A PROJECT REPORT

ON
A STUDY ON CUSTOMER SATISFACTION OF SBI
Submitted in partial fulfillment of requirement for the degree of

MBA-I SEM.
IN
MARKETING/ FINANCE/ HUMAN RESOURCES

UNDER THE SUPERVISION OF

MR. ANIL VISHWAKARMA

SUBMITTED BY
AADIL KHAN

TO
DEPARMTNE OF MANAGEMENT STUDIES
SWAMI VIVEKANAND UNIVERSITY, SAGAR (M.P.)
DECEMBER 2014

CERTIFICATE
This is to certify that Report entitled A STUDY ON CUSTOMER

SATISFACTION ON SBI which is submitted by AADIL KHAN in partial

fulfillment of the requirement for the award of degree MBA. from SVN University
Sagar is a record of the candidate own work carried out my Supervision. The matter
embodied in this report is original has not been submitted for the award of any other
degree

Date

Mentor Name
(AADIL KHAN)

DECLERATION
This is to certify that Report entitled A STUDY ON CUSTOMER
SATISFACTION ON SBI which is submitted by me in partial fulfillment of
the requirement for the award of degree MBA from SVN University Sagar
Comprises only my original work and due acknowledgement has been made in
the text to all other material used.

NAME OF THE STUDENT

APPROVIED BY

( AADIL KHAN)

............................................
(H.O.D & DEAN )
SWAMI VIVEKANAND UNIVERSITY SAGAR

PREFACE
Preparing a project of this nature is an arduous task and I was fortunate
enough to get support from a large number o persons. I wish to express my deep
sense of gratitude to all those who generously helped in successful completion
of this report by sharing their invaluable time and knowledge.
It is my proud and privilege to express my deep regards to Respected
HOD Dr. Pramesh Gautam, Head of Department of Business Management,
SWAMI VIVEKANAND UNIVERSITY SAGAR for allowing me to undertake
this project.
I feel extremely exhilarated to have completed this project under the able
and inspiring guidance of Mr. Anil Vishwakarma he rendered me all possible
help me guidance while reviewing the manuscript in finalizing the report.
I also extend my deep regards to my teachers , family members , friends
and all those whose encouragement has infused courage in me to complete to
work successfully.
AADIL KHAN
MBA I SEM.

ACKNOWLEDGEMENT
Preparing a project of this nature is an arduous task and I was fortunate
enough to get support from a large number o persons. I wish to express my deep
sense of gratitude to all those who generously helped in successful completion
of this report by sharing their invaluable time and knowledge.
It is my proud and privilege to express my deep regards to Respected,
Head of Department Dr.Pramesh Gautam, Department of Business Management
, SWAMI VIVEKANAND UNIVERSITY SAGAR for allowing me to
undertake this project.
I feel extremely exhilarated to have completed this project under the able
and inspiring guidance of He rendered me all possible help me guidance while
reviewing the manuscript in finalizing the report.
I also extend my deep regards to my teachers, family members , friends
and all those whose encouragement has infused courage in me to complete to
work successfully.

AADIL KHAN
MBA I SEM.

CONTENTS
S.NO.

CHAPTER -1

CHAPTER-2
CHAPTER-3
CHAPTER-4
CHAPTER-5

CHAPTER-6
CHAPTER-7
CHAPTER-8
CHAPTER-9
CHAPTER-10

PAGE
COVER PAGE
PREFACE
DECLARATION
CERTIFICATE
INTRODUCTION
HISTORY
AWARDS
RECORINISED BANK
RATIONALE OF THE STUDY
SCOPE OF THE WORK
OBJECTIVE OF THE STUDY
LITERATURE REVIEW
RESEARCH METHODOLOGY

DATA INTERPETATION
RESULT AND FINDINDS
LIMITATION
SUGGESTION
CONCLUSION
BIBLIOGRAPHY
QUESTIONNAIRE

INTRODUCTION
STATE BANK OF INDIA

The origin of the State Bank of India goes back to the first decade of the nineteenth century
with the establishment of the Bank of Calcutta in Calcutta on 2 June 1806. Three years later
the bank received its charter and was re-designed as the Bank of Bengal (2 January 1809). A
unique institution, it was the first joint-stock bank of British India sponsored by the
Government of Bengal. The Bank of Bombay (15 April 1840) and the Bank of Madras (1
July 1843) followed the Bank of Bengal. These three banks remained at the apex of modern
banking in India till their amalgamation as the Imperial Bank of India on 27 January 1921.
Government of India owned the Imperial Bank of India in 1955, with Reserve Bank of
India (India's Central Bank) taking a 60% stake, and renamed it the State Bank of India.
In 2008, the government took over the stake held by the Reserve Bank of India.

Primarily Anglo-Indian creations, the three presidency banks came into existence either as a
result of the compulsions of imperial finance or by the felt needs of local European
commerce and were not imposed from outside in an arbitrary manner to modernise India's
economy. Their evolution was, however, shaped by ideas culled from similar developments in
Europe and England, and was influenced by changes occurring in the structure of both the
local trading environment and those in the relations of the Indian economy to the economy of
Europe and the global economic framework.

Bank of Bengal H.O.

