve their financial goals.
8. NRI
 NRO Accounts
 NRE Accounts
 NRNR
 FCNR
Business Financial Services
These services are the financial solutions to mid-sized businesses. These include Trade
services, cash management, and lending, commercial or residential mortgages.
Corporate and Institutions
1. Online Services
 Web Bank
 B2Bex
 PSB Internet Reporting
 Online Reporting
 Secure Messaging
2. Cash Management

 Account services
 Payment services
 Collection services
Cash Management for Financial Institutions
 Clearing Services
 Continuous Linked Services
3. Trade Services
For Corporate
 Trade Services for Importers

 Trade Services for Exporters
 Risk management
 Financing
 Value Added Services
 Online Reporting
For financial Institutions
 LC Reimbursement
 Network Trade
ACCOUNT INFORMATION
This service allows the customer to get information on all his accounts held with the bank.
Information is available at one place for the following types of accounts
 Savings accounts
 Current accounts
 Term deposits
 Credit Card accounts
 Loan accounts

The customer can get the transaction details on these accounts by clicking on the account.
Transaction information is made available up to a maximum of 90 days. The best part is
the customer can print your transactions from the site itself-no more waiting for the
statements to come in now.
On this service, the customer can also check the status of the cheques issued on the
accounts. It is as simple as choosing the account and giving the cheque details.
FUND TRANSFER AND PAYMENT
Use this transfer money instantaneously. By using these services, the customer can
transfer and make payment without ever having to step out of their home or office. The
customer can transfer money to their own accounts might like to use this service to
transfer money to anyone else (3rd party*) who maintains an account with Standard
Chartered Bank. Even if the account is held in a different city, the money will be
transferred immediately.
In case if the customers have a credit card with the bank, the customer can make his credit
card payments without having to write out to pay against his credit dues.
CREDIT SERVICES
Alternatively, the customer can pay aXcess plus credit card dues online or even check the
details on the credit card transactions on the. Service. The customer can also request for
redemption of rewards points or even a credit limit increases on the existing credit card
online. Just fill out the form and the bank will be in touch with you.
UNIQUE FEATURE
There are several unique features about the Standard Chartered Bank’s aXcessplus
accounts; each designed to provide the customer the most convenient banking experience
he can ever get.

 Free aXcess to cash at over 1800 ATM’s in 35 cities in India
Globally valid debit card
The debit can be used to make purchases at over 25,000 merchant outlets in India and at
over 10 million outlets worldwide.
Phone banking, internet banking, Multi-city banking, 365 days branches, extended
banking hours, locker facility and doorstep banking.
Unique free insurance benefits-lost card insurance, purchase protection and personal
accident** cover.
Exciting usage benefits such as Travel Cash Bank-discounts on airfare, Rasoi- ongoing
privileges in restaurants, Gab Deals- special privileges for shopping at select outlets,
discounts at all BPCL & Out stores and special BPL electronic items plus a host of other
discounts vouchers.
The customer can allow a family member to avail these benefits through the add-on card
available with the joint account facility.
Choice of photo, non-photo and picture card
The Standard Chartered aXcessplus account come with a globally valid debit –cum-ATM
card which allows customer to aXcess all Standard Chartered Bank and Standard
Chartered Grind lays Bank ATMs and provides cash aXcess at all Visa Network ATMs in
India and abroad.
AXcessplus customer get Free* aXcess to cash withdrawals at over 110 Visa ATMs in
India up to four transactions per month.
This is over and above unlimited free aXcess to all Standard Chartered Bank and Standard
Chartered Grind lays Bank ATMs.

The debit can be used to make purchases at over 25,000 merchant outlets in over 25 cities
in India
Rewards program (details):
• All purchase spends at any outlet made using the Smartfill card will earn rewards
points.
• Rewards rate: Rs. 125 of purchase = 1 Smartfill point.
• 1 Smartfill point will be equivalent to similar Rupee value against fuel
• Min. 500 points must be accumulated before the first redemption is allowed.
Redemption in multiples of 500 points thereafter.
• This means that the customer would need to make purchases of Rs. 62,500 to get the
redemption.
• Accrual of rewards at the account level: Hence if two or more Smartfill cards are
issued on one account then the points will be combined at the account level. This is a
benefit to customers who hold joint accounts.
• If one Smartfill card is linked to multiple accounts then the rewards points will accrue
to the transacted account.
• A new rewards package is being developed to support this scheme. This will be ready
in July 2003. Until then – all spends will be stored manually by the Bank so when the
package is ready the customers are awarded rewards for all spends prior to that time
(spends of approx. 2-3 months only).
• Enquiry / statement of reward points and redemption will be available only after the
launch of the package in July 03.
• Customers should be explained this if required though the customer impact is minimal,
as we do not expect customers to have significant spends in just two or three months.

