CUSTOMER

SATISFACTION
AT
PUNJAB NATIONAL BANK
SUPERVISOR SUBMITTED BY
Hitesh Gupta
Ms! Shush"a Sha"a BBA #
th
se"
E$%&&"e$t N%'
(()(*+(,-,

SESSION: 2007 2010
LINGAYAS LALITA DEVI INSTITUTE
OF
MANAGEMENT AND SCIENCES
.AFFILIATED TO GURU GOBIND SINGH
INDRAPRASTHA UNIVERSITY/


CERTIFICATE
CERTIFICATE
This is to certify that project titled Customer satisfaction at PNB is
prepared by Hitesh GUPTA is being Submitted for the partial
fulfillment of the Masters degree in Business Administration
Programme at LINGAYAS LALITA DEI INSTITUTE !"
#ANAGE#ENT AND SCIENCES, Guru Gobind Singh Indraprastha
ni!ersity, "elhi# $e has successfully completed the project under my
constant guidance and support#
Signature of the Project Guide
Hitesh
BBA #
th
se"!

PREFACE
PREFACE
Summer training is a !ery important part of an BBA curriculum# It
pro!ides an optimistic iconography for %&uture e'istence through (hich
students are able to see the real industrial en!ironment (hich gi!es
an opportunity to relate theory (ith practice#
I undertoo) t(o months training programme at Punjab *ational Ban)
+*angloi, and (or)ed on the project -.ustomer Satisfaction at P*B -#
This report is the )no(ledge ac/uired by me during this period of
training#
FEATURE OF THIS REPORT0
Se!eral features of this report are designed to ma)e it particularly easy
for professionals and students to understand the customers perception
about the financial products and ser!ices offered by the ban)#
STRUCTURE:
An empirical field approach complementing the te't is follo(ed
EMPIRICAL APPROACH:
This report presents highly technical subject matter (ithout
comple' formulas by using a balance of te't and figures# The
appro'imately 12 figures accompanying the te't pro!ide a !isual and
intuiti!e opportunity for understanding the material#
HIGHLIGHTED POINTS:
Important points are highlighted at appropriate places
to stress their importance#
APPENDIXES:

The appendi'es are intended to pro!ide /uic)
reference material or a re!ie( of materials needed to
understand the concepts discussed in this report#

ACKNOWLEDGEMENT
A Project usually falls short of its e'pectations unless guided by the
right person at the right time# This Project (ould not ha!e
completed (ithout the direct or indirect help and guidance of
such luminaries in Punjab *ational ban)# They pro!ided us (ith the
necessary resources and an en!ironment conduci!e for healthy
learning and training# They pro!ided us (ith the re/uired amount of
freedom to e'ercise our s)ill under their able guidance#
At the outset, I (ould li)e to ta)e this opportunity to
gratefully ac)no(ledge the !ery )ind and patient guidance and
encouragement I ha!e recei!ed from our Project Guide Mr. Pramod
Kumar Bha!a +Cu"om#r Car# O$$!%#r, and Mr. HARISH SAIGAL
&BRANCH MANAGER' throughout their critical e!aluation and
suggestion at e!ery stage of the Project, this report could ne!er ha!e
reached its present form#
I (ould be failing in my duties if I forget to mention the name of Mr".
Shu"hma Sharma +Project Guide, for her unconditional support
during the course of the project# I (ould li)e to e'tend my than)s to
my college %3I*GA4AS 3A3ITA "56I I*STITT5 7& MA*AG5M5*T
A*" S.I5*.5S for the facilities a!ailed to me in terms of library (or)#
3ast but not least I (ould li)e to than) all the respondents for gi!ing
their precious time and rele!ant information and e'perience, I
re/uired, (ithout (hich the Project (ould ha!e been incomplete#


