1.

1 Introduction In the days of intense competition, the banks are no different from any other consumer marketing company. It has become essential for the service firms in general and banks in particular to identify what the customer's requirements are and how those customer requirements can be met effectively. In the days where product and price differences are blurred, superior service by the service provider is the only differentiator left before the banks to attract, retain and partner with the customers. Superior service quality enables a firm to differentiate itself from its competition, gain a sustainable competitive advantage, and enhance efficiency .The benefits of service quality include increased customer satisfaction, improved customer retention, positive word of mouth, reduced staff turnover, decreased operating costs, enlarged market share, increased profitability, and improved financial performance. The construct of service quality has therefore been a subject of great interest to service marketing researchers.

Service quality has been defined by various experts in various ways as: 'Service Quality is the difference between customers' expectations for service performance prior to the service encounter and their perceptions of the service received.' According to Gefan Service quality is the subjective comparison that customers make between the qualities of service that they want to receive and what they actually get.' Parasuraman says, 'Service quality is determined by the differences between customer's expectations of services provider's performance and their evaluation of the services they received. Service quality is 'the delivery of excellent or superior service relative to customer expectations. Service quality is recognized as a multidimensional construct. While the number of dimensions often varies from researcher to researcher, there is some consensus that service quality consists of three primary aspects: outcome quality, interaction quality, and physical service environment quality. Outcome quality refers to the customer's assessment of the core service which is the prime motivating factor for obtaining the services (e.g. money received from ATM). Interaction quality refers to the customer's assessment of the service delivery process, which is typically rendered via a physical interface between the service provider, in person, or via technical equipment, and the customer. It includes, for instance, the consumer's evaluation of the attitude of the service providing staff. The physical service environment quality dimension refers to the consumer's evaluation of any tangible aspect associated with the facilities or equipment that the service is provided in/ with. It includes, for example, the physical conditions of an ATM machine.

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Service Quality Dimensions: Each of the 5 Service Quality Dimensions makes an extra addition to
the level and quality of service which the company offers their customers. It also makes the service far more unique and satisfying. Dimension 1 Tangibles: The tangible Service Quality Dimension refers to the appearance of the physical surroundings and facilities, equipment, personnel and the way of communication. In other words, the tangible dimension is about creating first hand impressions. A company should want all their customers to get a unique positive and never forgetting first hand impression, this would make them more likely to return in the future. Dimension 2 reliability: The reliability Service Quality Dimension refers to how the company are performing and completing their promised service, quality and accuracy within the given set requirements between the company and the customer. Reliability is just as important as a goof first hand impression, because every customer want to know if their supplier is reliable and fulfill the set requirements with satisfaction. Dimension 3 responsiveness: The responsiveness Service Quality Dimension refers to the willingness of the company to help its customers in providing them with a good, quality and fast service. This is also a very important dimension, because every customer feels more valued if they get the best possible quality in the service. Dimension 4 assurance: The assurance Service Quality Dimension refers to the company's employees. Are the employees skilled workers which are able to gain the trust and confidence of the customers? If the customers are not comfortable with the employees, there are a rather large chance that the customers will not return to do further business with the company. Dimension 5 empathy: The empathy Service Quality Dimension refers to how the company cares and gives individualized attention to their customers, to make the customers feeling extra valued and special. The fifth dimension are actually combining the second, third and fourth dimension to a higher level, even though the really cannot be compared as individuals. If the customers feel they get individualized and quality attention there is a very big chance that they will return to the company and do business there again.

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In the SERVQUAL model there are 5 gaps that surround the general gap. Gap 1: Gap between the expectations of the customer and the perception of these expectations from the executives. What do the customers expect and how much of these expectations are comprehended by the executives. Gap 2: Gap between the perception of the executives and the specifications of the quality of services. What are the specifications that the executives have set for the service and what are the customers expectations. Gap 3: Gap between the specifications of quality and the delivery of services. This happens when there is a disagreement between the specifications being set by the executives and the provided service. Gap 4: Gap between delivery of services and the communication of services to the customers. This comes when the messages that were provided by the executives (through advertising and more) as an expected product/service do not meet the product/service that is provided . Gap 5: The Gap between what customers expect of a service and what they actually receive. Expectations are made up of past experience, word-of-mouth and needs/wants of customers measurement is on the basis of two sets of statements in groups according to the five key service dimensions

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SERVQUAL Model

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SERVQUAL model is a multi-item scale developed to assess customer perceptions of service quality in service and retail businesses (Parasuraman et. al., 1988). SERVQUAL is an empirically derived method that may be used by a services organization to improve service quality. The method involves the development of an understanding of the perceived service needs of target customers. These measured perceptions of service quality for the organization in question, are then compared against an organization that is "excellent". The resulting gap analysis may then be used as a driver for service quality improvement. SERVQUAL takes into account the perceptions of customers of the relative importance of service attributes. This allows an organization to prioritize. And to use its resources to improve the most critical service attributes. SERVQUAL is a methodology that determines the dimensions of the quality of services. The dimensions of the quality have to do with the tangibility, the reliability, the response in problems, the ability of the people to solve any problems, the kindness in the customer-centered approach, the trustworthiness, the assurance they provide to the customer, the approach easiness, the communication and the understanding of the customer. As we can see in the above schema, customers have certain expectation from each company that is related to 4 major issues:

World of mouth communication that will be provided by friends and experts Personal needs Past experience External communication to consumers by the company itself

Using the SERVQUAL method, the quality of services is determined by the general gap between the expected product/service and the product/service delivered. This means that:

The quality of services is not discrete Different customers can perceive the quality of services differently The quality of services is determined by the customer, not the provider.

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1.2 Background of the study

Structure of Indian Banking Sector

RESERVE BANK OF INDIA Central Bank and Supreme Monetary Authority b Scheduled banks Commercial banks Foreign banks (40) Regional Rural banks (196) Co- operative banks

Urban Co-operative (52)

State Co-operative (16)

Public sector banks (27)

Private sector banks (30) Old (22) New (8)

State bank of India & associated banks (6)

Other Nationalized banks (19)

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Introduction of Indian banking sector

The Indian Banking industry, which is governed by the Banking Regulation Act of India, 1949 can be broadly classified into two major categories, non-scheduled banks and scheduled banks. Scheduled banks comprise commercial banks and the co-operative banks. In terms of ownership, commercial banks can be further grouped into nationalized banks, the State Bank of India and its group banks, regional rural banks and private sector banks (the old/ new domestic and foreign). These banks have over 67,000 branches spread across the country. The first phase of financial reforms resulted in the nationalization of 14 major banks in 1969 and resulted in a shift from Class banking to Mass banking. This in turn resulted in a significant growth in the geographical coverage of banks. Every bank had to earmark a minimum percentage of their loan portfolio to sectors identified as priority sectors. The manufacturing sector also grew during the 1970s in protected environs and the banking sector was a critical source. The next wave of reforms saw the nationalization of 6 more commercial banks in 1980. Since then the number of scheduled commercial banks increased four-fold and the number of bank branches increased eight-fold. After the second phase of financial sector reforms and liberalization of the sector in the early nineties, the Public Sector Banks (PSB) s found it extremely difficult to compete with the new private sector banks and the foreign banks. The new private sector banks first made their appearance after the guidelines permitting them were issued in January 1993. Eight new private sector banks are presently in operation. These banks due to their late start have access to state-of-the-art technology, which in turn helps them to save on manpower costs and provide better services. During the year 2000, the State Bank Of India (SBI) and its 7 associates accounted for a 25 percent share in deposits and 28.1 percent share in credit. The 20 nationalized banks accounted for 53.2 percent of the deposits and 47.5 percent of credit during the same period. The share of foreign banks (numbering 42), regional rural banks and other scheduled commercial banks accounted for 5.7 percent, 3.9 percent and 12.2 percent respectively in deposits and 8.41 percent, 3.14 percent and 12.85 percent respectively in credit during the year 2000.