However – if necessary a manual rewards point status may be advised using the
process as described in the Procedures Circular.
• Redemption will be through fuel coupons valid at select BPCL outlets. Customers will
call Phone banking to place a redemption request. Detailed process will be described
subsequently.
SAVINGS AND CURRENT ACCOUTNS
Unique Features
 You can assure of smooth cheque pick-up, and draft/ pay order delivery.
 Cheque deposit boxes are placed conveniently.
 Flexi-time ensures immediate access.
 Added features are ATMs and phone banking.
 Access your account from 8cities of all your transactions.
 With your multi-city chequebooks, your Cheques can be enchased at par at any of
the above cities.
 Special Rates on Loans and Demat Accounts.
Present Marketing / promotion activity:
• Advertising / outdoors: Radio advertising with two spots as above. Spots will focus on
key benefits viz. Zero surcharge and free fuel. A Mobilink call centre number will be
carried (see below).
• Hoardings at selected BPCL locations
• Collateral being produced and dispatched centrally to include: branch brochures, fliers,
posters, banners and direct sales kiosks.

• Additional collateral will be dispatched to BPCL for deployment at their locations.
• Promotions to be run by direct sales at BPCL outlets.
• Other promotions for lead generation in the pipeline to be announced.
• Mobilink call centre has been deployed in cities with radio advertising: Mumbai,
Delhi, Chennai & Bangalore.

1.4 OPERATIONAL CONCEPTS
CUSTOMER SATISFACTION:
“Satisfaction is the customer's fulfillment response. It is judgment that a product or service

feature, or the product or service itself, provides a pleasurable level of consumption-
related fulfillment. “
RICHARD L. OLIVER
In less technical terms, we translate this definition to mean that satisfaction is the
customers' evaluation of a product or service has met their needs and expectations. Failure
to meet needs and expectations is assumed to result in dissatisfaction with the product or
service.
Customer satisfaction will be influenced by specific product or service features and by

perception of quality. Satisfaction will also be influenced by customers' emotional
responses, their attribution, and their perception of equity.
MARKET
Market Is a Latin Word Mercari, Market is not a place of exchange but an

atmosphere or region in which the forces of demand and supply operate directly and
indirectly to bring about transfer in the little of goods and services. It is an arrangement
that provides an opportunity of exchanging goods and services for money or money’s
worth. It means to settle the terms of exchange.
Market refers to a place where buyers and sellers meet personally to finalize the
deal after personal inspection. It is the whole of any region in which the buyers and sellers
are brought in contact with one another and by means of which price of the goods tend to
be equalized easily and quickly.

MARKETING
Market is a process of exchange involving two distinct aspects namely, mental and
physical. In a macro sense, it is systems that direct an economy’s objectives. In a macro
sense, it is the process of finding out what people need helping to develop need satisfies,
informing and persuading, moving properly priced products and services to consumers and
keeping the consumers satisfied.
Marketing is perhaps the most complex and challenging function performed by every
business firm. The term marketing is a very comprehensive and ends only after rendering
after-sales satisfaction. It is the set of those activities necessary and incidental to bring
about exchange relationship.
Marketing encompasses the entire economic process by means of which goods and service
are exchanged and their values are determined in monetary units. It is that phase of
business activity through which human wants are satisfied by the exchange of goods and
service. It is the skill of selecting and fulfilling consumers desire in such a way that a dose
of money put in bring back maximum returns.
Prof. Harry L Hanson defines marketing as the process of discovering and translating
consumer need and wants into product and services, specification, creating demand for
these products and services and then, in term expending this demand.
Prof. Philip Kotler defines marketing is the analysis, planning, implementation and control
of programs designed bring desired exchanges with target audience for the purpose of
personal and mutual again. It relies heavily on the adaptation and coordination of product,
price, promotions and place for achieving response.
MARKETING MANAGEMENT
Marketing management is a process of planning and executing conception, pricing,

promotion and distribution of ideas, goods and services to create exchanges that satisfy
individual and organization goals. Marketing management is responsible for organizing,
directing and controlling the marketing activities included in the process of marketing. It
has to implement the marketing program and conduct the marketing campaign.

COMPETITION
It is a form of business activity in which two or more parties are engaged in rivalry for
customer acceptance of their products and services.
“Co-branded” card
A co-branded card is issued in collaboration with another partner – in our case Bharat
Petroleum. The partner brings in extra benefits over and above what the bank offers –
hence making this a powerful proposition to customers who are prospective customers for
both the organizations.
Leaky bucket
Losing of the present customers due to the various changes like competition ,non-
satisfaction ,technology change etc… .
ATM-cum-Debit Card?
A debit card is the easiest way of accessing your bank account. An ATM-cum-Debit card
allows you to:
A debit card is a ‘buy now – pay now’ option, which is the payment to a merchant, gets
debited to customer’s account the same day as the purchase is made.

2.1 MCKINSEY 7-S MODEL
INTRODUCTION
A framework for Strategic Management, which has received substantial attention of

management consultants and strategists, is Mc Kinsey 7-S framework developed in the
late 70’s by McKinsey Company, a reputed Management Consultancy firm in US. The
framework rests on the proposition that effective organizational changes is best
understood in terms of the multipart relationship between STRATEGY, STRUCTURE,
SYSTEM, STYLE, SKILLS, STAFF and SHARED VALUES in 7-S.
McKinsey and Company found that neglecting any one of 7 key factors could lead to
doomed strategies. Each of these factors is equally important and interacts will all other
factors. Any numbers of circumstances may dictate which of the factors will be the driving
force in the implementation of any particular strategy. Stated in general terms the
proposition of the 7-S Model suggests that there are multiple factors, which influence an
organization’s ability to change, and its proper mode of change. Since the variables are
interconnected, significant progress cannot be made in one area unless corresponding
progress is made in other areas too.

