INSTITUTE OF MANAGEMENT STUDIES

GHAZIABAD

A Study Of Customer Perception Of Service Quality In Banking Sector In

Deutsche Bank AG.

Dissertation Report Submitted Towards Partial Fulfillment Of

Post Graduate Diploma In Management

(Approved by AICTE Govt. Of India)

Academic Session

2014-2016

Under The Guidance Of:

Faculty Guide:
Dr. Yogita Sharma
Professor, Marketing

Submitted By:
Anuradha Rathore
BM- 014045

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 DISSERTATION PROJECT CERTIFICATE

This is to certify that Miss. Anuradha Rathore with Roll Number BM-014045, a student of

PGDM has worked on a dissertation project titled “A study of Customer Perception of service

quality in Banking Sector” at Deutsche Bank AG after Trimester-V in partial fulfillment of the

requirement for the Post Graduate Diploma in Management program. This is his original work to

the best of my knowledge.

Date: March 16, 2016 Signature _________

Dr. Yogita Sharma

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 To whomsoever it may concern

This is to certify that Anuradha Rathore, a student of IMS Ghaziabad PGDM bearing Roll No.
BM - 014045 has worked dissertation project titled “A study of customer perception of service
quality in Banking sector” under my guidance and supervision.

This Dissertation Project Report has the requisite standard and to the best of my knowledge and
no part of it has been reproduced from any other dissertation project, monograph, report or
book.

I hereby certify his/ her work excellent /good/ satisfactory to the best of my knowledge.

Dr. Yogita Sharma

Professor, Marketing
IMS Ghaziabad

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 ACKNOWLEDGEMENT

Project work is never the work of an individual. It is more a combination of views and ideas,
suggestions and contribution and work. This project also bears the imprint of many people. Thus
one of the most pleasant parts of writing this report is the opportunity to thank those who have
contributed towards it.

I would take this opportunity to express a deep sense of gratitude towards my project
mentor Dr. Yogita Sharma, for her altruistic guidance, monitoring and constant encouragement
throughout the course of this project. She was always there to listen and to give advice. She
showed me the most appropriate way to formulate the objectives of the study and then to
accomplish them. It would not be an exaggeration to remark that without her help, the whole
project would have been difficult to pursue.

Lastly, I thank almighty, my parents, brother, and friends for their constant
encouragement without which this assignment would not have been possible.

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 TABLE OF CONTENTS

Certificates 2

Acknowledgement 4

Executive Summary 7

Introduction 11

What is banking sector? 11

History of Banking Sector 11

Deutsche Bank AG 12

Company Overview 12

Service Quality 13

Literature Review 14

Research Methodology 20

Method for conducting Exploratory Research 20

Types of research designs used 21

Exploratory Research 21

Descriptive Research 21

Method for conduction Conclusive Research 21

Data Analysis Techniques 21

Data Analysis and Interpretation 22

Anova 34

Findings and Conclusion 38

References 39

Appendix 41

Questionnaire 41

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 LIST OF TABLES / GRAPHS/FIGURES

S.No Title Table / Picture / Graph

1. Dimensions of service quality 1 (Picture)

2. Gender 2a (Table)

3. Gender 2b (Graph)

4. Age 3a (Table)

5. Age 3b (Graph)

6. Education 4a (Table)

7. Education 4b (Graph)

8. Occupation 5a (Table)

9. Occupation 5b (Graph)

10. Income 6a (Table)

11. Income 6b (Graph)

12. Descriptive Statistics Of Service Quality Variable 7 (Table)

13. One Sample Statistics 8 (Table)

14. One Sample Test 9 (Table)

15. Anova – Age 10a (Table)

16. Anova – Education 10b (Table)

17. Anova – Occupation 10c (Table)

18. Anova – Income 10d (Table)

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 EXECUTIVE SUMMARY

Today‟s finicky banking customers will settle for nothing less. The customer has come to realize
Somewhat belatedly that he is the king. The customer‟s choice of one entity over another as his
principal bank is determined by considerations of service quality rather than any other factor. He
wants competitive loan rates but at the same time also wants his loan or credit card application
processed in double quick time. He insists that he be promptly informed of changes in deposit
rates and service charges and he bristles with customary rage if his bank is slow to redress any
grievance he may have.

He cherishes the convenience of impersonal net banking but during his occasional visits to the
branch he also wants the comfort of personalized human interactions and facilities that make his
banking experience pleasurable. In short he wants financial house that will more than just clear
his cheque and updates his passbook: he wants a bank that cares and provides great services.

In the days of intense competition, the banks are no different from any other consumer marketing
company. It has become essential for the service firms in general and banks in particular to
identify what the customer's requirements are and how those customer requirements can be met
effectively. In the days where product and price differences are blurred, superior service by the
service provider is the only differentiator left before the banks to attract, retain and partner with
the customers. Superior service quality enables a firm to differentiate itself from its competition,
gain a sustainable competitive advantage, and enhance efficiency.

The benefits of service quality include increased customer satisfaction, improved customer
retention, positive word of mouth, reduced staff turnover, decreased operating costs, enlarged
market share, increased profitability, and improved financial performance. The construct of
service quality has therefore been a subject of great interest to service marketing researchers.

'Service Quality is the difference between customers' expectations for service performance prior
to the service encounter and their perceptions of the service received.' According to Gefan
„Service quality is the subjective comparison that customers make between the qualities of
service that they want to receive and what they actually get.' Parasuraman says, 'Service quality
is determined by the differences between customer's expectations of services provider's
performance and their evaluation of the services they received.

Service quality is 'the delivery of excellent or superior service relative to customer expectations‟.
Service quality is recognized as a multidimensional construct. While the number of dimensions
often varies from researcher to researcher, there is some consensus that service quality consists
of three primary aspects: outcome quality, interaction quality, and physical service environment

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quality. Outcome quality refers to the customer's assessment of the core service which is the
prime motivating factor for obtaining the services (e.g. money received from ATM). Interaction
quality refers to the customer's assessment of the service delivery process, which is typically
rendered via a physical interface between the service provider, in person, or via technical
equipment, and the customer. It includes, for instance, the consumer's evaluation of the attitude
of the service providing staff. The physical service environment quality dimension refers to the
consumer's evaluation of any tangible aspect associated with the facilities or equipment that the
service is provided in/ with. It includes, for example, the physical conditions of an ATM
machine.

The most popular dimensions of service quality--features five dimensions: tangibles,

reliability, responsiveness, empathy, and assurance. The tangibles dimension corresponds to
the aforementioned physical environment aspect, the reliability dimension corresponds to the
service outcome aspect, and the remaining three represent aspects of interaction qualityRATER
is an instrument that might be used to define and measure banking service quality and to create
useful quality-assessment tools.