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Current Scenario
The industry is currently in a transition phase. On the one hand, the PSBs, which are the mainstay of the Indian Banking system are in the process of shedding their flab in terms of excessive manpower, excessive non Performing Assets (Npas) and excessive governmental equity, while on the other hand the private sector banks are consolidating themselves through mergers and acquisitions. PSBs, which currently account for more than 78 percent of total banking industry assets are saddled with NPAs (a mind-boggling Rs 830 billion in 2000), falling revenues from traditional sources, lack of modern technology and a massive workforce while the new private sector banks are forging ahead and rewriting the traditional banking business model by way of their sheer innovation and service. The PSBs are of course currently working out challenging strategies even as 20 percent of their massive employee strength has dwindled in the wake of the successful Voluntary Retirement Schemes (VRS) schemes. The private players however cannot match the PSBs great reach, great size and access to low cost deposits. Therefore one of the means for them to combat the PSBs has been through the merger and acquisition (M& A) route. Over the last two years, the industry has witnessed several such instances. For instance, Hdfc Banks merger with Times Bank, Icici Banks acquisition of ITC Classic, Anagram Finance and Bank of Madura, Centurion Bank, Indusind Bank, Bank of Punjab, Vysya Bank are said to be on the lookout. The UTI bank- Global Trust Bank merger however opened a pandoras box and brought about the realization that all was not well in the functioning of many of the private sector banks. Private sector Banks have pioneered internet banking, phone banking, anywhere banking, and mobile banking, debit cards, Automatic Teller Machines (ATMs) and combined various other services and integrated them into the mainstream banking arena, while the PSBs are still grappling with disgruntled employees in the aftermath of successful VRS schemes. To agreement in respect of the services sector, foreign banks, including both new and the existing ones, have been permitted to open up to 12 branches a year with effect from 1998-99 as against the earlier stipulation of 8 branches. A talk of government diluting their equity from 51 percent to 33 percent in November 2000 has also opened up a new opportunity for the takeover of even the PSBs. The FDI rules being more rationalized in Q1FY02 may also pave the way for foreign banks taking the M& A route to acquire willing Indian partners. Meanwhile the economic and corporate sector slowdown has led to an increasing number of banks focusing on the retail segment. Many of them are also entering the new vistas of Insurance. Banks with their phenomenal reach and a regular interface with the retail investor are the best placed to enter into the insurance sector. Banks in India have been allowed to provide fee-based insurance services without risk participation invest in an insurance company for providing infrastructure and services support and set up of a separate joint-venture insurance company with risk participation.

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1.3 Project Design 2012

With reference to the heading, the project has been designed on the bases of different levels: Micro level to Macro level. These levels can be described on the bases of three major categories: Entrepreneurial/ Firm level Sector/ Industry level Societal Among these three levels, Sector Level has been selected to proceed with the project that is Indian Banking Sector. From the different Macro Economic models banks have been found to be a part of the supply side of the economy. However, over time banks have transformed from nearly many generating organizations to multi tasking entity. This project deals with the role of banks in the context of Regional and National Economy. Here, six members undergo with the study as a group, but individual outcomes are submitted based on the different topics selected. In this sector study the group members are emphasized towards the analysis of different banking functions, work environment & companys performance. , anticipating to get resourceful information which encourages individual to develop their career objective & helps in attaining project and/or academic objectives. The first section will illustrate the functions of bank along with its classification. In the second section, the project will discuss the role of banks as a major component of the service sector rendering to the Service Quality Analysis. In the third section, the project will empirically validate individual hypothesis with the comprehensive data analysis.

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1.4 Objectives Analyze the customer perception & satisfaction towards Service quality. Evaluate the level of Service Quality in selected banks. Assess Service Quality dimensions of different bank to rank as per their performance. 1.5 Scope of the study Wide exposure & get familiarized with private banks. Facilitates to ascertain the gap between the customer expectation & perception.

1.6 Methodology
Targeted banks: 5 private Banks. Sampling Frame: 10 customers from each bank. Sample Area: Hubli. Sampling Method: Non-probability convenience sampling. Sampling size: 50

Data collection;
Primary data: It is collected through structured questionnaire by conducting survey. Secondary data: It is collected through Internet, Journals, Articles, Books, and Magazines. Research design: Descriptive research. 1.7 Limitations Interaction is restricted only 10 customers from each bank. Secondary data may not be accurate. Respondents may not have uniform interest in answering the questionnaire.

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Literature Review
Service Quality is having two dimensions: Technical quality and Functional quality. Technical Quality refers to What the bank gives the customer; Functional Quality refers to How the banks services are provided to the customer. Service quality has been defined as customers overall impressions of an organizations services in terms of relative superiority or inferiority (Johnston, 1995). Further, service quality is considered to not only meet but to exceed customer expectations, and should include a continuous improvement process (Lloyd-Walker & Cheung, 1998). Customers evaluate banks performance mainly on the process of their interpersonal contacts and interactions (Grnroos, 1990). Service quality arises from a comparison of the difference between service expectations developed before an encounter with banks and the performance perceptions gained from the service delivery based on the service quality dimensions (Bloemer et al., 1998). Berry et al. (1985) Evaluating Service Quality: Effective service quality evaluation & identifying ways to improve it are therefore paramount & significant resources are ploughed into different activities. SERVQUAL is the common technique used for assessing service quality and customer satisfaction (e.g. Avkiran 1999; Caruana et al. 2000; Chang et al. 2002; Lassar et al. 2000) Service quality is defined as the result of the comparison that customers make between their expectation about service & their perception of the manner in which service has been performed (Gronroos 1990). It involves measuring both customer perception & expectation of service along the key service quality dimensions. Practitioners prefer SERVQUAL because the gap analysis approach seems a logical & straight- forward concept. SERVQUAL instrument consist of 22 items instrument for assessing service quality based on customer perception, which is the difference between the customer perceived quality & expectation. The perceived quality is assessed based on SERVQUAL dimensions i.e. Tangibles, Reliability, Responsiveness, Assurance, Empathy. Using these five dimensions as the evaluation criteria the specification of service quality becomes the gap between customer expectation & perception (Parashuram et al. 1985).