An illustrative outlook of the framework is presented below -
STRATEGY:
“It is more important to do what is strategically right than what is immediately

profitable”
It is the means to achieve organizational purpose. Strategy refers to decisions bearing on

the future of an enterprise defining its direction and scope in the long run. These decisions
ideally involve matching of resources to the changing environment, and determining what
the enterprise ought to be doing in the years to come and how it should position itself to
take advantage of the future market opportunities. Strategy is the course of actions through
which organization relates itself with its environment to attain its objectives.

Strategy at Standard Chartered
As Standard Chartered is functioning in various areas of Financial aspects such as

Banking, Insurance, Mutual funds, Benchmarking, Securities, Investment advisory
services etc., it follows the Rules and Regulations framed by Securities and Exchange
Board of India, Reserve Bank of India, Association of Mutual Fund of India.
At SC mutual funds, Bangalore, there are people like Cluster head, Regional Manager and
Assistant Vice-president-sales. All these executives meet in a regular interval and they
decide about the strategies along with the guidelines given by the Head Office.
All these people along with 6 investment advisors are working for continuous link with
individuals as well as corporate customers to create the wealth and to generate funds. They
are highly concerned with their objectives. They are well trained to face and grab the
market opportunity. They implement various types of strategy framed by the Head Office
effectively.
STRUCTURE
Structure is an addition to the organizational tool kit. It is comparable with the super
structure of an organization, which indicates to what extent the activities are specialized,
and the ways in which the organizational tasks are integrated and coordinated. It can also
be defined as the way in which organization’s unit relates to each other.
Structure at Standard Chartered MF
There is a National Head at the top of the hierarchy of the organization. Under him there
are four Regional Heads for 4 Regions of India. That is they are looking after the business
of North zone, South zone, East zone and South zone respectively. Under every Regional
Head, there are three Area managers, who will be in close touch with all most all the
clients in their respective zonal areas. The basic work and responsibility of all the above-
mentioned people is making maximum sales, contacting more and more prospective
customers and continuing the same relationship with them.

ORGANIZATION STRUCTURE
NATIONAL
NATIONAL
SALES
SALES
MANAGER
MANAGER
REGIONAL
REGIONAL
SALES
SALES
MANAGER
MANAGER
ASSISTANT
ASSISTANT ASSISTANT
ASSISTANT
ASSISTANT ASSISTANT
MANAGER
MANAGER MANAGER
MANAGER
MANAGER MANAGER
(CURRENT
(CURRENT (SAVINGSA/C)
A/C) MIS
MIS
(SAVINGSA/C)
(SAVINGS A/C) (SAVINGS
A/C)
A/C)
OFFICER
OFFICER OFFICER OFFICER
OFFICER OFFICER
OFFICER OFFICER
OFFICER TRAINEE OFFICER OFFICER
OFFICER OFFICER TRAINEE TRAINEE TRAINEE TRAINEE
TRAINEE TRAINEE
TRAINEE
OFFICER TRAINEE TRAINEE TRAINEE CURRENT
TRAINEE CURRENT

SYSTEM:
Rules, regulations and procedures constitute ‘Systems’ in the 7-S framework. Systems can
be described as the procedures, process, and routines that characterize all the important
work is to be done. A system is an assemblage of things connected or interrelated so as to
form a complete unity; a whole composed of parts and sub-parts in orderly arrangement
accordingly to some scheme or plan. A system is not merely the totality of parts and sub-
parts but their arrangement is more important. The whole becomes greater than the total of
individual parts because of the type of arrangement made in these parts and sub-parts.
Thus, a system is an interdependent framework in which varies parts are arranged.
System at Standard Chartered
Since there is Bank and Mutual fund organization, various departments of the bank are
inter-connected inter-related with each other. The specially designed Information System
helps in sharing and transferring information from one Department to another.
All the details related to Mutual Funds will be coming to the Investment Advisory
Department, which gives information about the investment to all those who are in need of
such information. The details and the information collected by the investment advisory
division will be scrutinized and evaluated. Finally, after the scrutiny, it is dispatched to
Asset Management Company of Standard Chartered Mutual Funds, for the final record.
At the time of doing all these procedures, they follow their own Rules, codes and
Regulations with following all the rules, regulations and requirements stated by Securities
and Exchange Board of India (SEBI). The investment advisory division keeps it’s own
records as against every transaction.
The working of all the Departments at Standard Chartered is according to the Rules and
Regulations given by SEBI. It obeys and strictly follows all the Banking rules along with
Investment related regulations as stated by SEBI.

STYLE
It is another variable, which may determine the effectiveness of organizational change

effort. It tries to explain the culture and style of working in an organization. It also
explains about the behaviour and attitude of key person or manager in achieving the
Organization’s Goals.
It is the process of influencing people so that they will contribute to organization and at
the same time in achieving its goals.
Style at Standard Chartered
The style of managing followed at Standard Chartered is of Democratic in nature.
• The Head will be meeting to his next subordinate for any decisions prior he takes
them.
• The subordinates will consult to his next level people i.e. investment advisors,
who are there in the branch –all will be consulted and asked for opinion at the
time of taking any kind of decisions.
• At the time of meeting the customers, the investment advisors will go out of bank
and meet them. No restriction as to follow the strict timings but there a restriction
to complete the work within the specified time period.
• All the people at all levels can give their opinion and suggestions to their
respective superior or to the top manager in order to enrich and expand the
company business.
STAFF:
Staffing is the process of acquiring, developing, employing, appraising, remunerating, and

retaining people so that right type of people are available at right positions and at right
time in the organization.