TABLE OF CONTENTS

(!INDUSTRY PROFILE
I$t%0u1ti%$
Hist%2
Visi%$s 3 Missi%$s
P%0u1t 3 Se4i1es
O5a$i6ati%$a& stu1tue
+!S7OT ANALYSIS
8!CUSTOMER SATISFACTION
De9i$iti%$
Be$e9its
:!LITERATURE REVIE7
C%$su"e Resea1h
Mai$tai$i$5 Re&ati%$s ;ith Cust%"es
#!RESEARCH DESIGN
Nee0
S1%pe
O<=e1ti4e
)!RESEARCH METHODOLOGY
Sa"p&e Meth%0
Sa"p&e Si6e
Meth%0 O9 Data C%&&e1ti%$
Li"itati%$s
,!ANALYSIS 3 INTERPRETATION
>!SUGGESTIONS 3 RECOMMENDATIONS
*!CONCLUSIONS
(-!BIBLIOGRAPHY
CHAPTER (
$%$ INT&!DUCTI!N T! BAN'ING IN INDIA
The ban)ing section (ill na!igate through all the aspects of the
Ban)ing System in India# It (ill discuss upon the matters (ith the birth
of the ban)ing concept in the country to ne( players adding their
names in the industry in coming fe( years#
The ban)er of all ban)s, 8eser!e Ban) of India +8BI,, the Indian Ban)s
Association +IBA, and top 12 ban)s li)e I"BI, $SB., I.I.I, AB* AM87,
etc# has been (ell defined under three separate heads (ith one page
dedicated to each ban)#
$o(e!er, in the introduction part of the entire ban)ing cosmos, the
past has been (ell e'plained under three different heads namely0
$istory of Ban)ing in India
*ationali9ation of Ban)s in India
Scheduled .ommercial Ban)s in India
The first deals (ith the history part since the da(n of ban)ing system
in India# Go!ernment too) major step in the :;<; to put the ban)ing
sector into systems and it nationali9ed := pri!ate ban)s in the
mentioned year# This has been elaborated in *ationali9ation Ban)s in
India# The last but not the least e'plains about the scheduled and
unscheduled ban)s in India# Section =1 +<, +a, of 8BI Act :;>= lays
do(n the condition of scheduled commercial ban)s# The description
along (ith a list of scheduled commercial ban)s are gi!en on this page
$%$%$HIST!&Y !" BAN'ING IN INDIA
?ithout a sound and effecti!e ban)ing system in India it cannot ha!e a
healthy economy# The ban)ing system of India should not only be
hassle free but it should be able to meet ne( challenges posed by the
technology and any other e'ternal and internal factors#
&or the past three decades India@s ban)ing system has se!eral
outstanding achie!ements to its credit# The most stri)ing is its
e'tensi!e reach# It is no longer confined to only metropolitans or
cosmopolitans in India# In fact, Indian ban)ing system has reached
e!en to the remote corners of the country# This is one of the main
reasons of India@s gro(th process#
The go!ernment@s regular policy for Indian ban) since :;<; has paid
rich di!idends
?ith the nationali9ation of := major pri!ate ban)s of India#
*ot long ago, an account holder had to (ait for hours at the ban)
counters for getting a draft or for (ithdra(ing his o(n money# Today,
he has a choice# Gone are days (hen the most efficient ban)
transferred money from one branch to other in t(o days# *o( it is
simple as instant messaging or dials a pi99a# Money has become the
order of the day#
The first ban) in India, though conser!ati!e, (as established in :AB<#
&rom :AB< till today, the journey of Indian Ban)ing System can be
segregated into three distinct phases# They are as mentioned belo(0
5arly phase from :AB< to :;<; of Indian Ban)s
*ationali9ation of Indian Ban)s and up to :;;: prior to Indian
ban)ing sector 8eforms#
*e( phase of Indian Ban)ing System (ith the ad!ent of Indian
&inancial
C Ban)ing Sector 8eforms after :;;:#
To ma)e this (riteDup more e'planatory, I prefi' the scenario as Phase
I, Phase II and Phase III#
Pha"# I
The General Ban) of India (as set up in the year :AB<# *e't came
Ban) of $industan and Bengal Ban)# The 5ast India .ompany
established Ban) of Bengal +:B2;,, Ban) of Bombay +:B=2, and Ban)
of Madras +:B=>, as independent units and called it Presidency Ban)s#
These three ban)s (ere amalgamated in :;12 and Imperial Ban) of
India (as established (hich started as pri!ate shareholders ban)s,
mostly 5uropeans shareholders#
In :B<E Allahabad Ban) (as established and first time e'clusi!ely by
Indians, Punjab *ational Ban) 3td# (as set up in :B;= (ith
head/uarters at 3ahore# Bet(een :;2< and :;:>, Ban) of India,
.entral Ban) of India, Ban) of Baroda, .anara Ban), Indian Ban), and
Ban) of Mysore (ere set up# 8eser!e Ban) of India came in :;>E#
"uring the first phase the gro(th (as !ery slo( and ban)s also
e'perienced periodic failures bet(een :;:> and :;=B# There (ere
appro'imately ::22 ban)s, mostly small# To streamline the functioning
and acti!ities of commercial ban)s, the Go!ernment of India came up
(ith The Ban)ing .ompanies Act, :;=; (hich (as later changed to
Ban)ing 8egulation Act :;=; as per amending Act of :;<E +Act *o# 1>
of :;<E,# 8eser!e Ban) of India (as !ested (ith e'tensi!e po(ers for
the super!ision of ban)ing in India as the .entral Ban)ing Authority#
"uring those days public has lesser confidence in the ban)s# As an
aftermath deposit mobilisation (as slo(# Abreast of it the sa!ings ban)
facility pro!ided by the Postal department (as comparati!ely safer#
Moreo!er, funds (ere largely gi!en to traders#
Pha"# II
Go!ernment too) major steps in this Indian Ban)ing Sector 8eform
after independence# In :;EE, it nationali9ed Imperial Ban) of India
(ith e'tensi!e ban)ing facilities on a large scale especially in rural and
semiDurban areas# It formed State Ban) of India to act as the principal
agent of 8BI and to handle ban)ing transactions of the nion and
State Go!ernments all o!er the country#
Se!en ban)s forming subsidiary of State Ban) of India (as
nationali9ed in :;<2 on :;th Fuly, :;<;, major process of
nationali9ation (as carried out# It (as the effort of the then Prime
Minister of India, Mrs# Indira Gandhi# := major commercial ban)s in
the country (ere nationali9ed#
Second phase of nationali9ation Indian Ban)ing Sector 8eform (as
carried out in :;B2 (ith se!en more ban)s# This step brought B2G of
the ban)ing segment in India under Go!ernment o(nership#
The follo(ing are the steps ta)en by the Go!ernment of India to
8egulate Ban)ing Institutions in the .ountry0
:;=;0 5nactment of Ban)ing 8egulation Act#
:;EE0 *ationali9ation of State Ban) of India#
:;E;0 *ationali9ation of SBI subsidiaries#
:;<:0 Insurance co!er e'tended to deposits#
:;<;0 *ationali9ation of := major ban)s#
:;A:0 .reation of credit guarantee corporation#
:;AE0 .reation of regional rural ban)s#
:;B20 *ationali9ation of se!en ban)s (ith deposits o!er 122
crore#
After the nationali9ation of ban)s, the branches of the public sector
ban) India rose to appro'imately B22G in deposits and ad!ances too)
a huge jump by ::,222G#
Ban)ing in the sunshine of Go!ernment o(nership ga!e the public
implicit faith and immense confidence about the sustainability of these
institutions#
Pha"# III
this phase has introduced many more products and facilities in the
ban)ing sector in its reforms measure# In :;;:, under the
chairmanship of M *arasimham, a committee (as set up by his name
(hich (or)ed for the liberalisation of ban)ing practices#
The country is flooded (ith foreign ban)s and their ATM stations#
5fforts are being put to gi!e a satisfactory ser!ice to customers# Phone
ban)ing and net ban)ing is introduced# The entire system became
more con!enient and s(ift# Time is gi!en more importance than
