Analysis on Customers Service Strategy of

Exim Bank Ltd.

By
Sharmin Sultana

ID - 1120715

An Internship Report Presented in Partial Fulfillment of

the requirement for the Degree
Bachelor of Business Administration (BBA)

INDEPENDENT UNIVERSITY, BANGLADESH

(IUB)
September 2015
 Analysis on Customers Service Strategy of
Exim Bank Ltd.

By
Sharmin Sultana

ID - 1120715

Has been approved

September 2015

Mrs. Zakia Binte Jamal

Lecturer
School of Business
Independent University, Bangladesh

Letter of Transmittal
08th September, 2015
Zakia Binte Jamal
Lecturer
School of Business
Independent University Bangladesh.

Dear Sir,
I have completed my 12-week internship period at Exim Bank Ltd. I would
like to submit my internship report as per your specifications. I would also
like to draw your kind attention to the fact that I have tried my level best to
gather and organize all the information needed for this particular report,
and in doing so have tried my utmost to live up to your standards.
May I, therefore, wish and hope that you would be gracious enough to
accept my effort and oblige thereby.

Yours sincerely,

____________

Sharmin Sultana

ID - 1120715

Acknowledgement _
The successful accomplishment of this working report of Internship is the
outcome of the Contribution and involvement of a number of people,
especially those who took the time to share their thoughtful guidance and
suggestions to improve the paper. At the beginning, I would like to pray my
gratitude to the Almighty for giving me the ability to work hard under
pressure. I have deepest gratitude to my respected honorable supervisor
Mrs. Zakia Binte Jamal, Lecturer of Independent University Bangladesh.

I would like to express my gratitude to Mr. Md. Al-Amin Officer (IT In

charge) for his valuable guidance. His interest, enthusiasm in my subject
material has helped us to produce a respectable result. I would like to
thank him for co‐operating for giving me necessary information on how I
would work in this project.

I am obliged to express my thanks to Mr. Mostofa Shaukat Imran, Eo

BAMLCO Account Open officer for giving me the valuable information
about their organization.
Finally, I would like to thank Mr. M M Kamrul Hassain AVP & Operation
Manager of Exim Bank Ltd. Bashundhara Branch for his support and
engagement during the preparing of my internship.

Introduction:
Banking Industry is one of the most promising industries of our country. Generally by the

word Bank we can easily understand that the financial institution deals with money. There are

different types of banks such as: commercial Bank, Agricultural Bank, Industrial Bank,

Savings Bank & Exchange Bank. But when we use the term Bank without any prefix, or

qualification, it refers to the Commercial Bank. Commercial banks are the primary

contributors to the economy of a country. It helps to flow funds from surplus unit to deficit

unit and through this it facilitated the efficient allocation of the resources as well as

accelerated economic growth. This sector is moving towards new dimension as it is changing

fast due to competition, deregulation and financial reforms. Exim Bank Ltd Limited is a

scheduled commercial bank in Bangladesh. It established in Bangladesh under the Banking

Companies Act, 1991 and incorporated as private limited company on September 29th, 1999

under the Companies Act, 1994. Its operation started on October 24th, 1999 with a vision to

be the market leader through to providing all sorts support to people in term of promoting

corporate and small entrepreneurs and individuals all over the Bangladesh. Since then it’s

providing loan facilities to small and medium trading, manufacturing and service oriented

enterprises all over the country. In this competitive banking industry Exim Bank Ltd trying to

differentiate them through their service. Exim Bank Ltd tries to provide service to its

customers and gain the customer’s trust. Kotler (1990) explained that companies aim at

satisfying their interest and the interest of their staff more than that of the customer. This

study aim therefore to measure the attitude of customers to services provided by commercial

banks and influence of the provisions of such services on the management and growth of

commercial bank in Bangladesh. Despite the posited success of the consolidation exercise,

the post consolidation challenges remains a focal point of marketing, discuss and academic

publications. Regulatory institutions like the Bangladesh Bank still battle with the ripples of

the effects of consolidation, while bank executives and marketers grapple with the failure or
success of new products in the face of post consolidation exercise. The objective of this study

therefore, is to examine customer service strategy and Exim Bank Ltd performance in aspect

of Bangladesh.

Problem Statement:
The product and the services that are sold in the most favorable prices can be an initial step of the

Bank in obtaining the trust and be included in the top list of the customer. However, because of the

tight competition of the various services, particularly in bank, the perception of the customers and

potential customers are also divided according to the services that they want to achieve. In addition,

the impact of the economic problems and financial crunches among the financial institution creates a

great challenge in the bank. With all the challenges that are ahead of the bank, where does

Exim Bank Ltd in terms of customer satisfaction when other banking institutions are

competing for the same.

So the research question is:

 Are the Customers satisfied with the services that Exim Bank Ltd provides compared

to other banks?

 Is Exim Bank Ltd Have Lack of marketing theory the addresses the peculiarity of

marketing of services?

 Is Exim Bank Ltd done Changes in organizational culture which was required to drive

the marketing focus of bank?

 Does Exim Bank Ltd Use of hard sell techniques and half fourth to convenience

customer to buy products?

  Does Exim Bank Ltd have appropriate qualified staff with a suitable combination of

marketing and technical expertise?

 Advertising, public relations, marketing planning, now product development etc.

Purpose of the Study

The main objective of the report is to identify the satisfaction level of customers of Exim

Bank Ltd ‘s Service Quality strategy compared to services of other Multi-National Banks and

local banks, in terms of expectations and perceptions on the following factors:

 Tangibles  Empathy

 Reliability  Performance

 Responsiveness  Product planning

 Assurance  Distribution of service

History of the EXIM Bank

Export Import Bank of Bangladesh Limited was established in the year 1999 under the

leadership of Late Mr. Shahjahan Kabir, Founder Chairman who had a long dream of floating

a commercial bank which would contribute to the socio-economic development of our

country. He had a long experience as a good banker. A group of highly qualified and

successful entrepreneurs joined their hands with the founder chairman to materialize his

dream. Indeed, all of them proved themselves in their respective business as most successful

star with their endeavor, intelligence, hardworking and talent entrepreneurship. Among them,

Mr. Nazrul Islam Mazumder who is an illuminated business tycoon in the Garments business

in Bangladesh became the Honorable Chairman after the demise of the honorable founder

chairman. He is also the chairman of Bangladesh Association of Banks (BAB). Under his

leadership, BAB has emerged as an effective forum for exchanging views on problems being

faced by the banking sector of Bangladesh and for formulating common policy guidelines in

addressing such problems. 