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Model Used for the Research SERVQUAL MODEL SERVQUAL or RATER is a service quality framework. SERVQUAL was developed in the mid eighties by Zeithaml, Parasuraman & Berry. By the early nineties the authors had refined the model to the useful acronym RATER:

Reliability Assurance Tangibles Empathy and Responsiveness

The simplified RATER model however is a simple and useful model for qualitatively exploring and assessing customers' service experiences and has been used widely by service delivery organizations. It is an efficient model in helping an organization shape up their efforts in bridging the gap between perceived and expected service. 3.1 PROJECT DETAILS The targeted banks for this research are: AXIS BANK ICICI BANK HDFC BANK ING VYSYA BANK INDUSIND BANK

The above banks are selected on the bases of the rankings given by IndiaRanker.com, which provides a platform for customers to vote respective banks considering major criterias such as Product mix, Service provided & the overall performance of the banks.

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3.2 Private Banking Sector in India

All those banks where greater parts of stake or equity are held by the private shareholders and not by government are called as the private sector banks. These are the major players in the banking sector as well as in expansion of the business activities India. The present private sector banks equipped with all kinds of contemporary innovations, monetary tools and techniques to handle the complexities are a result of the evolutionary process over two centuries. They have a highly developed organizational structure and are professionally managed. Thus they have grown faster and stronger since past few years.

History and Evolution

Private sector banks have been functioning in India since the very beginning of the banking system. Initially, during 1921, the private banks like Bank of Bengal, Bank of Bombay and Bank of Madras were in service, which all together formed Imperial Bank of India. Reserve Bank of India (RBI) came in picture in 1935 and became the centre of every other bank taking away all the responsibilities and functions of Imperial bank. Between 1969 and 1980 there was rapid increase in the number of branches of the private banks. In April 1980, they accounted for nearly 17.5 percent of bank branches in India. In 1980, after 6 more banks were nationalized, about 10 percent of the bank branches were those of private sector banks. The share of the private bank branches stayed nearly same between 1980 and 2000. The old private sector banks have been operating since a long time and may be referred to those banks, which are in operation from before 1991 and all those banks that have commenced there business after 1991 are called as new private sector banks. Housing Development Finance Corporation Limited was the 1st private bank in India to receive license from RBI as a part of the RBIs liberalization policy of the banking sector, to setup a bank in the private sector banks in India. Then from early 1990s, RBI's liberalization policy came in picture and with this the government gave licenses to a few private banks, which came to be known as new private sector banks. There are two categories of the private sector banks- old and new.

Old Private Sector Banks

Catholic Syrian Bank City Union Bank Dhanlaxmi Bank Federal Bank Jammu & Kashmir Bank Karnataka Bank Karur Vysya Bank Lakshmi Vilas Bank Nainital Bank South Indian Bank Tamilnad Mercantile Bank

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New Private sector Banks

Axis Bank (Formerly UTI Bank) HDFC Bank ICICI Bank IndusInd Bank ING Vysya Bank Kotak Mahindra Bank Yes Bank

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COMPANY PROFILE

Axis Bank Limited, formerly UTI Bank,

BSE: 532215 | NSE: AXISBANK | ISIN: INE238A01026 Market Cap: [Rs. Cr.] 41,789 | Face Value: [Rs.] 10 Industry: Banks - Private Sector Axis Bank is an Indian financial services firm that had begun operations in 1994, after the Government of India allowed new private banks to be established. The Bank was promoted jointly by the Administrator of the Specified Undertaking of the Unit Trust of India (UTI-I), Life Insurance Corporation of India (LIC), General Insurance Corporation Ltd., National Insurance Company Ltd., The New India Assurance Company, The Oriental Insurance Corporation and United India Insurance Company UTI-I holds a special position in the Indian capital markets and has promoted many leading financial institutions in the country. The bank changed its name to Axis Bank in April 2007 to avoid confusion with other unrelated entities with similar name. After the Retirement of Mr. P. J. Nayak, Shikha Sharma was named as the bank's managing director and CEO on 20 April 2009. As on the year ended 31 March 2009 the Bank had a total income of 137.4504 billion (US$2.74 billion) and a net profit of 18.1293 billion (US$361.68 million) AXIS Bank is one of the fastest growing banks in private sector. The Bank operates in four segments, namely; 1. Treasury It includes investments in sovereign and corporate debt, equity and mutual funds, trading operations, derivative trading and foreign exchange operations on the account & central funding for customers

2. Retail banking
It includes lending to individuals/ small businesses subject to the orientation, liability products, card services, Internet banking, automated teller machines (ATM) services, depository, financial advisory services, and non - resident Indian (NRI) services.

3. Corporate/ wholesale banking & other Banking services:

It includes corporate relationships, advisory services, placements and syndication, management of publics issue, project appraisals, capital market related services, and cash management services. The Bank's registered office is located at Ahmedabad and their Central Office is located at Mumbai. The Bank has a very wide network of more than 1042 branches (including 56 Service Branches/ CPCs as on June 30, 2010). 15 | P a g e

HDFC Bank Ltd

BSE: 500180 | NSE: HDFCBANK | ISIN: INE040A01026 Market Cap: [Rs. Cr.] 127,540 | Face Value: [Rs.] 2 Industry: Banks - Private Sector

HDFC is an Indian financial services company that was incorporated in August 1994. HDFC Bank is the fifth or sixth largest bank in India by assets and the second largest bank by market capitalization as of February 24, 2012. The bank was promoted by the Housing Development Finance Corporation, a premier housing finance company (set up in 1977) of India. HDFC Bank has 1,986 branches and over 5,471 ATMs, in 996 cities in India, and all branches of the bank are linked on an online real-time basis. As of 30 September 2008 the bank had total assets of Rs.1006.82 billion.[3] For the fiscal year 2010-11, the bank has reported net profit of 3,926.30 crore (US$783.3 million), up 33.1% from the previous fiscal. Total annual earnings of the bank increased by 20.37% reaching at 24,263.4 crore (US$4.84 billion) in 201011. HDFC Bank is one of the Big Four banks of India, along with: State Bank of India, ICICI Bank and Punjab National Bank. The Bank is a publicly held banking company engaged in providing a wide range of banking and financial services including commercial banking and treasury operations. Bank has three primary business segments namely;

1. Retail Banking
The retail banking segment serves retail customers through a branch network and other delivery channels. This segment raises deposits from customers and makes loans and provides other services with the help of specialist product groups to such customers.

2. Wholesale Banking
The wholesale banking segment provides loans, non-fund facilities and transaction services to corporate, public sector units, government bodies, financial institutions and medium-scale enterprises.

3. Treasury
The treasury segment includes net interest earnings on investments portfolio of the Bank. The Bank's ATM network can be accessed by all domestic and international Visa/MasterCard, Visa Electron/Maestro, Plus/Cirrus and American Express Credit/Charge cardholders.