money#
The financial system of India has sho(n a great deal of resilience# It is
sheltered from any crisis triggered by any e'ternal macroeconomics
shoc) as other 5ast Asian .ountries suffered# This is all due to a
fle'ible e'change rate regime, the foreign reser!es are high, the capital
account is not yet fully con!ertible, and ban)s and their customers
ha!e limited foreign e'change e'posure#
$%$%(SCHEDULED C!##E&CIAL BAN'S IN INDIA
The commercial ban)ing structure in India consists of0
Scheduled .ommercial Ban)s in India
nscheduled Ban)s in India
Scheduled Ban)s in India constitute those ban)s (hich ha!e been
included in the Second Schedule of 8eser!e Ban) of India +8BI, Act,
:;>=# 8BI in turn includes only those ban)s in this schedule (hich
satisfy the criteria laid do(n !ide section =1 +<, +a, of the Act#
As on >2th Fune, :;;;, there (ere >22 scheduled ban)s in India
ha!ing a total net(or) of <=,;:B branches# The scheduled commercial
ban)s in India comprise of State ban) of India and its associates +B,,
nationali9ed ban)s +:;,, foreign ban)s +=E,, pri!ate sector ban)s +>1,,
coDoperati!e ban)s and regional rural ban)s#
HScheduled ban)s in IndiaH means the State Ban) of India constituted
under the State Ban) of India Act, :;EE +1> of :;EE,, a subsidiary
ban) as defined in the State Ban) of India +Subsidiary Ban)s, Act,
:;E; +>B of :;E;,, a corresponding ne( ban) constituted under
section > of the Ban)ing .ompanies +Ac/uisition and Transfer of
nderta)ings, Act, :;A2 +E of :;A2,, or under section > of the Ban)ing
.ompanies +Ac/uisition and Transfer of nderta)ings, Act, :;B2 +=2 of
:;B2,, or any other ban) being a ban) included in the Second
Schedule to the 8eser!e Ban) of India Act, :;>= +1 of :;>=,, but does
not include a coDoperati!e ban)H#
H*onDscheduled ban) in IndiaH means a ban)ing company as defined in
clause +c, of section E of the Ban)ing 8egulation Act, :;=; +:2 of
:;=;,, (hich is not a scheduled ban)H#
Th# $o((o)!*+ ar# h# S%h#du(#d Ba*," !* I*d!a &Pu-(!% S#%or':
State Ban) of India
State Ban) of Bi)aner and Faipur
State Ban) of $yderabad
State Ban) of Indore
State Ban) of Mysore
State Ban) of Saurashtra
State Ban) of Tra!ancore
Andhra Ban)
Allahabad Ban)
Ban) of Baroda
Ban) of India
Ban) of Maharashtra
.anara Ban)
.entral Ban) of India
.orporation Ban)
"ena Ban)
Indian 7!erseas Ban)
Indian Ban)
7riental Ban) of .ommerce
Punjab *ational Ban)
Punjab and Sind Ban)
Syndicate Ban)
nion Ban) of India
nited Ban) of India
.7 Ban)
6ijaya Ban)
Th# $o((o)!*+ ar# h# S%h#du(#d Ba*," !* I*d!a &Pr!.a#
S#%or':
I*G 6ysya Ban) 3td
A'is Ban) 3td
Indusind Ban) 3td
I.I.I Ban) 3td
South Indian Ban)
$"&. Ban) 3td
.enturion Ban) 3td
Ban) of Punjab 3td
I"BI Ban) 3td
Th# $o((o)!*+ ar# h# S%h#du(#d For#!+* Ba*," !* I*d!a:
American 5'press Ban) 3td#
A*I Gridlays Ban) Plc#
Ban) of America *T C SA
Ban) of To)yo 3td#
Ban/uc *ationale de Paris
Barclays Ban) Plc
.iti Ban) *#.#
"eutsche Ban) A#G#
$ong)ong and Shanghai Ban)ing .orporation
Standard .hartered Ban)#
The .hase Manhattan Ban) 3td#
"resdner Ban) AG#
$%$%)BAN'ING SE&ICES IN INDIA
?ith years, ban)s are also adding ser!ices to their customers# The
Indian ban)ing industry is passing through a phase of customers
mar)et# The customers ha!e more choices in choosing their ban)s# A
competition has been established (ithin the ban)s operating in India#
?ith stiff competition and ad!ancement of technology, the ser!ices
pro!ided by ban)s ha!e become more easy and con!enient# The past
days are (itness to an hour (ait before (ithdra(ing cash from
accounts or a che/ue from north of the country being cleared in one
month in the south#
This section of ban)ing deals (ith the latest disco!ery in the ban)ing
instruments along (ith the polished !ersion of their old systems#
BANK ACCOUNT
The most common and first ser!ice of the ban)ing sector# There are
different types of ban) account in Indian ban)ing sector# The ban)
accounts are as follo(s0
Ban) Sa!ings Account D Ban) Sa!ings Account can be opened for
eligible person J persons and certain organi9ations J agencies +as
ad!ised by 8eser!e Ban) of India +8BI, from time to time,
Ban) .urrent Account D Ban) .urrent Account can be opened by
indi!iduals J partnership firms J Pri!ate and Public 3imited
.ompanies J $&s J Specified Associates J Societies J Trusts, etc#
Ban) Term "eposits Account D Ban) Term "eposits Account can
be opened by indi!iduals J partnership firms J Pri!ate and Public
3imited .ompanies J $&sJ Specified Associates J Societies J
Trusts, etc#
Ban) Account 7nline D ?ith the ad!ancement of technology, the
major ban)s in the public and pri!ate sector has faciliated their
customer to open ban) account online# Ban) account online is
registered through a P. (ith an internet connection# The ad!ent
of ban) account online has sa!ed both the cost of operation for
ban)s as (ell as the time ta)en in opening an account#
PLASTIC MONE/
.redit cards in India are gaining ground# A number of ban)s in India
are encouraging people to use credit card# The concept of credit card
(as used in :;E2 (ith the launch of charge cards in SA by "iners
.lub and American 5'press# .redit card ho(e!er became more popular
(ith use of magnetic strip in :;A2#
.redit card in India became popular (ith the introduction of foreign
ban)s in the country#
.redit cards are financial instruments, (hich can be used more than
once to borro( money or buy products and ser!ices on credit#
Basically ban)s, retail stores and other businesses issue these#
LOANS
Ban)s in India (ith the (ay of de!elopment ha!e become easy to
apply in loan mar)et# The follo(ing loans are gi!en by almost all the
ban)s in the country0
Personal 3oan
.ar 3oan or Auto 3oan
3oan against Shares
$ome 3oan
5ducation 3oan or Student 3oan
In Personal 3oan, one can get a sanctioned loan amount bet(een 8s
1E,222 to :2, 22,222 depending upon the profile of person applying
for the loan# SBI, I.I.I, $"&., $SB. are some of the leading ban)s
(hich deals in Personal 3oan#
Almost all the ban)s ha!e jumped into the mar)et of car loan (hich is
also sometimes termed as auto loan# It is one of the fast mo!ing financial
products of ban)s# .ar loan J auto loan are sanctioned to the e'tent of
BEG upon the e'Dsho(room price of the car (ith some simple paper
(or)s and a small amount of processing fee#
3oan against shares is !ery easy to get because li/uid guarantee is
in!ol!ed in it#
$ome loan is the latest cra9e in the ban)ing sector (ith the
de!elopment of the infrastructure# *o( people are mo!ing to to(nship
outside the city# More number of to(nships is coming up to meet the
demand of @house for all@# The 8BI has also liberalised the interest rates
of home loan in order to match the repayment capability of e!en
middle class people# Almost all ban)s are dealing in home loan# Again
SBI, I.I.I, $"&., $SB. are leading#
The educational loan, rather to be termed as student loan, is a good
ban)ing product for the mass# Students (ith certain academic
brilliance, studying at recognised collegesJuni!ersities in India and
abroad are generally gi!en education loan J student loan so as to meet
the e'penses on tuition feeJ maintenance costJboo)s and other
e/uipment#