The RATER may finally provide the following benefits to the central bank:

1. It is the first approach to add and mix the customers‟ religious beliefs and cultural values with
other quality dimensions.
2. It provides for multi-faced analysis of customer satisfaction.
3. It links quality with customer‟s satisfaction and service encounter.
4. It provides information at several levels, already organized into meaningful groupings.
5. It is a proven approach, which results in usable answers to meet customers‟ needs.
6. It is empirically grounded, systematic and well documented.

DIMENSIONS OF SERVICE QUALITY

 TANGIBILITY: This dimension deal with modern looking equipments and visual
appealing part of banks.
 RELIABILITY: This dimension has a direct positive effect on perceived service quality
and customer satisfaction in banking institutions. Banks must provide error free service
and secure online transactions to make customers feel comfortable.
 RESPONSIVENESS: Customers expect that the banks must respond their inquiry
promptly. Responsiveness describes how often a bank voluntarily provides services that
are important to its customers. Researchers examining the responsiveness of banking
services have highlighted the importance of perceived service quality and customer
satisfaction.
 ASSURANCE: Customer expects that the bank must be secured and the behaviour of the
employees must be encouraging.

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  EMPATHY: individual attention, customized service and convenient banking hours are
very much important in today‟s service.

In order to achieve better understanding of service quality in banking sector, the proposed five
service quality dimensions are conceptualized to illustrate the overall service quality of the
banking in relation to customers‟ and providers perspective.

Banking was in the sector featuring medium goods and higher customer producer interactions,
since in banking, consumers and service providers interact personally and the use of goods is at a
medium level. Hence, in banking, where there are high customer-producer interactions, the
quality of service is determined to a large extent by the skills and attitudes of people producing
the service.

In the case of services, because customers are often either direct observers of the production
process or active participants, how the process is performed also has a strong influence on the
overall impression of the quality of service. A well-performed service encounter may even
overcome the negative impression caused by poor technical quality as well as generate positive
word-of-mouth, particularly if customers can see that employees have worked very hard to
satisfy them in the face of problems outside their control. Employees are part of the process,
which connects with the customer at the point of sale, and hence employees remain the key to
success at these service encounters or “moments of truth”. It is these encounters with customers
during a service that are the most important determinants of overall customer satisfaction, and a
customer‟s experience with the service will be defined by the brief experience with the firm‟s
personnel and the firm‟s systems. The rudeness of the bank‟s customer service representative,
the abruptness of the employee at the teller counter, or the lack of interest of the person at the
check deposit counter can alter one‟s overall attitude towards the service, perhaps even reversing
the impression caused by high technical quality.

Another important service quality factor, competence, is defined by whether the bank performs
the service right the first time, whether the employees of the bank tell customers exactly when
services will be performed, whether the bank lives up to its promises, whether customers feel
safe in their transactions with the bank and whether the employees show a sincere interest in
solving the customers‟ problems. In short, this dimension is related to the banks‟ ability to
perform the promised service accurately and dependably. Performing the service dependably and
accurately is the heart of service marketing excellence. When a company performs a service
carelessly, when it makes avoidable mistakes, and when it fails to deliver on promises made to
attract customers, it shakes customers‟ confidence in its capabilities and undermines its chances
of earning a reputation for service excellence.

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 INTRODUCTION
Bank plays an important role in the economic development of a country. It is a financial
institution that accepts deposits and channels those deposits into lending activities either directly
or through capital markets. A bank connects customers which have capital deficits to those
customers with capital surpluses. The banking industry in India is facing certain challenges i.e.
challenges of quality service, customer satisfaction, customer retention, customer loyalty,
Quality service plays a major role in achieving customer satisfaction, and creating brand loyalty
in banking sector.

The Government of India, after independence had to focus on many areas among which one of
the important tasks was economic development of the country. In this context, the Industrial
policy resolution in 1948 focused on mixed economy, which played an active role in
development of different sectors including banking and finance. A major step in this direction
was the nationalization of banks in 1948.The Banking Regulation Act was enacted which
empowered the Reserve Bank of India (RBI) to regulate, control and inspect the banks in India.
In other words all the banks in India fell under the jurisdiction of Reserve Bank of India under
the Banking Regulation Act.

The Government of India nationalized private banks in 1969 and later in 1980 in order to have
better control over this sector. Government of India controls around 91% of the banking business
in India. In early 1990s, the then prime minister of India P.V Narsimha Rao liberalized the sector
by giving licenses to a small number of private banks, which came to be known as new
generation tech-savvy banks. Among these banks were, Global Trust Bank (Now acquired by
Oriental Bank of Commerce), UTI Bank (now re-named as Axis Bank), ICICI Bank and HDFC
Bank. The banking sector in India constitutes government banks, private banks and foreign
banks.

In the era of Liberalization, Privatization, and Globalization (LPG) banks play a dynamic role in
contributing to the economic development of the country. Some of the contributions of banks to
the economy of the country are discussed below:

Facilitator for Monetary Policy: The fiscal and monetary policy of a country has greater
impact on its economic development, and a well-developed banking system is pre-requisite for
successful implementation of the monetary policy.

Promoting Capital Formation: Banks are the reservoirs of capital providing loans to the
individuals and business. Pooling of financial resources and formation of capital is encouraged

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by banks by way of deposits and other activities. This capital is utilized by entrepreneurs and
contributes for the economic development of the country.

Encourages Innovation: Entrepreneurship and Innovation go hand-in-hand. Banks encourage

entrepreneurship by attractive credit, which empowers them towards innovation.

Monetization: The coining of currency or printing of banknotes is done by the central bank. In
other words; banks are the manufacturers of money which is important for the economy.

Influence Economic Activity: Banks influence the rate of interest in the money market through
its supply of funds. It can influence a monetary policy with low-interest-rates which will tend to
stimulate economic activity.

Banking sector has become so important that the absence of banking industry leads to stagnation
in economic development of the country, the savings would sit idle in our homes, the
entrepreneurs would not be in a position to raise money, innovation of new products or business
models will get affected. Ordinary people having dreams of new car or house will not be able to
hpurchase-which will affect automobile and real estate business. The banking industry is facing
rapid changes in the market, such as: new technologies, economic uncertainties, fierce
competition, more demanding customers and the changing climate which lead to an
unprecedented set of challenges. Banking is a customer oriented service industry which has
witnessed a radical shift in the market power.

The effectiveness and efficiency became the buzzword of the success of banking operations and
its proper functioning particularly with respect to providing services to the customers. Service is
an invisible thing which is indispensable from the person who extends it. An efficient or
effective service is one which is extended appropriately by identifying and understanding the
needs of the individual customer from time to time. Customer service is a dynamic interactive
process which needs continuous improvement. With the advancement of information technology
and communication system, the whole world has been reduced to a global village.