It is clear that staffing must be closely linked to organizing, that is, the setting up of
intentional structures of roles and positions.
To be sure, this department provides valuable assistance, but it is the job of managers to
fill the positions in their organization and to keep them filled with qualified people.
Staffing at Standard Chartered
There are three major Sales channels. The first team looks after all the Primary sales (i.e.
corporate sales). In this team there are three people including the South Head. The second
team looks after all the Secondary sales (i.e. Retail sales). This team includes one Area
Sales Officer. Under Area Sales officer, there are 10 Sales officers. The third team looks
after all the sales, which has to be promoted at Standard Chartered Bank outlets (i.e.
Banking Channel). For this there are 2 Sales officers. Apart from all these people, there
are 5 Financial Advisors, who guides the prospective customers. In addition, there are 2
National Distributors.
SKILLS:
Skill refers to ‘Distinctive Competence’, which reflects the dominant skills of an

organization and may consist of competence in terms of customer services, quality
commitments, market potentiality and so on.
Skills refer to expertness, practical ability or facility in an action or doing something. It is

also the capacity of doing or performing something individually, independently, or in a
group so as to attain some pre-determined goals.
Skills at Standard Chartered

As this company is one of the financial intermediaries in the country, the various type of
skills are required for smooth and continuous functioning of the organization.

Standard Chartered Mutual Funds and Bank, Bangalore provides excellent service
towards their customers. They provide all the related information to the customers as and
when they need at free of cost (in working hours). The ‘Team Bangalore’ is enriching
with experienced Personnel, who are fully dedicated to achieve the Goals.
All of them have a very good quality of Interpersonal skills, Communication skills,
Practical knowledge regarding current market trends, Mutual fund industry and all other
investment related topics, which enhance their contribution among the information seeker.
The work of the investment advisors and all other sales people is to give full information
about various schemes and to give satisfactory answers to every question, which is asked
by every individual.
SHARED VALUES:
Value is “Global beliefs that guide actions and judgments across a Varity of
situations”. It refers to the set of values and aspirations that go beyond the formal
statement of corporate objectives. In other words, these are fundamental ideas around
which a business is built and which constitutes its main values.
The inter-connecting center of McKinsey’s model is Shared Values, it emphasizes on-

“what does the organization stands for and what believes in central beliefs and
attitudes”

2.2 SWOT ANALYSIS
CONCEPT OF SWOT ANALYSIS:-
The SWOT Analysis is a conceptual framework for a systematic analysis that facilitates
matching the external threats and opportunities with the internal weakness and strengths of
the organization. It has been common to suggest that the companies identify their strengths
and weakness, as well as the opportunities and threats in the external environment.
However, what is often overlooked is that combining these factors may require distinct
strategic choices. To systematize these choices the concept of ‘SWOT’ has been proposed;
where
S – STRENGTHS
W – WEAKNESS
O -- OPPURTUNITIES
T – THREATS
STRENGTHS
 High service levels

 Good brand image
 Global services
 Externally good banking ambiance
WEAKNESS
 ATM/Branch network
 Quality of service
 Follow-up service offer
 Higher quarterly balance required in the bank
 Complicated documents for current account

 Delay to get approval from top management
OPPERTUNITIES
 A very up warmly mobile city

 A hot spot for major MNC’s
 Vast UN exploited market
 Growth if initiative shown
THREATS
 CITY BANK is offering interest on current accounts

 CITY BANK have very low average annually balance maintenance
 Less advertising

3.1 NEED FOR THE STUDY
This study is carried out to analyze ATM Centers in Bangalore, which include the services
as well as to find out customer satisfaction towards ATM centers. Thus, this study
becomes essential to get a competitive edge. Through this study, an attempt has been
made to identify the explicit needs, attitude of the customers, as they are the final
judge of the services provided by the bank only when the bank is in constant touch
with its customers or the ATM cardholders.
3.2 STATEMENT OF PROBLEM
This survey is conducted to know the type of account, type of cards, the frequency of
withdrawing cash and all together whether the customer is satisfied with their banking or
not.
It is going to support the bank in future strategies, to compete in present competitive

environment. It is also going to help the organization to retain its business and for further
growth. In the Banking Industry customer, satisfaction is based on time, safety and
service.
Generally, the satisfaction starts from the opening of the account-transaction-closure of

account. First is the opening of the account which the customer prefers, secondly the bank
should provide modern transaction tools (here ATM specified) as far as money
transactions are concerned which gives a big satisfaction for customers. Then each
customer thinks of safety when he or she first steps into the bank, with no hassles.
Services provided by the bank (customer care services) are nothing but a basic need of
customer.