MONE/ TRANSFER
Beside lending and depositing money, ban)s also carry money from
one corner of the globe to another# This act of ban)s is )no(n as
transfer of money# This acti!ity is termed as remittance business#
Ban)s generally issue "emand "rafts, Ban)er@s .he/ues, Money
7rders or other such instruments for transferring the money# This is a
type of Telegraphic Transfer or Tele .ash 7rders#
It has been only a couple of years that ban)s ha!e jumped into the
money transfer businesses in India# The international money transfer
mar)et gre( ;#>G from 122> to 122= i#e# from SK1:> bn# to SK1>>
bn# in 122=# 5conomists say that the mar)et of money transfer (ill
further gro( at a cumulati!e :1#:G a!erage gro(th rate through
122;#
$%( "UTU&E !" BAN'ING IN INDIA
A healthy ban)ing system is essential for any economy stri!ing to
achie!e good gro(th and yet remain stable in an increasingly global
business en!ironment# The Indian ban)ing system has (itnessed a
series of reforms in the past, li)e deregulation of interest rates,
dilution of go!ernment sta)e in PSBs, and increased participation of
pri!ate sector ban)s# It has also undergone rapid changes, reflecting a
number of underlying de!elopments# This trend has created ne(
competiti!e threats as (ell as ne( opportunities# This paper aims to
foresee major future ban)ing trends, based on these past and current
mo!ements in the mar)et#
Gi!en the competiti!e mar)et, ban)ing (ill +and to a great e'tent
already has, become a process of choice and con!enience# The future
of ban)ing (ould be in terms of integration# This is already becoming a
reality (ith ne(Dage ban)s such as 45S Ban), and others too adopting
a singleDPI*# Geography (ill no longer be an inhibitor# Technology (ill
pro!e to be the differentiator in the shortDterm but the dynamic
en!ironment (ill soon lead to its saturation and (hat (ill ultimately be
the )ey to success (ill be a better relationship management#
0.1.0O2ER2IE3
If one (ere to say that the future of ban)ing in India is bright, it (ould
be a gross understatement# ?ith the gro(ing competition and
con!ergence of ser!ices, the customers +you and I, stand only to
benefit more to say the least# At the same time, emergence of a
multitude of comple' financial instruments is foreseen in the near
future +the trend is !isible in the current scenario too, (hich is bound
to confuse the customer more than e!er unless she spends hours
+maybe days, to understand the same# $ence, I see a gro(ing trend
to(ards the importance of relationship managers# The success +or
failure, of any ban) (ould depend not only on tapping the untapped
customer base +from other departments of the same ban), customers
of related similar institutions or those of the competitors, but also on
the effecti!eness in retaining the e'isting base#
India has (itness to a sea change in the (ay ban)ing is done in the
past more than t(o decades# Since :;;:, the 8eser!e Ban) of India
+8BI, too) steps to reform the Indian ban)ing system at a measured
pace so that gro(th could be achie!ed (ithout e'posure to any macroD
en!ironment and systemic ris)s# Some of these initiati!es (ere
deregulation of interest rates, dilution of the go!ernment sta)e in
public sector ban)s +PSBs,, guidelines being issued for ris)
management, asset classification, and pro!isioning# Technology has
made tremendous impact in ban)ing# %Anywhere banking and
%Anytime banking ha!e become a reality# The financial sector no(
operates in a more competiti!e en!ironment than before and
intermediates relati!ely large !olume of international financial flo(s# In
the (a)e of greater financial deregulation and global financial
integration, the biggest challenge before the regulators is of a!oiding
instability in the financial system#
0.1.1RISK MANAGEMENT
The future of ban)ing (ill undoubtedly rest on ris) management
dynamics# 7nly those ban)s that ha!e efficient ris) management
system (ill sur!i!e in the mar)et in the long run# The effecti!e
management of credit ris) is a critical component of comprehensi!e
ris) management essential for longDterm success of a ban)ing
institution#
Although capital ser!es the purpose of meeting une'pected losses,
capital is not a substitute for inade/uate decontrol or ris) management
systems# .oming years (ill (itness ban)s stri!ing to create sound
internal control or ris) management processes#
?ith the focus on regulation and ris) management in the Basel II
frame(or) gaining prominence, the postDBasel II era (ill belong to the
ban)s that manage their ris)s effecti!ely# The ban)s (ith proper ris)
management systems (ould not only gain competiti!e ad!antage by
(ay of lo(er regulatory capital charge, but (ould also add !alue to the
shareholders and other sta)eholders by properly pricing their ser!ices,
ade/uate pro!isioning and maintaining a robust financial structure#
%The future belongs to bigger banks alone, as well as to those which
have minimized their risks considerably.
CHAPTER +
(%$ INT&!DUCTI!N
Pu*4a- Na!o*a( Ba*, o$ I*d!a, the first Indian ban) started only
(ith Indian capital, (as nationali9ed in Fuly :;<; and currently the
ban) has become a frontDline ban)ing institution in India (ith =E1E
7ffices including =>1 5'tension .ounters# The corporate office of the
ban) is at *e( "elhi# Punjab *ational Ban) of India has set up
representati!e offices at Almaty +La9a)histan,, Shanghai +.hina, and
in 3ondon and a full fledged Branch in Labul +Afghanistan,#
Punjab *ational Ban) (ith ==;A offices and the largest nationali9ed
ban) is ser!ing its >#E crore customers (ith the follo(ing (ide !ariety
of ban)ing ser!ices0
.orporate ban)ing
Personal ban)ing
Industrial finance
Agricultural finance
&inancing of trade
International ban)ing
Punjab *ational Ban) has been ran)ed >Bth amongst top E22
companies by The 5conomic Times# P*B has earned ;th position
among top E2 trusted brands in India#
Punjab *ational Ban) India maintains relationship (ith more than 122
leading international ban)s (orld (ide# P*B India has 8upee "ra(ing
Arrangements (ith :E e'change companies in A5 and : in Singapore#
1.0.0 HISTOR/ OF THE BANK
Pu*4a- Na!o*a( Ba*, +P*B, (as registered on May :;, :B;= under
the Indian .ompanies Act (ith its office in Anar)ali Ba9aar 3ahore# The
Ban) is the second largest go!ernmentDo(ned commercial ban) in
India (ith about =,E22 branches across A<= cities# It ser!es o!er >A
million customers# The ban) has been ran)ed 1=Bth biggest ban) in
the (orld by Ban)ers Almanac, 3ondon# The ban)@s total assets for
financial year 122A (ere about SK<2 billion# P*B has a ban)ing
subsidiary in the L, as (ell as branches in $ong Long and Labul, and
representati!e offices in Almaty, "ubai, 7slo, and Shanghai#
:B;E0 P*B commenced its operations in 3ahore# P*B has the
distinction of being the first Indian ban) to ha!e been started
solely (ith Indian capital that has sur!i!ed to the present# +The
first entirely Indian ban), the 7uch .ommercial Ban), (as
established in :BB: in &ai9abad, but failed in :;EB#, P*B@s
founders included se!eral leaders of the S(adeshi mo!ement
such as "yal Singh Majithia and 3ala $arLishen 3al,
M:N
3ala
3alchand, Shri Lali Prosanna 8oy, Shri 5#.# Fessa(ala, Shri
Prabhu "ayal, Ba)shi Faishi 8am, and 3ala "holan "ass# 3ala
3ajpat 8ai (as acti!ely associated (ith the management of the
Ban) in its early years#
:;2=0 P*B established branches in Larachi and Pesha(ar#
:;=20 P*B absorbed Bhag(an "ass Ban), a scheduled ban)
located in "elhi circle#
:;=A0 Partition of India and Pa)istan at Independence# P*B lost
its premises in 3ahore, but continued to operate in Pa)istan#
:;E:0 P*B ac/uired the >; branches of Bharat Ban) +est# :;=1,O
Bharat Ban) became Bharat *idhi 3td#
:;<:0 P*B ac/uired ni!ersal Ban) of India#
:;<>0 The Go!ernment of Burma nationali9ed P*B@s branch in
8angoon +4angon,#
September :;<E0 After the IndoDPa) (ar the go!ernment of
Pa)istan sei9ed all the offices in Pa)istan of Indian ban)s,