The customers at the present juncture are well exposed to unstoppable innovations in
communication technology. He/she is aware of the kind of service level available around the
world and thus expects the best from his/her bank. Customer service is not only a critical
function but plays a vital role for the business. It is the next most important business strategy.
The improved customer service will definitely increase profitability. A bank can be said as
customer oriented if its various organizational activities like organizational restructuring,
staffing, and coordination are geared up to fulfill the needs of customers.

During the past two decades or so, regulatory, structural and technological factors have
significantly changed the banking environment in India. In a milieu which becomes increasingly

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competitive, service quality as a critical measure of organizational performance continues to
compel the attention of banking institutions. The interest is largely driven by the realization that
higher service quality results in customers‟ satisfaction and loyalty, greater willingness to
recommend to someone else, reduction in complaints and improved customer retention rates

In the era of globalization and liberalization, economic reform has become an imperative to
remain in the main stream of global economy. In this regard, banking sector being the backbone
of the economy cannot maintain status quo. It is legitimately feared that the privileged status,
which banks enjoyed for the last three decades, has already been changed with the entry of new
players in the form of private and foreign banks. Under these circumstances, the banks will have
to face pronged challenges to retain the existing customers and to create new customers.
However, success rate depends on the innovative strategies adopted by the banks including better
customer services and adequate fulfillment of customer expectations. Thus, customer satisfaction
is quite a complex issue and there is a lot of debate and confusion about what exactly is required
and how to go about it.

Deutsche Bank AG
Deutsche Bank AG is a German global banking and financial services company with its
headquarters in the Deutsche Bank Twin Towers in Frankfurt. It has more than 100,000
employees in over 70 countries, and has a large presence in Europe, the Americas, Asia-Pacific
and the emerging markets. In 2009, Deutsche Bank was the largest foreign exchange dealer in
the world with a market share of 21 percent. The company is a component of the Euro Stoxx
50 stock market index.

The bank offers financial products and services for corporate and institutional clients along with
private and business clients. Services include sales, trading, research and origination of debt and
equity; mergers and acquisitions (M&A); management products, such as derivatives, corporate
finance, wealth management, retail banking, fund management, and transaction banking.

On 26 July 2011, along with its second quarter earnings report, Deutsche Bank reported
that Anshu Jain, head of investment banking and Juergen Fitschen, head of the German business,
would replace Josef Ackermann as co-CEOs starting in 2012. Fears that Deutsche Bank could
neglect its German roots and expand risk-taking activities prompted key members of the
supervisory board to opt for the dual CEO model. Deutsche Bank is listed on both the Frankfurt
(FWB) and New York stock exchanges (NYSE).

On 7 June 2015, the co-CEOs, Juergen Fitschen and Anshu Jain, both offered their resignations
to the bank's supervisory board, which resignations were accepted. Anshu Jain's resignation took

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effect on 30 June 2015, but he provided consultancy to the bank until January 2016. Juergen
Fitschen will temporarily continue as joint CEO until 19 May 2016. The appointment of John
Cryan as joint CEO was announced, effective 1 July 2015; he will become sole CEO at the end
of Juergen Fitschen's term.

In January 2014 Deutsche Bank reported a €1.2 billion ($1.6 billion) pre-tax loss for the fourth
quarter of 2013. This came after analysts had predicted a profit of nearly €600 million, according
to FactSet estimates. Revenues slipped by 16% versus the prior year. According to the Scorpio
Partnership Global Private Banking Benchmark 2014 the company had US$384.1bn of assets
under management, an increase of 13.7% on 2013.

SERVICE QUALITY
Customer is vital for the development of trade, industry and service sector particularly in
financial services. Therefore, the significance of customer service in the banking sector came to
force to compete in a market driven environment. Measuring service quality in the service sector
particularly in the banking sector is more difficult than measuring the quality of manufactured
goods. The service sector as a whole is very heterogeneous and what is heterogeneous may hold
true for one service and may not hold for another service sector.

Each bank is having a variety of services. Due to this differentiation, services in this industry
could not be standardized, moreover these services are intangible in nature which could not be
compared or seen. The concept of customer satisfaction and service quality is interrelated with
each other. Moreover satisfaction of customer depends upon service quality and service quality is
increasingly offered as a strategy by marketers to position themselves more effectively in the
market place. Due to the advent of e-banking, quality of service has been improved a lot as
compared to traditional banking services. Internet banking, Mobile banking, automated teller
machine, electronic fund transfer has totally changed the way of providing services by the banks.

Service Focus Areas of Banking Industry

There are a variety of services like retail banking, corporate banking, investment banking,
commercial banking, personnel banking, wholesale banking, internet banking etc.

As customers become more sophisticated, therefore, it becomes essential to consider the use of
technology to respond to their continuous needs. Banking is an industry highly involved with the
customers. Customers in developing economies seems to keep the “technological factors” of
services as the yardstick in differentiating good & bad services and the human factor – the
employees seem to play a lesser role in discriminating the quality of service for banks. The
variations in services offered by the banks develop excellence for service quality. Banking is no

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longer regarded as business dealing with money transaction alone, but it also seem as a business
related to information on financial transaction.

Customers at the corporate level or at retail level have always been important for the banks. As
electronic banking is becoming more prevalent, level of customer satisfaction is also changing
the scenario of technological environment.

Informational technology in the form of e-banking plays a significant role in providing better
services at lower cost. Several innovative IT based services such as Automated Teller Machine
(ATM), Internet banking, Smart Cards, Credit Cards, Mobile banking, Phone banking,
Anywhere-Anytime banking have provided number of convenient services to the customer.

So as the service quality improves, the probability of customer satisfaction increases. Increase
satisfaction in turn increases the mutual understanding, customer retention and a bond of trust
between customers and banks. The banks which are providing these services on a wider scale to
customers are more reputed in the eyes of customers. But at the same time technology based
product is different in public and private sector banks. Bank automation and electronic banking
is fast in private sector comparative to public sector.

E-banking is an improvement over traditional banking system because it has reduced the cost of
transaction processing, improved the payment efficiency, financial services and also has
improved the banker-customer relationship. The relationship between e-banking and service
quality can be studied with the level of satisfaction. E-banking plays a pivotal role in giving
satisfaction to the customers because e-banking fills the gap between the expected and perceived
service quality. So in order to fill this gap, banks should find ways of making electronic services
more accessible and by allowing the customer to verify the accuracy of the e-banking
transactions.