The Export Import Bank of Bangladesh Limited (popularly known as EXIM Bank) is a

private commercial bank that operates banking operation by maintaining the Islamic Shariah

and principles regarding the business transactions. The Bank was incorporated on 2nd June

1999 as a private sector banking company under the COMPANIES ACT 1994 with a target

to play the vital role on the socio-economic development of the country. It started operations

on 3rd August 1999 with an authorized capital of Tk. 1 billion (1000 million) divided into 10

million ordinary shares of Tk. 100 each. The initial paid up capital of the bank was Tk. 225

million, fully subscribed by 28 sponsors. Initially the Bank started its operation as a private

commercial Bank, but later on, the Bank has taken up the challenge to start Islamic Banking

operation in all kinds of transaction.

Banking Operations were migrated & all of its conventional banking operation turned into

Shariah based Islamic banking operations after obtaining approval from Bangladesh Bank on
July 01, 2004. The Bank went for public issue of shares in the year 2004 and its shares are

now listed with Dhaka Stock Exchange (September 26, 2004) and Chittagong Stock

Exchange (September 04, 2004).

Initially the bank was known as the BEXIM Bank Limited, which stands for "Bangladesh

Export Import Bank limited". But for some legal constraints the bank had to change the name

and according to the proposed name of the Governor of Central Bank at that time it was

named as "Export Import Bank of Bangladesh Limited" or in short EXIM Bank Limited.

The bank finances export and import businesses and also conducts traditional commercial

banking activities by maintaining the Islamic Shariah regarding the business. The commercial

Banking activities of the Bank consist of services including mobilizing deposits, providing

investment facilities, discounting bills, conducting money transfer, foreign exchange

transactions and providing services i.e. issuing guarantees, safe keeping, acceptances and

letters of credit etc.

The Bank offers full range of Personal, Corporate, International Trade, Foreign Exchange,

Lease Finance and Capital Market Services. EXIM Bank Limited is the preferred choice in

banking for its friendly and personalized services, cutting edge technology, tailored solutions

for business needs, global reach in trade and commerce and high yield on investments,

assuring Excellence in Banking Services.

EXIM BANK AT A GLANCE

Name of the Institution Export Import Bank of Bangladesh Limited
Date of incorporation June 02,1999
Authorize Tk. 1000.00 million (initial) Tk.
Capital 2000000 million (as on 15 July, 2014)
Paid up Tk. 225 million
Capital (initial)
Tk. 1283865 million (as on 15 July, 2014)
Converted to Islamic bank July
01,2004
Legal A Shariah based Islamic
form Bank
Sloga Together Towards
n Tomorrow
Industry Banking industry of
Bangladesh
Nature of Shariah based Islamic banking with different financial
business services/products

Target Individuals and Corporate

customers customers
Deposits, accumulated Tk 29667.91
(2013) crore
Total Investments Tk 10781.95
(2013) crore
Investments (shares & Tk 289.40
bonds) crore
Foreign Exchange Business
(2013) Tk268625.27crore
Operating profit Tk 492.79
(2013) crore
Net profit Tk 1,705,381,59
(2013) crore
Number of branch 80
(2013)
Total 1450
manpower
Chairma Md. Nazrul Islam
n Mazumder
Managing Dr. Mohammed Haider Ali Miah,
director Ph.D
Web address
www.eximbankbd.com
Vision
The gist of EXIM bank‘s vision is – Together Towards Tomorrow. Export Import Bank of

Bangladesh Limited believes in togetherness with its customers, in its march to growth and

progress with services. To achieve the desired goal, there will be pursuit of excellence at all

stages with a climate of continuous improvement, because, in EXIM Bank, they believe, the

line of excellence is never ending. Bank's strategic plans and networking will strengthen its

competitive edge over others in rapidly changing competitive environment. Their

personalized qualities services to the customers with the trend of constant improvement will

achieve operational success.

Mission
The Bank has chalked out the following corporate objectives in order to ensure smooth
achievement of its goals.

 To be most caring and customer friendly and service oriented bank.

 To create a technology based most efficient banking environment for customers.
 To ensure ethics, transparency, sustainable growth and full value of the shareholders.

Goal
 This bank is one of the most disciplined Banks with a distinctive corporate culture. Here
employees believe in shared meaning, shared understanding and shared sense making.
Employees can see and understand events, activities, objects and situation in a distinctive
way. They mold their manners and etiquette, character individually to suit the purpose of the
Bank and the needs of the customers who are of paramount importance. The people in the
Bank see themselves as a tight knit family that believes in working together for growth. The
corporate culture has not been imposed; it has rather been achieved through continuous
corporate conduct.

The word "EXIM BANK" implies the meaning of its "Operation". To achieve the desired
goals, it has the intention to pursuit of excellence at all stages with a climate of continuous
improvement. Eventually the bank emphasizes on the following goals:

 Achieving excellence in customer service, next to none and superior to all

competitors.
 Creating a technology based most efficient banking environment.
 Providing high quality financial services in export and import trade.
 Maintaining consistency in improving the service quality and customers' perception
regarding the bank.
 Maintaining a constant growth in sales and profit time to time.
 Maximizing shareholders ‘wealth, by increasing the share price.
 Making an effective contribution to the overall socio-economic growth of
Bangladesh.

Objective

The objectives of the Bank are-

 Provide high quality financial services in export and import trade.

 Provide defect free quality customer service.
 Maintenance of corporate and business ethics.
 Maintaining sound capital base.
 Enhancing shareholders‘ wealth

Values
Core values include -

 Client is the center of attention.

  Quality.
 Honesty.
 Team work.
 Respect for individual

Branch Information
The number of branches as it stands now is 80 (2014). Steps are taken to open few more
branches at commercial important places throughout the country by the year 2014.

The Head Office Corporate Branch

Head Office Corporate Branch of EXIM Bank Limited has achieved the confidence of
the customers immediately after its establishment by providing superior quality service
with sincerity. The branch is located at the central point of Gulshan Avenue of Dhaka
City. The total number of employees in this Branch is 28 including the SEVP as Branch
manager & 3 AVPs as the in-charge of General banking, Foreign Exchange & Investment
operations.

Key Functions of EXIM Bank

Like other commercial banks EXIM bank performs all traditional banking business
including offering a wide range of caving and credit products, retail banking and ancillary
services, but the Bank emphasizes its function in export and import trade handing and
financing of export oriented industries will enhance wealth, quotes more employment
opportunities helps formation of capital and reduces in balance in the balance of payment
of the country.