including P*B@s head office, (hich may ha!e mo!ed to Larachi#
P*B also had one or more branches in 5ast Pa)istan
+Bangladesh,#
:;<2s0 P*B amalgamated Indo .ommercial Ban) +est# :;>>, in
a rescue#
:;<;0 The Go!ernment of India +G7I, nationali9ed P*B and :>
other major commercial ban)s, on Fuly :;, :;<;#
:;A< or :;AB0 P*B opened a branch in 3ondon#
:;B< The 8eser!e Ban) of India re/uired P*B to transfer its
3ondon branch to State Ban) of India after the branch (as
in!ol!ed in a fraud scandal#
:;B<0 P*B ac/uired $industan .ommercial Ban) +est# :;=>, in a
rescue# The ac/uisition added $industan@s :=1 branches to P*B@s
net(or)#
:;;>0 P*B ac/uired *e( Ban) of India, (hich the G7I had
nationali9ed in :;B2#
:;;B0 P*B set up a representati!e office in Almaty, La9a)hstan#
122>0 P*B too) o!er *edungadi Ban), the oldest pri!ate sector
ban) in Lerala# 8ao Bahadur T#M# Appu *edungadi, author of
Lundalatha, one of the earliest no!els in Malayalam, had
established the ban) in :B;;# It (as incorporated in :;:>, and
in :;<E had ac/uired selected assets and deposits of the
.oimbatore *ational Ban)# At the time of the merger (ith P*B,
*edungadi Ban)@s shares had 9ero !alue, (ith the result that its
shareholders recei!ed no payment for their shares#
P*B also opened a representati!e office in 3ondon#
122=0 P*B established a branch in Labul, Afghanistan#
P*B also opened a representati!e office in Shanghai#
P*B established an alliance (ith 5!erest Ban) in *epal that
permits migrants to transfer funds easily bet(een India and
5!erest Ban)@s :1 branches in *epal#
122E0 P*B opened a representati!e office in "ubai#
122A0 P*B established P*BI3 D Punjab *ational Ban)
+International, D in the L, (ith t(o offices, one in 3ondon, and
one in South $all# Since then it has opened a third branch in
3eicester, and is planning a fourth in Birmingham# Gatin Gupta
became .hairmen of Punjab *ational Ban)#
122B0 P*B opened a branch in $ong Long#
122;0 P*B opened a representati!e office in 7slo, *or(ay#
1.0.1 ACHIE2EMENTS
Punjab *ational Ban) announced its P:&412:2 results on 1;
Fuly 122;, deli!ering <1G yDoDy gro(th in net profits to
8sB>1 crore +8sE:1cr,, substantially ahead of e'pectations on
account of large treasury gains, apart from healthy operating
performance#
?hile the ban)s deposit gro(th (as reasonably robust at
=#=G se/uentially and 1<#EG yDoDy, unli)e the peers its
gro(th in ad!ances also remained strong at >BG yDoDy#
In spite of being at the forefront of P38 cuts, the ban) posted
a healthy gro(th in *et Interest Income +*II, of 1;G yDoDy#
7ther Income surged ::>G yDoDy, dri!en by strong treasury
gains of 8s>EE crore during the /uarter in line (ith industry
trends, e!en as &ee income (as also robust at =EG yDoDy, on
the bac) of strong balance sheet gro(th#
7perating e'penses (ere higher than e'pected on account of
8s:E2 crore of pro!isions for imminent (age hi)es#
Gross and *et *PA ratios remained stable se/uentially at
:#BG and 2#1G, (ith the ban) not adopting the guidelines of
treating floating pro!isions as part of tier 1 capital instead of
adjusting against *PAs on e'press permission from the 8BI#
1.1 2ISION AND MISSION
2!"!o*
To e!ol!e and position the ban) as a (orld class, progressi!e,
cost effecti!e and customer friendly institution pro!iding
comprehensi!e financial and related ser!ices#
Integrating frontiers of technology and ser!ing !arious
segments of society especially (ea)er section#
.ommited to e'cellence in ser!ing the public and also
e'celling in corporate !alues
M!""!o*
To pro!ide e'cellent professional ser!ices and impro!e its
position as a leader in financial and related ser!ices#
Build and maintain a team of moti!ated (or)force (ith high
(or) ethos#
se latest technology aimed at customer satisfaction and act
as an effecti!e catalyst for socio economic de!elopment#
1.5 2ALUES AND ETHICS
Bonding and Integrity
5thical conduct
Periodic disclosure
.onfidentiality and fair dealing
.ompliance (ith rules and regulations
1.6 PRODUCTS AND SER2ICES
Sa.!*+" Fu*d A%%ou* 7 Total &reedom Salary Account, P*B Prudent
S(eep, P*B 6idyarthi S& Account, P*B Mitra S&
A%%ou* Curr#* A%%ou* 7 P*B 6aibha!, P*B Gaura!, P*B Smart
8oamer
F!8#d D#9o"! S%h#m#" 7 Spectrum &i'ed "eposit Scheme, Anupam
Account, Mahabachat Schemes, Multi Benefit "eposit
S%h#m# Cr#d! S%h#m#" 7 &le'ible $ousing 3oan, .ar &inance,
Personal 3oan, .redit .ards
So%!a( Ba*,!*+ 7 Mahila dyam *idhi Scheme, Lrishi .ard, P*B
&armers ?elfare Trust
Cor9ora# Ba*,!*+ 7 Gold .ard scheme for e'porters, 5QIM finance
Bu"!*#"" S#%or 7 P*B Larigar credit card, P*B Lushal dhami, P*B
Pragati dhami, P*B 6i)as dhami
Apart from these, and the P*B also offers loc)er facilities, senior
citi9ens schemes, PP& schemes and !arious 5Dser!ices#
1.: A3ARDS AND DISTINCTIONS
Ranked among top 50 companies by the leading financial daily,
Economic Times
Ranked as !"!rd biggest bank in the #orld by $ankers %lmanac
&'anuary "00(), *ondon
Earned +th place among ,ndia-s .ost Trusted top 50 ser/ice brands in
Economic Times0 %1 2ielson Sur/ey
,ncluded in the top 3000 banks in the #orld according to The $anker,
*ondon
Golden Peacock %#ard for E4cellence in 1orporate Go/ernance 0
"005 by ,nstitute of 5irectors
6,11,-s Rural 5e/elopment %#ard for E4cellence in Rural
5e/elopment 7 "005
1.; ORGANI<ATIONAL STRUCTURE
8E%5 966,1E
:, $8,;%', 1%.% P*%1E, 2E<5E*8,0((
REG,92%* 966,1ES &=>)
?92%* 966,1ES &"5)
$R%218ES &=5"5)
S W O T ANALYSIS
Sr#*+h
3#a,*#""
O99oru*!!#"
Thr#a"
*et@s analyAe S<9T in order to kno# as to #here the company stands
1.= S3OT ANAL/SIS
STRENGTH
?ide net(or)
3arge number of customers
&ast adaptability to technology
Brand image
7EAKNESS
.asual beha!iour
.orruption and red tapism
Slo( decision ma)ing due to large hierarchy
$igh gross *PA
OPPORTUNITIES
$ome to home ban)ing ser!ices
"i!ersification to(ards other fields
Globali9ation
THREATS
Stiff competition from SBI and other pri!ate players#
CHAPTER 8
5.0 CUSTOMER SATISFACTION
.ustomer satisfaction refers to the e'tent to (hich customers are
happy (ith the products and ser!ices pro!ided by a business#
.ustomer satisfaction le!els can be measured using sur!ey techni/ues
and /uestionnaires
DEFINITIONS:
D#$!*!!o* 0: .ustomer satisfaction is e/ui!alent to ma)ing sure that
product and ser!ice performance meets customer e'pectations#
D#$!*!!o* 1: .ustomer satisfaction is the perception of the customer
that the outcome of a business transaction is e/ual to or greater than
hisJher e'pectation#
D#$!*!!o* 5: .ustomer satisfaction occurs (hen ac/uisition of
products andJor ser!ices pro!ides a minimum negati!e departure from
e'pectations (hen compared (ith other ac/uisitions#
Gaining high le!els of customer satisfaction is !ery important to
a business because satisfaction customers are most li)ely to be loyal
and to ma)e repeat orders and to use a (ide range of ser!ices offered
by a business
There are many factors (hich lead in high le!els of customer
satisfaction including#
Products and ser!ices (hich are customer focused and hence pro!ide
high le!els of !alue for money#
?hat is clear about customer satisfaction is that customers are
most li)ely to appreciate the goods and ser!ices that they buy if they
are made to feel special# This occurs (hen they feel that the products
and ser!ices that they buy ha!e been specially produced for them or
for people li)e them#
5.1 BENEFITS OF CUSTOMER SATISFACTION
The importance of customer satisfaction and support is
increasingly becoming a !ital business issue as organi9ation reali9e the
benefits of .ustomer 8elationship Management +.8M, for pro!iding
effecti!e customer ser!ice# Professionals (or)ing (ithin customerD
focused business or those running call centers or help des)s, need to
)eep informed about the latest customer satisfaction techni/ues for
running a !aluable customer ser!ice function# &rom small customer
ser!ice departments to large call centers, the importance of de!eloping
a !alued relationship (ith customers using .8M is essential to support