3.3 OBJECTIVES OF THE STUDY
a. To study the frequency of usage of ATM cards by the customers in the city of
Bangalore
b. To help the company for the new trends of competitiveness which is essential for
the further growth and competition
c. To measure whether customers are satisfied with the transaction process
d. To measure whether the customers are satisfied with number of ATM centers and
their services
e. To study the level of customer satisfaction of the ATM card holders.
f. To suggest suitable measures for improving ATM services
3.4 METHEDOLOGY OF THE RESEARCH
A central part of research activity is to develop an effective research strategy or design.

Methodology involves the most suitable method of investigations. The nature of research
instruments, the sampling plan and the type of data.
The research design constitutes the blue print for the collection, measurement and analysis
of data. It aids the researcher in the allocation of his limited resources by posing crucial
choices.
Naturally, Research design is the plan and structure of investigation. So conceived as to

obtain answers to research questions. The plan is the overall scheme or program of the
research.

TYPES OF RESEARCH
(1) Descriptive Research

Has been used to describe what existed in the market/field outside where the project study
was conduct.
The descriptive research includes surveys and fact-finding enquiries of different

kinds. The major purpose of descriptive research is description of the state of affairs as it
exists at present .The method of research utilized in descriptive research is survey methods
of all kinds, including comparative and co relational methods. In descriptive research, on
the other hand the researcher has to use facts or information already available and analyze
these to make a critical evaluation of the material.
E.g.: Description of ATM Cards, customers, etc.
The various stages in research process
Problem definition
Review of secondary data source
Select approach of collection of new / primary information
Determine the details of research design
Data collection
Analysis and interpretation

RESEARCH INSTRUMENT
Research instrument used for obtaining primary data is questionnaire.
SAMPLING PROCEDURE
Sampling
It is the process of learning about the population based on sample drawn from it.
Thus in the sampling technique instead of every unit of the universe only a part of the
universe is studied and the conclusion are drawn the basis for the entire universe. A
sample is a sub-set of population units.
Sample Size
100 respondents were surveyed to gather information to accomplish objectives.
Methods of Sampling
The various type of sampling can be grouped under two broad heads: Probability
sampling and Non-probability sampling.
EXECUTION
Survey was carried out in the areas of Bangalore city, they are BTM layout, Jayanagar,
J.P.Nagar, M.G. Road, koramangala, Indiranagar. It was decided that customers should
covered from each area.
Choosing of sampling Unit
Researcher has adopted the probability, random sampling method to conduct survey.

DATA COLLECTION TECHNIQUES
This study is based on primary data collected through a questionnaire. Questionnaire is

used for collecting the data is a closed end questionnaire. This type closed end
questionnaire will be helpful to extract the result within our limits. In an open end
questionnaire the choice is left to respondent, so the answer executed will be a different
kind and will be difficult to analyze. Therefore, the Closed End Questionnaire was opted
for conducting the study.
For the study structured, open-end and multiple choices questionnaires are used. Open-end
questions means the respondents are given only two options ‘yes’ or ‘no’. Multiple choice
questions means the respondents have to select one from the options given.
SOURCES OF DATA
Keeping in view the objectives of the study, a conventional and stratified marketing
research programs was adopted and the procedure for the study consists of following
elements.
PRIMARY DATA
The information, which was collected using questionnaire method from the customer, is
the primary source of data gathered specifically for the project study. It includes direct
contact with customer, regarding their response towards the product.
SECONDARY DATA
Secondary Source of data includes the findings or the basic research already done by the
organization. Besides, it also includes the appropriate material from Newspapers,
Magazines, Standard textbooks and information from the Internet.

3.5 SCOPE OF THE STUDY
The researcher's main concern is to analyze the customer satisfaction level towards ATM
cards with specific reference to Standard Chartered Bank. It's the globally accepted
concept, once we are meeting the customer’s expectations then only the customers are
satisfied and its possible for us to retain the customer with us.
In the present scenario, due to the changes in market conditions, and increasing
competition, customers are receiving a better choice of products and service from the
similar industry.
As the organization point of view, their foremost scope is into keep good and cordial
relationship with the existing customers. Once the customers are loyal towards the
organization, automatically the goodwill of the organization enhanced in the market place.
In the study we could able to find out the levels of customer satisfaction from the products
and the services offered by the Banks .As well as we could find out the money with-drawn
by the card holders and the type of card (Debit or Credit or both) they are using.
With the study, we can give suggestion regarding customer satisfaction, product and
services offered by the bank, and how far it is going to meet the customer expectations and
how to improve the customers satisfaction to retain the existing customers as well as
attracting the new potential accounts.

3.6 LIMITATIONS OF THE STUDY
The study was restricted to Bangalore city only.
The information given by the respondent may or may not be accurate because in some
cases the respondents were very busy in their work.
The size of the sample is limited to time and resources.
The information collected is valid until there is no any technical change or any innovation
is released in the market.
The result is assumed that respondents have given accurate information.