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ING Vysya Bank Ltd

BSE: 531807 | NSE: INGVYSYABK | ISIN: INE166A01011 Market Cap: [Rs. Cr.] 5,432 | Face Value: [Rs.] 10 Industry: Banks - Private Sector ING Vysya Bank is a Bangalore-based retail, commercial/wholesale, and private bank formed from the 2002 merger of the Dutch ING Group and Indian Vysya Bank, following a seven-year strategic alliance between Vysya Bank and now-ING Group subsidiary Belgian Bank Bruxelles Lambert. This merger marks the first between an Indian bank and a foreign bank. ING Group, the highest-ranking institutional shareholder, currently holds a 44% equity stake in ING Vysya Bank, followed by Aberdeen Asset Management, private equity firm Chrys Capital, Morgan Stanley, and Citigroup, respectively. ING Group also maintains a presence in India through shareholding in ING Vysya Life Insurance Company and ING Investment Management (India). ING Vysya Bank has over 80 years of operating experience in the banking/financial services & insurance sector and currently serves over 2 million Indian consumers. The bank offers an entire range of financial products and services, organized under three strategic lines of business namely;
Retail Banking

With 520 branches and 13 counters, 28 satellite offices and 431 ATM's nationwide, ING Vysya's retail operation offers checking accounts, savings deposits/CD's, retail wealth management services, consumer loans, agricultural/rural banking and retail life insurance products. The bank has rapidly expanded its distribution footprint and has created a national brand presence through several innovative marketing campaigns.
Private Banking

ING Vysya's private bank operates on an advisory-driven model. Specialized market research remains the bank's focus for the introduction of new tailored products to serve the high-end private banking segment.
Commercial/Wholesale Banking

The commercial/wholesale banking operation offers both fund-based and non-fund-based products. The wholesale business is growing its customer base among leading multinational corporations with offices in India.

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ICICI Bank Ltd

BSE: 532174 | NSE: ICICIBANK | ISIN: INE090A01013 Market Cap: [Rs. Cr.] 96,134 | Face Value: [Rs.] 10 Industry: Banks - Private Sector ICICI Bank Limited is an Indian diversified financial services company headquartered in Mumbai, Maharashtra. It is the second largest bank in India by assets and third largest by market capitalization. It offers a wide range of banking products and financial services to corporate and retail customers through a variety of delivery channels and through its specialized subsidiaries in the areas of investment banking, life and non-life insurance, venture capital and asset management. The Bank has a network of 2,630 branches and 8,003 ATM's in India, and has a presence in 19 countries, including India. The bank has subsidiaries in the United Kingdom, Russia, and Canada; branches in United States, Singapore, Bahrain, Hong Kong, Sri Lanka, Qatar and Dubai International Finance Centre; and representative offices in United Arab Emirates, China, South Africa, Bangladesh, Thailand, Malaysia and Indonesia. The company's UK subsidiary has established branches in Belgium and Germany. ICICI Bank is one of the Big Four banks of India, along with State Bank of India, Punjab National Bank and Bank of Baroda. The Bank is the second largest bank in India and the largest private sector bank in India by market capitalization. They are a publicly held banking company engaged in providing a wide range of banking and financial services including commercial banking and treasury operations. The Bank and their subsidiaries offers a wide range of banking and financial services including commercial banking, retail banking, project and corporate finance, working capital finance, insurance, venture capital and private equity, investment banking, broking and treasury products and services. They offer through a variety of delivery channels and through their specialized subsidiaries in the areas of investment banking, life and non-life insurance, venture capital and asset management.

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IndusInd Bank Ltd

BSE: 532187 | NSE: INDUSINDBK | ISIN: INE095A01012 Market Cap: [Rs .Cr.] 15,119 | Face Value: [Rs.] 10 Industry: Banks - Private Sector IndusInd Bank Limited is a Mumbai based India new generation bank, established in 1994. The bank offers commercial, transactional and electronic banking products and services. Indusind Bank was incorporated in April 1994 by Dr. Manmohan Singh the then Union Finance Minister. Indusind Bank is the first among the new-generation private banks in India. The bank started its operations with a capital amount of Rs.1,000 million among which Rs.600 million was donated by the Indian Residents and Rs.400 million was raised by the Non-Resident Indians. The bank has specialized in retail banking services and continuously upgrades its support systems by introducing newer technologies. It is also working on expanding its network of branches all across the country along with meeting the global benchmark. According to the bank, its name is derived from the rich and vivid Indus Valley Civilization The Bank's business lines include corporate banking, retail banking, treasury and foreign exchange, investment banking, capital markets, non-resident Indian/high-net-worth individual banking, and information technology. The Bank business divisions include Retail/ Consumer Banking, Consumer Finance, Global Markets Group, Corporate & Commercial Banking, Transaction Banking Group and Investment Banking. The Bank provides multi-channel facilities, which includes automated teller machines (ATMs), net banking, mobile banking, phone banking, multi-city banking and international debit cards.

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ANALYSIS OF TANGIBLE DIMENSION IN AXIS BANK

Paired Samples Statistics Mean N Pair 1 3.175 2 10 10

Std. Deviation 0.373609 0.311805

Perception Expectation

Table 1.1

4 3.5 3 2.5 2 1.5 1 0.5 0 1 2 3 4 5 6 7 8 9 10 Perception Expectation

Chart 1.1 Interpretation The mean difference between perception and expectation of Tangibles dimension in Axis bank is 1.175. From the above graph it can be concluded that respondent 2 is satisfied with the tangible dimension as there is no gap between perception and expectation. From the above graph it can be inferred that the least gap of perception and expectation of respondent 2 is 0 & highest gap of respondent 6 is 1.75. The percentage difference between perception and expectation of tangible dimension is 29.375%.

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ANALYSIS OF RELIABILITY DIMENSION IN AXIS BANK

Paired Samples Statistics Mean N Pair 2 2.98 1.74 10 10

Std. Deviation 0.404969 0.400555

Perception Expectation

Table 1.2

4 3.5 3 2.5 2 1.5 1 0.5 0 1 2 3 4 5 6 7 8 9 10 Perception Expectation

Chart 1.2 Interpretation The mean difference between perception and expectation of reliability dimension in AXIS bank is 1.24. From the above graph it can be inferred that the least gap of perception and expectation towards reliability dimension of respondents 1, 3, 5, 6 & 10 is 1. All the 5 respondents have same gap between perception and expectation & highest gap of respondent 7 is 1.8. The percentage difference between perception and expectation of reliability dimension is 24.8%. Reliability dimension has the least percentage gap when compared to other dimensions of AXIS bank.

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ANALYSIS OF RESPONSIVENESS DIMENSION IN AXIS BANK

Paired Samples Statistics Mean N Pair 3 3.2 2.05 10 10

Std. Deviation 0.387298 0.437798

Perception Expectation

Table 1.3

4 3.5 3 2.5 2 1.5 1 0.5 0 1 2 3 4 5 6 7 8 9 10 Perception Expectation

Chart 1.3

Interpretation The mean difference between the Perception and expectation of responsiveness dimension in AXIS bank is 1.15. From the above graph it can be inferred that respondent 4 has the least gap of 0.5 & respondent 1 has the highest gap of 1.75 towards the responsiveness dimension. Respondents are not met with expectation. The percentage difference between perception and expectation of responsiveness dimension is 28.75%.