There are number of reasons due to which customer satisfaction on account of e-banking has
improved. The reasons are as follows;

1. Customer can withdraw funds, transfer funds anytime, anywhere they want
2. Accessibility has been extended through technological development as it allows
customers to do business from their home and office.
3. It makes the banking activities and transaction very simpler to understand
4. There is no requirement of direct control with bank, as services can be operated wherever
customer wants.
5. It has reduced the waiting time of the customer;
6. Availability of employees at all times is not required as these services are provided 24
hours a day, seven days a week.
7. Internet based services has enabled the corporate and retail customers to transact from
home, office and travelling.

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 8. Online fund transfer has enabled the customer to transfer funds from one bank to another
or within the same bank at same time.
9. Communication, interaction between the bank and customer has been improved due to
e-banking.

„Service Quality‟ is a business administration term used to describe achievement in service. It

reflects both objective and subjective aspects of service. The accurate measurement of an
objective aspect of customer service requires the use of carefully predefined criteria. The
measurement of subjective aspects of customer service depends on the conformity of the
expected benefit with the perceived result. This in turn depends upon the customer‟s imagination
of the service they might receive and the service provider‟s talent to present this imagined
service.

Dimensions of Service Quality

A customer will have an expectation of service determined by factors such as recommendations,

personal needs and past experiences. The expectation of service and the perceived service result
may not be equal, thus leaving a gap. Ten determinants which may influence the appearance of a
gap were described by Parasuraman, Zeithaml and Berry:

„Competence‟ is the possession of the required skills and knowledge to perform the service.

„Courtesy refers to factors such as politeness, respect, consideration and friendliness of the
contact personnel; consideration for the customer‟s property and a clean and neat appearance of
contact personnel.

„Credibility‟ refers to factors such as trustworthiness, believability and honesty. It involves

having the customer‟s best interest at heart. It may be influenced by company name, company
reputation and the personal characteristics of the contact personnel.

„Security‟ represents the customer‟s freedom from danger, risk or doubt including physical
safety, financial security and confidentiality.

„Access‟ refers to approachability and ease of contact.

„Communication‟ mean both informing customers in a language they are able to understand and
also listening to customers. A company may need to adjust its language for the varying needs of
its customers. Information might include for example, explanation of the service and its cost, the
relationship between services and costs and assurances as to the way problems are effectively
managed. Knowing the customer means making an effort to understand the customer‟s
individual needs, providing individual attention, recognizing the customer when they arrive and
soon.

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„Tangibles‟ are the physical evidence of the service, for instance, the appearance of the physical
facilities, tools and equipment used to provide the service; the appearance of personnel and
communication materials and the presence of other customers in the service facility.

„Reliability‟ is the ability to perform the promised service in a dependable and accurate manner.

„Responsiveness‟ refers to the willingness of employees to help customers and to provide prompt
timely service.

LITERATURE REVIEW

1. Impact of Service Quality in Commercial Banks on the Customers Satisfaction: An

Empirical Study, October 2011.By: Dr. S. Fatima Holy Ghost; Dr. M. Edwin Gnanadhas

Service quality is important mainly in the service business enterprises. Growth and development
of the enterprise majorly depends on the service quality. As service quality is the only way to
satisfy majority customers, enterprises concentrate more on the service quality today. Quality in
service is also interrelated to other behavioral outcomes of the customers. The study understands
the various customer perceptions about the service quality factors like Assurance, Empathy,
Responsiveness, Reliability and Tangibility in the banking industry and the satisfaction level
towards the banks. It also analyses the impact of these service quality factors on the satisfaction
level based on the demographic differences.

The study collects the perceptions about the various service quality factors through purposive
sampling method and analyses the impact of the service quality factors. The data were collected
on the basis of the various demographics like, rural – urban area, education standards, income
level, occupation difference, age groups etc. And finally, study concludes saying about the
existence of a close bond between the service quality factors and the customer satisfaction level.
And also it is found that the impact of the service quality factors on customer satisfaction was
varying with the demography of the customers.

2. Customer perception on Service Quality in Banking sector: with Special Reference to

Indian Private Banks in Moradabad Region, February 2012.By: Vibhor Jain, Dr Sonia
Gupta, Smrita Jain

This study was conducted to understand the perception of service quality in the banking sector
and also to evaluate how it helps in enhancing the reputation and attract customer loyalty. With
the increased competition among the private sector banks, this study would help in defining a

16
strategy to achieve the competitive edge and also satisfied customers. And hence service quality
has been used to position the banks in the tough market. The study was administered through the
private banks like ICICI, HDFC, KOTAK& INDUSIND BANKS.

The study has taken the SERVQUAL tool for measurement of the service quality offered by the
private players in the banking industry. The main assumption is Service quality is multi-
dimensional concept and these dimensions help in measuring the service quality. The responses
were collected based on the five dimensions namely, assurance, reliability, responsiveness,
tangibility and empathy.

The study identifies that Reliability and Responsiveness are the most relevant factors for the
service quality perception and they have compared the individual scores with the average mean
value scored by the private banks under the study. The study found that among the four banks
under the study, HDFC bank has the highest quality perception in terms of the various
dimensions, though there is only one branch of this bank located in Moradabad. It is followed by
ICICI, KOTAK & INDUSIND. The study concludes with suggestions for the private banks to be
very competitive in the industry.

3. Service Quality Delivery and Its Impact on Customer Satisfaction in the Banking Sector
In Malaysia, October 2010.By: Jayaraman Munusamy, Shankar Chelliah and HorWaiMun

The study focuses on the measurement of the customer satisfaction through delivery of service
quality in banking sector in Malaysia. And it highlights the parameters in banking industry for
improvement in delivery of service quality. And also gives a snapshot of some appropriate
methods that have been used for the measurement of customer satisfaction.

The methodology followed was data collection from random respondents of the general
population. Considering the fact that different group of people from different backgrounds have
different expectation level, a large respondent population was targeted for the research. The
questionnaire was collected from 117 respondents from different backgrounds.

The study found that assurance has a positive relationship with customer satisfaction, but without
significant effect. Reliability is the timeliness and accuracy in service provided, and says
reliability does not have much impact on customer satisfaction. Tangibles include the appearance
of the company, and the study found that it has high positive correlation with customer
satisfaction. The study says that there is no much relation between empathy and satisfaction.
Responsiveness is the timely response, which the customers get from their service providers. The
study suggests that responsiveness factor is highly related to customer satisfaction.

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 RESPONSIVENES

TANGIBILIT RELIABILITY

EMPATHY ASSURANCE

1. Dimensions of Service Quality

In order to achieve better understanding of service quality in banking sector, the proposed five
service quality dimensions are conceptualized to illustrate the overall service quality of the
banking in relation to customers‟ and providers perspective.