Establishment
The establishment of the Bank of Bengal marked the advent of limited liability, joint-stock
banking in India. So was the associated innovation in banking, viz. the decision to allow the
Bank of Bengal to issue notes, which would be accepted for payment of public revenues
within a restricted geographical area. This right of note issue was very valuable not only for
the Bank of Bengal but also its two siblings, the Banks of Bombay and Madras. It meant an
accretion to the capital of the banks, a capital on which the proprietors did not have to pay
any interest. The concept of deposit banking was also an innovation because the practice of
accepting money for safekeeping (and in some cases, even investment on behalf of the
clients) by the indigenous bankers had not spread as a general habit in most parts of India.
But, for a long time, and especially up to the time that the three presidency banks had a right
of note issue, bank notes and government balances made up the bulk of the invertible
resources of the banks.
The three banks were governed by royal charters, which were revised from time to time. Each
charter provided for a share capital, four-fifth of which were privately subscribed and the rest
owned by the provincial government. The members of the board of directors, which managed
the affairs of each bank, were mostly proprietary directors representing the large European
managing agency houses in India. The rest were government nominees, invariably civil
servants, one of whom was elected as the president of the board.

Group Photograph of Central Board (1921)

Business
The business of the banks was initially confined to discounting of bills of exchange or other
negotiable private securities, keeping cash accounts and receiving deposits and issuing and
circulating cash notes. Loans were restricted to Rs.one lakh and the period of accommodation
confined to three months only. The security for such loans was public securities, commonly
called Company's Paper, bullion, treasure, plate, jewels, or goods 'not of a perishable nature'
and no interest could be charged beyond a rate of twelve per cent. Loans against goods like
opium, indigo, salt woollens, cotton, cotton piece goods, mule twist and silk goods were also
granted but such finance by way of cash credits gained momentum only from the third decade
of the nineteenth century. All commodities, including tea, sugar and jute, which began to be
financed later, were either pledged or hypothecated to the bank. Demand promissory notes
were signed by the borrower in favour of the guarantor, which was in turn endorsed to the
bank. Lending against shares of the banks or on the mortgage of houses, land or other real
property

was,

however,

forbidden.

Indians were the principal borrowers against deposit of Company's paper, while the business
of discounts on private as well as salary bills was almost the exclusive monopoly of
individuals Europeans and their partnership firms. But the main function of the three banks,
as far as the government was concerned, was to help the latter raise loans from time to time
and also provide a degree of stability to the prices of government securities.

Old Bank of Bengal

Major change in the conditions

A major change in the conditions of operation of the Banks of Bengal, Bombay and Madras
occurred after 1860. With the passing of the Paper Currency Act of 1861, the right of note
issue of the presidency banks was abolished and the Government of India assumed from 1
March 1862 the sole power of issuing paper currency within British India. The task of
management and circulation of the new currency notes was conferred on the presidency
banks and the Government undertook to transfer the Treasury balances to the banks at places
where the banks would open branches. None of the three banks had till then any branches
(except the sole attempt and that too a short-lived one by the Bank of Bengal at Mirzapore in
1839) although the charters had given them such authority. But as soon as the three
presidency bands were assured of the free use of government Treasury balances at places
where they would open branches, they embarked on branch expansion at a rapid pace. By
1876, the branches, agencies and sub agencies of the three presidency banks covered most of
the major parts and many of the inland trade centres in India. While the Bank of Bengal had
eighteen branches including its head office, seasonal branches and sub agencies, the Banks of
Bombay and Madras had fifteen each.

Bank of Madras Note Dated 1861 for Rs.10

Presidency Banks Act
The presidency Banks Act, which came into operation on 1 May 1876, brought the three
presidency banks under a common statute with similar restrictions on business. The
proprietary connection of the Government was, however, terminated, though the banks
continued to hold charge of the public debt offices in the three presidency towns, and the
custody of a part of the government balances. The Act also stipulated the creation of Reserve
Treasuries at Calcutta, Bombay and Madras into which sums above the specified minimum

balances promised to the presidency banks at only their head offices were to be lodged. The
Government could lend to the presidency banks from such Reserve Treasuries but the latter
could look upon them more as a favour than as a right.

Bank of Madras
The decision of the Government to keep the surplus balances in Reserve Treasuries outside
the normal control of the presidency banks and the connected decision not to guarantee
minimum government balances at new places where branches were to be opened effectively
checked the growth of new branches after 1876. The pace of expansion witnessed in the
previous decade fell sharply although, in the case of the Bank of Madras, it continued on a
modest scale as the profits of that bank were mainly derived from trade dispersed among a
number

of

port

towns

and

inland

centres

of

the

presidency.

India witnessed rapid commercialisation in the last quarter of the nineteenth century as its
railway network expanded to cover all the major regions of the country. New irrigation
networks in Madras, Punjab and Sind accelerated the process of conversion of subsistence
crops into cash crops, a portion of which found its way into the foreign markets. Tea and
coffee plantations transformed large areas of the eastern Terais, the hills of Assam and the
Nilgiris into regions of estate agriculture par excellence. All these resulted in the expansion of
India's international trade more than six-fold. The three presidency banks were both
beneficiaries and promoters of this commercialisation process as they became involved in the
financing of practically every trading, manufacturing and mining activity in the subcontinent. While the Banks of Bengal and Bombay were engaged in the financing of large
modern manufacturing industries, the Bank of Madras went into the financing of large
modern manufacturing industries, the Bank of Madras went into the financing of small-scale
industries in a way which had no parallel elsewhere. But the three banks were rigorously

excluded from any business involving foreign exchange. Not only was such business
considered risky for these banks, which held government deposits, it was also feared that
these banks enjoying government patronage would offer unfair competition to the exchange
banks which had by then arrived in India. This exclusion continued till the creation of the
Reserve Bank of India in 1935.