ANALYSIS AND INTERPRETATION
TABULATION
When a mass of data has been assembled, it becomes necessary to arrange the same in
kind of concise logical order. The tabulated data is presented in the form of tables with
interpretation through graph. Bar diagram and charts are drawn for the better appreciation
of the analysis. This procedure is refereed to as Tabulation. Thus, tabulation is the process
of summarizing raw data and displaying the same in compact form for further analysis.
Tabulation is an orderly arrangement of data in columns and rows.
CLASSIFICATION
Classification is a process of arranging the data into sequence and groups according to
their common characteristics or separating them into different related parts. Classification
of raw date collected was done to reduce large volume to homogeneous groups and to
arrive at meaningful relationship. This fact necessitates classification of data, which
happens to be process of arranging. Data in groups or classes based on common
characteristics data having common characteristics are placed in one class and in this way
the entire data are divided into a number of group or classes.
DATA INTERPRETATION
DATA PROCESSING AND ANALYSIS PLAN
The data collected through interview schedule was coded and tabulated on a data sheet.
After tabulation, the data has been analyzed. Various diagrammatic representations like
bar graphs, pie charts and tables are used to represent the information obtained to the
reader in an understandable manner.

TABLE - 1
SOCIO DEMOGRAPHIC CHARACTERISTICS OF THE RESPONDENTS
S.NO OCCUPATION NUMBER OF PERCENTAG

RESPONDENTS E
N=100
1. EMPLOYEE 52 52%
2. BUSINESSMAN 18 18 %
3. STUDENT 11 11 %
4. OTHERS 19 19 %
SOURCE: Primary data
INFERENCE:
From the above table it is found that 52% of the respondents are employee, 18%
are Businessman, 11% are students and 19% are others.

GRAPH - 1
S OCIO DEMOGRAPHIC CHARACTERIS TICS OF THE

RES PONDENTS
60 52
50
RESPONDENTS IN %
40
30 19
18
20 11
10
0
EMPLOYEE BUSINESSMAN ST UDENT OT HERS
EMPLOYEE BUSINESSMAN
SOURCE : STUDENT
Table 1 OTHERS

TABLE-2
SAVINGS ACCOUNT
S.NO SAVINGS NUMBER OF PERCENTAGE

ACCOUNT RESPONDENTS
N=100
1. YES 100 100 %
SOURCE : Primary data
INFERENCE:
From the above table it is found that 100% of the respondents are having savings
account.

GRAPH-2
SAVINGS ACCOUNT
100
YES
Source : Table 2

TABLE-3
SAVINGS ACCOUNT WITH SPECIFIC BANK
S.NO BANK NUMBER OF PERCENTAGE

RESPONDENTS
1. CITI BANK 32 32%

2. ICICI 38 38%
3. HDFC 14 14%
4. HSBC 11 11%
5. STANDARD 5 5%
CHARTERED
INFERENCE:
From the above table it is found that 32%of the respondents are Citibank cardholders, 38%
are ICICI cardholder, 14% are HDFC cardholder, 11% are HSBC cardholder and 5% of
the respondents are Standard Chartered cardholders.

GRAPH-3
SAVINGS ACCOUNT WITH SPECIFIC BANK
38
40
35 32
30
RESPONDENTS IN %
25
20
14
15 11
10
5
0
CIT I BANK ICICI HDFC HSBC ST ANDARD
CHART ERED
CITI BANK ICICI

HDFC HSBC
Source : Table 3
STANDARD CHARTERED

TABLE-4
TYPE OF ACCOUNT
S.NO TYPE OF NUMBER OF PERCNTAGE

ACCOUNT RESPONDENTS
N=100
1. INDIVIDUAL 48 48 %
2. CORPORATE 52 52 %
INFERENCE:
From the above table it is found that 48% of the respondents are having individual account
and 52% are having corporate account.

GRAPH - 4
TYPE OF ACCOUNT
52
52
51
RESPONDENTS IN %
50
48
49
48
47
46
INDIVIDUAL CORPORATE
INDIVIDUAL
Source CORPORATE
: Table 4

TABLE-5
TYPE OF CARD
NUMBER OF
S.NO TYPE OF CARD RESPONDENTS PERCENTAGE
N=100
1. DEBIT CARD 37 37 %
2. CREDIT CARD 6 6%
3. BOTH 57 57 %
SOURCE : Primary data
INFERENCE:
From the above table it is found that 37% of the respondents are having Debit card, 6% are
having Credit card and 57% are having both.

GRAPH - 5
TYPE OF CARD
57
60
50
37
RESPONDENTS IN %
40
30
Source : Table 5
20 6
10
0
DEBIT CARD CREDIT CARD BOTH
Source : Table 5
DEBIT CARD CREDIT CARD BOTH

TABLE – 6
FREQUENCY OF USAGE OF ATM CARDS
FREQUENCY OF
NUMBER OF
S.NO USAGE OF PERCENTAGE
RESPONDENTS
ATM CARDS
1. DAILY 2 2%
2. WEEKLY 89 89 %
3. MONTHLY 3 3%
4. OTHERS 6 6%
INFERENCE:
From the above table it is found that 2% of the respondents are using the card daily, 89%
are using the card weekly, 3% are using the card monthly and 6% are using the card when
the need arises.