Banking was in the sector featuring medium goods and higher customer producer interactions,
since in banking, consumers and service providers interact personally and the use of goods is at a
medium level. Hence, in banking, where there are high customer-producer interactions, the
quality of service is determined to a large extent by the skills and attitudes of people producing
the service.

In the case of services, because customers are often either direct observers of the production
process or active participants, how the process is performed also has a strong influence on the
overall impression of the quality of service. A well-performed service encounter may even
overcome the negative impression caused by poor technical quality as well as generate positive
word-of-mouth, particularly if customers can see that employees have worked very hard to
satisfy them in the face of problems outside their control.

Employees are part of the process, which connects with the customer at the point of sale, and
hence employees remain the key to success at these service encounters or “moments of truth”. It
is these encounters with customers during a service that are the most important determinants of
overall customer satisfaction, and a customer‟s experience with the service will be defined by the
brief experience with the firm‟s personnel and the firm‟s systems. The rudeness of the bank‟s
customer service representative, the abruptness of the employee at the teller counter, or the lack
of interest of the person at the check deposit counter can alter one‟s overall attitude towards the
service, perhaps even reversing the impression caused by high technical quality.

18
Another important service quality factor, competence, is defined by whether the bank performs
the service right the first time, whether the employees of the bank tell customers exactly when
services will be performed, whether the bank lives up to its promises, whether customers feel
safe in their transactions with the bank and whether the employees show a sincere interest in
solving the customers‟ problems. In short, this dimension is related to the banks‟ ability to
perform the promised service accurately and dependably. Performing the service dependably and
accurately is the heart of service marketing excellence. When a company performs a service
carelessly, when it makes avoidable mistakes, and when it fails to deliver on promises made to
attract customers, it shakes customers‟ confidence in its capabilities and undermines its chances
of earning a reputation for service excellence.

It is very important to do the service right the first time. In case a service problem does crop up,
by resolving the problem to the customer‟s satisfaction, the company can significantly improve
customer retention. However, companies fare best when they prevent service problems
altogether and fare worst when service problems occur and the company either ignores them or
does not resolve them to the customer‟s satisfaction.

Performing the service accurately is perhaps the most important factor in service quality
excellence. The cost of performing the service inaccurately includes not only the cost of redoing
the service but also the cost associated with negative word-of-mouth generated by displeased
customers. In case of services, the factory is the field. Again, services are intangible and hence
the criteria for flawless services are more subjective than the criteria for defect-free tangible
goods. Hence for most services, customers‟ perceptions of whether the service has been
performed correctly, and not provider-established criteria, are the major determinants of
reliability.

The service quality factor tangible is defined by whether the physical facilities and materials
associated with the service are visually appealing at the bank. These are all factors that customers
notice before or upon entering the bank. Such visual factors help consumers form their initial
impressions. A crucial challenge in service marketing is that customers cannot see a service but
can see the various tangibles associated with it - all these tangibles, the service facilities,
equipment and communication materials are clues about the intangible service. If unmanaged,
these clues can send to the customer‟s wrong messages about the service and render ineffective
the marketing strategy of the company. On the other hand, improving quality through tangibles
means attention to the smallest details that competitors might consider trivial. Yet, these visible
details can add up for customers and signal a message of caring and competence.

Customers may reveal new aspects of service quality in banking that are important to them, and
these would have to be incorporated in the scale so as to further explore the concept of service
quality in the banking arena.

19
 RESEARCH METHODOLOGY
As service quality reflects the way the banks are performing, this study attempts to explore the
perception of customers in respect to the services provided by the banks. The entry of private and
foreign banks, the nature of functioning of these banks and the promotional attempts of these
banks has changed the landscape of the Banking sector in India. In respect to customer services
there are notable perceived differences. Hence this study on customer service quality of Indian
banks looks for bringing out the differences between perceptions of customers of these banks.
This study is descriptive and analytical in nature.

Research objective:-

 To Study of perception about service quality offered by bank.

 To know in which service quality dimension the bank is performing well and in which
dimension it needs improvement.

Research Design:-

 Type Of Research :-
 Exploratory Research
 Conclusive Research

A. Method for conducting Exploratory Research :-

Primary Data:

The primary data was collected by means of a survey. Questionnaires were prepared and
customers of the banks at two branches were approached to fill up the questionnaires. The
questionnaire contains 20 questions which reflect on the type and quality of services provided by
the banks to the customers. The response of the customer and the is recorded on a grade scale of
strongly disagree, disagree, uncertain, agree and strongly agree for each question. The filled up
information was later analyzed to obtain the required interpretation and the findings.

Secondary Data:

In order to have a proper understanding of the service quality of bank a depth study was done
from the various sources such as books, a lot of data is also collected from the official websites
of the banks and the articles from various search engines like Google, yahoo search and
answers.com.

Qualitative Research:-

 Direct Method
 In-Depth Interview

20
B. Method for conduction conclusive research:-

(I) Descriptive Research

 Cross Sectional
 Single Cross Sectional

(II) Method for conducting:-

 Survey
 Target population: All customers of Deutsche Bank AG

(III) Sampling Element

 Customers of Deutsche Bank AG

(IV) Sample size:

 Since the population is large the survey has been carried among a sample of 100
customers of Deutsche Bank AG.

(V) Sampling method:

 Convenience method

C. Data Analysis Technique:

 One sample t-test

 Descriptive research
 Anova
 Data Collection Tool:- Questionnaire

21
 Data Analysis and Interpretation
1) What is your gender?

Gender

Frequency Percent Valid Percent Cumulative Percent

male 53 53.0 53.0 53.0

Valid female 47 47.0 47.0 100.0

Total 100 100.0 100.0

Interpretation

 Out of 100 samples, which male respondents are 53% and female are 47%.

22
2) What age group do you belong to

Age

Frequency Percent Valid Percent Cumulative Percent

16-25 39 39.0 39.0 39.0

26-35 28 28.0 28.0 67.0

Valid 36-45 22 22.0 22.0 89.0

above 45 11 11.0 11.0 100.0

Total 100 100.0 100.0

23
Interpretation:-

 39% respondent‟s age are 16 to 25 years.

 28% respondent‟s age are 26 to 35 years.
 22% respondent‟s age are 36 to 45 years..
 11% respondent‟s age are above 45 years.

3) What is the highest degree or level of education you have completed?

Education

Frequency Percent Valid Percent Cumulative Percent

high school 19 19.0 19.0 19.0

graduate 47 47.0 47.0 66.0

Valid post 25 25.0 25.0 91.0

graduate

other 9 9.0 9.0 100.0

Total 100 100.0 100.0

24
Interpretation:-

From the table above it can be seen that. 19% respondents are high school ,

 47% respondents are Graduate,

 25% respondents are Post graduate,
 9% respondents are other.