Bank of Bombay
Presidency Banks of Bengal
The Presidency Banks of Bengal, Bombay and Madras with their 70 branches were merged in
1921 to form the Imperial Bank of India. The triad had been transformed into a monolith and
a giant among Indian commercial banks had emerged. The new bank took on the triple role of
a commercial bank, a banker's bank and a banker to the government.
But this creation was preceded by years of deliberations on the need for a 'State Bank of
India'. What eventually emerged was a 'half-way house' combining the functions of a
commercial bank and a quasi-central bank.
The establishment of the Reserve Bank of India as the central bank of the country in 1935
ended the quasi-central banking role of the Imperial Bank. The latter ceased to be bankers to
the Government of India and instead became agent of the Reserve Bank for the transaction of
government business at centres at which the central bank was not established. But it
continued to maintain currency chests and small coin depots and operate the remittance
facilities scheme for other banks and the public on terms stipulated by the Reserve Bank. It
also acted as a bankers' bank by holding their surplus cash and granting them advances

against authorised securities. The management of the bank clearing houses also continued
with it at many places where the Reserve Bank did not have offices. The bank was also the
biggest tendered at the Treasury bill auctions conducted by the Reserve Bank on behalf of the
Government.
The establishment of the Reserve Bank simultaneously saw important amendments being
made to the constitution of the Imperial Bank converting it into a purely commercial bank.
The earlier restrictions on its business were removed and the bank was permitted to undertake
foreign exchange business and executor and trustee business for the first time.

Imperial Bank
The Imperial Bank during the three and a half decades of its existence recorded an impressive
growth in terms of offices, reserves, deposits, investments and advances, the increases in
some cases amounting to more than six-fold. The advances, the increases in some cases
amounting to more than six-fold. The financial status and security inherited from its
forerunners no doubt provided a firm and durable platform. But the lofty traditions of
banking which the Imperial Bank consistently maintained and the high standard of integrity it
observed in its operations inspired confidence in its depositors that no other bank in India
could perhaps then equal. All these enabled the Imperial Bank to acquire a pre-eminent
position in the Indian banking industry and also secure a vital place in the country's economic
life.

Stamp of Imperial Bank of India

When India attained freedom, the Imperial Bank had a capital base (including reserves) of
Rs.11.85 crores, deposits and advances of Rs.275.14 crores and Rs.72.94 crores respectively
and a network of 172 branches and more than 200 sub offices extending all over the country.
First Five Year Plan
In 1951, when the First Five Year Plan was launched, the development of rural India was
given the highest priority. The commercial banks of the country including the Imperial Bank
of India had till then confined their operations to the urban sector and were not equipped to
respond to the emergent needs of economic regeneration of the rural areas. In order,
therefore, to serve the economy in general and the rural sector in particular, the All India
Rural Credit Survey Committee recommended the creation of a state-partnered and statesponsored bank by taking over the Imperial Bank of India, and integrating with it, the former
state-owned or state-associate banks. An act was accordingly passed in Parliament in May
1955 and the State Bank of India was constituted on 1 July 1955. More than a quarter of the
resources of the Indian banking system thus passed under the direct control of the State.
Later, the State Bank of India (Subsidiary Banks) Act was passed in 1959, enabling the State
Bank of India to take over eight former State-associated banks as its subsidiaries (later named
Associates).
The State Bank of India was thus born with a new sense of social purpose aided by the 480
offices comprising branches, sub offices and three Local Head Offices inherited from the
Imperial Bank. The concept of banking as mere repositories of the community's savings and
lenders to creditworthy parties was soon to give way to the concept of purposeful banking
sub serving the growing and diversified financial needs of planned economic development.
The State Bank of India was destined to act as the pacesetter in this respect and lead the
Indian banking system into the exciting field of national development
The Bank is actively involved since 1973 in non-profit activity called Community Services
Banking. All SBI branches and administrative offices throughout the country sponsor and
participate in large number of welfare activities and social causes. SBI business is more than

banking because we touch the lives of people anywhere in many ways. SBI commitment to
nation-building is complete & comprehensive.

TECHNOLOGY UPGRADATION
SBIs Information Technology Programme aims at achieving efficiency in operations,
meeting customer and market expectations and facing competition. SBI achievements are
summarized below:
FULL BRANCH COMPUTERISATION (FCBs): All the branches of the Bank are now
fully computerised. This strategy has contributed to improvement in customer service.
ATM SERVICES: There are 5290 ATMs on the ATM Network. These ATMs are located in
1721 centers spread across the length and breadth of the country, thereby creating a truly
national network of ATMs with an unparalleled reach. Value added services like ATM locator,
payment of fees for college students, multilingual screens, voice over and drawl of cash
advance by SBI credit card holders have been introduced.
INTERNET BANKING (INB): This on-line channel enables customers to access their
account information and initiate transactions on a 24x7, boundary less basis. 2225 branches,
covering 555 centers are extending INB service to their customers. All functionalities other
than Cash and Clearing have been extended to individual retail customers. A separate Internet
Banking Module for Corporate customers has been launched and available at 1305 branches.
Bulk upload of data for Corporate, Inter-branch funds transfer for Retail customers, Online
payment of Customs duty and Govt. tax, Electronic Bill Payment, SMS Alerts, E-Poll, IIT
GATE Fee Collection, Off-line Customer Registration Process and Railway Ticket Booking
are the new features deployed.
GOVT. BUSINESS : Software has been developed and rolled out at 7785 fully
computerised branches. Electronic generation of all reports for reporting, settlement and
reconciliation of Govt. funds is available.
STEPS: Under STEPS, the bank's electronic funds transfer system, the Products offered are
eTransfer (eT), eRealisation (eR), eDebit (CMP) and ATM reconciliation. STEPS handles
payment messages and reconciliation simultaneously.