GRAPH - 6
FREQUENCY OF USAGE OF ATM CARDS
89
90
80
70
RESPONDENTS IN %
60
50
40
30
20 3 6
2
10
Source : Table 6
0
DAILY WEEKLY MONT HLY OT HERS
DAILY WEEKLY MONTHLY OTHERS

TABLE-7
AVERAGE MONEY WITHDRAWN FROM AN ATM CENTER
AVERAGE
NUMBER OF
MONEY WITH-
S.NO RESPONDENTS PERCENTAGE
DRAWN FROM AN
N=100
ATM CENTER
1. 500-5000 23 23 %
2. 5000-10000 48 48 %
3. 10000-15000 21 21 %
4. ABOVE 15000 8 8%
INFERENCE:
From the above table it is found that 23% of the respondents are having a income level of
500-5000, 48% are having a income level of 5000-10000, 21% are having income level of
10000-15000, and 8% are having income level of above 15000.

GRAPH – 7
AVERAGE MONEY WITH-DRAWN FROM AN

ATM CENTER
48
50
45
40
RESPONDENTS IN %
35
30 23
21
25
20
15 8
10
0
500-5000 Source
5000-10000 : Table 7
10000-15000 ABOVE 15000
500-5000 5000-10000 10000-15000 ABOVE 15000

TABLE - 8
SATISFACTION OF DAILY WITH-DRAWL LIMIT
SATISFICATION
WITH DAILY NUMBER OF
S.NO PERCENTAGE
WITH-DRAWL RESPONDENTS
LIMIT
1. YES 100 100 %
INFERENCE:
From the above table it is found that 100 % of the respondents are satisfied with the daily
with-drawl limit.

GRAPH – 8
SATISFACTION OF DAILY WITH-DRAWL LIMIT:
100
Source : Table 8

TABLE – 9
SATISFICATION WITH NUMBER OF ATM CENTERS
NUMBER OF ATM SATISFACTION WITH NO.

S.NO BANK RESPONDENTS OF ATM CENTERS
N=100 YES NO
1. CITIBANK 32 26 6
2. ICICI 38 36 2
3. HDFC 14 11 3
4. HSBC 11 8 3
5. STANDARD 5 1 4
CHATERED
INFERENCE:
From the above table it is found that out of 32 Citibank cardholders, 26 are satisfied and 6
are not satisfied. Out of 38 ICICI cardholders, 36 are satisfied and 2 are not. Out of 14
HDFC cardholders, 11 are satisfied and 3 are not. Out of 11 HSBC cardholders 8 are
satisfied, 3 are not, out of 5 Standard Chartered cad holders 1 is satisfied, and 4 are not
satisfied with their ATM centers provided by the bank.

GRAPH - 9
SATISFICATION WITH NUMBER OF ATM CENTERS
40
36
35
30 26
25
RESPONDENTS IN %
20
15 11
10 6
3 4
2 3
5 1
0
CIT I BANK ICICI HDFC HSBC ST ANDARD
Source : Table 9 CHART ED
YES NO

TABLE – 10
ATM SATISFACTION ON SERVICES PROVIDED BY THE BANK
S.NO BANK NO. OF SATISFACTION ON SERVICES PROVIDED

RESPONDENTS BY THE BANK
EXCELLENT GOOD MODERATE POOR
N=100
1. CITIBANK 32 10 18 1 3
2. ICICI 38 19 16 0 3
3. HDFC 14 1 5 2 6
4. HSBC 11 0 3 4 4
5. STANDARD 5 0 2 1 2
CHARTERD
SOURCE: Primary data.
INFERENCE:
From the above table it is found that out of 32 Citibank card holders the services
are excellent according to 10 card holders, good according to 18, Moderate according to 1
and 3 Citibank card holders get the services poor. Out of 38 ICICI card holders, services
are excellent according to 19; good according to 16 and 3 card holder get the services
poor. Out of 14 HDFC cardholders, services are excellent according to 1 customer, good
according to 5, moderate according to 2 and poor according to 6. Out of 11 HSBC card
holders, services are good according to 3 customers, moderate according to 4 customers
and poor according to 4 customers. Finally, out of 5 Standard Chartered customers
according to 2 cardholder the services are good, moderate according to 1 and poor
according to 2 Standard Chartered cardholders.

GRAPH - 10
ATM SATISFACTION ON SERVICES PROVIDED BY THE

BANK
20 19
18
18 16
16
RESPONDENTS IN %
14
12
10
10
8 6
6 5 4 4
3 3
3
4 2 2
1 2 1
2 1
0 0 0
0
CITI BANK ICICI HDFC HSBC STANDARD
CHARTED
Source : Table 10
EXCELLENT GOOD MODERATE POOR

TABLE – 11
SATISFICATION WITH CUSTOMER CARE SERVICE
S.NO BANK NUMBER OF SATISFICATION WITH

RESPONDENTS CUSTOMER CARE SERVICE
YES NO
N=100
1. CITIBANK 32
23 9
2. ICICI 38
30 8
3. HDFC 14
8 6
4. HSBC 11
5 6
STANDARD
5. 5 2 3
CHATERED
INFERENCE:
From the above table it is found that out of 32 Citibank cardholders, 23 are satisfied and 9
are not satisfied with the customer care services of the bank. Out of 38 ICICI cardholders,
30 are satisfied and 8 are not. Out of 14 HDFC cardholders, 8 are satisfied and 6 are not.
Out of 11 HSBC cardholders 5 are satisfied, 6 are not, out of 5 Standard Chartered cad
holders 2 is satisfied, and 3 are not satisfied with their customer care services provided by
the bank.