25
4) What is your occupation?

Occupation

Frequency Percent Valid Percent Cumulative Percent

student 26 26.0 26.0 26.0

business 23 23.0 23.0 49.0

private job 23 23.0 23.0 72.0

Valid
govt. job 16 16.0 16.0 88.0

other 12 12.0 12.0 100.0

Total 100 100.0 100.0

26
 Interpretation:-

 Out of 100 samples 26% respondents were from student, 23% respondents were from
business, 23% respondents were from self-private job, 16% respondents were from Govt
job, 12% respondents were from other

5) What is your yearly income?

Income

Frequency Percent Valid Percent Cumulative Percent

<2 lakh 21 21.0 21.0 21.0

2.1 to 5 lakh 18 18.0 18.0 39.0

5.1 to 10 lakh 21 21.0 21.0 60.0

Valid
above 10.1 lakh 12 12.0 12.0 72.0

not applicable 28 28.0 28.0 100.0

Total 100 100.0 100.0

27
Interpretation:-

 Out of 100 samples 21% respondents are having a <2 lakh yearly income,
 18% respondents are having 2.1 to 5 lakh,
 21% respondents are having 5.1 to 10 lakh,
 12% respondents are having above 10.1 lakh,
 28% respondents are not applicable.

28
 Descriptive statistics for service quality variable.

Descriptive Statistics

N Minimum Maximum Mean Std. Deviation

modern_looking_equipment 100 1.00 5.00 3.2000 .84087

physical_features_appealing 100 1.00 5.00 3.0000 1.00504

employee_neat_appearing 100 1.00 5.00 2.9200 1.03162

materials_appealing 100 1.00 5.00 3.2700 .98324

certain_time 100 1.00 5.00 2.6800 1.04330

solving_problem 100 1.00 5.00 3.0200 1.08227

service_right_first_time 100 1.00 5.00 3.0600 1.06192

error_free_records 100 1.00 5.00 3.1000 1.13262

exactly_service_performed 100 1.00 33.00 3.3200 3.19052

prompt_service 100 1.00 5.00 3.2800 1.10170

always_helping 100 1.00 5.00 2.9400 1.19612

prompt_repond 100 1.00 5.00 2.9800 1.13689

trust_worthy 100 1.00 5.00 2.9900 1.16771

behaviour_of_employee 100 1.00 5.00 2.9700 1.28279

safe_transaction 100 1.00 5.00 3.2300 1.08110

knowledge_to_your_question 100 1.00 5.00 3.1200 1.22499

individual_attention 100 1.00 5.00 3.0600 1.26985

operating_hour_to_customers 100 1.00 5.00 2.9000 1.09637

best_intrest_at_heart 100 1.00 5.00 2.8600 1.16359

understand_specific_needs 100 1.00 5.00 2.8800 1.19155

Valid N (listwise) 100

29
 One-Sample Statistics

N Mean Std. Deviation Std. Error Mean

modern_looking_equipment 100 3.2000 .84087 .08409

physical_features_appealing 100 3.0000 1.00504 .10050

employee_neat_appearing 100 2.9200 1.03162 .10316

materials_appealing 100 3.2700 .98324 .09832

certain_time 100 2.6800 1.04330 .10433

solving_problem 100 3.0200 1.08227 .10823

service_right_first_time 100 3.0600 1.06192 .10619

error_free_records 100 3.1000 1.13262 .11326

exactly_service_performed 100 3.3200 3.19052 .31905

prompt_service 100 3.2800 1.10170 .11017

always_helping 100 2.9400 1.19612 .11961

prompt_repond 100 2.9800 1.13689 .11369

trust_worthy 100 2.9900 1.16771 .11677

behaviour_of_employee 100 2.9700 1.28279 .12828

safe_transaction 100 3.2300 1.08110 .10811

knowledge_to_your_question 100 3.1200 1.22499 .12250

individual_attention 100 3.0600 1.26985 .12699

operating_hour_to_customers 100 2.9000 1.09637 .10964

best_intrest_at_heart 100 2.8600 1.16359 .11636

understand_specific_needs 100 2.8800 1.19155 .11916

30
 One-Sample Test

Test Value = 3

T df Sig. Mean 95% Confidence Interval of the

Differenc Difference
(2-tailed) e
Lower Upper

modern_looking_equipment 2.378 99 .019 .20000 .0332 .3668

physical_features_appealing .000 99 1.000 .00000 -.1994 .1994

employee_neat_appearing -.775 99 .440 -.08000 -.2847 .1247

materials_appealing 2.746 99 .007 .27000 .0749 .4651

certain_time -3.067 99 .003 -.32000 -.5270 -.1130

solving_problem .185 99 .854 .02000 -.1947 .2347

service_right_first_time .565 99 .573 .06000 -.1507 .2707

error_free_records .883 99 .379 .10000 -.1247 .3247

exactly_service_performed 1.003 99 .318 .32000 -.3131 .9531

prompt_service 2.542 99 .013 .28000 .0614 .4986

always_helping -.502 99 .617 -.06000 -.2973 .1773

prompt_repond -.176 99 .861 -.02000 -.2456 .2056

trust_worthy -.086 99 .932 -.01000 -.2417 .2217

behaviour_of_employee -.234 99 .816 -.03000 -.2845 .2245

safe_transaction 2.127 99 .036 .23000 .0155 .4445

knowledge_to_your_question .980 99 .330 .12000 -.1231 .3631

individual_attention .472 99 .638 .06000 -.1920 .3120

operating_hour_to_customers -.912 99 .364 -.10000 -.3175 .1175

best_intrest_at_heart -1.203 99 .232 -.14000 -.3709 .0909

understand_specific_needs -1.007 99 .316 -.12000 -.3564 .1164

31
Interpretation:-

 As shown in table, the significance level for modern equipment is less than .05. Thus, the
mean score of perception for modern equipment is significantly greater than 3. And
customer perception for this variable is good.
 As shown in table, the significance level for physical features appealing is greater than
.05. Thus, the mean score of perception for physical features appealing is significantly 3.
And customer perception for this variable.
 As shown in table, the significance level for physical features appealing is greater than
.05. Thus, the mean score of perception for physical features appealing is significantly
less than 3. And customer perception for this variable is not so good.
 As shown in table, the significance level for materials appealing is less than .05. Thus,
the mean score of perception for materials appealing is significantly greater than 3. And
customer perception for this variable is good.
 As shown in table, the significance level for certain time is less than .05. Thus, the mean
score of perception for certain time is significantly less than 3. And customer perception
for this variable is not so good.
 As shown in table, the significance level for solving problem is greater than .05. Thus,
the mean score of perception for solving problem is significantly greater than 3. And
customer perception for this variable is good. As shown in table, the significance level for
service right first time is greater than .05. Thus, the mean score of perception for service
right first time is significantly greater than 3. And customer perception for this variable is
good.
 As shown in table, the significance level for error free records is greater than .05. Thus,
the mean score of perception for error free records is significantly greater than 3. And
customer perception for this variable is good.
 As shown in table, the significance level for exactly service performed is greater than .05.
Thus, the mean score of perception for exactly service performed is significantly greater
than 3. And customer perception for this variable is good.
 As shown in table, the significance level for prompt service is less than .05. Thus, the
mean score of perception for prompt service is significantly greater than 3. And customer
perception for this variable is good.

