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Summer Training Report

On

Services Quality
of HDFC Bank

In Partial Fulfillment For T e Degree Of
!aster Of Business "#ministration

Sc ool Of Stu#ies in !anagement$ %I&"%I '(I)*RSIT+$ ,&"-IOR

S'B!ITT*D TO Dr0 Suvi1na"2ast i

S'B!ITT*D B+./ !alk an 3umar !0B0"0 4r#sem

D*C-"R"TIO(

I Malkhan Kumar Prajapati student of

MBA II Semester of School of Studies in

Management Gwalior, hereb declare that I ha!e carried out summer training report on the topic entitled 5S*)IC*S Q'"-IT+6 ofHDFC Bank ,2alior0 I further declare that this project work is based on m original work and no part of this project has been published or submitted to an bod "

!alk an3umar Pra1apati

7!0B0"0 III S*!8

C*RTIFIC"T*

#his is to certif that !alk an 3umar Pra1apati from MBA II Semester of School of Studies in Management, $iwaji %ni!ersit , Gwalior ha!e successfull completed her summer training project report" She had prepared his report 5Services Quality6 under m direct super!ision and guidance"

Prof0 Deepali ,upta 7Pro1ect ,ui#e8

"C3(O&-*D,*!*(T

It is pri!ilege to e&press m gratitude and a sincere thanks to SOS in !anagement %i2a1i 'niversityhas gi!en us the opportunit to summer training report on the 'working capital(" I am thankful to )r" Su!ijnaAwasthi *+,)-" I e&press m sincere thanks to m project guide, Ms" )eepali Gupta, )esignation Assistant professor, Management department for guiding me right from the inception till the successful completion of the project" I sincerel acknowledge her for e&tending their !aluable guidance, support for literature, critical re!iews of project and the report and abo!e the moral support she had pro!ide to me with all stage of project" I would also like to thank the supporting staff of Management )epartment, for their help and cooperation throughout our project"

T"B-* OF CO(T*(TS

C apter 9/Introduction .". Introduction of the Ser!ice /ualit C apter:. 0ompan profile 1". +istor of the organi2ation 3 its objecti!es 1"1 ,rgani2ation Structure 1"4 5ision 3 Mission 1"6 Products 3 Ser!ices 1"7 Marketing 1"8 Strength

C apter 4"9e!iew of :iterature C apter ;09esearch Methodolog O<1ective of t e stu#y 6".#he Stud 6"1Sample; Si2e, <rame 6"4#he #ools 6"6 )ata collection 6"7 )ata anal sis 6"8+=P,#+>SIS C apter = 09esults3 Interpretation C apter >0 Implications 3 Suggestions C apter ?" 0onclusion 9eferences Appendi&? Anne&ure Bibliograph

CH"PT*R/9

.". #,PI0

S>95I0>S /%A:I#=

Introduction;@
#he Aualit of ser!ice is crucial both to the customer and to the ser!ice firm" Ser!ice firms maintain competiti!e edge b rendering Aualit ser!ice" #he concept of Aualit seems to refer to se!eral di!erse areas namel , Aualit of the output , Aualit of the process , Aualit of the deli!er s stem and Aualit as a general philosoph of the organi2ation" <rom the point of !iew of a ser!ice pro!iders , Aualit includes specification in the manufacturing process as well as the output "<rom the point of !iew of customers , Aualit of ser!ice is high is a crucial element of customer perception" In the case of pure ser!ice@based organi2ation, ser!ice Aualit will be the dominant element in customerBs e!aluation of the ser!ice pro!ider" #he following are some important wa s of judging Aualit of ser!ice; ." <itness for purpose 1" #he totalit of features of ser!ice that meet the customersB needs" 4" #he difference between customer e&pectation and performance deli!er " 6" Meeting or e&ceeding the customer e&pectation" Q'"-IT+ OF S*R)IC* DI!*(SIO(S ,rgani2ation stri!es to maintain a high /ualit ,f Ser!ice in order to gain a competiti!e ad!antage in the market" Cow@a@da s there is a greater focus on standards since the modern customer tends to gi!e a high priorit to the /ualit of ser!ice rendered" A customer assesses the Aualit of ser!ice deli!er and the output deli!er after a ser!ice is rendered" <or e&ample, the Aualit of an automobile is judged b factors such as reliabilit ,durabilit , ease of use and ser!iceabilit etc" similarl the Aualit of a food product is assessed b its fla!or, freshness and aroma etc Parasuraman , Deithaml and Berr ha!e identified fi!e dimensions of ser!ice Aualit ; I" 9eliabilit II" 9esponsi!eness

III" Assurance I5" >mpath 5" #angibles I" 9eliabilit ;

#he term reliabilit of the abilit of a firm to pro!ide honest , sincere and dependable ser!ice" 0ustomers consider reliabilit as the important dimension of the ser!ice performance" II" 9esponsi!eness; 9esponsi!eness is the willingness or readiness with which a ser!ice pro!iders renders ser!ice" It is also the abilit of the ser!ice pro!iders to respond to the needs of the customer promptl and efficientl " 9esponsi!eness is important to the customers who e&pect additional ser!ice o!er and abo!e what is usuall pro!ided" III" Assurance; Assurance is the abilit of an organi2ation to inspire the trust and confidence of its customers" 0ustomers feel assured when their needs are fulfilled b the organi2ation" I5" >mpath ; Pro!iding indi!idual attention with personal touch which will go a long wa in inspiring the trust and confidence of customers" B empathi2ing with a customer, organi2ations are able to understand and fulfill their needs" 5" #angibles; #angibles includes all those factors that customers can see, hear or touch" It also includes ph sical facilit , eAuipment the ambience of the reception room where customers wait" Eell maintained eAuipment, well dressed and courteous ser!ice person are included too"

CO(C*PTS OF S*R)IC*

#he ser!ice concepts define the whole range of benefits a ser!ice offers to the customers" #he ser!ice concept translates the contents of customer benefit concept to determine the intentions of the organi2ation" #he actual ser!ice offered is sub@di!ided into a number of le!els relating to customer needs" #he ser!ice pro!iders should plan his market offer b considering the !arious le!els of the product"  0ore le!el ser!ice  >&pected ser!ice le!el  Augmented ser!ice le!el  Potential ser!ice le!el