SEFT: SBI has launched the Special Electronic Fund Transfer (SEFT) Scheme of RBI, to
facilitate efficient and expeditious Inter-bank transfer of funds. 241 branches of our Bank in
various LHO Centres are participating in the scheme. Security of message transmission has
been enhanced.
MICR Centre: MICR Cheque Processing systems are operational at 16 centre viz. Mumbai,
New Delhi, Chennai, Kolkata, Vadodara, Surat, Patna, Jabalpur, Gwalior, Jodhpur, Trichur,
Calicut, Nasik, Raipur, Bhubaneswar and Dehradun.
Core Banking: The Core Banking Solution provides the state-of-the-art anywhere anytime
banking for our customers. The facility is available at 1012 branches.
Trade Finance : The solution has been implemented, providing efficiency in handling Trade
Finance transactions with Internet access to customers and greatly enhances the bank's
services to Corporate and Commercial Network branches. This new Trade Finance solution,
EXIMBILLS, will be implemented at all domestic branches as well as at Foreign offices
engaged in trade finance business during the year.
WAN : The bank has set up a Wide Area Network, known as SBI connect, which provides
connectivity to 4819 branches/offices of SBI Group across 385 cities as at 31st March 2008.
This network provides across the board benefits by providing nationwide connectivity for its
business applications
ASSOCIATE BANKS
State Bank of India has the following seven Associate Banks (ABs) with controlling interest
ranging from 75% to 100%.
1. State Bank of Bikaner and Jaipur (SBBJ)
2. State Bank of Hyderabad (SBH)
3. State Bank of Indore (SBIr)
4. State Bank of Mysore (SBM)
5. State Bank of Patiala (SBP)
6. State Bank of Saurashtra (SBS)
7. State Bank of Travancore (SBT)

SBI has bagged

SBI
bagged
the has
awards
for
the
awards
for
Most Preferred
Most
Preferred
Bank and
Most
Bank
and
Most
preferred brand
preferred
brandin
for home Loan
for
home Loan
in
CNBC
Awaaz
CNBC
Awaaz
Consumer

Consumer
Awards
in
Awards
in
August 2007
August 2007

th

SBI ranked 6
th
SBI
in ranked 6the
inEconomics the
Economics
Times Market
Times
Market
Cap List,
(up
Cap
from List,
50 (up
last
from
year) 50 last
year)

The
only
The
only
Indian Bank
Indian
Banka
to find
to
find
a
place
in the
place
in the
Fortune
Fortune
Global 500
Global
500
List
List

Today, SBI/SBI
Today,
CAP SBI/SBI
is
the
CAP
is
the
No.1
No.1
syndicator of
syndicator
of
domestic debt
domestic
debt
in
Asia
inPacific Asia
Pacific
REGION.
REGION.

SBI is placed
SBI
is th placed
at 70
in Top
th
at
70 inBanks
Top
1000
1000
Survey Banks
by
Survey
by
Banker
Banker
Magazine, July
Magazine,
July
2007, (up from
2007,
(upyear)
from
107 last
107 last year)

No.1
in
No.1
in
mergers
&
mergers
&
Acquisition
Acquisition
Deals
(31
Deals
(31
Deals of US $
Deals
of US $
19.8bn)
19.8bn)

SBI is No 1
SBI
is No 1
provider
of
provider
of
AGRI
AGRI
Finance and
Finance
No.
1 and
in
No.
1
in
Credit
Credit
Linking
of
Linking
of
Rs 9.35 lacs
Rs
9.35 lacs
SHGS
SHGS

Up gradation of
Up gradation of
ratings by citi
ratings by citi
group/ Morgan
group/ Morgan
Stanley
Stanley
Moodyss S&P
Moodyss S&P

SBI is market
SBI is market
Leader
in
Leader
in
financing
financing
SSIs with a
SSIs with a
market share
market share
of 29%
of 29%

3rd
in
the
3rd
in
the
Economic
Economic
Times
brand
Times
brand
Equity Ranking
Equity Ranking
Top 50 most
Top 50 most
trusted service
trusted service
brands in the
brands in the
service sector
service sector

Readers
Readers
digest May
digest May
07
Golden
07
Golden
Award
for
Award
for
being
being
among the
among the
two
most
two
most
trusted
trusted
banks
in
banks
in
India
India

Business
Business
Standard has
Standard has
Awarded
the
Awarded
the
Best Banker of
Best Banker of
the Year Award
the Year Award
to Shri O.P.Bhatt
to Shri O.P.Bhatt
for his initiative
for his initiative
to reenergize the
to reenergize the
Bank
Bank

CNN
IBN
CNN
IBN
network 18 has
network 18 has
selected
shri.
selected
shri.
O.P.Bhatt
as
O.P.Bhatt
as
Indian of the Year
Indian of the Year
Business
2007
Business
2007
for showing how
for showing how
a public sector
a public sector
behemoth
can
behemoth
can
flex its muscle in
flex its muscle in
the
ferociously
the
ferociously
competitive
competitive
Banking sector
Banking sector