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ANALYSIS OF ASSURANCE DIMENSION IN AXIS BANK

Paired Samples Statistics Mean N Pair 4 3.2 1.975 10 10

Std. Deviation 0.51099 0.545817

Perception Expectation

Table 1.4

4.5 4 3.5 3 2.5 2 1.5 1 0.5 0 1 2 3 4 5 6 7 8 9 10 Perception Expectation

Chart 1.4

Interpretation The mean difference between the perception and expectation of assurance dimension in AXIS bank is 1.225. From the above graph it can be inferred that respondent 4 has the least gap of 0.5 & respondent 1 has the highest gap of 2 towards the assurance dimension. All the respondents are not met with the expectation. The percentage difference between perception and expectation of assurance dimension is 30.62%. Assurance dimension has the highest percentage gap when compared to other dimensions of AXIS bank.

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ANALYSIS OF EMPATHY DIMENSION IN AXIS BANK

Paired sample statistics Mean N Pair 5 3.22 1.92 10 10

Std. Deviation 0.319026 0.413118

Perception Expectation

Table 1.5

4 3.5 3 2.5 2 1.5 1 0.5 0 1 2 3 4 5 6 7 8 9 10 Perception Expectation

Chart 1.5

Interpretation The mean difference between the perception and expectation of empathy dimension in AXIS bank is 1.3. From the above graph it can be inferred that respondent 1 has the least gap of 0.4 & respondent 9 has the highest gap of 1.8 towards the empathy dimension. Respondents are not met with their expectations. The percentage difference between perception and expectation of empathy dimension is 26%.

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ANALYSIS OF TANGIBLE DIMENSION IN ICICI BANK

Paired Samples Statistics Mean N Pair 1 3.275 1.95 10 10

Std. Deviation 0.558396 0.32914

Perception Expectation

Table 1.6

4 3.5 3 2.5 2 1.5 1 0.5 0 1 2 3 4 5 6 7 8 9 10 Perception Expectation

Chart 1.6

Interpretation The mean difference between the perception and expectation of tangible dimension in ICICI bank is 1.325. From the above graph it can be inferred that respondent 1, 3, 9 has the least gap of 0.75 & respondent 2, 6 has the highest gap of 1.75 towards the tangible dimension. Respondents not met with the expectation. The percentage gap between perception and expectation of tangible dimension is 33.12%.

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ANALYSIS OF RELIABILITY DIMENSION IN ICICI BANK

Paired Samples Statistics Mean N Pair 2 3.275 1.95 10 10

Std. Deviation 0.558396 0.32914

Perception Expectation

Table 1.7

4 3.5 3 2.5 2 1.5 1 0.5 0 1 2 3 4 5 6 7 8 9 10 Perception Expectation

Chart 1.7

Interpretation The mean difference between perception and expectation of reliability dimension in ICICI bank
is 1.325. From the above graph it can be inferred that respondent 7 has the least gap of 0.6 & respondent 6 has the highest gap of 1.6 towards the reliability dimension. Respondents not met with the expectation and are not satisfied with the reliability dimension. The percentage gap between perception and expectation of reliability dimension is 22.8%.

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ANALYSIS OF RESPONSIVENESS DIMENSION IN ICICI BANK

Paired Samples Statistics Mean N Pair 3 3.1 1.85 10 10

Std. Deviation 0.555278 0.376386

Perception Expectation

Table 1.8

4 3.5 3 2.5 2 1.5 1 0.5 0 1 2 3 4 5 6 7 8 9 10 Perception Expectation

Chart 1.8

Interpretation The mean difference between perception and expectation of responsiveness dimension in ICICI
bank is 1.25. From the above graph it can be inferred that respondent 3 has the least gap of 0.75 & respondent 2, 10 has the highest gap of 1.75 towards the responsiveness dimension. Respondents are not met with the expectation. The percentage gap between perception and expectation of responsiveness dimension is 31.25%.

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ANALYSIS OF ASSURANCE DIMENSION IN ICICI BANK

Paired Samples Statistics Mean N Pair 4 3.25 1.875 10 10

Std. Deviation 0.440959 0.412479

Perception Expectation

Table 1.9

4 3.5 3 2.5 2 1.5 1 0.5 0 1 2 3 4 5 6 7 8 9 10 Perception Expectation

Chart 1.9

Interpretation
The mean difference between perception and expectation of assurance dimension in ICICI bank is 1.375. From the above graph it can be inferred that respondent 2 has the least gap of 0.5 & respondent 3 has the highest gap of 1.75 towards the assurance dimension. Respondents are not met with the expectation. The percentage gap between perception and expectation of assurance dimension is 34.37%. Assurance dimension has the highest percentage gap when compared to other dimensions of ICICI bank.

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ANALYSIS OF EMPATHY DIMENSION IN ICICI BANK

Paired Samples Statistics Mean N Pair 5 2.96 1.86 10 10

Std. Deviation 0.459952 0.327278

Perception Expectation

Table 1.10

4 3.5 3 2.5 2 1.5 1 0.5 0 1 2 3 4 5 6 7 8 9 10 Perception Expectation

Chart 1.10

Interpretation
The mean difference between perception and expectation of empathy dimension in ICICI bank is 1.1. From the above graph it can be inferred that respondent 2, 3 has the least gap of 0.6 &respondent 8, 10 has the highest gap of 1.6 towards the empathy dimension. Respondents are not met with the expectation and are not satisfied. The percentage gap between perception and expectation of empathy dimension is 22%. Empathy dimension has the least percentage gap when compared to other dimensions of ICICI bank.

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ANALYSIS OF TANGIBLE DIMENSION IN HDFC BANK

Paired Samples Statistics Mean N Pair 1 2.725 1.725 10 10

Std. Deviation 0.65032 0.299305

Perception Expectation

Table 1.11

4.5 4 3.5 3 2.5 2 1.5 1 0.5 0 1 2 3 4 5 6 7 8 9 10 Perception Expectation

Chart 1.11

Interpretation
The mean difference between the perception and expectation of tangible dimension in HDFC bank is 1. From the above graph it can be inferred that respondent 6 has the least gap of 0.25 & respondent 1 has the highest gap of 2. Respondents are not met with the expectation. The percentage gap between perception and expectation of tangible dimension is 25%.

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ANALYSIS OF RELIABILITY DIMENSION IN HDFC BANK

Paired Samples Statistics Mean N Pair 2 2.5 1.5 10 10

Std. Deviation 0.612826 0.483046

Perception Expectation

Table 1.12

4.5 4 3.5 3 2.5 2 1.5 1 0.5 0 1 2 3 4 5 6 7 8 9 10 Perception Expectation

Chart 1.12

Interpretation
The mean difference between the perception and expectation of reliability dimension in HDFC bank is 1. From the above graph it can be inferred that respondent 5 has the least gap of 0 which means the expectation is met & respondent 1 has the highest gap of 1.6 toward the reliability dimension. Respondents are not met with the expectation. The percentage gap between perception and expectation of reliability dimension is 20%. Reliability dimension has the least percentage gap when compared to other dimension of HDFC bank.

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ANALYSIS OF RESPONSIVENESS DIMENSION IN HDFC BANK

Paired Samples Statistics Mean N Pair 3 2.95 1.775 10 10

Std. Deviation 0.856349 0.582738

Perception Expectation

Table 1.13

5 4 3 2 1 0 1 2 3 4 5 6 7 8 9 10 Perception Expectation

Chart 1.13

Interpretation
The mean score between the perception and expectation of responsiveness dimension in HDFC bank is 1.175. From the above graph it can be inferred that respondent 7, 10 has the least gap of 0.5 & respondent 1 has the highest gap of 1.5 towards the responsiveness dimension. Respondents are not met with the expectation. The percentage gap between perception and expectation of responsiveness dimension is 23.5%.