0,9> S>95I0> :>5>:; @#he core le!el consists of the basic ser!ice product" It represents the fundamental ser!ice or benefit that the customer is reall bu ing" #he core product is also known as generic product" >FP>0#>) S>95I0> :>5>:;@ #he e&pected product consists of the generic product together with the standards e&pected b customers to satisf their needs" #he e&pected product is offered to meet the minimal purchase condition" If this le!el of ser!ice is not properl considered it will cause dissatisfaction to the customer" A%GM>C#>) S>95I0> :>5>:; @ #he augmented le!el consists of those benefits which distinguish the compan Bs offer from competitorBs offer" #he ser!ice pro!ider differentiates adding !alue to his core product in terms of reliabilit and responsi!eness" P,#>C#IA: S>95I0> :>5>:; @ Ehile the core ser!ice le!el, the e&pected ser!ice le!el and the augmented ser!ice le!el describe what is present in the product, the potential product focuses on the future" Potential le!el is higher than the augmented le!el "#he potential product is intended to capture new users b redefining its products"

C apter:. 0ompan Profile

:09 History of t e organi@ation A its o<1ectives

#he +ousing )e!elopment <inance 0orporation :imited *+)<0- was amongst the first torecei!e an Gin principleG appro!al from the 9eser!e Bank of India *9BI- to set up a bank in thepri!ate sector, as part of the 9BIGs liberalisation of the Indian Banking Industr in .HH6" #hebank was incorporated in August .HH6 in the name of G+)<0 Bank :imitedG, with its registeredoffice in Mumbai, India" +)<0 Bank commenced operations as a Scheduled 0ommercial Bankin $anuar .HH7" +)<0 Bank comprises of a d namic and enthusiastic team determined to accomplish the !isionof becoming a Eorld@class Indian bank" +)<0 bank‟s business philosoph is based on our fourcore !alues @ 0ustomer <ocus, ,perational >&cellence, Product :eadership and People" #he belie!e that the ultimate identit and success of their bank will reside in the e&ceptional Aualit of people and their e&traordinar efforts" #he are committed to hiring, de!eloping, moti!atingand retaining the best people in the industr "

B%SIC>SS <,0%S
+)<0 BankGs mission is to be a Eorld@0lass Indian Bank" #he objecti!e is to build sound customer franchises across distinct businesses so as to be the preferred pro!ider of banking ser!ices for target retail and wholesale customer segments, and to achie!e health growth in profitabilit , consistent with the bankGs risk appetite" #he bank is committed to maintain the highest le!el of ethical standards, professional integrit , corporate go!ernance and regulator

compliance" +)<0 BankGs business philosoph is based on four core !alues @,perational >&cellence, 0ustomer <ocus, Product :eadership and People"

:0: Organi@ation Structure
Mr" 0"M" 5asude! has been appointed as the 0hairman of the Bank with effect from 8th $ul 1I.I subject to the appro!al of the 9eser!e Bank of India and the shareholders" Mr" 5asude! has been a )irector of the Bank since ,ctober 1II8" A retired IAS officer, Mr" 5asude! has had an illustrious career in the ci!il ser!ices and has held se!eral ke positions in India and o!erseas, including <inance Secretar , Go!ernment of India, >&ecuti!e )irector, Eorld Bank and Go!ernment nominee on the Boards of man companies in the financial sector "#he Managing )irector, Mr" Adit aPuri, has been a professional banker for o!er 17 ears, and before joining +)<0 Bank in .HH6 was heading 0itibankGs operations in Mala sia" #he BankGs Board of )irectors is composed of eminent indi!iduals with a wealth of e&perience in public polic , administration, industr and commercial banking" Senior e&ecuti!es representing

+)<0 are also on the Board" Senior banking professionals with substantial e&perience in India and abroad head !arious businesses and functions and report to the Managing )irector" Gi!en the professional e&pertise of the management team and the o!erall focus on recruiting and retaining the best talent in the industr , the bank belie!es that its people are a significant competiti!e strength"

:04 )ision A !ission

!ission statement of HDFC <ank

 Eorld 0lass Indian Bank"  Benchmarking against international standards"  #o build sound customer franchises across distinct businesses  Best practices in terms of product offerings, technolog , ser!ice le!els, risk management  and audit 3 compliance

)ISIO( ST"T*!*(T OF HDFC B"(3

#he +)<0 Bank is committed to maintain the highest le!el of ethical standards, professional integrit and regulator compliance" +)<0 Banks business philosoph is based on four core !alues such as;@ #he +)<0 Bank is committed to maintain the highest le!el of ethical standards, professional integrit and regulator compliance" +)<0 Banks business philosoph is based on four core !alues suc h as;@  ,perational e&cellence"  0ustomer <ocus"  Product leadership"  People"

:0; Pro#ucts A Services
+)<0 Bank offers a wide range of commercial and transactional banking ser!ices and treasur products to wholesale and retail customers" #he bank has three ke business segments;

 & olesale Banking Services
#he BankGs target market ranges from large, blue@chip manufacturing companies in the Indian corporate to small 3 mid@si2ed corporates and agri@based businesses" <or these customers, the Bank pro!ides a wide range of commercial and transactional banking ser!ices, including working capital finance, trade ser!ices, transactional ser!ices, cash management, etc" #he bank is also a leading pro!ider of structured solutions, which combine cash management ser!ices with !endor and distributor finance for facilitating superior suppl chain management for its corporate customers" Based on its superior product deli!er ? ser!ice le!els and strong customer orientation, the Bank has made significant inroads into the banking consortia of a number of leading Indian corporates including multinationals, companies from the domestic business houses and prime publicsector companies" It is

recognised as a leading pro!ider of cash management and transactional banking solutions to corporate customers, mutual funds, stock e&change members and banks"

 Retail Banking Services
#he objecti!e of the 9etail Bank is to pro!ide its target market customers a full range of financial products and banking ser!ices, gi!ing the customer a one@stop window for all his?her banking reAuirements" #he products are backed b world@class ser!ice and deli!ered to customers through the growing branch network, as well as through alternati!e deli!er channels like A#Ms, Phone Banking, Cet Banking and Mobile Banking"

#he +)<0 Bank Preferred program for high net worth indi!iduals, the +)<0 Bank Plus and the In!estment Ad!isor Ser!ices programs ha!e been designed keeping in mind needs of customers who seek distinct financial solutions, information and ad!ice on !arious in!estment a!enues" #he Bank also has a wide arra of retail loan products including Auto :oans, :oans against marketable securities, Personal :oans and :oans for #wo@wheelers" It is also a leading pro!ider of )epositor Participant *)P- ser!ices for retail customers, pro!iding customers the facilit to hold their in!estments in electronic form" +)<0 Bank was the first bank in India to launch an International )ebit 0ard in association with 5ISA *5ISA >lectron- and issues the Mastercard Maestro debit card as well" #he Bank launched its credit card business in late 1II." B March 1I.I, the bank had a total card base *debit and credit cards- of o!er .6 million" #he Bank is also one of the leading pla ers in the 'merchant acAuiring( business with o!er HI,III Point@of@sale *P,S- terminals for debit ? credit cards acceptance at merchant establishments" #he Bank is well positioned as a leader in !arious net based B10 opportunities including a wide range of internet banking ser!ices for <i&ed )eposits, :oans, Bill Pa ments, etc"