Asian centre for

Asian
centre for
corporate
corporate
Governance
&
Governance
&
Sustainability and
Sustainability
and
Indian
Merchants
Indian
ChamberMerchants
has
Chamber
has
awarded
the
awarded
the
Transformational
Transformational
Leader Award 2007
Leader
Award
2007
to Shri
O.P.Bhatt
to
O.P.Bhatt
for Shri leadership,
for
leadership,
charisma,
charisma,
inspiration
and
inspiration
and
intellectual
intellectual
stimulation for the
stimulation
for the
entire SBI team
entire SBI team

RATIONAL OF THE STUDY

The study is global in scope, since many of the risks involved are global or regional in nature.
AGRICULTURE / RURAL

State Bank of India is the pioneer and market leaders in Agri-Financing in the country
with a portfolio of more than Rs. 1,20,000 crs in agri advances covering more than 1.1 lakh
farmer families. We cater to the needs of agriculturists and farmers through a vast network
of 10505 rural & semi-urban branches.

Apart from the general branches, SBI has 428 Specialized Agricultural Development
Branches (ADBs) and 18 Agri Commercial Branches (ACBs) for extension of high value
credit to hi-tech agriculture, agri-related SME, processing industry, etc.

Our branches cover a whole gamut of agricultural activities from Farm to Fork, from
the land preparation to post harvest management, processing and marketing.To give special
focus to agriculture lending, Bank has also appointed agri-specialists in various disciplines
to handle projects/ guide farmers in their agri-ventures. Advances are given to borrowers
ranging from very small activities covering poorest of the poor to hi-tech activities involving
large fund outlays.

We also have an effective marketing and recovery team in each region with
responsibilities for marketing and building relationships with dealers of agri-products,
organizing promotional events and for loan sanction, processing, monitoring and recovery.

With a collective effort of Govt. and the people, we are set forth to catalyse growth in
the rural and agri areas and be the Banker to Every Indian.
For this study, stress is defined as a situation where private sector proponents have exited, or
are contemplating exit from a project. Information on stress was derived from the World
Bank's Private Participation in Infrastructure (PPI) dataset, which was used as the source for
much of the data used in the estimation. This global dataset contains project-specific
information on a large number of projects classifiable as PPP, including the total value of
investment, sector, sub-sector, type of transaction, and multilateral participation. It covers
projects which achieved financial closure from 1984 up to the present. The data is crosssectional, with projects classified according to their current status (i.e., whether they are
operational, distressed, canceled, or concluded). Although the data is cross-sectional, it
contains temporal information that can also be used in analysis. Because the sample period
spans the emergence of PPP in the late 1980s, through the Asian and Argentine crisis, and

beyond, the sample includes many projects that have undergone the most tumultuous
experiences in PPP, as well as the periods of consolidation that followed. The PPI dataset is
augmented by country-specific macroeconomic data and, where available, additional projectspecific data such as country growth and exchange rate information.
Analyzing and addressing stress also helps stakeholders enhance PPP's attractiveness as an
investment, by minimizing the fiscal and social impacts of poorly designed and managed
projects.

SCOPE OF THE STUDY

The research was carried on in the Eastern Region of India. It is restricted to Sagar where
it has got 11 branch offices and 3 franchisees. I have visited people randomly nearby my
locality, different shopping malls, small retailers etc.

OBJECTIVE OF STUDY

 To Know about the Customer Satisfaction of SBI

To Know the Services Provide the SBI.
To Know the network of SBI.
I have tried to explore the general opinion about mutual funds. It also covers why/ why
not investors are availing the services of financial advisors.

LITERATURE REVIEW

LITERATURE REVIEWCustomer satisfaction is an important theoretical as well as practical issue for most marketers
and consumer researchers. Customer satisfaction can be considered the essence of success in
todays highly competitive world of business. Thus the significance of customer satisfaction
and customer retention in strategy development for a market oriented and customer focused
firm can not be overstated. Consequently, customer satisfaction is increasingly becoming a
corporate goal as more and more companies strive for quality in their product and services
Customer satisfaction is the feeling or attitude of a customer towards a product or services
after it has been used and is generally described as a full meeting of ones expectations
Customer satisfaction is a major outcome of marketing activity whereby it serves as a link
between the various stages of consumer buying behavior. For instance, if customers are
satisfied with particular service offering after its use, then they are likely to engage in repeat
purchase and try line extensions A study conducted by Levesque and McDougall confirmed
and reinforced the idea that unsatisfactory customer service leads to a drop in customer
satisfaction and willingness to recommend the service to a friend. This would in turn lead to
an increase in the rate of switching by customers.
There can be potentially many antecedents of customer satisfaction as the dimensions
underlying satisfaction judgment are global rather than specific . However, some argue that
customers develop norms for product performance based on general product experiences, and
these, rather than expectations from a brands performance, determine the confirmation
/disconfirmation process . More recent work has argued that in addition to the cognitive
components, satisfaction judgments are also dependent upon affective components as both
coexist and make independent contributions to the satisfaction judgments .
Researchers have established some of the key antecedents of customer satisfaction in retail
banking with respect to customer satisfaction in the competitive world of business as well as
the key antecedents to the formation of overall customer satisfaction . The bottom line is that
organizations will always be attentive to maximizing profits and their success will be
determined by how they manage customer relationships. Marketing has taken some initial
steps to place the customer at the center of its efforts, such as information sharing in customer
service channels, sales force automation and target market segmentation. Customer
profitability management requires a multi-level marketing return on investment analysis