Performance of EXIM Bank

 The Bank is widely acclaimed by the business community, from small
business/entrepreneurs to large traders and industrial conglomerates, including the top
rated corporate borrowers from forward-looking business outlook and innovative
financing solutions. In year 2011 EXIM Bank Ltd. made commendable performance in all
business areas like Deposit, Credit, Fund Management, Investment and Foreign Exchange
related business.

Social Commitment
The purpose of the banking business is, obviously, to earn profit, but the promoters and
the equity holders of EXIM bank are aware of their commitment to the society to which
they belong. A chunk of the profit is kept aside and spent for socio-economic
development through trustee and in patronization of art, culture and sports of the country
and the bank wants to make a substantive contribution to the society where it operates, to
the extent of separable resources

Services of EXIM Bank ltd.

During the short span of time, the bank has been highly recognized and praised by the
business community, from small entrepreneurs to large traders and industrial
conglomerates and emerged as the fastest growing among the third generation banks in
respect of business and profitability. EXIM Bank successfully marketed its products
designed to fulfill the needs of various socio-economic strata. Attractive features of the
products have given a distinctive image among the private banks. The bank has been
making continuous endeavor to offer new products and services. As a
commercial bank, they provide all traditional banking services, which are:

 General Banking Department

 Foreign Exchange Department &
 Investment Department

These three departments are providing services.

Deposit Scheme

 Al-Wadiah Current Deposit Account

 Mudaraba Monthly Income Scheme
 Mudaraba Monthly Savings Scheme
 Mudaraba Super Savings Scheme (Double Scheme)
  Mudaraba Hajj Scheme
 Mudaraba Savings Deposit Account (MSB, MSTD, RFCD, NFCD)
 Mudaraba Term Deposit Receipt

Investment Products:

 Corporate Finance  Project Finance

 Commercial Finance  Lease

 Finance
 Industrial Finance

Organogram

Chairman Advisor Board of Directors

Managing Director (MD)

Additional Managing Director (AMD)

Deputy Managing Director (DMD)

Management Trainee Officer (MTO)
Senior Executive Vice President (SEVP)

Senior Vice President (SVP)

Vice President (VP)

Senior Assistant Vice President (SAVP)

Assistant Vice President (AVP)

 First Assistant Vice President (FAVP)
First Assistant Vice President (FAVP)

Senior Principal Officer (SPO)

Principal Officer (PO)

Executive Officer (EO)

Export Import BankManagement Trainee

of Bangladesh Officer (MTO)
Limited
Bashundhara Road Branch
Organogram of Branch

Mr. Tariqul Islam Choudhury

SVP & Relationship Manager

Mr. M M Kamrul Hassain

AVP & Operation Manager

Mr. Mr. Aminur Mr. Md. Nazrul Mr. Mohammad Mr. Mahbubur Mr. Md. Al-Amin Mr. Md.
Rahman Shawon Karim, PO Atuar Hossain Rahman Musafeque
Majumder, EO Officer (IT Us Salehin
PO & General &Foreign Exchange SPO (Investment (Deposit Incharge) Incharge)
Banking Incharge Incharge Incharge) Officer

Ms. Shirin Mr. Mostofa Ms. Arifa Sultana Mr. Md. Md. Monjurul
Sultana, Shaukat Sathi, Officer Emdadul Hasnat Islam, Officer, ADC
PO Imran, EO (Remittance) & Mr. Zahirul
BAMLCO Islam, (Officers)
Clearing Account Open
Account Open

Mr. Md. Mr. Md. Ms. Shalina Mr. Mohammad Mr. Mohammad
 Mr. Md.
Imam
Literature Review Hasan

Officer
A service is any act or performance that one party can offer to another that is essentially (Cash)
intangible and does not result in the ownership of anything (Kotler & Keller, 2006). The
insight of service marketing focuses on selling the services in the best interest of customers. It
is fretful with a scientific and planned management of services which makes possible a fair
management of the interests of providers as well as the users. Services are vital segment of all
economies and they become increasingly more everyday life as economies develop. The size
of service sector is increasing day-by day generally in all types of economies in the World
and in particular developing economies. This is an exhilarating time for services
development, since new technologies are transforming the services worldwide. These
elementary and speedy changes being practiced by services markets throughout the world are
brought about among other factors primarily by the technological improvements and by
competition oriented reform policies. This creates different anticipation on customers’
awareness towards the product or service of the company. In the era of globalization and
borderless market, responsiveness, quality and productivity are essential for the survival and
growth of any organization (Potluri & Mangnale, 2011). Despite this huge transformation and
improvement in the service sector and particularly banking sector in Ghana, it still remains a
fact that less than 20 % of Ghanaians form the banking population as opposed to the 80 %
unbanked population (Fanawopo, 2007). Gronroos (2000) defined service as, A service is a
process consisting of a series of more or less intangible activities that normally, but not
necessarily always, take place in interactions between the customer and service employees
and/or physical resources or goods and/or systems of service provider, which are provided as
solutions to customer problems. Retaining customers and attracting them has constituted one
of the toughest and most challenging activities of financial institutions in most developing
countries like Nigeria (Banabo and Koroye, 2011). Among the litany of problems faced by
financial institutions, key operate in a highly competitive banking industry, hence the
consistently strategies on different forms of sales promotion strategies to attract depositors as
well as incur huge cost in training and retraining personnel for more efficient service
delivery. Studies have showed that banks are the best organization in Bangladesh that trains
their staff for effective customer relations. So they follow some variable that depend to
enhance their service strategy.

Using promotional tool: Promotion is the aspect of marketing that involves delivery of
company, brand or product messages to target customers. Several tools are used by
companies to aid the delivery of both paid and unpaid promotional methods. Each tool
contributes a different way to reach customers and achieve communication objectives.

a) Traditional Media: Traditional mass-media advertising remains a prominent promotional

tool for marketing. This includes paid messages designed and presented through television
networks, radio stations, newspapers and magazines. Additionally, companies use support
media in ongoing campaigns, such as billboards, directories, buses, aerial and point-of-
purchase displays. Local radio and newspapers tend to be most affordable for smaller
companies.
b) Digital Technology: The Internet and mobile technology have enabled use of a host of
digital and interactive promotional tools. Online and e-mail marketing are common elements
of promotional campaigns. Social media and blogs offer additional interactive tools that
companies can use to reach consumers directly. Mobile devices with applications for
electronic communication and social media allow companies virtually 24/7 access to
consumers on the move.
c) Public Relations Tools: Several promotional tools tie specifically to public relations, which
is unpaid communication often presented through media exposure. Press releases,
newsletters, press conferences and news reports are common PR techniques. Some are used
to proactively promote brands or products. Others are used to address negative publicity or
events. Small companies can often build relationships with local newspapers and TV stations
for coverage of noteworthy business activities.
d) Events: Sponsoring major events and community activities serve as promotional
opportunities for companies as well. Small businesses often gain public favor by active
involvement in local events. A presence at local fairs, non-profit events and school functions
can all improve your rapport and goodwill with the communities in which you operate your
business.
e) Salespeople and Influencers: Among the more direct promotional tools are salespeople and
influencers. Salespeople are employees who contact or engage customers using assertive
selling techniques. This often includes asking questions, listening to customer needs and
using persuasive efforts to sell product or service benefits. Peer or professional influencers
are prominent people in the public who favor your product. Companies often ask consumers
or professionals to share company news, information and experiences with others.