 Treasury
Eithin this business, the bank has three main product areas @ <oreign >&change and )eri!ati!es, :ocal 0urrenc Mone Market 3 )ebt Securities, and >Auities" Eith the liberali2ation of the financial markets in India, corporates need more sophisticated risk management information, ad!ice and product structures" #hese and fine pricing on !arious treasur products are pro!ided through the bankGs #reasur team" #o compl with statutor reser!e reAuirements, the bank is reAuired to hold 17J of its deposits in go!ernment securities" #he #reasur business is responsible for managing the returns and market risk on this in!estment portfolio"

1"7 Marketing

1"8 Strength

C apter 40 Revie2 of -iterature
*Brogowic2 et al", .HHI-A ser!ice Aualit gap ma e&ist e!en when a customer has not et e&perienced the ser!ice but learned through word of mouth, ad!ertising or through other media communications" #hus there is a need to incorporate potential customersB perceptions of ser!ice Aualit offered as well as actual customersB perceptions of ser!ice Aualit e&perienced" #his model attempts to integrate traditional managerial framework, ser!ice design and operations and marketing acti!ities" #he purpose of this model is to identif the dimensions associated with ser!ice Aualit in a traditional managerial framework of planning, implementation and control" #he s nthesi2ed model of ser!ice Aualit *<igure 7- considers three factors, !i2" compan image, e&ternal influences and traditional marketing acti!ities as the factors influencing technical and functional Aualit e&pectations" S/7" Performance onl model *0ronin and #a lor, .HH1- #he authors in!estigated the conceptuali2ation and measurement of ser!ice Aualit and its relationship with consumer satisfaction and purchase intentions" #he compared computed difference scores with perception to conclude that perceptions onl are better predictor of ser!ice Aualit " #he argued on the framework of Parasuraman et al" *.HK7-, wit respect to conceptuali2ation and measurement of ser!ice Aualit and de!eloped performance onl measurement of ser!ice Aualit called S>95P>9< b illustrating that ser!ice Aualit is a form of consumer attitude and the performance onl measure of ser!ice Aualit is an enhanced means of measuring ser!ice Aualit " #he argued that S>95/%A: confounds satisfaction and attitude" #he stated that ser!ice Aualit can be conceptuali2ed as 'similar to an attitude(, and can be operationali2ed b the adeAuac @importance model" In particular, the maintained that Performance instead of 'Performance@>&pectation( determines ser!ice Aualit "Ser!ice Aualit is e!aluated b perceptions onl without e&pectations and without importance weights according to the formula; *Mattsson, .HH1- In majorit of the studies on ser!ice Aualit 'e&pectation is treated as belief about ha!ing desired attributes as the standard for e!aluation(" +owe!er, this issue needs to

be e&amined in the light of other standards such as e&perience based, ideal, minimum tolerable and desirable" #he model argues for !alue approach to ser!ice Aualit , modeling it as an outcome of satisfaction process " (Berkley and Gupta, 1994)Investments in information technology (IT) sectors are generally aimed at productivity of efficiency gains ith a little attention to improve customer service and long!run customer effectiveness" This model (#igure $) links the service and the information strategies of the organi%ation" It descri&es the use of IT for improving service 'uality through a num&er of case studies from variety of sectors (&anking, courier, transportation, manufacturing and services industries)"

((a&holkar, 199)) The author proposed t o alternative models of service 'uality for technology!&ased self!service options" *elf!service is &ecoming popular day &y day o ing to high cost of la&our in service deli!eries "#he attribute model is based on what consumers would e&pect from such option" It is based on cogniti!e approach to decision making, where consumers would use a compensator process to !aluate attributes associated with the technolog based self ser!ice option in order to form e&pectations of ser!ice Aualit " Spreng and Macko , .HH8 attempts to enhance the understanding of the constructs percei!ed ser!ice Aualit and consumer satisfaction" #his model is modification to ,li!erBs *.HH4- model" #he model highlights the effect of e&pectations, percei!ed performance desires, desired congruenc and e&pectation disconfirmation on o!erall ser!ice Aualit and customer satisfaction" #hese are measured through set of ten attributes of ad!ising *con!enience in making an appointment, friendliness of the staff ad!isor listened to m Auestions, the ad!isor pro!ided accurate information, the knowledge of the ad!isor, the ad!ice was consistent, ad!isor helped in long@range planning, the ad!isor helped in choosing the right courses for career, ad!isor was interested in personal life, and the offices were professional-" *Philip and +a2lett, .HHL- #he authors propose a model that takes the form of a hierarchical structure M based on three main classes of attributes M pi!otal, core and peripheral" According to the model e!er ser!ice consists of three, o!erlapping, areas where the !ast majorit of the dimensions and concepts which ha!e thus far been used to define ser!ice Aualit "#hese ranked le!els are defined as M pi!otal *outputs-, core and peripheral *jointl representing inputs and processes- #he pi!otal attributes, located at the core, are considered collecti!el to

be the single most determining influence on wh the consumer decided to approach a particular organi2ation and e&ert the greatest influence on the satisfaction le!els" #he are defined as the 'end product( or 'output( from the ser!ice encounterN in other words, 9etail ser!ice Aualit and percei!ed !alue model *Sweene et al", .HHL-#he influence of ser!ice Aualit on !alue and willingness to bu in a specific ser!ice encounters through two alternati!e models" 5alue can be defined as a comparison between what consumers get and what the gi!e, suggesting that !alue is a comparison of benefits and sacrifices" Ser!ice Aualit , customer !alue and customer satisfaction model *,h, .HHH- #he author proposed an integrati!e model *<igure .1- of ser!ice Aualit , customer !alue and customer satisfaction" #he proposed model focuses mainl on post purchase decision process" Arrows in the model indicate causal directions" #he model incorporates ke !ariables such as perceptions, ser!ice Aualit , consumer satisfaction, customer !alue and intentions to repurchase" <inall word of mouth communication intention is conceptuali2ed as a direct, combined function of perceptions, !alue, satisfaction and repurchase intentions"