covering a series of marketing activities that can be integrated and optimized for a customer
or customer segment .
Customer satisfaction, a business term, is a measure of how products and services supplied by
a company meet or surpass customer expectation. It is seen as a key performance indicator
within business and is part of the four perspectives of a Balanced Scorecard.
In a competitive marketplace where businesses compete for customers, customer satisfaction
is seen as a key differentiator and increasingly has become a key element of business strategy.
There is a substantial body of empirical literature that establishes the benefits of customer
satisfaction for firms.
Organizations need to retain existing customers while targeting non-customer. Measuring
customer satisfaction provides an indication of how successful the organization is at
providing products and/or services to the marketplace.
Customer satisfaction is an abstract concept and the actual manifestation of the state of
satisfaction will vary from person to person and product/service to product/service. The state
of satisfaction depends on a number of both psychological and physical variables which
correlate with satisfaction behaviors such as return and recommend rate. The level of
satisfaction can also vary depending on other factors the customer, such as other products
against which the customer can compare the organization's products.

RESEARCH METHODOLOGY

According to Green and Tall A research design is the specification of the methods and
procedures for acquiring the information needed. It is the overall operational pattern or
framework of the project that stipulates which information is to be collected, from where it is
to be collected and by what procedures
This research process based on primary data analysis and secondary data analysis will be
clearly defined to meet the objectives of the study.

I chose the primary sources to get the data. A questionnaire was designed in
accordance with our mentor in Shirts. I chose a sample of about 30 corporate
customers

I collected some data from the secondary sources like published Company documents,
internet etc.

Research Design
A research design is the arrangement of conditions for collections and analysis of data in a
manner that aims to combine relevance to the research purpose with economy in procedures.
It is a descriptive cross sectional design .It is the conceptual structure with in which research
is conducted; it constitutes the blueprint for the collection, measurement and analysis of data.
It is needed because it facilitates the smooth sailing of the various research operations,
thereby making research as efficient as possible yielding maximal information with minimal
expenditure of effort, time and money.
In the preliminary stage, my research stage constituted of exploratory study by which it is
clear that the existence of the problem is obvious .So, I can directly head for the conclusive
research.
Sampling Plan
Sampling plan is a distinct phase of research process. In this stage I have to determine who
is to be sampled, how large should be the needed sample and how sampling unit is to be
selected.
Population
In my research, I have defined my population as a complete set of customers of Sagar City.
Sample Survey
As compared to census study, a sample study has been conducted by us because of:
Wide range of population, it was impossible to cover the whole population

 Time and money constraints.

Sample Unit
In this survey I took the list of customers from the dealers of Shirts
Sampling Technique
Sampling technique implies the method of choosing the sample items, the two methods of
selecting sample are:
Probability method.
Non-probability method.
Probability method is those in which every item of the universe has an equal chance of the
inclusion in the sample. Non-probability methods are those that do not provide every item
in the universe with known cause of being included in the sampl
DATA SOURCES
Research is totally based on primary data. Secondary data can be used only for the
reference. Research has been done by primary data collection, and primary data has been
collected by interacting with various people. The secondary data has been collected
through various journals and websites and some special publications of BIRLA.
SAMPLING
i.

Sampling Procedure

ii.

The sample is selected in a random way, irrespective of them being investor or not or
availing the services or not. It was collected through mails and personal visits to the
known persons, by formal and informal talks and through filling up the questionnaire
prepared. The data has been analyzed by using the measures of central tendencies like
mean, median, mode. The group has been selected and the analysis has been done on the
basis statistical tools available.
Sample Size
The sample size of my project is limited to 200 only. Out of which only 135 people
attempted all the questions. Other 65 not investing in MFs attempted only 2 questions.

iii.

Sample Design
Data has been presented with the help of bar graph, pie charts, line graphs etc.

DATA INTERPRETATION

Demographic profile of the customers

Table 4.4(a) Demographics
1. Gender
Male
Female

69.9%
30.1%

Graph 4.4(a)
INTERPRETATION-There are 69.9% male and 30.1% female respondent in my study.

Table 4.4(b) - Marital status

Married
Unmarried
Other

50.8%
48.5%
0.7%

Graph 4.4(b)
INTERPRETATION- There are 50.8% married and 48.5% unmarried respondent in my study.

Table 4.4(c)-Monthly Family income

Less than Rs10000
Rs10000-20000
Rs20000-30000
Rs30000-40000

19.6%
28.6%
27.0%
16.2%

More than 40000

8.5%

Graph 4.4(c)
INTERPRETATION- There are 19.6% ,28.6%,27.0%,16.2%,8.5% respondent whose
monthly family income is less than Rs10000,Rs10000-20000,Rs20000-30000,Rs3000040000,more than 40000 respectively in my study.
.

Table 4.4(d)-Age
Below 25 years
25-35 years
35-45 years
45-55 years
Above 55 years

32.8%
27.0%
23.8%
11.9%
4.5%

Graph 4.4(d)
INTERPRETATION- There is 32.8%, 27.0%, 23.8%,11.9%,4.5% respondent whose age are
below 25 years,25-35 years,35-45 years,45-55 years and above 55 years respectively.
Table 4.4(e)-Education

Secondary
Higher secondary
Undergraduate
Graduate
Post Graduate

1.3%
2.7%
3.4%
40.9%
51.7%

Graph 4.4(e)
INTERPRETATION- There is 1.3%,2.7%,3.4%,40.9% and 51.7% respondent whose
education are secondary, higher secondary, Undergraduate ,Graduate, Post graduate
respectively in my study.