customer and longDterm business gro(th#
3ha Do Cu"om#r" 3a*>
Before (e begin to create tools to measure the le!el of satisfaction, it
is important to de!elop a clear understanding of (hat e'actly the
customer (ants# ?e need to )no( (hat our customers e'pect from
the products and ser!ices (e pro!ide#
.ustomer e'pectations ha!e t(o types R
5'pressed
Implied
E89r#""#d .ustomer 5'pectations are those re/uirements that are
(ritten do(n n the contract and agreed upon by both parties for
e'ample, product specifications and deli!ery re/uirements# Suppliers
performance against these re/uirements is most of the items directly
measurable#
Im9(!#d .ustomer 5'pectations are not (ritten or spo)en but are the
ones the customer (ould %e'pect the supplier to meet ne!ertheless#
&or e'ample, a customer (ould e'pect the ser!ice representati!e (ho
calls on him to be )no(ledgeable and competent to sol!e a problem on
the spot#
There are many reasons (hy customer e'pectations are li)ely to
change o!ertime# Process impro!ements, ad!ent of ne( technology,
changes in customers priorities, impro!ed /uality of ser!ice pro!ided
by competitors are just a fe( e'amples#
The customer is al(ays right# Suppliers job is to pro!ide the customer
(hat heJshe (ants, (hen heJshe (ants it# .ustomer satisfaction is
customers perception that a supplier has met or e'ceeded their
e'pectations#
5.5 3HAT CONSTITUTES SATISFACTION>
?e cannot create customer satisfaction just by meeting
customers re/uirements fully because these ha!e to be met in any
case# $o(e!er failing short is certain to create dissatisfaction#
Ma4or Ar!-u#" o$ %u"om#r "a!"$a%!o* !* -a*,!*+ !*du"r?
%a* -# "ummar!@#d a":
Product /uality
Premium 7utflo(
8eturn on In!estment
Ser!ices
8esponsi!eness and ability to resol!e complaints and reject
reports#
7!erall communication, accessibility and attitude#
3HAT ARE THE TOOLS>
.ustomer e'pectations can be identified using !arious methods such
as0
Periodic contract re!ie(s
Mar)et research
Telephonic inter!ie(s
Personal !isits
?arranty records
Informal discussions
Satisfaction sur!eys
"epending upon the customer base and a!ailable resources, (e can
choose a method that is most effecti!e in measuring the customers
perceptions# The purpose of the e'ercise is to identify priorities for
impro!ements# ?e must de!elop a method or combination of methods
that helps to continually impro!e ser!ice#
5.6 CUSTOMER SATISFACTION SUR2E/S
&ormal sur!ey has emerged as by far the best method of
periodically the customer satisfaction# The sur!ey are not mar)eting
tools but an informationSgaining tool# 5nough home(or) needs to be
before embar)ing on the actual sur!ey# This includes0
"efining 7bjecti!es of the Sur!ey
"esign Sur!ey approach
"e!elop /uestionnaires and forms
Administer Sur!ey +5mail, Telephone or Post,
Method of compiling data and analy9ing the findings
&ormat of the report to present the findings
There is no point in as)ing irrele!ant /uestions on a customer
satisfaction /uestionnaire# The basic purpose is to find out (hat (e are
doing right or (rong# ?here is the scope for impro!ement, (here do
(e stand !isDTD!is other suppliers# $o( (e can ser!e the customer
betterU
A %u"om#r "a!"$a%!o* m#a"ur#m#* "ur.#? "hou(d a (#a"
!d#*!$? h# $o((o)!*+ o-4#%!.#":
Importance to customers +.ustomers priorities,
.ustomers perception of suppliers performance
4our performance relati!e to customers priorities#
Priorities for impro!ement
Sur!ey forms should be easy to fill out (ith minimum amount of
time and efforts on customers part# They should be designed to
acti!ely encourage the customer to complete the /uestions# 4et they
must pro!ide accurate data should also be sufficiently reliable for
management decision ma)ing# This can be achie!ed by incorporating
objecti!e type /uestions (here customer has to -rateV on scale of say
: to :2# &or repeated sur!eys, you could pro!ide the rating that (as
pre!iously accorded by the customer# This (or)s li)e a reference point
for the customer#
Space should al(ays be pro!ided for the customers o(n opinions
this enables them to state any additional re/uirements or report any
shortcomings that are not co!ered by the objecti!e /uestions#
*ormally, (e deal !arious personnel at !arious le!els in the
customers organi9ationSthe buyer, user, recei!ing inspector, finance
and purchase person etc# sur!eying a number of respondents for each
customer gi!es a complete perspecti!e of customer satisfaction# It
may be necessary to de!ice a different /uestionnaire for each of them#
8espondents must be pro!ided a (ay to e'press the importance
they attach to !arious sur!ey parameters# 8espondents should be
as)ed to gi!e a (eighting factor, again on a rating scale of say, : to
:2, for each re/uirement# This gi!es a better indication of relati!e
importance of each parameter to(ards o!erall customer satisfaction
and ma)es it easier for suppliers to prioriti9e their action plans by
comparing the performance rating +scores, (ith importance rating
+(eighing,#
CHAPTER :
6.0 CONSUMER RESEARCH IN DIFFERENT DISCIPLINES
A considerable body of literature e'ists on consumption, consumer
beha!iour and consumer decision ma)ing process#
Most of the consumer research focused on adopter categories, habits,
attitudes and intentions rather that on actually measuring the
satisfaction le!el (ith the ser!ice#
6.0.0 CONSUMER SATISFACTION PROCESS
The paramount goal of mar)eting is to understand the customer and to
influence buying beha!iour#
The process can be depicted as follo(s0D
*eed recognitionD reali9ation of the difference bet(een the
desired and the current situation that ser!es as a trigger for
entire process#
Search for information#
Pre purchase alternati!e e!aluation#
.onsumption+utili9ation of the procured option,
Post purchase alternati!e reDe!aluation#
"i!estment+disposal of the unconsumed product and its
remnants,
6.1 3A/S FOR MAINTAINING RELATIONS 3ITH THE
CUTOMERS ADOPTED B/ PNB
The ability of the ban)ing industry to achie!e the socioDeconomic
objecti!es and in the process bringing more and more customers into
its fold (ill ultimately depend on the satisfaction of the customers# ?e
ha!e a strong belief that a satisfied customer is the foremost factor in
de!eloping our business#
A need (as felt by us at Punjab *ational Ban) that in order to become
more customers friendly the Ban) should come out (ith .harter of its
ser!ices for the customers# .iti9ens@ .harter concept (as considered
as a base instrument to fill this need and accordingly this document
(as prepared# This document (as made in consultation (ith the users
and highlights our Ban)@s commitments to(ards the customer
satisfaction, thus ensuring accountability and responsibility amongst its
officials and staff# This .ode for customers not only e'plains our
commitment and responsibilities along (ith the redressed methods but
also specifies the obligation on the part of customers for healthy
practices in .ustomerDBan)er relationships#
This is not a legal document creating rights and obligations# The .ode
has been prepared to promote fair ban)ing practices and to gi!e
information in respect of !arious acti!ities relating to customer ser!ice#
?e (ish to ac)no(ledge the initiati!e ta)en by the Ministry of &inance,
Go!ernment of India and Ministry of Administrati!e 8eforms and Public
Grie!ances for encouraging us to bring out this .ode#
?e maintain constant consultations (ith our clientele through !arious
Seminars, .ustomer Meets, etc# to e!aluate impro!e and (iden the
range of ser!ice to customer# $o(e!er, all our customers are re/uested
to )eep us informed of their e'periences about the !arious ser!ices
rendered by the Ban) and feel free to comment on this .ode# ?e
intend to bring it out in many 8egional 3anguages in subse/uent
years#
COMMON PRACTICES FOLLO3ED B/ PNB BRANCHES
"isplay business hours#
8ender courteous ser!ices#
Attend to all customers present in the ban)ing hall at the close of
business hours#