Internal ser!ice Aualit model *<rost and Kumar, 1III- #he authors ha!e de!eloped an internal ser!ice Aualit model based on the concept of GAP model *Parasuraman et al", .HK7-" #he model *<igure .6- e!aluated the dimensions, and their relationships, that determine ser!ice Aualit among internal customers *front@line staff- and internal suppliers *support staff- within a large ser!ice organi2ation #he internal gap . shows the difference in support staffBs perception *internal supplier- of front@line staffBs e&pectation *internal customers-" Internal gap 1 is the significant difference between ser!ice Aualit specifications and the ser!ice actuall

Internal ser!ice Aualit )>A model *Soteriou and Sta!rinides, 1III- Ser!ice Aualit is an important factor that must be considered when assessing a bank branch performance" #he branch ma report high !olume of products and ser!ices offered as well as profits, but lose its long@term ad!antage owing to eroding ser!ice Aualit " #he authors presented a ser!ice Aualit model that can be used to pro!ide directions to a bank branch for optimal utili2ation of its resources" #he model does not aim to de!elop the ser!ice Aualit measures, rather guides how such measures can be incorporated for ser!ice Aualit impro!ements"

C apter ;0 Researc !et o#ology

R*S*"RCH !*THODO-O,+
O<1ective of t e stu#y./
 #o e&amine the essential dimensions of ser!ice Aualit i"e" 9A#>9@ 9eliabilit , assurance, tangibles, empath satisfaction"  #o find out the le!el of perception of the customers from the ser!ice Aualit offered b the banks"  #o know which ser!ice Aualit dimension of the bank is performing well"  #o identif which dimension of ser!ice Aualit needs impro!ement so that the Aualit of  ser!ice of +)<0 banks is enhanced and responsi!eness of +)<0 bank and its effect on customer s

;09T e Stu#y
/ualitati!e research is concerned with subjecti!e assessment of attitudes, opinions and beha!iors of categorical data" /ualitati!e research is especiall important in the beha!ioral science where the aim is to disco!er the underl ing, moti!es of human beha!ior

;0:Sample.
S"!P-* SIB*.
#he work is a case of +)<0 Bank, one of the largest bank of Indian banking industr together representing o!er 17 per cent of the market share of Indian banking space" #he sur!e was conducted in the cit of )elhi with two branches of +)<0 Bank, with 7I customers as respondent"

;04T e Tools
)ata was collected through a structured Auestionnaire" :ikert scale techniAue is used" #he formatof a t pical fi!e@ le!el :ikert item is;  Strongl disagree  )isagree  Ceither agree nor disagree  Agree  Strongl agree :ikert scaling is a bipolar scaling method, measuring either positi!e or negati!e response to a statement" #he Auestionnaire consists of two parts" #he first part consists of three Auestions concerning the demographic information of the respondent such as the name, age, educational Aualifications and income" #he second part consisting of .K Auestions e&ploring the respondents perception about the ser!ice Aualit of +)<0" <or e!aluation of ser!ice Aualit of +)<0 bank ser!ice Aualit dimension of reliabilit , assurance, tangibilit , empath and responsi!eness is used in order to e!aluate the actual ser!ice Aualit of +)<0 bank"

;0; Data collection

Primar )ata;
#he primar data was collected b means of a sur!e " /uestionnaires were prepared and customers of the banks at two branches were approached to fill up the Auestionnaires" #he Auestionnaire contains 1I Auestions which reflect on the t pe and Aualit of ser!ices pro!ided b the banks to the customers" #he response of the customer and the is recorded on a grade scale of strongl disagree, disagree, uncertain, agree and strongl agree for each Auestion" #he filled up information was later anal 2ed to obtain the reAuired interpretation and the findings"

Secondar )ata;
In order to ha!e a proper understanding of the ser!ice Aualit of bank a depth stud was done from the !arious sources such as books, a lot of data is also collected from the official websites of the banks and the articles from !arious search engines like Google, ahoo search andanswers"com"

;0= Data analysis Ques0 "ge AG> 0A#>G,9= .K@14 =ears 16@1H =ears 4I@47 =ears <9>/%>C0= 9C 9? 9= P>90>C#AG> :C 4; 4C 9> 9CC 0%M%:A#I5> P>90>C#AG> :C =; D; 9CC

47 =ears and D abo!e #,#A: =C

Ag e

1/!+. 1)+,+4!+9 .,.4.,!.0 .0 to 1&ove

I(T*RPR*T"TIO(./ <rom the table and graph abo!e it can be seen that " 1IJ respondentBs age are .K to 14 ears46J respondentBs age are 16 to 1H ear4IJ respondentBs age are 4I to 47 ears .8J respondentBs age are 47 to abo!e ears"

Ques0 *#ucation Qualification 0A#>G,9= <9>/%>C0= %C)>9 G9A)%A#> G9A)%A#> P,S# G9A)%A#> #,#A:

P>90>C#AG>

0%M%:A#I5> P>90>C#AG> :> >> 9CC

94 :C 9? =C

:> ;C 4; 9CC

EducationQualification
.,+,23(45 G51(21T4

.4-

G51(21T4

67*TG51(21T4

I(T*RPR*T"TIO( <rom the table and graph abo!e it can be seen that "  18J respondents are %nder graduate  6IJ respondents are Graduate"  46J respondents are Post graduate

#ACGIBI:I#= )IM>CSI,C ,< S>95I0> /%A:I#= */uestions. to 6-; Ph sical facilities, eAuipmentBs and appearance of personnel /ues". +)<0 bank has modern looking eAuipment

S0A:>
S#9,CG:= )ISAG9>> )ISAG9>> %C0>9#AIC AG9>> #,#A:

<9>/%>C0= = := 9> ; =C

P>90>C#AG> 9C =C 4: D 9CC

0%M%:A#I5> P>90>C#AG> 9C >C E: 9CC

1HDF Cbankhasmodernlookingequipment
/1,*T573G89 (I*1G544 0,(I*1G544 .+-

IC#>9P9>#A#I,C +)<0 bank has modern@ looking and hi@ tech eAuipmentBs" +ere anal sis show that most of the respondents disagreed with this statement" Among the total respondents 7IJ disagreed, 41Jwere neutral and KJ agreed" After anal sis I found that majorit of the respondents think that +)<0 Bank do not ha!e modern looking eAuipmentBs or no hi@tech eAuipmentBs

/ues"1 #he bankGs ph sical features are !isuall appealing"

S0A:> )ISAG9>> %C0>9#AIC AG9>> #,#A:

<9>/%>C0= ; :E 9? =C

P>90>C#AG> D =D 4; 9CC

0%M%:A#I5> P>90>C#AG> D >> 9CC

Thebank'sph sical featuresare !isuall appealing
),0,4,.,+,1,,(I*1G544 23:45T1I3 1G544 /.40/The &ank;s physical features are visually appealing