Table 4.4(f)-Occupation
Home maker
Service
Self employed
Retired
Students

4.9%
45.6%
25.2%
1.6%
22.7%

Graph 4.4(f)
INTERPRETATION- There are 4.9%, 45.6%, 25.2%, 1.6%, 22.7% respondent whose
occupation is Home maker, service self employed, retired and student respectively in my
study.

Table 8(a)-Customer satisfaction level in SBI

Satisfaction levels
Dissatisfied
Satisfied
Mixed

Number of customer in percentage

25%
50%
25%

Graph 8(a)
INTERPRETATION- There are 25%, 50% and 25% respondent who is Dissatisfied, satisfied
and mixed respectively in SBI.

Table 8(b)-Customer satisfaction level in PNB

Satisfaction levels
Dissatisfied
Satisfied

Number of customer in percentage

35%
40%

Mixed

25%

Graph 8(b)
INTERPRETATION- There are 35%, 40%, 25% customers who is Dissatisfied, Satisfied and
mixed respectively from the service of Punjab National Bank.

Table 8(c)-Customer Satisfaction level in IDBI

Satisfaction levels
Dissatisfied
Satisfied

Number of customer in percentage

30.7%
69.2%

Mixed

0%

Graph 8(c)
INTERPRETATION- There are 30.7%, 69.2% and 0% Customers of IDBI who is
Dissatisfied, Satisfied and mixed respectively by the service of the bank.

Table 8(d)-Customer Satisfaction level in ICICI

Satisfaction levels
Dissatisfied
Satisfied
Mixed

Number of customer in percentage

5.8%
76.4%
17.6%

Graph 8(d)
INTERPRETATION- There are 5.8%, 76.4% and 17.6% customers of ICICI bank who is
Dissatisfied, Satisfied and mixed respectively by the service provided by the bank. We can
say that the customer satisfaction in the ICICI bank is much.

Table 8(e)-Customer Satisfaction level in HDFC

Satisfaction levels
Dissatisfied
Satisfied
Mixed

Number of customer in percentage

16.6%
63.3%
20.0%

Graph 8(e)
INTERPRETATION- There are 16.6%, 63.3%, and 20.0% customers from HDFC bank who
is Dissatisfied, Satisfied and mixed respectively by the service of the bank.

Table 8(f)-All over Customer satisfaction level in Indian Banking sector.

Satisfaction levels
Dissatisfied
Satisfied
Mixed

Number of customer in percentage

23.0%
59.0%
18.0%

Graph 8(f)
INTERPRETATION- There is all over 23.0%, 59.0% and 18.0% customers from the Indian
banks who are dissatisfied, satisfied and mixed respectively by the service of banks.
The above interpretation shows that the customer satisfaction level in Private sector banks is
much compared to Public sector banks.

RESULT AND FINDINGS

Almost Most of the Customer are Satisfied Provided the Services by the SBI Bank.

 SBI is providing Better Services Particularly In the Rural Area like Agriculture and All
types of loans pertaining to Agriculture. Maximum no of SBI Branches are available in
the Rural Areas.
And the Benefits are being obtained by the Customer for the Maximum No. of Account
has been opened by the Customer and all the Facilities been provide by the Central
Government. Like Jan Dhan Yojna and others.
At the survey conducted upon 200 people, 135 are already mutual fund investors or are
interested to invest in future and the remaining 65 are not interested in it. So there is
enough scope for the advisors to convert those 65 participants into investors through their
convincing power and great communication skills.
Now, when those 65 people were asked about the reason of not investing in mutual funds,
then most of the people held their ignorance responsible for that. They lacked knowledge
and information about the mutual funds. Whereas just 10 people enjoyed investing in
other option. For 18 people, the benefits arousing from these investments were not
enough to drive them for investment in MFs and 12 people expressed no trust over the
fund managers decision. Again the financial advisors can tap upon these people by
educating them about mutual funds.
Out of the 135 persons who already have invested in mutual funds/ are interested to
invest, only 18% have sound knowledge of MFs, 34% people are aware of only the
schemes in which they have invested. 27% possess partial knowledge whereas 21%
stands nowhere in knowledge about MFs.
33 participants buy forms directly from the AMCs, 28 from brokers only, 55 from brokers
and sub-brokers even then 15 people buy from other sources. The brokers and sub brokers
have the maximum reach so they should try to make those investors aware f the
happenings, even the AMCs should follow it.

When asked about the most alluring feature of MFs, most of them opted for
diversification, followed by reduction in risk, helps in achieving long term goals and
helps in achieving long term goals respectively.

 Most of the investor preferred to invest at a young unmarried stage. Even 32 persons were
ready to invest at a stage of young married with children but person with older children
avoid investing due to increased expenses. But again the number rose to 27 at preretirement stage.

Out of them 87 were already availing the services of financial advisors whereas 48 didnt.
When asked about the expertise of financial advisors which they liked most? 43 of them
favored portfolio review and investment recommendation, followed by planning to
achieve long term goals, managing assets in retirement and access to specialists in area
such as tax planning.