Building relationship marketing: The importance of relationships in business

exchanges can be traced to Homeric Greece, while the critical impact of idiosyncratic,
interpersonal relationships has continued to be well documented throughout history. Yet
relationship marketing and customer relationship management have emerged as specific
priorities for marketing academics and managers only in the past few decades. The relatively
recent explosion of research papers, popular business books, and customer relationship
management initiatives in These trends have enhanced the salience of relationship-based
loyalty to sellers compared with other marketing-mix factors and increased desire on the part
of customers for many unique characteristics found in relationship-based exchanges (e.g.,
reduced perceived risk, higher trust, enhanced cooperation, and greater flexibility). Thus, in
many situations, both sellers and customers are becoming more interested in conducting
business transactions embedded within relationships. This monograph synthesizes prior
research to give academics and managers a snapshot of what we know and don’t know about
relationship marketing.

Segmentation and innovation: Despite the laudable objectives of the consolidation

exercise, the post-consolidation effects and challenges are still glaring to all stakeholders.
These challenges, include the issue of qualified and adequately trained manpower, efficient
staff motivation, computerization of the banking operation, autonomy of the Central Bank,
cashless economy policy of the Central Bank, diversification of operations, political
instability, effective internal control, relationship among regulations authorities, teeming
number of dissatisfied, customers (Akintaro, 2008; Ugbele, 2011; Idam, 2004; Ugwuanyi,
2002). Inspite of all these, if the position of this authors that the greatest challenge of the
financial institution remains the ability of banks to be more marketing oriented in their policy
framework and daily operations. Banks and other financial institutions must embrace and
develop adequate, effective, and efficient customer service strategies that make the customer
feel as kings. That is why according to Munusamy and Chelliah (2011), the study of customer
satisfaction has become a paramount factor in the area of marketing as more organizations are
trying to retain the customers for their business survival. The consolidation policy and
emergence of mega banks, the customer still remain the proverbial grass that the treaded
upon when two elephants wrestle. For instance the introduction of the ATM machines and
cashless policy initiative of the Central Bank has again placed the customer at a crossroad.
Most customers are not properly informed and educated on how to use these innovations but
are rather charged, exorbitantly if we may add fees for which they contributed nothing to the
policy framework. This is why the Central bank Governor once concluded that banks have
not failed because the provider of services, but they have not gone distressed because there
are millions of customers who still require their services. To this end therefore, banks must
deliberately initiate and follow through on customer friendly policy and service quality.
Marketing analysis, planning, implementation and control: We would add our
definition to the marketing discuss by saying that marketing is the social and management
function that is aimed at anticipating and identifying customer needs and wants providing
need satisfying goods and services, and the distribution of these products to the final
consumer at a profit to the organization, as well as fulfilling individual objectives in the
organization. It is no longer an issue that a good product sells itself, but how it is offered to
the customer matters a lot (Banabo, Ndiomu and Koroye, 2011). These definitions (and
others) point to the fact that marketing deals with the ability of the firm to provide adequate
customer services and goods that guarantee customer satisfaction as well as profitability to
the firm, through conscious marketing policy formulation and practice of designed marketing
programmers. It is therefore fitting to join Ajao (2006:8) to conclude that marketing is the
process of marketing and keeping of customers for life.
Marketing developed more slowly on the banking industry than the other areas of retailing as
a result of lack of marketing theory, which was specifically directed towards the marketing of
services as supposed to physical goods (Ajao, 2006:8). He went on to opine that the point of
reference which accounted for the slow development of marketing in the banking sector in
Bangladesh includes the following:

1. Lack of marketing theory the addresses the peculiarity of marketing of services.

2. Change in organizational culture which was required to drive the marketing focus of bank.
3. Use of hard sell techniques and half fourth to convenience customer to buy
products/services.
4. Lack of appropriate qualified staff with a suitable combination of marketing and technical
expertise.
Beside these facts some component needed to identify the marketing strategy. The supporting
components are brief here. But as if we need the base component so we choose 1. Using
promotional tool. 2. Building relationship marketing. 3. Segmentation and innovation. 4.
Marketing analysis, planning, implementation and control. The supporting components are:

Perception
Perception is a way of regarding, understanding, or interpreting something; a mental
impression. In today’s technological wonderland we subconsciously form expectations about
companies by absorbing their multi-channel marketing efforts. It is rare to have an interaction
with a company without first seeing a commercial on television, a glossy ad in a magazine or
doing a quick Google search. How you rate the success of the interaction is based on your
individual perception of what the company has to offer. Perception plays a large role in cus-
tomer service. Surprisingly, many of my exceptional customer service experiences have
occurred at fast food or chain restaurants. Why? Simple! My expectations are not very high
and they are therefore very easy to exceed. On the other hand, some of my worst customer
experiences have occurred at premium electronics retailers and expensive hotels. Why? My
expectation of service is very high and consequently easy to fail to meet. The goal is to find a
happy medium of customer expectation and quality of service.

Reliability

Ability of the organization to perform the promised service dependably and accurately. It
means that the service organization performs the service right the first time and honors all its
commitments. Reliability commonly refers to something or someone who is perceived as
dependable and consistent in quality. If you have a reliable car, it is one that runs well over
time. Reliability to the scientist has a specific and limited meaning. Reliability is simply the
consistency of data. If a thing (e.g. a fact, substance, or phenomenon) is subjected to the same
treatment (e.g. questions, experiments, or applications) does it yield the same result? If an
authority approach was as simple as believing that a given news anchor will give a credible
answer, then switching from news station to news station looking for commonalities in the
same story is a reliability approach. Reliability approaches to credibility can be seen in the
physical world. The fact that a person’s signature is seen as a marker of credibility in legal
settings is the belief that a person signs his or her name the same in a reliable fashion.
Reliability is also seen as the cornerstone of good journalism where reporters must confirm
information with a second source. These two approaches, authority and reliability, are often
used in conjunction in both the physical world and the digital world. In the aftermath of
Hurricane Katrina in New Orleans in 2005, many residents turned to chat rooms and
community-run web sites to resolve contradictory and often false information coming from
traditional channels and sources (including the federal government and mass media). Local
web sites, such as NOLA.com, allowed communities to come together and share information.
Users were able to hear from multiple sources, including residents, and to get a more
accurate, complete, and thus credible picture of the situation in the neighborhoods. Users who
provided the most consistently accurate information became authorities.