C#>9P9>#A#I,C +)<0 bankBs ph sical facilities are !isuall appealing" <rom this statement I found that .Lpersons agreed" 1H persons were uncertain and 6 persons disagreed" #his means 7KJ people were uncertain about this statement" ,ut of the total respondents onl 6J disagreed and no one strongl agreed or disagreed with the statement" .LJ people agreed that +)<0 bankBs ph sical facilities are !isuall appealing"

/ues"4 #he bankGs reception desk emplo ees are neat appearing"

S0A:> )ISAG9>> %C0>9#AIC AG9>> S#9,CG:> AG9>> #,#A:

<9>/%>C0= = :9 9D > =C

P>90>C#AG> 9C ;: 4> 9: 9CC

0%M%:A#I5> P>90>C#AG> 9C =: DD 9CC

Thebank'sreception deskem plo eesareneat appearing "
*T573G84 1G544egory 1G544 23:45T1I3+ (I*1G544 , 1, 1, +, 1+ .) 4+ The &ank;s reception desk employeesare neat appearing"

.,

4,

0,

IC#>9P9>#A#I,C

<0 bankBs emplo ees appear neat" +ere anal sis shows that majorit were neutral" Among the total respondent 1. respondents were neutral, .K people agreed and 8 respondents strongl agreed" #he rest disagreed" <rom anal sis I found that some respondents agreed with this statement but most of the respondents think the emplo ees of the +)<0 bank appear neat"

/ues"6 Materials associated with the ser!ice *such as pamphlets or statements- are !isuall

S0A:> )ISAG9>> %C0>9#AIC AG9>> S#9,CG:> AG9>> #,#A:

<9>/%>C0= ? :: 9D 4 =C

P>90>C#AG> 9; ;; 4> > 9CC

0%M%:A#I5> P>90>C#AG> 9; =D E; 9CC

IC#>9P9>#A#I,C

Materials associated with the ser!ice are !isuall appealing at +)<0 bank" +ere 48Jrespondents agreed with this statement and 8J strongl agreed with this statement" 66J were neutral that is most and .6J disagreed" #here was no respondent who strongl disagreed" +ence ,in general it can be concluded that materials associated with the ser!ices such as pamphlets or statements are !isuall appealing"

9>:IABI:I#= )IM>CSI,C ,< S>95I0> /%A:I#= */uestions 7 to K/%>S"7 when the bank promises to do something b a certain time, it does so" S0A:> S#9,CG:= )ISAG9>> )ISAG9>> %C0>9#AIC AG9>> S#9,CG:> AG9>> #,#A: <9>/%>C0= : :> = 9; 4 =C P>90>C#AG> ; =: 9C :D > 9CC 0%M%:A#I5> P>90>C#AG> ; => >> E; 9CC

Ehen the bank promises to do something b a certain time, it does so
*trongle 1gree 1gree 2ncertain (isagree , 4 1, +, ., 4, 0, ), ) +/ 0+

IC#>9P9>#A#I,C M sample si2e was 7I" +ere anal sis shows that among the total respondents 18 respondents disagreed and .6 respondents agreed with this Auestion" Also I found that 7 people were neutral and 1 people strongl disagreed" +ence I concluded that majorit of them disagreed that the bank when promises to do something b certain time, it does so

/ues" 8 when ou ha!e a problem, the bank shows a sincere interest in sol!ing it

S0A:> )ISAG9>> %C0>9#AIC AG9>> S#9,CG:> AG9>> #,#A:

<9>/%>C0= 4 9; :> ? =C

P>90>C#AG> > :D =: 9; 9CC

0%M%:A#I5> P>90>C#AG> > 4; D> 9CC

2 en you ave a pro<lem$ t e <ank s o2s a sincere interest in solving it
), 0, 4, ., +, 1, , (isagree 2ncertain 1gree *trongle 1gree ) +/ 14 0+

IC#>9P9>#A#I,C Ehen ou ha!e a problem, +)<0 bank shows sincere interest in sol!ing it" After anal sing this statement I found that most of the respondents agreed i"e" 71J respondents agreed" Also I found that 1KJ were neutral with this statement and 8J were committed with disagree" #here was no one who strongl disagreed" +ence +)<0 bank can be said to be reliable" /ues"L #he bank performs the ser!ice right the first time"

S0A:> S#9,CG:= )ISAG9>> )ISAG9>> %C0>9#AIC AG9>> S#9,CG:> AG9>> #,#A:

<9>/%>C0= : D 9? 9? > =C

P>90>C#AG> ; 9> 4; 4; 9: 9CC

0%M%:A#I5> P>90>C#AG> ; :C =; DD 9CC

The# ank $erformancethe ser!icesrig ht the firsttime
.0.,+0+,101,0,-

.41)4-

.41+-

IC#>9P9>#A#I,C #otal sample si2e was 7I" +ere anal sis shows that among the total respondents .L people agreed with this statement" #he think that +)<0 bank performs the ser!ices right the first time"8 people strongl agreed with this statement" Also .L people were neutral and the rest of the respondents disagreed and strongl disagreed" /ues"K #he bank insists on error free records"

S0A:> )ISAG9>> %C0>9#AIC AG9>> S#9,CG:> AG9>> #,#A:

<9>/%>C0= = 9C :4 9: =C

P>90>C#AG> 9C :C ;> :; 9CC

0%M%:A#I5> P>90>C#AG> 9C 4C ?> 9CC

T e <ank insists on error free recor#s0

1,+4+,(isagree 2ncertain 1gree *trongle 1gree 4)-

IC#>9P9>#A#I,C Bank insists on error free records" +)<0 bank has pro!ed from m anal sis that it surel insist on error free records as 68J respondents agreed with this statement and 16J strongl agreed" ,nl .IJ respondents disagreed and no one strongl disagreed"

9>SP,CSI5>C>SS )IM>CSI,C ,< S>95I0> /%A:I#= */uestionH to .1Eillingness to help customers and pro!ide prompt ser!ices Ques0E *mployees in t e <ank tell you eFactly 2 en t e services 2ill <e performe#

S0A:> S#9,CG:= )ISAG9>> )ISAG9>> %C0>9#AIC AG9>> S#9,CG:> AG9>> #,#A:

<9>/%>C0= > D 94 9D = =C

P>90>C#AG> 9: 9> :> 4> 9C 9CC

0%M%:A#I5> P>90>C#AG> 9: :D =; EC 9CC

Emplo eesin thebank tell ou e%actl &hen theser!ices&ill be performed
*trongle 1gree 1gree 2ncertain (isagree *trongle (isagree ,+)4)/1,1+141)1//1.01/-