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ANALYSIS OF ASSURANCE DIMENSION IN HDFC BANK

Paired Samples Statistics Mean N Pair 4 2.6 1.725 10 10

Std. Deviation 0.394405 0.447989

Perception Expectation

Table 1.14

3.5 3 2.5 2 1.5 1 0.5 0 1 2 3 4 5 6 7 8 9 10 Perception Expectation

Chart 1.14

Interpretation
The mean difference between perception and expectation of assurance dimension in HDFC bank is 0.875. From the above graph it can be inferred that respondent 4, 5, 6, 9 has the least gap of 0.5 & respondent 1, 2 has the highest gap of 1.75 towards the assurance dimension. Respondents are not met with the expectation. The percentage gap between perception and expectation of assurance dimension is 21.87%.

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ANALYSIS OF EMPATHY DIMENSION IN HDFC BANK

Paired Samples Statistics Mean N Pair 5 3.06 1.8 10 10

Std. Deviation 0.411501 0.46188

Perception Expectation

Table 1.15

4.5 4 3.5 3 2.5 2 1.5 1 0.5 0 1 2 3 4 5 6 7 8 9 10 Perception Expectation

Chart 1.15

Interpretation
The mean difference between the perception and expectation of empathy dimension in HDFC bank is 1.26. From the above graph it can be inferred that respondent 9 has the least gap of 0.8 & respondent 1 has the highest gap of 1.8 towards the empathy dimension. Respondents are not met with the expectation. The percentage gap between perception and expectation of empathy dimension is 25.2%. Empathy dimension has the highest percentage gap when compared to other dimensions of HDFC bank.

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ANALYSIS OF TANGIBLE DIMENSION IN ING VYSYA BANK

Paired Samples Statistics Mean N Pair 1 3.1 1.525 10 10

Std. Deviation 0.747217 0.380971

Perception Expectation

Table 1.16

4.5 4 3.5 3 2.5 2 1.5 1 0.5 0 1 2 3 4 5 6 7 8 9 10

Perception Expectation

Chart 1.16

Interpretation
The mean difference between the perception and expectation of tangible dimension in ING VYSYA bank is 1.575. From the above graph it can be inferred that respondent 7 has the least gap of 0.5 & respondent 10 has the highest gap of 2.75 towards the tangible dimension. Respondents are not met with the expectation. The percentage gap of tangible dimension is 39.37%.

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ANALYSIS OF RELIABILITY DIMENSION IN ING VYSYSA BANK

Paired Samples Statistics Mean N Pair 2 2.96 1.4 10 10

Std. Deviation 0.776316 0.339935

Perception Expectation

Table 1.17

5 4.5 4 3.5 3 2.5 2 1.5 1 0.5 0 1 2 3 4 5 6 7 8 9 10

Perception Expectation

Chart 1.17

Interpretation
The mean difference between perception and expectation of reliability dimension in ING VYSYA bank is 1.56. From the above graph it can be inferred that respondent 2 has the least gap of 0.6 & respondent 10 has the highest gap of 2.8 towards the reliability dimension. The percentage gap of reliability dimension is 31.2%.

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ANALYSIS OF RESPONSIVENESS DIMENSION IN ING VYSYA BANK

Paired Samples Statistics Mean N Pair 3 2.95 1.525 10 10

Std. Deviation 0.806226 0.362284

Perception Expectation

Table 1.18

4.5 4 3.5 3 2.5 2 1.5 1 0.5 0 1 2 3 4 5 6 7 8 9 10

Perception Expectation

Chart 1.18

Interpretation
The mean difference between the perception and expectation of responsiveness dimension in ING VYSYA bank is 1.425. From the above graph it can be inferred that respondent 1, 2 has the least gap of 0.5 & respondent 9, 10 has the highest gap of 2.75 towards the responsiveness dimension. The percentage gap of responsiveness dimension is 35.62%.

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ANALYSIS OF ASSURANCE DIMENSION IN ING VYSYA BANK

Paired Samples Statistics Mean N Pair 4 3.05 1.425 10 10

Std. Deviation 0.734091 0.312916

Perception Expectation

Table 1.19

4.5 4 3.5 3 2.5 2 1.5 1 0.5 0 1 2 3 4 5 6 7 8 9 10

Perception Expectation

Chart 1.19

Interpretation
The mean difference between perception and expectation of assurance dimension is in ING VYSYA bank is 1.625. From the above graph it can be inferred that respondent 8 has the least gap of 0.75 & respondent 6 has the highest gap of 3 towards the assurance dimension. The percentage gap of assurance dimension is 40.62%. Assurance dimension has the highest percentage gap when compared to other dimensions of ING VYSYA bank.

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ANALYSIS OF EMPATHY DIMENSION IN ING VYSYA BANK

Paired Samples Statistics Mean N Pair 5 2.94 1.6 10 10

Std. Deviation 0.748628 0.549747

Perception Expectation

Table 1.20

4.5 4 3.5 3 2.5 2 1.5 1 0.5 0 1 2 3 4 5 6 7 8 9 10

Perception Expectation

Chart 1.20

Interpretation
The mean difference between perception and expectation of empathy dimension in ING VYSYA bank is 1.34. From the above graph it can be inferred that respondent 2 has the least gap of 0.6 & respondent 9 has the highest gap of 2.6 towards the empathy dimension. Respondents are not met with the expectation. The percentage gap of empathy dimension is 26.8%. Empathy dimension has the least percentage gap compared to other dimension of ING VYSYA bank.

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ANALYSIS OF TANGIBLE DIMENSION IN INDUSIND BANK

Paired Samples Statistics Mean N Pair 1 2.925 1.55 10 10

Std. Deviation 0.624166 0.32914

Perception Expectation

Table 1.21

4 3.5 3 2.5 2 1.5 1 0.5 0 1 2 3 4 5 6 7 8 9 10 Perception Expectation

Chart 1.21

Interpretation
The mean difference between perception and expectation of tangible dimension in INDUSIND bank is 1.375. From the above graph it can be inferred that respondent 5, 7 has the least gap of 0.75 & respondent 1, 2 has the highest gap of 2.25 towards tangible dimension. Respondents expectations are not met. The percentage gap of tangible dimension is 34.37%. Tangible dimension has the highest gap when compared with other dimension in INDUSIND bank.

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ANALYSIS OF RELIABILITY DIMENSION IN INDUSIND BANK

Paired Samples Statistics Mean N Pair 1 2.86 1.46 10 10

Std. Deviation 0.811309 0.298887

Perception Expectation

Table 1.22

4.5 4 3.5 3 2.5 2 1.5 1 0.5 0 1 2 3 4 5 6 7 8 9 10 Perception Expectation

Chart 1.22

Interpretation
The mean difference between perception and expectation of reliability dimension in INDUSIND bank is 1.4. From the above graph it can be inferred that respondent 6 has the least gap of 0.4 & respondent 1 has the highest gap of 2.6 towards the reliability dimension. Respondents expectations are not met. The percentage gap of reliability dimension is 28%. Reliability dimension has the least percentage gap when compared to other dimensions of INDUS IND bank.