Service Quality

Service quality is an elusive concept that is difficult to define and measure. Earlier studies
defined quality as conformance to specifications, implying that the feature set of a product
should match the standards predetermined by the management (Reeves and Bednar, 1994).
However, such a management inspired definition can hardly be applied to quantify service
quality because services are difficult to reduce to a set of standards. Consequently, more
suitable definitions of quality have been developed, characterized by a consumer’s
perspective. Scholars have defined quality in three distinct ways: quality as excellence,
quality as value and quality as meeting or exceeding expectations (Ekinci, 2008). According
to Ekinci (2008), the term ‘excellence’ in the first definition is highly subjective and thus
difficult to measure objectively. Second, ‘quality as value’ implies that perceived quality
equals perceived value. However, Bolton and Drew (1991) are able to differentiate value
from quality by introducing price. They claim that perceived value is defined by the
customers’ trade- off between benefits and costs. The benefit component might be the same
as quality and thus the perceived value is determined by comparing the perceived quality to
the price paid. Finally, the third definition of ‘quality as meeting or exceeding expectations’
is broader and more consumer friendly, according to Ekinci (2008). Recent literature suggests
that service quality is indeed the subjective assessment of service performance by consumers
themselves (Dabholkar, Shepherd and Thorpe, 2000) and thus confirms the last definition.
Different models of service quality have been introduced by different scholars. The majority
considers service quality as a multidimensional concept; however no consensus has been
reached yet regarding the underlying generic and specific dimensions of service quality
(Ekinci, 2008). The current debate is dominated by two research streams: the North American
versus the Nordic European school of thought. SERVQUAL, developed by scholars from the
North American school of thought is the best known customer-oriented model used to
measure service quality (Parasuraman, Zeithaml and Berry, 1988). It measures the gap
between customer expectations and their perceptions of the actual experience on a five
dimensional scale: tangibles, reliability, responsiveness, empathy, assurance. However, these
dimensions have shown to be indistinct and other models of service quality have shown to be
more parsimonious (Carmen, 1990). Moreover, new dimensions have been found while
applying the SERVQUAL model in diverse industries. In contrast, supporters of the Nordic
European school of thought have developed other well-known models of service quality
based on three dimensions called physical quality, interaction quality and output quality.
Service quality is determined by what customers obtain from a service firm and how
customers obtain services. According to Brady and Cronin (2001), these models were more
valid when applied to different service industries. Following the Nordic school, Ekinci (2008)
has developed a highly reliable multi-dimensional and multi-level model of service quality
for hospitality firms. According to the author, service quality consists of primary and
secondary dimensions. Two primary dimensions have been distinguished: output quality and
interaction quality. Both dimensions are split up into secondary dimensions. Output quality
consists of physical quality and product quality, while interactive quality is composed of staff
behavior and responsiveness. Depending on the type of hospitality service being researched,
each secondary dimension can be split up into specific attributes that can be measured.
From literature review three underlying themes can be suggested:

 Service quality is more difficult for the consumer to evaluate than goods quality.
 Service quality perceptions result from a comparison of consumer expectations with actual
service performance.

It is easy for consumers to evaluate purchasing goods because of many tangible cues that help
them judge the quality, for example: style, package, color, fit, label, feel, etc., whereas with
services fewer cues exist which make difficult for consumers to judge, and in many cases the
provider’s physical facilities, equipment, and personnel are like tangible evidence. According
to Gronroos (1994) there are three dimensions of service quality, the technical quality, the
function quality and the corporate image:
1. The technical quality, which involves what the customer, is receiving from the service
delivery. This can be measured by the consumer in a rather objective manner.
2. Functional quality, which involves the manner in which the service is delivered. This
concerns the psychological interaction between the buyer and the seller is perceived in a very
subjective way, and would include elements such as:

 Attitudes and behavior of employees.

 Approachability of service personnel.
 Accessibility of service.
 Appearance and personality of personnel.
 Relationship between employees,
 Interrelationships between employees and customers

Credibility

The word credibility was originally introduced into actuarial science as a measure of the
credence that the actuary believes should be attached to a particular body of experience for
rate making purposes. Thus we say that the loss experience under a new class of insurance is
"still too small to be credible", implying that the experience which will develop in the future
may well be very different from that so far collected, and also implying that we have more
confidence in our prior knowledge based on other data such as current rates for similar
classes.

Responsiveness

Responsiveness in the context of a system can be defined as the outcome that can be achieved
when institutions and institutional relationships are designed in such a way that they are
cognizant and respond appropriately to the universally legitimate expectations of individuals.
Responsiveness can be viewed from two angles. Firstly, the user of the health care system is
often portrayed as a consumer, with greater responsiveness being perceived as a means of
attracting consumers. Secondly, responsiveness is related to the safeguarding of rights of
patients to adequate and timely care. Owens and Batchelor (1996) cite patients' charters as an
attempt to lay down the manner in which to “treat those who use health services as consumers
within a market based and people centered system”. The use of the word patients is
considered to underrate the status of the individual, as it implicitly crates a hierarchy. Owens
and Batchelor (1996) suggest that the patient should be defined as a consumer, a rationale
that originates from the emphasis on the market mechanism. Sitzia and Wood (1997) argue
that the term consumer dignifies the professional/patient relationship in a way that the
traditional term patient with its association of powerlessness against the medical
establishment does not. Using the word client, customer or service user similarly moves away
from the idea of the user of medical services being passive and dependent. Carr-Hill (1992)
argues that the term customer has the connotation of an individual where rights are concerned
while consumer suggests that the individual is part of a group of users who can act together to
safeguard rights. He suggests that the following seven principles should relate to consumers:
access, choice, information, redress, safety, value for money and equity, but argues that their
applicability in health may be limited, which results in the ability of consumers in the health
system to act independently being restricted as well. Among the words that are commonly
used in the discussion of issues of responsiveness are satisfaction and quality of care. Patient
satisfaction represents a complex mixture of perceived need, expectations and experience of
care (Smith, 1992). Quality of care can cover a wide spectrum. Structural quality, can be
defined as relating to dimensions such as continuity of care, costs, accommodation and
accessibility while process quality involves the dimensions of courtesy, information,
autonomy and competence (Campen et al, 1998). The terms ‘service quality’ are used by
Kenagy, Berwick and Shore (1999) to refer to a set of issues including communication, sign
posting, information provision and staff interaction with patients. Donabedian (1980)
considers interpersonal aspects of quality and amenities of care alongside the technical
aspects of quality to be the three components of health care health care quality. The
interpersonal component of quality is defined as the quality of interaction between the patient
and provider or the responsiveness, friendliness, and attentiveness of the health care provider
(Haas-Wilson, 1994). The literature suggests that the aspects of personal interactions in
quality, strongly correlate with the issues of respect of persons in responsiveness