IC#>9P9>#A#I,C

>mplo ees in the bank tell ou e&actl when the ser!ices will be performed" Majorit of therespondents agreed with this statement" 18J respondents were uncertain" At the same time .8Jdisagreed and .1J Strongl disagreed with this statement"

/ues" .I >mplo ees in the bank gi!e ou prompt ser!ice" S0A:> )ISAG9>> %C0>9#AIC AG9>> S#9,CG:> AG9>> #,#A: <9>/%>C0= = 9> :? : =C P>90>C#AG> 9C 4: =; ; 9CC 0%M%:A#I5> P>90>C#AG> 9C ;: E> 9CC

IC#>9P9>#A#I,C Most of the respondents agreed with this statement" According to m anal sis, emplo ees in+)<0 Bank gi!e prompt ser!ice" Among the total respondents agreed respondents were 1L

andstrongl agreed were 1" .8 people were neutral and 7 disagreed" #here was no respondent whostrongl disagreed with this statement"

/ues".. >mplo ees in the bank are alwa s willing to help ou"

S0A:> %C0>9#AIC AG9>> S#9,CG:> AG9>> #,#A:

<9>/%>C0= 9: :E E =C

P>90>C#AG> :; =D 9D 9CC

0%M%:A#I5> P>90>C#AG> :; D: 9CC

C#>9P9>#A#I,C >mplo ees in +)<0 bank are willing to help ou" Eith this statement no one disagreed or strongl disagreed" Strongl agreed were H people i"e" .KJ respondents strongl agreed, 1H people agreed i"e" 7KJ respondents agreed and 16J respondents were neutral"

/ues".1 >mplo ees in the bank are ne!er too bus to respond to our reAuest" S0A:> )ISAG9>> %C0>9#AIC AG9>> S#9,CG:> AG9>> #,#A: <9>/%>C0= 9 99 :? 99 =C P>90>C#AG> : :: =; :: 9CC 0%M%:A#I5> P>90>C#AG> : :; ?D 9CC

IC#>9P9>#A#I,C >mplo ees in +)<0 Bank ltd are ne!er too bus to respond to our reAuest" After anal 2ing this statement I found that most of the respondents agreed with this statement" Among the total respondents 11J strongl agreed and 76J agreed" .. respondents were neutral and . respondentdisagreed" Co one strongl disagree" SS%9AC0> )IM>CSI,C ,< S>95I0> /%A:I#= */uestion.4 to .8-;Knowledge and courtes of emplo ees and their abilit to inspire trust and confidence /ues".4#he emplo ees of the bank are trustworth "

S0A:> )ISAG9>> %C0>9#AIC AG9>> S#9,CG:> AG9>> #,#A:

<9>/%>C0= ; 94 :D = =C

P>90>C#AG> D :> => 9C 9CC

0%M%:A#I5> P>90>C#AG> D 4; EC 9CC

IC#>9P9>#A#I,C #he emplo ees of the bank are trustworth " According to m findings, 76J respondents agreed that emplo ees at +)<0 bank are trustworth " .4J respondents were neutral and 6J respondents disagreed with this statement" /ues".6 #he beha!ior of emplo ees in the bank instills confidence in ou"

S0A:> )ISAG9>> %C0>9#AIC AG9>> S#9,CG:> AG9>> #,#A:

<9>/%>C0= :D ; 94 = =C

P>90>C#AG> => D :> 9C 9CC

0%M%:A#I5> P>90>C#AG> => >; EC 9CC

IC

#>9P9>#A#I,C#he beha!ior of emplo ees in +)<0 bank instills confidence in ou" +ere anal sis shows that most of the people disagreed" Among the total respondents 1K respondents disagreed, .4 agreed and 7 strongl agreed" #here was no respondent who strongl disagreed" #his means 78J respondent disagreed with this statement" /ues".7 =ou feel safe in our transactions with the bank"

S0A:> )ISAG9>> %C0>9#AIC AG9>> S#9,CG:> AG9>> #,#A:

<9>/%>C0= P>90>C#AG> = 9> :D = =C 9C 4: => 9C 9CC

0%M%:A#I5> P>90>C#AG> 9C ;: EC 9CC

IC#>9P9>#A#I,C Eith this statement most of the respondents agreed" Among the total respondents 14 agreed withthis statement and 8 strongl agreed" 41J respondents were neutral and .IJ respondentsdisagreed" But there no one who strongl disagreed"

/ues".8 >mplo ees in the bank ha!e the knowledge to answer our Auestions"

S0A:> )ISAG9>> %C0>9#AIC AG9>> S#9,CG:> AG9>> #,#A:

<9>/%>C0= P>90>C#AG> : E :> 94 =C ; 9D =: :> 9CC

0%M%:A#I5> P>90>C#AG> ; :: ?; 9CC

IC#>9P9>#A#I,C <rom m anal sis I found that 76J respondents agreed that emplo ees of +)<0 bank ha!e complete knowledge to answer their Auestions" 18J respondents strongl agreed to this statement and onl 6J disagreed" .KJ neither agreed nor disagreed"

>MPA#+= )IM>CSI,C ,< S>95I0> /%A:I#= */uestion.L to 1I-;0aring and indi!iduali2ed attention that firm pro!ides to its customers /ues".L #he bank gi!es ou indi!idual attention"

S0A:>

)ISAG9>>
., +0

Thebank g i!es ou indi!idual attention
>
+)

<9>/%>C0= P>90>C#AG> =: :; :C ;
1+

0%M%:A#I5> P>90>C#AG> =: ?> E> 9CC:

%C0>9#AIC 9: 9C : =C AG9>>
+, S#9,CG:> AG9>> 10

#,#A:
1, 0 ,

9CC

1, +

(isagree

2ncertain

1gree

*trongle agree

IC#>9P9>#A#I,C +)<0 bank is not able to gi!e indi!idual attention to its customers as out of the totarespondents 76J disagreed with this statement" .1J of the respondents were neutral and onl .1J agreed and 1J strongl agreed" <rom this finding it can be concluded that it is unable togi!e indi!idual attention to its customers" /ues".K #he bank has operating hours con!enient to all its customers"

S0A:> )ISAG9>> %C0>9#AIC AG9>> S#9,CG:> AG9>> #,#A:

<9>/%>C0= P>90>C#AG> : 9; :? ? =C ; :D =; 9; 9CC

0%M%:A#I5> P>90>C#AG> ; 4: D> 9CC

C#>9P9>#A#I,C +)<0 bank has operating hours con!enient to all its customers" ,ut of 7I respondents, 1L respondents agreed with this statement and onl 1 respondents disagreed" Also L respondents S0A:> S#9,CG:= )ISAG9>> )ISAG9>> %C0>9#AIC AG9>> S#9,CG:> AG9>> #,#A: <9>/%>C0= 4 = 9C := ? =C P>90>C#AG> > 9C :C =C 9; 9CC 0%M%:A#I5> P>90>C#AG> > 9> 4> D> 9CC

strongl agreed that the bank has operating hours con!enient to its customers" /ues".H #he bank has our interests best at heart"

., +, 1, , *trongly (isagree 2ncertain (isagree . 0 1,

+0

$

1gree

Thebank has our interestsbest at heart

*trongly 1gree

IC#>9P9>#A#I,C +)<0 bank has our best interests at heart" +ere anal sis shows that 17 respondents agreed andL respondents strongl agreed with this statement" 1IJ were neutral and the rest disagreed andstrongl disagreed "/ues"1I #he emplo ees of the bank understand our specific needs

S0A:> )ISAG9>> %C0>9#AIC AG9>> S#9,CG:> AG9>> #,#A:

<9>/%>C0= P>90>C#AG> = :9 :C ; =C 9C ;: ;C D 9CC

0%M%:A#I5> P>90>C#AG> 9C =: E: 9CC

IC#>9P9>A#I,C

>mplo ees of +)<0 bank understand specific needs" Eith this statement most of the respondents were neutral" Among the total respondents 1I respondents agreed and 6 respondents strongl agreed" 7 respondents disagreed with this statement"

C apter = 0ResultsA Interpretation

FI(DI(,S OF TH* R*PORT
#he 9eliabilit dimension of ser!ice Aualit is better as compared to empath and tangibilit " Still the score is low" <or most ser!ices, customer s perceptions of whether the ser!ice has been performed correctl , and not pro!ider@established criteria, are the major determinants of reliabilit " 0ustomers of the bank hesitate to rel on the bank" Ehene!er the ha!e a problem, the bank shows sincere interest in sol!ing it but the ser!ices are not performed b a certain time as promised" #he emplo ees should take this problem seriousl and take steps to remo!e this" As score for Assurance is at second place after responsi!eness, so the customers of +)<0 bank are !er confident and feel safe while transacting with the bank" Moreo!er the emplo ees of the bank ha!e pro!ed to be trustworth " >mplo ees are also educated enough to answer all the Auestions "#he score of #angibilit dimension of ser!ice Aualit of +)<0 bank is the lowest" #he ser!ice Aualit factor tangible is defined b whether the ph sical facilities and materials associated with the ser!ice are !isuall appealing at the bank" #hese are all factors that customers notice before or upon entering the bank" 0ustomer e&pectations regarding !isual appealing of +)<0 is !er high" <rom m stud I found that Ph sical facilities and modern looking eAuipment are not sufficient in +)<0 bank" 9espondents were uncertain about the neat appearance of the reception desk emplo ees" So the should work on that and tr to fulfill the gap "to m findings, the score of >mpath is not satisfactor but not unsatisfactor also" +)<0 bank is unable to gi!e indi!idual attention to its customers and is unable to understand specific needs of its customers" But still bank has taken steps to satisf

its customers b keeping operating hours con!enient to its customers and keeping their interest best at heart" In +)<0 bank, the score of 9esponsi!eness is highest so the are focusing on prompt ser!ice, emplo ees are willing to help the customers and sa the e&act time when the ser!ices will be performed" >mplo ees at bank gi!e their customers first preference and are alwa s read to help them" ,!erall +)<0 bank‟s responsi!eness dimension of ser!ice Aualit is the highest" According to the customer perception, +)<0 bank is highl responsi!e" 0ustomers are assured while transacting with the bank" #he reliabilit dimension is lower than the first to dimension" #he feel that the bank is unable to gi!e them indi!idual attention and its eAuipments are not modern and sufficient for the bank" #here is not much gap between all the dimensions, this shows that +)<0 BACK is a better ser!ice pro!ider in all the dimensions i"e" reliabilit , assurance, tangibilit , responsi!eness and empath " As a result of which, the customers are satisfied with the ser!ice offered b +)<0 bank"

C apter >0 Implications A Suggestions

9>0,MM>C)A#I,CS

9eliabilit is an ob!ious place to start" 0ustomers of the bank want to know their resources are safe and within trustworth institutions" A wa to ensure this peace of mind would be to take steps to ensure bank emplo ees are well trained, so each bank associate is able to offer complete and comprehensi!e information at all times" 0onsistent policies combined with a knowledgeable staff will foster a high degree of institutional cohesion and reliabilit " 9esponsi!eness, again when associated with a well@trained staff and timel answers to ser!ice@related Auestions, would make significant inroads into causing +)<0 bank be regarded as responsi!e" Staff should be encouraged to present rele!ant options to banking customers in a manner that does not resemble salesmanship so much as a desire to ser!e" Intangibles please customers just as much as tangibles in the banking industr " People tend to !isit the same branch of a bank o!er and o!er again" %suall , this is a location close to their home or their workplace" It is natural that customers become comfortable and habituated to these branch banks, for the same reason the de!elop familiarit with a neighborhood supermarket or con!enience store" It makes sense that bank emplo ees would be encouraged

to learn to recogni2e these regular customers, learn their names, and begin to identif their basic ser!ice reAuirements" :earning to understand customers‟ needs will allow bank associates to offer enhanced ser!ices, perhaps lowering customers‟ banking costs and increasing their in!estment potential" #his could also open up the possibilit of increased profits for banks, for when percei!ed as more ser!ice and customer oriented, the will, in effect, become a useful and pleasant wa to 'shop"( Keeping the bank with up@to@date technologicall are important factors" Modern eAuipmentBs, new impro!ed technolog should be replaced with the old ones" If the staff inside is pleasant and well@ informed, in an aestheticall pleasing en!ironment, then customer satisfaction will be high" #he fi!e@dimensional structure could possibl ser!e as a meaningful framework for tracking a bank‟s ser!ice Aualit performance o!er time and comparing it against the performance of competitors" Items on some dimensions should be e&panded if that is necessar industries must continuousl customers‟ lo alt " for reliabilit " #hus, the banking measure and impro!e these dimensions in order to gain