32
 As shown in table, the significance level for always helping is greater than .05. Thus, the
mean score of perception for always helping is significantly less than 3. And customer
perception for this variable is not so good.
 As shown in table, the significance level for prompt respond is greater than .05. Thus, the
mean score of perception for prompt respond is significantly less than 3. And customer
perception for this variable is not so good.
 As shown in table, the significance level for trust worthy is greater than .05. Thus, the
mean score of perception for trust worthy is significantly less than 3. And customer
perception for this variable is not so good.
 As shown in table, the significance level for behaviour of employee is greater than .05.
Thus, the mean score of perception for behaviour of employee is significantly less than 3.
And customer perception for this variable is not so good.
 As shown in table, the significance level for safe transaction is less than .05. Thus, the
mean score of perception for safe transaction is significantly greater than 3. And
customer perception for this variable is good
 As shown in table, the significance level for knowledge to your question is greater than
.05. Thus, the mean score of perception for knowledge to your question is significantly
greater than 3. And customer perception for this variable is good
 As shown in table, the significance level for individual attention is greater than .05. Thus,
the mean score of perception for individual attention is significantly greater than 3. And
customer perception for this variable is good.
 As shown in table, the significance level for operating hour to customers is greater than
.05. Thus, the mean score of perception for operating hour to customers is significantly
less than 3. And customer perception for this variable is not so good
 As shown in table, the significance level for best interest at heart is greater than .05.
Thus, the mean score of perception for best interest at heart is significantly less than 3.
And customer perception for this variable is not so good
 As shown in table, the significance level for understand specific needs is greater than .05.
Thus, the mean score of perception for understand specific needs is significantly less than
3. And customer perception for this variable is not so good

33
 ANOVA:
To study the impact of demographic variables on service quality dimension.

Age:-

ANOVA

Sum of df Mean F Sig.

Squares Square

Between 1.117 3 .372 1.375 .255

Groups
Tangible
Within Groups 25.995 96 .271

Total 27.112 99

Between 1.310 3 .437 1.535 .211

Groups
Reliability
Within Groups 27.317 96 .285

Total 28.628 99

Between .436 3 .145 .116 .950

Groups
responsiveness
Within Groups 120.124 96 1.251

Total 120.560 99

Between 1.257 3 .419 .897 .446

Groups
assurance
Within Groups 44.830 96 .467

Total 46.087 99

Between .347 3 .116 .292 .831

Groups
Empathy
Within Groups 38.090 96 .397

Total 38.438 99

34
H0= There is no difference in perception towards service quality dimensions between different
age groups

H1= There is difference in perception towards service quality dimensions between different age
groups

As shown in above table significance value for 5 dimensions, empathy and tangible reliability
assurance and empathy is greater than 0.05 so null hypothesis is accepted, and there is no
significant difference in perception towards these dimensions between different age groups.

Education:-

ANOVA

Sum of df Mean Square F Sig.

Squares

Between Groups 3.350 3 1.117 4.511 .005

Tangible Within Groups 23.762 96 .248

Total 27.112 99

Between Groups 1.012 3 .337 1.173 .324

Reliability Within Groups 27.616 96 .288

Total 28.628 99

Between Groups 1.087 3 .362 .291 .832

responsiveness Within Groups 119.473 96 1.245

Total 120.560 99

Between Groups 2.000 3 .667 1.452 .233

assurance Within Groups 44.087 96 .459

Total 46.087 99

Between Groups 3.086 3 1.029 2.793 .044

Empathy Within Groups 35.352 96 .368

Total 38.438 99

35
H0= There is no difference in perception towards service quality dimensions between different
education groups.

H1= There is difference in perception towards service quality dimensions between different
education groups

As shown in above table significance value for 2 dimensions, empathy and tangible is less
than 0.05 so alternative hypothesis is accepted, and there is significant difference in perception
towards these dimensions between different education group

Occupation:-

ANOVA

Sum of df Mean Square F Sig.

Squares

Between Groups 5.667 4 1.417 6.276 .000

Tangible Within Groups 21.445 95 .226

Total 27.112 99

Between Groups 2.964 4 .741 2.743 .033

Reliability Within Groups 25.664 95 .270

Total 28.628 99

Between Groups 3.820 4 .955 .777 .543

Responsiveness Within Groups 116.740 95 1.229

Total 120.560 99

Between Groups 2.795 4 .699 1.533 .199

Assurance Within Groups 43.292 95 .456

Total 46.087 99

Between Groups .465 4 .116 .291 .883

Empathy Within Groups 37.972 95 .400

Total 38.438 99

36
H0= There is no difference in perception towards service quality dimensions between different
occupation groups.

H1= There is difference in perception towards service quality dimensions between different
occupation groups

As shown in above table significance value for 2 dimensions reliability and tangible is less than
0.05 so alternative hypothesis is accepted, there is significant difference in perception towards
these dimensions between different occupation groups.

INCOME:-

ANOVA

Sum of Df Mean Square F Sig.

Squares

Between Groups .882 4 .221 .799 .529

Tangible Within Groups 26.229 95 .276

Total 27.112 99

Between Groups 1.908 4 .477 1.696 .157

Reliability Within Groups 26.719 95 .281

Total 28.628 99

Between Groups 8.207 4 2.052 1.735 .149

Responsiveness Within Groups 112.353 95 1.183

Total 120.560 99

Between Groups .515 4 .129 .268 .898

Assurance Within Groups 45.572 95 .480

Total 46.087 99

Between Groups 1.402 4 .350 .899 .468

Empathy Within Groups 37.036 95 .390

Total 38.438 99

37
H0= There is no difference in perception towards service quality dimensions between different
income groups.

H1= There is difference in perception towards service quality dimensions between different
income groups

As shown in above table significance value for 5 dimensions, empathy and tangible reliability
assurance and empathy is greater than 0.05 so null hypothesis is accepted there is significant
difference in perception towards these dimensions between different income groups

FINDINGS
The aim of this study was to investigate factors that affect quality of customer‟s service in
banking industry. From the findings the following was established. On gender analysis, most of
the respondents were male representing a total of 57% and female 43%.