GRAPH - 11
S a tis fa c tio n w ith th e c u s to m e r c a r e s e rv ic e
30
30
25 23
20
15
9 8 8
10 6 6
5
5 2 3
0
C iti B ank IC IC I HD F C HS B C S TA ND A RD
C HA RTE RE D
Yes No

RESEARCH FINDINGS
 The use of ATM's is mostly among the employees (52 %) and followed by
business people (18 %).
 Among the Savings Bank account holders, ICICI (38%) and Citibank (32 %)
cardholders are more in number compared to other banks. In view of above
findings it is suggested that Standard Chartered should aim to increase its member
of savings bank account holders at the first instance by having special schemes/
campaigns.
 Maximum number of respondents is having both debit and credit card (57 %).
 The frequency of usage of ATM cards is more in the form of weekly withdrawals
(89 %).
 With regard to the maximum number of ATM centers, ICICI and Citibank
cardholders are mostly satisfied
 Based on the survey, it has been observed that the ranges as follows; Average
money withdrawn from an ATM center:
 500 – 5000: 23%
 5000 – 10000: 48 %
 10000 – 15000: 21 %
 This shows that around 48%of the people using the ATMs on an average, drawn a
sum of Rs 5000-10000 in a week, who may come under the middle class category.
Hence, it is suggested that standard chartered bank may take steps to focus on this
segment.
 With regard to the services provided by the bank, Citibank and ICICI Bank
cardholders are mostly satisfied, followed by the other bank cardholders.

SUGGESTIONS:
The suggestions are as follows:
1. Separate account facility for students
2. Minimize the waiting time for the customer
3. Arrange for more than one machine at ATM center having more rush.
4. Transaction should be easy for the customer.
5. Service charge can be minimized.
6. Need more ATM centers around the city.
7. Pay more concentration on customer care.
8. Periodical and proper maintenance should be made to avoid machine problem.

CONCLUSION:
The study brings out the importance and value of the ATM cards. ATM cards provide
safety and security banking and save precious time.
The customers have easy access to cash at any where at any time and they can collect the
money whenever they need from ATM’s there by Carrying large amount of money can be
avoided. It is observed that more and more customers are willing to do transactions
through ATM’s and cash counters are becoming redundant or less useful. It is expected
ATM network will be further strengthened in future ATM related transactions would be
patronized by more and more people which will lead better utilization of ATM’s and
customer satisfaction.

BIBLIOGRAPHY
BOOKS:
1. Marketing Management by Philip Kotler, millennium edition, published by Prentice

Hall of India Private ltd., New Delhi-110001
2. "Service Marketing" by T. Roland Rust and Anthony Zahorik.
Website:
www.standardchartered.co.in
www.icicibank.com
www.citibank.com
www.hsbc.com
www.google.com

Report

Uploaded by

Document Information

Original Description:

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Report

Uploaded by

Copyright:

Available Formats

INTRODUCTION

CMR Institute of Technology 1

Customer satisfaction will be influenced by specific product or service features and by

Customer satisfaction with a product or service is influenced signification by the

CMR Institute of Technology 2

CMR Institute of Technology 3

The measures taken for reform were as follows:

CMR Institute of Technology 4

 Fifth, an appropriate legal, institutional, technological and regulatory framework has

STRUCTURAL ENVIRONMENT OF BANKING

CMR Institute of Technology 5

DEFINITION FOR: AUTOMATIC TELLER MACHINE (ATM)

HISTORY OF AUTOMATIC TELLER MACHINE

Automatic Teller Machines

CMR Institute of Technology 6

CMR Institute of Technology 7

STANDARD CHARTERED BANK

GROWTHS AND PRESENT STATUS OF THE ORGANISATION

CMR Institute of Technology 8

Building market share in Consumer Banking

Standard Chartered believes that there is significant growth potential in Consumer

CMR Institute of Technology 9

Standard Chartered is actively seeking to increase returns from Wholesale Banking by

Driving cost efficiency in technology and operations

1. All services available in just 2 clicks

CMR Institute of Technology 10

FUND TRANSFER AND PAYMENT

 A supplementary card (for your loved ones)

CMR Institute of Technology 11

CMR Institute of Technology 12

Personal Banking Services

 Smart fill Debit Card

CMR Institute of Technology 13

 Credit Card Help-line

 Electronic Clearing System

CMR Institute of Technology 14

Prime of your Life

CMR Institute of Technology 15

Business Financial Services

Corporate and Institutions

CMR Institute of Technology 16

Cash Management for Financial Institutions

 Trade Services for Importers

For financial Institutions

CMR Institute of Technology 17

FUND TRANSFER AND PAYMENT

CMR Institute of Technology 18

CMR Institute of Technology 19

Rewards program (details):

• Rewards rate: Rs. 125 of purchase = 1 Smartfill point.

• 1 Smartfill point will be equivalent to similar Rupee value against fuel

Redemption in multiples of 500 points thereafter.

benefit to customers who hold joint accounts.

to the transacted account.

(spends of approx. 2-3 months only).

launch of the package in July 03.

CMR Institute of Technology 20

process as described in the Procedures Circular.

SAVINGS AND CURRENT ACCOUTNS

Present Marketing / promotion activity:

• Hoardings at selected BPCL locations

CMR Institute of Technology 21

• Promotions to be run by direct sales at BPCL outlets.