42 participants regarded asset allocation as the major reason for going for financial
advisors. 37 of them needed them to explain them the various investment options
available.33 of them wanted to make sure that they were saving enough to meet their
financial goals. While just 23 gave the reason- lack of time.

When asked about one reason for not availing the services of financial advisors, about 53
of them pointed the advisors as expensive. 43 of them wished to be in control of their own
assets.21 of them said that they find it difficult to get trustworthy advisors. Whereas 18 of
them said they have access to all the necessary resources required.

LIMITATION

 Time limitation.
Research has been done only at Sagar .
Some of the persons were not so responsive.
Possibility of error in data collection.

SUGGESTION

 Keeping in view large no of Customer coming for there day to day jobs there is a great
crowd in the bank do to which the customer are enable to get there jobs done easily it is
therefore suggest that maximum no should be opened the facilated the customer to get
there job easily
The most vital problem spotted is of ignorance. Investors should be made aware of the
benefits. Nobody will invest until and unless he is fully convinced. Investors should be
made to realize that ignorance is no longer bliss and what they are losing by not investing.
Mutual funds offer a lot of benefit which no other single option could offer. But most of
the people are not even aware of what actually a mutual fund is? They only see it as just
another investment option. So the advisors should try to change their mindsets. The
advisors should target for more and more young investors. Young investors as well as
persons at the height of their career would like to go for advisors due to lack of expertise
and time.
The advisors may try to highlight some of the value added benefits of MFs such as tax
benefit, rupee cost averaging, and systematic transfer plan, rebalancing etc. these benefits
are not offered by other options singlehandedly. So these are enough to drive the investors
towards mutual funds. Investors could also try to increase the spectrum of services
offered.
Now the most important reason for not availing the services of advisors was spotted was
being expensive. The advisors should try to charge a nominal fee at the beginning. But if
not possible then they could go for offering more services and benefits at the existing rate.
They should also maintain their decency and follow the code of ethics so that the
investors could trust upon them. Thus the advisors should try to attract more and more
persons and turn them into investors and finally their clients.

CONCLUSION

From the analysis part it can be conclude that customers have a good respond towards
SBI advance products in Sagar. SBI is in 1 st position having large number of customers
& providing good services to them. The bank has a wide customer base, so the bank
should concentrate on this to retain these customers.
In present scenario SBI is the largest advance product issuer in India. Within a very
short period of time the achievement made by SBI is excellent, what a normal bank
cannot expect, but it is being done by SBI. It happens due to employee dedication
towards the organization, fastest growing Indian economy, & brand image.
To be the largest advance product issuer, SBI should focus on

Launch Innovative product

Customized advance products

Better customer services

Fastest customers problem solving techniques

Customer retention

Apart from all the above, SBI believe in providing good customer services to their
customers which is a key factor for success in future.

BIBLIOGRAPHY
Websites

www.the-finapolis.com

www.mutualfundsindia.com

www.valueresearchonline.com

www.moneycontrol.com

www.morningstar.com

www.yahoofinance.com

www.SBI.com

www.rediffmoney.com

Journals & Other References

The Economic Times

Business Standard

The Telegraph

Business India

Fact sheet and statements of various fund houses.

QUESTIONNAIRE
Name of Customer _______________
Mobile No.______________
Name of the bank and type of account_______________________________________
Please answer the questions and tick at the place that matches your opinion.
(A)
Mobile Banking
(b)
Tele Banking.
How would you describe your views about Customer Service Representatives? Please tick in
The appropriate column.
(1: Very Dissatisfied/2: Dissatisfied/3: Satisfied/4: Very satisfied/5: Highly Satisfied), specify
the Reason if not using the service
Call answering time
Flawless/correct operations.
Understanding and replying queries correctly
Communication skills/positive approach
General assessment about the service
Branch Banking
How would you describe your views about Branch Banking? Please tick in the appropriate
column.
(1: Very Dissatisfied/2: Dissatisfied/3: Satisfied/4: Very satisfied/5: Highly Satisfied)
Behavior of the staff
Time taken to process the transaction
Working Hours
General assessment about the services provided by the branch
Internet Banking
How would you describe your views about Internet Banking services? Please tick in the
appropriate column.
(1: Very Dissatisfied/2: Dissatisfied/3: Satisfied/4: Very satisfied/5: Highly Satisfied), specify
the reason if not using the service.
Page setup/Menu flow
Ease of use/navigation
Speed of page loading
Variety of transactions
General assessment about the service
ATM Banking
How would you describe your views about ATM Banking services? Please tick in the
appropriate column.
(1: Very Dissatisfied/2: Dissatisfied/3: Satisfied/4: Very satisfied/5: Highly Satisfied.
Reason if not using the service
ATM network distribution
Continuous service
Variety of transactions
Easy of screen use
General assessment about the service
The overall experience of customer ranged from good to satisfactory while opening an
account in any of five banks
Scale 1-7

Demographic profile of the customers

Demographics
1. Gender
Male
2. Marital status
Married
Other
3. Monthly Family income
Less than Rs10000
Rs20000-30000
More than 40000
4. Age
Below 25 years
35-45 years
Above 55 years
5. Education
Secondary
Undergraduate
Post Graduate
6. Occupation
Home maker
Self employed
Students

Female
Unmarried

Rs10000-20000
Rs30000-40000

25-35 years
45-55 years

Higher secondary
Graduate

Service
Retired