Pro!ide separate @5n/uiry@ or @May I help you@ counter at large
branches#

7ffer nomination facility to all deposit accounts +i#e# account opened
in indi!idual capacity, and all safe deposit loc)er hirers +i#e# indi!idual
hirers,#
"isplay interest rates for !arious deposit schemes from time to
time#
*otify change in interest rates on ad!ances#
Pro!ide details of !arious deposit schemesJser!ices of the Ban)#
Issue "emand "rafts, Pay 7rders, etc#
"isplay TimeD*orms for !arious ban)ing transactions#
Pay interest for delayed credit of outstation che/ues, as ad!ised by
8eser!e Ban) of India +8BI, from time to time#
Accord immediate credit in respect of outstation and local che/ues
upto a specified limit subject to certain conditions, as ad!ised by 8BI
from time to time#
Pro!ide complaintJsuggestion bo' in the branch premises#
"isplay address of 8egionalJIonal and .entral 7ffices as (ell as
*odal 7fficer dealing (ith customer grie!ancesJcomplaints#
CHAPTER #
:.0 STATEMENT OF THE PROBLEM
This Study (ill help us to understand the consumers satisfaction
about ban)ing ser!ices and products# This study (ill help ban)s to
understand, ho( a consumer selects, organi9es and interprets the
Puality of ser!ice and product offered by ban)s#
The mar)et is more a(are and realistic about in!estment and returns
from financial products# In this bac)ground this study tries to analy9e
the customer satisfaction to(ards ban)ing ser!ices in general and P*B
in particular#

:.1 NEED FOR THE STUD/
The deeper the company understands of consumers needs
and satisfaction, the earlier the product or ser!ice is
introduced ahead of competition, the greater the e'pected
contribution margin# $ence the study is !ery important#
This study (ill help companies to customi9e the ser!ice
and product, according to the consumers need#
This study (ill also help the companies to understand the
e'perience and e'pectations of the e'isting customers#
:.5 SCOPE OF THE STUD/
This study is limited to the consumers (ith in *e( "elhi city# The
study (ill be able to re!eal the preferences, needs, satisfaction of the
customers regarding the ban)ing ser!ices, It also help ban)s to )no(
(hether the e'isting products or ser!ices the are offering are really
satisfying the customers needs#
:.6 OBAECTI2E OF THE STUD/
To ha!e an insight into the attitudes and beha!iors of
customers#
To find out the differences among percei!ed ser!ice and
e'pected ser!ice#
To produce an e'ecuti!e ser!ice report to upgrade ser!ice
characteristics#
To understand consumers preferences#
To access the degree of satisfaction of the consumers
:.: REASERCH METHODOLOG/
A descripti!e study tries to disco!er ans(ers to the /uestions
(ho, (hat, (hen, (here, and, sometimes, ho(# The researcher
attempts to describe or define a subject, often by creating a profile of
a group of problems, people, or e!ents#
Such studies may in!ol!e the collection of data and the creation of a
distribution of the number of times the researcher obser!es a single
e!ent or characteristic +the research !ariable,, or they may in!ol!e
relating the interaction of t(o or more !ariables# 7rgani9ations that
maintain databases of their employees, customers, and suppliers
already ha!e significant data to conduct descripti!e studies using
internal information# 4et many firms that ha!e such data files do not
mine them regularly for the decisionDma)ing insight they might
pro!ide#
This descripti!e study is popular in business research because of
its !ersatility across disciplines# In forDprofit, notDforDprofit and
go!ernment organi9ations, descripti!e in!estigations ha!e a broad
appeal to the administrator and policy analyst for planning,
monitoring, and e!aluating# In this conte't, ho( /uestions address
issues such as /uantity, cost, efficiency, effecti!eness, and ade/uacy#
"escripti!e studies may or may not ha!e the potential for dra(ing
po(erful inferences# A descripti!e study, ho(e!er, does not e'plain
(hy an e!ent has occurred or (hy the !ariables interact the (ay they
do#
:.; SAMPLE METHOD
.on!enience sampling method is used for the sur!ey of this
project# It is a nonDprobability sample# This is the least reliable design
but normally the cheapest and easiest to conduct #In this method
8esearcher ha!e the freedom to choose (home!er they find, thus the
name con!enience# 5'ample includes informal pools of friends and
neighbours or people responding to a ne(spapers in!itation for
readers to state their position on some public issue#
:.;.0 SAMPLE SI<E
Sample si9e denotes the number of elements selected for the
study# &or the present study, :22 respondents (ere selected at
random# All the :22 respondents (ere the customers of different
branches of P*B#
:.= SAMPLING METHOD
A sample is a representati!e part of the population# In sampling
techni/ue, information is collected only from a representati!e part of
the uni!erse and the conclusions are dra(n on that basis for the entire
uni!erse#
A con!enience sampling techni/ue (as used to collect data from
the respondents#
:.B METHOD OF DATA COLLECTION
To )no( the response, the researcher used /uestionnaire
method# It has been designed as a primary research instrument#
Puestionnaires (ere distributed to respondents and they (ere as)ed
to ans(er the /uestions gi!en in the /uestionnaire#
The /uestionnaires (ere used as an instrumentation techni/ue,
because it is an important method of data collection# The success of
the /uestionnaire method in collecting the information depends largely
on proper drafting# So in the present study /uestions (ere arranged
and interconnected logically# The structured /uestionnaire (ill reduce
both inter!ie(ers and interpreters bias#
&urther, coding and analysis (as done for each /uestions
response to reach into findings, suggestions and finally to the
conclusion about the topic#
:.C T/PES OF DATA
5!ery decision poses uni/ue needs for information, and rele!ant
strategies can be de!eloped based on the information gathered
through research# 8esearch is the systematic objecti!e and e'hausti!e
search for and study of facts rele!ant to the problem
8esearch design means the frame(or) of study that leads to the
collection and analysis of data# It is a conceptual structure (ith in
(hich research is conducted# It facilitates smooth sailing of !arious
research operations to ma)e the research as effecti!e as possible#
PRIMAR/ DATA
Primary data are those collected by the in!estigator himself for the
first time and thus they are original in character, they are collected for
a particular purpose#
A (ellDstructured /uestionnaire (as personally administrated to the
selected sample to collect the primary data#
SECONDAR/ DATA
Secondary data are those, (hich ha!e already been collected by some
other persons for their purpose and published# Secondary data are
usually in the shape of finished products#
T(o types of secondary data (ere collected for the preparation of the
project (or)0
I*#r*a( Daa (as generated from companys brochures, manuals
and annual reports
E8#r*a( DaaD on the other hand, (as generated from maga9ines,
research boo)s, intranet and internet +(ebsites,#
:.0E LIMITATIONS OF THE STUD/
Although the study (as carried out (ith e'treme enthusiasm and
careful planning there are se!eral limitations, (hich handicapped the
research !i9,
0. T!m# Co*"ra!*":
The time stipulated for the project to be completed is less and thus
there are chances that some information might ha!e been left out,
ho(e!er due care is ta)en to include all the rele!ant information
needed#
1. Sam9(# "!@#:
"ue to time constraints the sample si9e (as relati!ely small and (ould
definitely ha!e been more representati!e if I had collected information
from more respondents#
5. A%%ura%?:
It is difficult to )no( if all the respondents ga!e accurate informationO
some respondents tend to gi!e misleading information#
6# It (as difficult to find respondents as they (ere busy in their
schedule, and collection of data (as !ery difficult# Therefore, the study
had to be carried out based on the a!ailability of respondents#
CHAPTER )
TABLE )!(
SHARE OF DIFFERENT TYPES OF ACCOUNTS
SL! N%! NATURE OF
ACCOUNTS
NUMBER OF
RESPONDENTS
PERCENTAGE OF
RESPONDENTS
3 Sa/ing %B1s :> :>C
" 1urrent %B1s + +C
! 6i4ed 5eposits = =C
= *oans ! !C
5 9thers ( (C
Total 300 300C
A$a&2sis' %bo/e table sho#s that :>C respondents ha/e Sa/ing %B1s, and +C ha/e
1urrent %B1s and rest of the respondents ha/e 3!C share of other %B1s in total &#hich
includes fi4ed deposits, loans, and other products)
I$tepetati%$' This means most of the respondents are ha/ing Sa/ing %B1s #hich
means the bank deposits are enriching as Sa/ing %B1s share is most
TABLE )!+
SATISFACTION OF RESPONDENTS 7ITH SERVICES OFFERED BY PNB
BRANCH
SL! N%! RESPONSE NUMBER OF
RESPONDENTS
PERCENTAGE OF
RESPONDENTS
3 Satisfied >+ >+C
" 2ot satisfied 33 33C
TOTAL (-- (-- ?
A$a&2sis' 6rom the abo/e table it could be inferred that >+C of the consumers are
satisfied #ith the ser/ice and Duality of products of their bank 9nly 33C of consumers
are not satisfied
I$tepetati%$' .ost of the respondents are satisfied #ith the ser/ice offered by P2$
Presently the bank offers /arieties of ser/ices and the customers are getting a good rate of
return from their deposits 1ustomers are getting good ser/ice from the bank
TABLE )!8
RATINGS OF THE SERVICES OFFERED BY THE RESPONDENT@S LIFE
INSURANCE COMPANY
SL! N%! RATINGS
NUMBER OF
RESPONDENTS
PERCENTAGE OF
RESPONDENTS
3 EE1E**E2T 05 5C
" FERG G995 0+ +C
! G995 :( :(C
= %FER%GE 0( (C
5 P99R 0= =C
TOTAL (-- (-- ?
A$a&2sis' 6rom this table it could be inferred that :(C of the consumers ha/e rated
ser/ice offered as Hgood@, +C of them ha/e rated them as H/ery good@, and 05C of them
ha/e rated as e4cellent and a/erage@ #hile only =C ha/e rated as Hpoor@