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ANALYSIS OF RESPONSIVENESS DIMENSION IN INDUSIND BANK

Paired Samples Statistics Mean N Pair 1 2.85 1.625 10 10

Std. Deviation 0.668747 0.555903

Perception Expectation

Table 1.23

4 3.5 3 2.5 2 1.5 1 0.5 0 1 2 3 4 5 6 7 8 9 10 Perception Expectation

Chart 1.23

Interpretation
The mean difference between perception and expectation of responsiveness dimension in INDUSIND bank is 1.225. From the above graph it can be inferred that respondent 10 has the least gap of 0.5 & respondent 2 has the highest gap of 2.25 towards the responsiveness dimension. Respondents expectations are not met. The percentage gap of responsiveness dimension is 30.62%.

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ANALYSIS OF ASSURANCE DIMENSION IN INDUSIND BANK

Paired Samples Statistics Mean N Pair 1 2.975 1.75 10 10

Std. Deviation 0.869626 0.942809

Perception Expectation

Table 1.24

5 4.5 4 3.5 3 2.5 2 1.5 1 0.5 0 1 2 3 4 5 6 7 8 9 10

Perception Expectation

Chart 1.25

Interpretation
The mean difference between perception and expectation of assurance dimension in INDUSIND bank is 1.225. From the above graph it can be inferred that respondent 5 has the least gap of 0.5 & respondent 1 has the highest gap of 1.75 towards the assurance dimension. Respondents are not met with the expectations. The percentage gap of assurance dimension is 30.62%. The percentage gap of responsiveness dimension and assurance dimension of INDUSIND bank are same.

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ANALYSIS OF EMPATHY DIMENSION IN INDUSIND BANK

Paired Samples Statistics Mean N Pair 1 2.8 1.42 10 10

Std. Deviation 0.783156 0.332666

Perception Expectation

Table 1.25

4.5 4 3.5 3 2.5 2 1.5 1 0.5 0 1 2 3 4 5 6 7 8 9 10 Perception Expectation

Chart 1.25

Interpretation
The mean difference between perception and expectation of empathy dimension in INDUSIND bank is 1.38. From the above graph it can be inferred that respondent 6 has the least gap of 0.4 & respondent 1 has the highest gap of 2.4 towards the empathy dimension. Respondents are not met with the expectation. The percentage gap of empathy dimension is 27.6%.

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Dimensional Ranking of each Bank Table 1

Average score Tangibles Dimension 11.25 13.25 10 15.75 13.75

Table 2
Average score Reliability Dimension 12.4 11.4 10 15.6 14

Axis ICICI HDFC ING VYSYA INDUSIND

Rank 2 3 1 5 4

Axis ICICI HDFC ING VYSYA INDUSIND

Rank 3 2 1 5 4

Table 3
Average score Responsiveness Dimension 11.5 12.5 11.75 14.25 12.25 Rank 1 4 2 5 3

Axis ICICI HDFC ING VYSYA INDUSIND

Table 4
Average score Assurance Dimension 12.25 13.75 8.75 16.25 12.25 Rank 2 4 1 5 2

Axis ICICI HDFC ING VYSYA INDUSIND

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Table 5
Average score Empathy Dimension 13 11 12.6 13.4 13.8 Rank 3 1 2 4 5

Axis ICICI HDFC ING VYSYA INDUSIND

RANK 1 2 3 4 5

Tangibles Dimension HDFC BANK AXIS BANK ICICI BANK INDUSIND BANK ING VYSYA BANK

Reliability Dimension HDFC BANK ICICI BANK AXIS BANK INDUSIND BANK ING VYSYA BANK

Responsiveness Dimension AXIS BANK HDFC BANK INDUSIND BANK ICICI BANK ING VYSYA BANK

Assurance Dimension HDFC BANK AXIS BANK INDUSIND BANK ICICI BANK ING VYSYA BANK

Empathy Dimension ICICI BANK HDFC BANK AXIS BANK ING VYSYA BANK INDUSIND BANK

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Findings
AXIS BANK

The Overall mean difference of Axis bank is 6.09 Reliability dimension has the least percentage gap of 24.8% compared to other dimensions of AXIS bank Assurance dimension has the highest percentage gap of 30.62% compared to other dimensions AXIS bank. As Axis bank has least gap in Reliability dimension customers feel assured in transacting with the bank. Respondent 2 has met the expectation and is satisfied towards tangible dimension. Axis bank is ranked 2nd in Tangible dimension. Axis bank is ranked 3rd in Reliability dimension. Axis bank is ranked 2nd in Responsiveness dimension. Axis bank is ranked 2nd in Assurance dimension. Axis bank is ranked 3rd in Empathy dimension.

ICICI BANK

The Overall mean difference of ICICI bank is 6.37 Empathy dimension has the least percentage gap of 22% compared to other dimensions of ICICI bank. Assurance dimension has the highest percentage gap of 34.37% compared to other dimensions of ICICI bank. ICICI bank is ranked 3rd in Tangibles dimension. ICICI bank is ranked 2nd in Reliability dimension. ICICI bank is ranked 4th in Responsiveness dimension. ICICI bank is ranked 4th in Assurance dimension. ICICI bank is ranked 1st in Tangible dimension.
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HDFC BANK

The overall mean difference of HDFC bank is 5.31. Respondent 5 has met the expectation in reliability dimension. The gap score is 0. Reliability dimension has the least percentage gap of 20% compared to other dimensions of HDFC bank. Empathy dimension has the highest percentage gap of 25.2% compared to other dimensions of HDFC bank. HDFC is ranked 1st in Tangibles dimension. HDFC is ranked 1st in Reliability dimension HDFC is ranked 2nd in Responsiveness dimension. HDFC ranks 1st in Assurance dimension. HDFC ranks 2nd in Empathy dimension.

ING VYSYA BANK The overall mean difference of ING VYSYA bank is 7.525. Empathy dimension has the least percentage gap of 26.8% compared to other dimensions of ING VYSYA bank. Assurance dimension has the highest percentage gap of 40.62% compared to other dimensions of ING VYSYA bank. ING VYSYA bank is ranked 5th in Tangible dimension. ING VYSYA bank is ranked 5th in Reliability dimension. ING VYSYA bank is ranked 5th in Responsiveness dimension. ING VYSYA bank is ranked 5th in Assurance dimension. ING VYSYA bank is ranked 4th in Empathy dimension.

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INDUSIND BANK

The overall mean difference of INDUSIND bank is 6.605. Reliability dimension has the least percentage gap of 28% compared to other dimensions compared to INDUSIND bank. Tangible dimension has the highest percentage gap of 34.37% compared to other dimensions of INDUSIND bank INDUSIND bank is ranked 4th in Tangible dimension. INDUSIND bank is ranked 4th in Reliability dimension. INDUSIND bank is ranked 3rd in Responsiveness dimension. INDUSIND bank is ranked 3rd in Assurance dimension. INDUSIND bank is ranked 5th in Empathy dimension.