Customer Satisfaction Models

Companies try to maintain their loyalty with their customers by improving product and
service quality. As a result in the last decade, many national indices have been developed in
order to measure consumer satisfaction across a wide range of organizations. Thus, at the
national level, the customer satisfaction index (CSI) is used to measure companies and
organizations how they satisfy customers’ needs. The CSI’s model can be also used for
comparing services and products within an industry. Most countries have set their own
customer satisfaction indices to measure customer satisfaction and the business performance
of companies and organizations. The first truly national customer satisfaction index was the
Swedish Customer Satisfaction Barometer, or SCSB, developed in 1989. The SCSB includes
31 major Swedish industries. The original Swedish Barometer used perceived value and a
single measure of customer expectations (Fornell, 1992). In Germany, the Deutsche Kunden
barometer, or DK, was introduced in 1992 and as of 1994 also includes 31 industries.
Customer Expectations

Expectations play an important role in the satisfaction formation. The extent to which a
product or service fulfills a customer’s need and desire may play an important role in forming
feelings of satisfaction because of the impact of confirmation or disconfirmation that have on
satisfaction. Consumers expect to be delivered quality products and services; therefore
companies try to offer quality products and services. The term expectations really matters to
companies because they want to know what customers’ expectations are. The term
“expectations” has different uses, in the satisfaction literature, it is viewed as a prediction
made by a consumer about what is likely to happen during an exchange or transaction.
According to Oliver (1981) expectations are consumer-defined probabilities of the occurrence
of positive and negative events if the consumer engages in some behavior.

Conceptual Framework Model

Independent
Variable

1. Using promotional
tool.
Dependent Variable
2. Building relationship
marketing. Customers Service Strategy

3. Segmentation and
innovation.

4. Marketing analysis,
planning,
implementation and
Hypotheses

Hypotheses that can be derived from the conceptual model of Customers Service Strategy
practices effectiveness are as follows:

1) H1: There is a positive level of using promotional tool effectiveness in terms of the
Customers Service Strategy.
H0: There is a negative level of using promotional tool effectiveness in terms of the
Customers Service Strategy.

2) H1: There is a level of Building relationship marketing effectiveness in terms of the

Customers Service Strategy.
H0: There is no level of Building relationship marketing effectiveness in terms of the
Customers Service Strategy.

3) H1: The Segmentation and innovation effect on the Customers Service Strategy.
H0: The Segmentation and innovation doesn’t effect on the Customers Service
Strategy.

4) H1: There is a positive level of Marketing analysis, planning, implementation and

control in terms of Customers Service Strategy.
H0: There is a negative level of Marketing analysis, planning, implementation and
control in terms of Customers Service Strategy.
Methodology

The Research Design: The type of study that will be carried out to test the hypothesis and to
answer the research questions will be a causal study. This type of study will show a cause and
effect relationship of the independent and dependent variables. As shown in the diagram of
the conceptual framework of the research there are four independent variables and one
dependent variable. So a change in the independent variables (Promotional tool, Relationship
marketing, Segmentation and innovation, Marketing analysis, planning, implementation and
control) will change the dependent variable (Customers Service Strategy). So to investigate
the research questions and test the hypothesis a causal study is required. The study will be a
causal explanatory research because it explains the relationships among the independent and
dependent variables and how a change in the independent variable changes the dependent
variable. This section gives details of the research design that was adopted, survey
population, sampling procedure, data collection procedures, measurement of variable validity
and reliability of data and final data analysis techniques that were adopted

Research Design

The research was identifying as both descriptive and analytical since it described and
analyzed the relationship between the study variables. A cross-sectional survey was used
which means that data collected from various segments of population at a single point in time
however, data was collected in form of questionnaires. The research as shown in the diagram
of the conceptual framework that four independent variables and one dependent variable. So
a change in the independent variables (Promotional tool, Relationship marketing,
Segmentation and innovation, Marketing analysis, planning, implementation and control) will
change the dependent variable (Customers Service Strategy).That is why a correlational
design was adopted in order to find out the appropriate answer to the research questions and
to test the hypothesis.

Research Approach

As per requirement of the proposed study, quantitative research approach is found

appropriate since this approach is based on the development testable hypothesis and theory
which can be generalized across setting. The approach allows generalization of conclusion
and flexibility in the treatment of data, in terms of comparative analysis, statistical analyses
and repeatability of data collection in order to verify reliability.

Data Collection

Data have been collected from both primary and secondary sources.

1) Primary Data
To gather data, the researcher used questionnaires. The questionnaire survey was the most
effective method for this study to collect the data following reasons –

 Respondent’s secrecy could be maintained.

 The researcher conducts survey on 35 respondents. It was not possible to conduct personal
interview because of time limitation. Therefore a questionnaire survey was the most
appropriate one for the current study.
 The data gathered through questionnaire was easy to put in quantitative analysis.

2) Secondary Data
Bank’s website had been the sources of getting information on the services offered by those
banks. Apart from them, for literature review different scholar’s journal, books and internet
had rigorously been used.

Sample Size

The sample size will be thirty (30 users). The reason for selecting such a small sample is that
the EXIM Bank Ltd has a very narrow customer base on EXIM Bank.
Sample Unit

Here 25 question in the survey to collect the data.

Data Collection Instrument

A structured Questionnaire is used in this research to collect the data.

Data Analysis

The Data Analysis will be done using for an in-depth investigation of the data. Step-wise
regressions are used to test hypothesis and to find out individually which independent
variable contributes to the dependent variable. MS Excel is also used to carry out calculations
in some cases.