I$tepetati%$' Ser/ice offered by the bank is impro/ing day by day Returns consumers
are getting are also attracti/e .ajority of the customers rates good, /ery good and
e4cellent because of the customer ser/ice offered by the bank $anks are pro/iding a
good ser/ice to the customers due to increased competition in the market This may be
the reason for more satisfaction
TABLE )!:
TABLE SHO7ING MOTIVE BEHIND THE SELECTING PNB
SL!NO ATTRIBUTE SCORE RANK
3 $rand name 5( 3
" 1ustomer ser/ice !0 "
! ,nterest 3" !
= 9thers " =
A$a&2sis' This table sho# the strengths and #eaknesses of the brand, and #hat are the
important criteria or factors on #hich decision0making is done 6rom this table #e can
infer that consumers gi/e more importance for H$rand name@, secondly they prefer
Hsatisfaction@, and then Hreturns on in/estment@
I$tepetati%$' This purely sho#s that people are no# looking for#ard for better
customer ser/ice in addition to the brand name in #hich they are in/esting and the
returns they are getting
TABLE )!#
CONSUMERS 7ILLINGNESS TO RECOMMEND THEIR LIFE INSURANCE
COMPANY TO OTHERS
SL! N%! RESPONSES NUMBER OF
RESPONDENTS
PERCENTAGE OF
RESPONDENTS
3 Recommended +" +"C
" 2ot recommended 0> >C
TOTAL (-- (-- ?
A$a&2sis' 6rom this table it can be noted that the majority of consumers &+"C) #ould
like to recommend their bank ser/ices to others and only >C of consumers #ould not like
to recommend it to others
I$tepetati%$' Since the competition has increased in the field of benefits and ser/ice of
banking So customers are getting good ser/ice, so that they are #illing to recommend
their bank ser/ices to others
TABLE )!)
CONSUMERS 7ILLINGNESS TO SHIFT THEIR AACs TO OTHER BANKS
SL! N%! RESPONSES NUMBER OF
RESPONDENTS
PERCENTAGE OF
RESPONDENTS
3 Shift > >C
" 5oesn@t shift +" +"C
TOTAL (-- (-- ?
A$a&2sis' 6rom this table it can be noted that the majority of consumers &+"C) doesn@t
like to shift their %B1s to other banks
I$tepetati%$' The reason can be increasing customer satisfaction and Duality ser/ices
offered by the bank


SUGGESTIONS
SUGGESTIONS


&
&


RECOMMENDATIONS
RECOMMENDATIONS
?ith regard to ban)ing products and ser!ices, consumers respond at
different rates, depending on the consumers characteristics# $ence I
P*B should try to bring their ne( product and ser!ices to the attention
of potential early adopters#
"ue to the intense competition in the financial mar)et, P*B
should adopt better strategies to attract more customers#
8eturn on in!estment company reputation and premium outflo(
are most preferred attributes that are e'pected by the
respondents# $ence greater focus should be gi!en to these
attributes#
P*B should adopt effecti!e promotional strategies to increase the
a(areness le!el among the consumers#
P*B should as) for their consumer feedbac) to )no( (hether the
consumers are really satisfied or dissatisfied (ith the ser!ice and
product of the ban)# If they are dissatisfied, then the reasons for
dissatisfaction should be found out and should be corrected in
future#
The P*B brand name has earned a lot of good(ill and enjoys
high brand e/uity# As there is intense competition, P*B should
(or) hard to maintain its position and offer better ser!ice and
products to consumers#
The ban) should try to increase the Brand image through
performance and ser!ice then, only the customers (ill be
satisfied#
Majority of the people find ban)ing important in their life, so P*B
should employ the strategies to con!ert the (ant in to need
(hich (ill enrich their business#

CONCLUSION
CONCLUSION
The project entitled -A STUD/ TO UNDERSTAND THE
CUSTOMER SATISFACTION AT PNBF has helped me in studying
satisfaction about ser!ices and products offered to consumers#
Since the opening up of the ban)ing sector, pri!ate ban)s are in
the fray each one trying to co!er more mar)et share than the other#
4et, P*B is far behind SBI# P*B must also be alert (hat (ith
Pri!ate Ban)s +I.I.I, $"&., breathing do(n its nec)#
I am sure the ban) (ill find my findings rele!ant and I sincerely
hope it uses my suggestions enlisted, (hich I hope (ill ta)e them
miles ahead of competition#
In short, I (ould li)e to say that the !ery act of the concerned
management at P*B in gi!ing me the job of critically e'amining
consumer satisfaction to(ards financial products and ser!ices of the
company is a step in their continual mission of ma)ing all round
impro!ements as a means of progress#
I am sure the ban) has a !ery bright future to loo) for(ard to
and (ill be a trailbla9er in its o(n right#


BIBLIOGRAPHY
BIBLIOGRAPHY
MAM78IA, .#B, Personnel management, $imalaya publishing
house Mumbai, :;B1#
T#* .$$AB8A, Principles C practices of management, "hanpat
8ai and co# +p, 3td, "elhi, 1222#
Personnel management by "ale 4oder#
Anne'ure from ban)#
Business maga9ine
(((#ficci#com
(((#pnb#net#in
(((#pnb#in
(((#pnbindia#com
Manuals, reports from the ban)#