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SUGGESTIONS

As AXIS & ICICI bank has the highest percentage gap in Assurance dimension the employees should assure customers by behaving courteously and provide guidance to the customers problems. The customers of the bank are not confident and dont feel assured while transacting with the bank. Employees should be trained to answer all the questions of the customers.

HDFC bank should improve its Empathy dimension by emphasizing more on personalized attention towards customers and understanding specific needs of customers based on their requirements. According to my findings, the score of Empathy is not satisfactory but not unsatisfactory also. HDFC bank is unable to give individual attention to its customers and is unable to understand specific needs of its customers. But still bank has taken steps to satisfy its customers by keeping operating hours convenient to its customers and keeping their interest best at heart.

ING VYSYA bank should improve its Assurance dimension by assuring customers through prompt service and by guiding the customers whenever required.

INDUSIND has the highest gap in Tangible dimension and it has to give more importance on it. The service quality tangible dimension is defined by whether the physical facilities and materials associated with the service are visually appealing at the bank. These are all factors that customers notice before or upon entering the bank. Customer expectations regarding visual appealing of INDUSIND is very high. The Physical facilities and modern looking equipment are not sufficient in INDUSIND bank. If the staff inside is pleasant and well- informed, in an aesthetically pleasing environment, then customer satisfaction will be high.

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With respect to the Tangible dimension, keeping the bank with updated technology are important factors including modern equipments should be replaced with the old ones.

With respect to Reliability dimension customers of the bank wants their resources to be safe and within trustworthy institutions. A way to ensure peace of mind to customers, bank employees should be well trained, so that bank is capable to offer complete and comprehensive information at all time. Consistent policies combined with a knowledgeable staff will promote a high degree of institutional consistency and reliability.

In order to improve the Empathy dimension, bank employees should try to build good relationship with the regular customers. This makes the customer tend to visit the same branch of a bank over and over again. Bank employees should recognize these regular customers, remember their names, and begin to identify their basic service requirements. Learning to understand customers needs will allow bank associates to offer enhanced services, perhaps lowering customers banking costs and increasing their investment potential. This could also open up the possibility of increased profits for banks.

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CONCLUSION

The research on measuring service quality has focused primarily on how to meet or exceed the customers expectations, and has viewed service quality as a measure of how the delivered service levels equalize customers expectations. This study measuring service quality of Private Banks in Hubli mainly studied on customer expectation and perception about the services on different dimensions. One of the primary causes of service quality design failure is the lack of understanding the need and preferences of targeted customers. Private Banks should improve its service delivery system to enhance the SERVQUAL items in the areas of service quality. Dimensions of SERVQUAL items such as solving the customer problems, service delivery on time, quick response to customer request, safe transactions, personal attention and understanding the needs of the customer has to be improved in order to satisfy the customers. Among the five targeted banks HDFC Bank is performing well in meeting the customers expectation & other four banks (AXIS, ICICI, ING VYSYA, and INDUSIND) have the scope for further improvements. The five-dimensional structure could possibly serve as a meaningful framework for tracking a banks service quality performance over time and comparing it against the performance of competitors. Items on some dimensions should be expanded if that is necessary for better performance of banks. Thus, the banks must continuously measure and improve these dimensions in order to gain customers loyalty.

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QUESTIONNAIRE Dear Respondent, I am Vijayalakshmi .S, student of 4th semester BVB-MBA, Hubli. I request your honest assessment for the below questions, your kind co-operation will help me to gather information relating to my project Service Quality Analysis at Private Banks, Hubli. What we are interested here is a number that best shows your expectations & perception about institutions offering bank services. I assure that information provided will be kept confidential as research is concerned for only academic purpose and no commercial intent. Your time and consideration for this matter would be highly appreciated.

Section A

1. Customer of the bank___________________ 2. Age: a) 22-31 c) 42-51 3. Gender: a) Male b) Female b) 32-41 d) 52 Above

4. Qualification: a) Graduation c) PhD b) Post graduation

If any others Specify____________

5. Occupation: a) Student c) Business Man b) Agriculturist d) Employee

If any others Specify __________________ 53 | P a g e

Section B
Please respond to the following (Tick only one option for both Perception & Expectation) 1 Strongly Agree, 2 - Agree, 3 Neither Agree nor Disagree, 4 - Disagree and 5 Strongly Disagree)

1. TANGIBLES DIMENSION Sl No Perception (Actual) Questions Bank will have looking equipment. modern
1 2 3 4 5

Expectation

The physical facilities at Bank will be visually appealing Personnel at Bank will be neat in appearance. Materials associated with the service (such as pamphlets or statements) will be visually appealing

2. RELIABILITY DIMENSION When Bank promise to do something by a certain time they will do so. When a customer has a problem, Bank will show a sincere interest in solving it. Bank will get things right the first time. Bank will provide their services at the time they promise to do so. Bank will insist on error-free records.

6
5 4 3 2 1

7 8 9

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3. RESPONSIVENESS DIMENSION Personnel in Bank will tell customers exactly when services will be performed. Personnel in Bank will give prompt service to customers. Personnel in Bank will always be willing to help customers. Personnel in Bank will never be too busy to respond to customers' requests.

10

11

12

13

4. ASSURANCE DIMENSION

14

The behavior of personnel in Bank instills confidence in you. Customers will feel safe in their dealings with the Bank. Personnel in Bank will be consistently courteous with customers. Personnel in Bank will have the knowledge to answer customers' questions.

15

16

17

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5. EMPATHY DIMENSION Bank will give customers individual attention. Bank will have operating hours convenient to all their customers. Bank will have staffs who give customers personal attention. Bank will have the customers best interests at heart. The personnel of Bank will understand the specific needs of their customers.

18

19

20

21

22

Thank You

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REFERENCE

Services Marketing (Integrating customer focus across the firm) fourth edition by Valarie A. Zeithaml, Mary Jo Bitner, Ajay Pandit, Tata McGraw Hill Education Private Limited, New Delhi M.K. Rampal : Service Marketing Kotler Philip, marketing management, (Pearson education, 12 th edition) Cadotte, E. R., Woodruff, R.B., Jenkins, R.L., (1987), Expectations and norms in models of consumer satisfaction. Journal of Marketing Research. Spreng, R.A., Mackenzie, S.B., & Olshavky, R.W., (1996), A reexamination of the determinants of customer satisfaction. Journal of Marketing, Vol.60, Issue 3. pp 15-33, July. Parasuraman. A., Berry L. and Zeithmal V., 1988, SERVQUAL: A Multi-item Scale for Measuring Consumer Perceptions of SQ, Journal of Retailing, 64(2). pp. 12-40.

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BIBILOGRAPHY
http://en.wikipedia.org/wiki/Service_quality http://en.wikipedia.org/wiki/Banking_in_India http://finance.indiamart.com/investment_in_india/banks.html http://www.icicibank.com http://www.hdfcbank.com http://www.axisbank.com http://indiaranker.com/banks/private/ http://en.wikipedia.org/wiki/Axis_Bank http://en.wikipedia.org/wiki/Hdfc http://en.wikipedia.org/wiki/Ing http://en.wikipedia.org/wiki/ICICI_Bank http://en.wikipedia.org/wiki/IndusInd_Bank

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