Questionnaire Design

The design of the questionnaire is prepared with close-ended questions. These questions were
rated on a five point scale (from a continuum of Strongly Agree, Agree, Neutral, and Disagree to
Strongly Disagree). (The values are 1=Strongly Disagree, 2= Disagree, 3= Neither agree nor
disagree, 4= Agree, 5= Strongly Agree.)

Limitations

To conduct research, there are many problems arisen, which has the purpose of the report.
The limitations are:

• Difficult to collect information as concern people are reluctant to disclose information.

• Access to only a number of information sources.

• Secrecy or confidentiality is a crucial matter in this Banking sector. As an intern it was not
possible to reach those secret topics.

• Not able to collect information from the entire Employee.

Survey Instrument

The survey was consists of structured questionnaire containing 20 questions divided in to the
board sections. The participants were asked to indicate their perception on a Likert scale (1-5)
with response ranging from strongly disagrees to strongly agree.

Pilot Test of Questionnaire

Pilot test involved administering the questionnaire to a small sample of responded to

determine if the question where understandable if the serve procedures word (crask,et
al,1995).

To test the validity of the survey instrument a pilot study was conducted. The questionnaire
was pilot tested before it was finalize. The test subject was encouraged to express her own
opinion of the questionnaire. In this way the questionnaire was pilot tested by employee from
their own point of view. Here the pilot test conducts by 10 despondences because of time
limitation.

Result and Interpretation

Data From the field was complied, Sorted, and coded to have the required quality, accuracy
and completeness. While editing the data, it was found that some question in the
questionnaire were incomplete and respective. Those questions were discarded to avoid
complexity. Moreover it also appeared that some questions were misunderstood by the
respondents and hence was rated incorrectly. In the whole questionnaire was discarded and
replaced by taking another one. However, answers were also checked for inconsistencies.

A computerized statistical analysis of the data was necessary to describe and interpret the
data that was obtained from the questionnaires. For the current study, a conversion was made
through a computer package called statically package for social science (SPSS) software
version 17 which offered a greater feasibility in data analysis and visualization.

The analysis begins with a description of the demographic profile of the respondents, which
will give the reader and insight into demographic trends of E-banking adaptation typically of
any representative sampling of EXIM Bank Ltd. Bangladesh customers in the Chittagong
city. The user-related demographic characteristics were present in tabular form the data was
analyzed by examining the frequency with which certain responses occurred. The results
were display by means of pie charts or bar charts to make the frequencies easier to read.

The Second part of the research was involved both descriptive and inferential statistics. At
first the mean and standard deviation were calculated of each variables. Afterwards, a
correlation analysis was carried out to establish the strength of the relationship between the
measured variables. The scale model suggested by David (1971) was used to describe the
relationship between the variables are follows:

a) 0.70 And above- Very strong relationship.

b) 0.50 to 0.69 – Strong relationships.
c) 0.30 to 0.49 – Moderate relationships.
d) 0.10 to 0.29 – Low relationships.
e) 0.01 to 0.09 – very low relationship.

Furthermore, a linear regression analysis was also carried out to determine the extent to
which independent variables influence the dependent variable.

Gender
Valid Cumulative
Frequency Percent Percent Percent
Valid Male 26 86.7 86.7 86.7
Female 4 13.3 13.3 100.0
Total 30 100.0 100.0
 Gender
13%

Male
Female

87%

Here is male 87% and Female 13% in the Exim Bank Ltd. This is somewhat representing the
real scenario as women are still behind in many aspect in our country.

Age
Valid Cumulative
Frequency Percent Percent Percent
Valid 26-34 26 86.7 86.7 86.7
35-45 4 13.3 13.3 100.0
Total 30 100.0 100.0

Age
100%
90%
80%
70%
60%
Age
50%
40%
30%
20%
10%
0%
25-34 35-45
So it shows that most of the employees are between 25 to 34 and the rest of the employee in
the survey they are about 35 to 45 age between.

Income
Valid Cumulative
Frequency Percent Percent Percent
Valid 15,000-35,000 21 70.0 70.0 70.0
36,000-55,000 5 16.7 16.7 86.7
56,000 and
4 13.3 13.3 100.0
Above
Total 30 100.0 100.0

In report we 21 respondent salary is between 15000 to35000 tk and a few 4

respondent get 56000 and above salary. This is somehow reflect the starting
salary are not too much as for the economic condition of Bangladesh. The initial
job is paying too low in Exim Bank

Salary

25

20

15
Salary
10

0
15,000-35,000
36,000-55,000
56,000 and Above

Reliability Analysis
Using promotional tool

Reliability Statistics
Cronbach's
Alpha Based
on
Cronbach's Standardized
Alpha Items N of Items
.683 .782 5
In this Reliability Statistics the result Cronbach's Alpha is more than .6 of 5 questions under
this variable,
So, this is Significant.

Building relationship marketing

Reliability Statistics
Cronbach's
Alpha Based
on
Cronbach's Standardized
Alpha Items N of Items
.638 .644 5
In this Reliability Statistics the result Cronbach's Alpha is more than .6 of 5 questions under
this variable,
So, this is Significant.

Segmentation and innovation

Reliability Statistics
 Cronbach's
Alpha Based
on
Cronbach's Standardized
Alpha Items N of Items
.678 .680 5
In this Reliability Statistics the result Cronbach's Alpha is more than .6 of 5 questions under
this variable,
So, this is Significant.

Marketing analysis, planning, implementation and control

Reliability Statistics
Cronbach's
Alpha Based
on
Cronbach's Standardized
Alpha Items N of Items
.625 .625 5
In this Reliability Statistics the result Cronbach's Alpha is more than .6 of 5 questions under
this variable,
So, this is Significant.

Customers Service Strategy

Reliability Statistics
Cronbach's
Alpha Based
on
Cronbach's Standardized
Alpha Items N of Items
.680 .758 5
In this Reliability Statistics the result Cronbach's Alpha is more than .6 of 5 questions under
this variable,
So, this is Significant.
Hypotheses testing

Pearson Correlation:

Table: 1

Correlations
Customers Using
Service promotional
Strategy tool
Customers Service Pearson
1 .462*
Strategy Correlation
Sig. (2-tailed) .010
N 30 30
Using promotional tool Pearson
.462* 1
Correlation
Sig. (2-tailed) .010
N 30 30
*. Correlation is significant at the 0.05 level (2-tailed).

According to Pearson‘s correlation coefficient theory we can see that the value of Using
promotional tool is .462* and the value of Customers Service Strategy is .462* So there is a
relationship between them.