The age level of majority of the respondents who are having an account in Deutsche bank AG
bank fall under the age level 16 to 25 year.

The income level of majority of the respondents who are having an account in deutsche bank
AG bank fall under the monthly income level < 2 lakh and 5.1 to 10 lakh. Some of the
respondents choose the Deutsche bank AG because the bank is providing more good facility to
the customers.

From the anova on age analysis, of significant level is greater than 0.05 so that there is no
significant impact of education on empathy and tangibles, reliability, assurance and empathy. On
education Analysis, 2 dimension empathy and tangible value is less than 0.05 , there is
significant impact of 2 dimension.

On occupation analysis dimension tangible and reliability value is less than 0.05 there is
significant impact of 2 dimensions. On income analysis, that the value of significant level is
greater than 0.05 there is no significant impact of education on empathy and tangibles, reliability,
assurance and empathy.

38
 CONCLUSION
Service quality has defined as the difference between customer expectations of a service and
his/her perception of the service performance. When expectations are not met, customers are
dissatisfied with service quality.

When expectations match perception, the customer is satisfied with the quality of the service.
From the preceding discussion it is clear that the banks in the post-liberalised phase of the Indian
economy have, to a large extent, matched the graph of customer perceptions and expectations
from each of the two.

Further, as the study shows, quality parameters such as responsiveness, reliability, tangibles,
assurance and empathy greatly structure customers' expectations and perceptions of banking
sector service quality. They found that the elements that were considered important were
reliability, assurance, empathy and responsiveness.

The purpose of my study is customer perception towards bank service quality in deutsche bank
AG”. In my project I used research design was exploratory and Conclusive Research Design type
was Descriptive Research.

In descriptive research I used single cross – section design .in my research I used convenience
sampling design. I used structure Questionnaire with 5 point likerd scale, primary date collected
from 100 respondents by personal meeting with the help of questioners, secondary data:
secondary data are collected from the website , news paper and previous research paper.

On gender analysis, most of the respondents were male representing a total of 57% , I used
analysis technique like discriptive,frequency distribution, one way anova in my research.

REFERENCES
1) Ganesh P et. al. (2011) Determining the gap between customer Expectation and
perception In retail Banking
2) Er.Vishal Mohan Goyal (2011) Customer perception towards Internet banking w.r.f to
private and foreign banks in India
3) Praful S. Gudadhe (2013) Customer Perception Towards Products and Services Of State
Bank of India- With Special Reference to Yavatmal District, (M.S.) India
4) MALIKA RANI (2012) a study on the customer perception towards e-banking in
ferozepur district

39
5) YAP SHEAU FEN et al.(2000) service quality and customer satisfaction: antecedents of
customer‟s re-patronage intentions.
6) Khushbu Agarwal et al. (2014) an empirical study on customer services of selected
private sector banks with special reference to udaipur city
7) Dr. H. S. Sandhu et al. (2011) Customers‟ Perception towards Service Quality of Life
Insurance Corporation of India: A Factor Analytic Approach.
8) Jayaraman Munusamy et al. (2010) Service Quality Delivery and Its Impact on Customer
Satisfaction in the Banking Sector in Malaysia
9) Dima Al Eisawi (2012) Innovation as a Determinant for Service Excellence in Banking
10) Dr. M. Selvaraj (2012) Customer Perception towards service Quality in State Bank of
India – An Empirical Study
11) Shailesh Limbad (2013) Study the Customers‟ Perception towards Banking Services: A
Research Report on Indian Public Sector Banks
12) Evelyn Omanukwue (2010) customer perception of service quality in boutique hotel le
six paris.
13) Lo Liang Kheng et. Al.(2013) The Impact of Service Quality on Customer Loyalty: A
Study of Banks in Penang, Malaysia
14) Mei Mei Lau et al.(2013) Measuring Service Quality in the Banking Industry: A Hong
Kong Based Study
15) Barbara R. lawis(1991)Service Quality: An International Comparison of Bank
Customers' Expectations and Perceptions
16) Mesay Sata Shanka (2012) Bank Service Quality, Customer Satisfaction and Loyalty in
Ethiopian Banking Sector
17) Rashed Al Karim et.Al.(2014) customer satisfaction on service quality in private
commercial banking sector in bangladesh
18) Ms. Linda Mary Simon (2012) A Study on Customer Perception Towards Services
Provided By Public Sector Bank and Private Sector Bank
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multinational banks in India
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Services Provided By Selected Private & Public Sector Bank in India

40
 QUESTIONNAIRE

1) What is your name?

…………….

2) What is your gender?

[ ] Male [ ] Female

3) What age group do you belong to?

[ ] 16-25 [ ] 26-35
[ ] 36-45 [ ] Above 45

4) What is the highest degree or level of education you have completed?

[ ] High school [ ] Graduate

[ ] Post graduate [ ] other

5) What is your occupation?

[ ] Student [ ] business
[ ] Private Job. [ ] Govt. Job
[ ] other

6) What is your yearly income?

[ ] < 2 Lakh [ ] 2.1 to 5 Lakh

[ ] 5.1 to 10 Lakh [ ] Above 10.1 Lakh
[ ] not applicable

7) Following are the factors that you might have considered while service quality in central
bank of India. Please rate the factors that you had considered on the scale below. Below
number 1 is strongly disagree, 2 is disagree, 3 is neutral, 4 is agree and 5 is strongly agree

41
 Strongly Disagree Neither Agree Strongly
QUESTIONS Disagree agree Agree
Nor
disagree

1.CENTRAL bank has modern looking

Equipment.

2. The bank's physical features are visually

appealing

3. The bank's reception desk employees are

Neat appearing.

4. Materials associated with the service (such

as pamphlets or statements) are visually
appealing at the bank.

5. When the bank promises to do something

by a certain time, it does so.

6. When you have a problem, the bank

shows a sincere interest in solving it.

7. The bank performs the service right the

first time.

8. The bank insists on error free records.

9. Employees in the bank tell you exactly

when the services will be performed.

10. Employees in the bank give you prompt

service.

11. Employees in the bank are always

willing to help you.

12. Employees in the bank are never too

busy to respond to your request.

13. The employees of the bank are

Trust worthy.

14. The behavior of employees in the bank

Instills confidence in you.

42
15. You feel safe in your transactions with
the bank.

16. Employees in the bank have the

knowledge to answer your questions.

17. The bank gives you individual attention.

18. The bank has operating hours convenient

to all its customers

19. The bank has your best interests at heart.

20. The employees of the bank understand

your specific needs.

43