C apter ?0 Conclusion

CO(C-'SIO(

Based on the stud

conducted it can be concluded that responsi!eness, assurance and

reliabilit are the critical dimensions of ser!ice Aualit of +)<0 bank and the are directl related to o!erall ser!ice Aualit " #he factors that ma delight customers tend to be concerned more with the intangible nature of the ser!ice, commitment, attenti!eness, friendliness, care, and courtes " #he emplo ees gi!e prompt ser!ices, alwa s are read to answer the Auestions and are trustworth " #he main sources of dissatisfaction appear to be cleanliness, up to date technolog modern eAuipments, and neatl dressed up emplo ees" #he #angibilit dimension of ser!ice Aualit of +)<0 bank is highl disappointing and serious steps are needed to be taken to enhance this dimension" 0ustomers of the bank are dissatisfied with the empath dimension #o satisf these customers, the management can take some attempts, noted earlier as recommendations" left before the banks to attract, retain and partner with the customers" Superior ser!ice Aualit enables #he stud brings about the areas which reAuire urgent attention of the emplo ees, the management, and the polic makers of the industr " #hese are areas in which customers are hugel dissatisfied with the ser!ices of the banks against their e&pectation" #his high degree of dissatisfaction resulting from the ser!ices recei!ed clearl Auestions the design of ser!ices or subseAuent response of the bank emplo ees" #hese limitations are too serious to be a!oided as these Auestion the front@ line people dealing with the customers and the approach of the management in taking customers seriousl " #he management should understand the benefits of ser!ice Aualit " It include increased customer satisfaction, impro!ed customer retention, positi!e word of mouth, reduced staff turno!er, #ecrease# operating costs, enlarged market share, increased profitabilit , and impro!ed financial performance" In the da s of intense competition, superior ser!ice is the onl differentiator a firm to differentiate itself from its competition, gain a sustainable competiti!e ad!antage, and enhance efficienc " #hus, impro!ing ser!ice Aualit leads to the customer satisfaction and, ultimatel , to customer lo alt "

BIB-IO,R"PH+./
9eferences Kotler Philip, marketing management, *Pearson education, .1 th editionMalhotra K" Caresh, marketing research *An applied orientation-, 9esearch design, *Prentice hall of India p!t" 7th editionDeithmal 5" A", Grembler )")", BitnerM"j", and Pandit A"; Ser!ice Marketing Integrated customer <ocus across the <irm( *6th >ditionM"K" 9ampal ; Ser!ice Marketing
Eebsites www"hdfcbank"com www"hdfcindia"com www"wikipedia"org

www"marketresearch"com

www"sundarambnpparibas"in www"amfindia"com www"mone control"com www"!alueresearchindia"com www"camsonline"com

References ./Brogowic2 ,A"A", )elene, :"M" and :
Industr Management, 5ol" .Co" ., pp" 1L@66"

th, )"M" *.HHI-, 'A s nthesised

ser!ice Aualit model with managerial implications(, International $ournal of Ser!ice

Parasuraman, A", Berr , :":" and Deithaml, 5"A" *.HH.-,'9efinement and reassessment of the S>95/%A: scale(, $ournal of 9etailing, 5ol" 8L Co" 6, pp" 61I@7I" Mattsson, $" *.HH1-, 'A ser!ice Aualit model based on ideal !alue standard(, International $ournal of Ser!ice Industr Management, 5ol" 4 Co" 4, pp" .K@44" Berkle , B"$" and Gupta, A" *.HH6-, 'Impro!ing ser!ice Aualit with information technolog ( International $ournal of Information Management, 5ol" .6, pp" .IH@1." )abholkar, P"A" *.HH8-, '0onsumer e!aluations of new technolog @based self@ser!ice operations; an in!estigation of alternati!e models(, International $ournal of 9esearch in Marketing,5ol" .4 Co" ., pp" 1H@7." Philip, G" and +a2lett, S"A" *.HHL-, '#he measurement of ser!ice Aualit ; a new P@0@P attributes model(, International $ournal of /ualit 3 9eliabilit Management, 5ol" .6 Co" 4,pp" 18I@K8" Sweene , $"0", Soutar, G"C" and $ohnson, :"E"*.HHL-, '9etail ser!ice Aualit and percei!ed !alue( $ournal of 0onsumer Ser!ices, 5ol" 6 Co" ., pp" 4H@6K" ,h, +" *.HHH-, 'Ser!ice Aualit , customer satisfaction and customer !alue; a holistic perspecti!e(, International $ournal of +ospitalit Management, 5ol" .K, pp" 8L@K1" <rost, <"A" and Kumar, M" *1III-, 'IC#S>95/%A:; an internal adaptation of the GAP model in a large ser!ice organi2ation(, $ournal of Ser!ices Marketing, 5ol" .6 Co" 7, pp" 47K@LL"

Soteriou, A"0" and Sta!rinides, ="*1III-, 'An internal customer ser!ice Aualit

data

en!elope anal sis model for bank branches(, International $ournal of Bank Marketing, 5ol" .K Co" 7, pp" 168@71"

"((*G'R*

Q'*STIO(("IR*

9espected Sir?Madam I am student of SOS OF !"(",*!*(T, conducting a sur!e on 'S*R)IC* Q'"-IT+ OF HDFC B"(36" #he following statements relate to our feelingsabout the +)<0 bank" lease show the e&tent to which ou belie!e +)<0 bank has the featuredescribed in the statement" I reAuest ou to O the option which in our opinion are belie!ed to betrue" All data will be kept confidential" (ame. "ge. *#ucational Qualifications.
Strongl )isagree )isagree Ceither agreeAgreeStrongl Agree

." +)<0 bank has modern looking eAuipment" 1" #he bankGs ph sical features are !isuall appealing" 4" #he bankGs reception desk emplo ees are neat appearing" 6" Materials associated with the ser!ice *such pamphlets or statements- are !isuall appealing atas the bank" 7" Ehen the bank promises to do something b a certain time, it does so" 8" Ehen ou ha!e a problem, the bank shows a sincere interest in sol!ing it"

Strongl )isagree )isagree Ceither agreeAgree Cor disagree Strongl Agree

L" #he bank performs the ser!ice right the first time" K" #he bank insists on error free records" H" >mplo ees in the bank tell ou e&actl when the ser!ices will be performed" .I" >mplo ees in the bank gi!e ou prompt ser!ice" .." >mplo ees in the bank are alwa s willing to help ou" .1" >mplo ees in the bank are ne!er too bus to respond to our reAuest" .4" #he emplo ees of the bank are trustworth " .6" #he beha!ior of emplo ees in the bank instills confidence in ou" .7" =ou feel safe in our transactions with the bank" .8" >mplo ees in the bank ha!e the knowledge to answer our Auestions" .L" #he bank gi!es ou indi!idual attention" .K" #he bank has operating hours con!enient to all its customers" .H" #he bank has our best interests at heart" 1I" #he emplo ees of the bank understand our specific needs"