Table: 2

Correlations

Building
Customers
Service Strategy
relationship
marketing.
Building relationship Pearson Correlation
1 .516**
marketing.
Sig. (2-tailed) .003
N 30 30
Customers Service Strategy Pearson Correlation
.516** 1
 Sig. (2-tailed) .003
N 30 30
**. Correlation is significant at the 0.01 level (2-tailed).

According to Pearson‘s correlation coefficient theory we can see that the value of Customers
Service Strategy is .516** and the value of Building relationship marketing. is .516** So there
is a relationship between them.

Table: 3

Correlations
Customers
Service Segmentatio
Strategy n and
innovation
*
Segmentation and Pearson Correlation 1 .306
innovation Sig. (2-tailed) .040

N 30 30
*
Customers Service Strategy Pearson Correlation .306 1

Sig. (2-tailed) .040

N 30 30
*. Correlation is significant at the 0.05 level (2-tailed).

According to Pearson‘s correlation coefficient theory we can see that the value of Customers
Service Strategy is .306* and the value of Segmentation and innovation is .306* So there is a
relationship between them.

Table: 4

Correlations
Marketing
analysis,
Customers planning,
Service implementation
Strategy and control
Marketing analysis, Pearson Correlation
1 .443*
planning, implementation
and control Sig. (2-tailed) .014
N 30 30
Customers Service Pearson Correlation
.443* 1
Strategy
Sig. (2-tailed) .014
 N 30 30
*. Correlation is significant at the 0.05 level (2-tailed).

According to Pearson‘s correlation coefficient theory we can see that the value of
Customers Service Strategy is .443* and the value of Marketing analysis, planning,
implementation and control is .443* So there is a relationship between them.

Regression Analysis

Model Summary
Adjusted R Std. Error of
Model R R Square Square the Estimate
1 .462a .213 .185 .20666
2 .609b .371 .325 .18809
3 .612c .374 .302 .19125
4 .624d .389 .292 .19267

Findings and Research Questions

The purpose of this study was to measure customer satisfaction with service quality delivered
by Exim Bank Ltd. Here the questions were used to find out about Overall Customer
Satisfaction, Expectation Disconfirmation, and Desire Disconfirmation. The study was
carried out using a quantitative method of collecting primary data.

The empirical findings from customers’ opinions, banking service from Exim Bank Ltd.
Findings also showed that customers’ expectations were higher than customer perception.
Significance tests for measuring the mean rating for satisfaction provided strong evidence for
rejecting the null hypothesis, so the tests proved with 95 % confidence that Bank were
provide satisfied with service quality and they have the service strategy. In conclusion,
companies can benefit from the fact of knowing how customers perceive the service quality
and knowing the way of how to measure service quality. Therefore, the management can use
the specific data obtained from the measurement how their service quality actually in their
strategies and plans. This will help companies to better understand affecting. Various service
quality dimensions that affect overall service customer satisfaction strategy. In this way, the
entire bank can better allocate resources or tools to provide better service and also improve
their service strategy to achieve highest satisfaction of customer. Thus, understanding
customer satisfaction with service quality is very important and challenging.

References
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APPEDIX

Questionnaires on Customers Service Strategy

Dear Respondent,

For this questionnaire survey we need your cooperation. This survey tries to find out the
condition and compare the present situation Customers Service Strategy system of Exim
Bank Ltd. This survey is for academic research. Your cooperation in this regard may help us
to enhance our knowledge with exciting finding and insights. Thank you very much for your
valuable time. Have a good day!
Please carefully read each descriptive statement and circle the number, which most closely

responds to your opinion

Strongly Disagree Neither agrees Agree Strongly

disagree nor disagrees agree
1 2 3 4 5

Using promotional tool

1 The Bank Using promotional tool strategy are openly explained and 1 2 3 4 5
discussed to the employee concerned.

2 The promotional tool strategy system is aligned with the vision and 1 2 3 4 5
mission of the institution.

3 The promotional tool strategy is accurate in terms of content and purpose. 1 2 3 4 5

4 The promotional tool strategy system relevant and reliable. 1 2 3 4 5

5 The objective of the promotional tool strategy tool is appropriate to the 1 2 3 4 5

needs of the staffs and faculty.

Building relationship marketing

6 The Building relationship marketing management for keeping the 1 2 3 4 5
promises made to us to achieve the Customer service strategy.
7 The employees are confident that our organization has growth based 1 2 3 4 5
on Building relationship marketing strategy.
8 The management is competent enough for Building relationship 1 2 3 4 5
marketing evaluation strategy to lead the organization towards
prosperity.
09 The employee believes that their supervisors never act 1 2 3 4 5
opportunistically or exploit us.
10 The Management respects each employee’s ability and knowledge 1 2 3 4 5
of the job evaluates Building relationship marketing strategy
accordingly.

Segmentation and innovation

1 The organization Segmentation and innovation quality evaluation of its 1 2 3 4 5
1 services at regular intervals.
1 Segmentation and innovation quality evaluation in this organization aims 1 2 3 4 5
2 at improving organization performance and strengthening.
1 The organization provides Segmentation and innovation quality 1 2 3 4 5
3 evaluation for periodically.
1 The organization set Segmentation and innovation quality evaluation at 1 2 3 4 5
4 realistic levels.

1 The organization gets proper feedback on how Segmentation and 1 2 3 4 5

5 innovation evaluation doing and how much affected.

Marketing analysis, planning, implementation and control

1 The organization places the right person in the right job for Marketing 1 2 3 4 5
6 analysis, planning, implementation and control.
1 Adequate and relevant information about the organization and job is 1 2 3 4 5
7 provided to the candidate at the time of marketing analysis.
1 Implementation and control the decision in the organization is strictly 1 2 3 4 5
8 based service strategy.

1 The Marketing analysis, planning, implementation and control in our 1 2 3 4 5

9 organization are assessed on the basis of their performance how they
achieving service strategy.
2 Marketing analysis, planning, implementation and control includes 1 2 3 4 5
0 social skills, general problem solving skills and broader knowledge of
the organization and business.

Customers Service Strategy

1 The organization Customers Service Strategy evaluation of its services 1 2 3 4 5
1 at regular intervals.
1 Customers Service Strategy evaluation in this organization aims at 1 2 3 4 5
2 improving organization performance and strengthening.
1 The organization provides Customers Service Strategy quality 1 2 3 4 5
3 evaluation for periodically.
1 The organization set Customers Service Strategy quality evaluation at 1 2 3 4 5
4 realistic levels.
1 The organization gets proper feedback on how Customers Service 1 2 3 4 5
5 Strategy evaluation doing and how much affected.