PROJECT REPORT

On

“EFFECTIVENESS OF CUSTOMER RELATIONSHIP

MANAGEMENT PROGRAMME IN STATE BANK OF
INDIA”
CERTIFICATE
ACKNOWLEDGEMENT
Contents

1. Executive Summary
2. Objective of study

3. Research Methodology

4. Introduction to CRM

5. Data presentation, analysis and interpretation

6. Findings

7. SWOT analysis

8. Conclusion

9. Recommendations

10.Limitations

11.Bibliography

12.Appendix
CHAPTER-1

E XECUTIVE

S UMMARY
 EXECUTIVE SUMMARY

This project is to know about the effectiveness of customer relationship

management in STATE BANK OF INDIA. Today Consumers largely
selected their banks based on how convenient the location of bank's
branches was to their homes or offices. With the advent of new technologies
in the business of bank, such as Internet Banking and ATMs, now customers
can freely chose any bank for their transactions. The pressures of
competitive and dynamic markets have contributed to the growth of
CUSTOMER RELATIONSHIP MANAGEMENT (CRM) in the Financial
Services Sector.

Here I have done survey in Delhi to know how today largest bank of India is
catering the different need of the customers. Banks have abandoned
traditional method of serving the customers. They are using newly method
of fulfilling the need of the customers. They are giving emphasizes on
maintaining the customer relation as product of all the banks are the same
and in order to differentiate from others, they are targeting the customer by
fulfilling their individual needs. These branches are providing every type of
the facility to its customers like accounts, loans, mutual funds, insurance
etc… This project is based on the data collected by the personal interview,
questionnaire method and other secondary sources, mostly and covered
customer of all age group and I have covered 100 respondents, who have
their accounts in banks which include students, businessmen and employees.
From analysis of this project I have concluded that most of the customers are
satisfied from the dealings, products, services, and the facilities provided by
the bank. And the SBI Bank is holding a strong customer base in DEHLI
city despite of the presence of other so many private and public banks.

The bank is providing all the competitive products and services to the
customers suit to their particular requirements. It has different types of
Saving accounts, Current accounts, Loans, and Investment proposals etc.,
which are highly technical products to compete with other banks. People
who are using the services of other banks are generally attracted with the
highly efficient staff and services like InstaAlert etc. Majority of the people
prefer to open their accounts in SBI Bank because of their wide network and
tie up with other bank’s branches and companies. Though it is in the mind of
the people that public sector banks don’t give the best service but my project
result is totally opposite to this. The survey shows that 88% customers are
fully satisfied with the bank’s performance and their dealings. But the other
side that come into light while this study is that some customers are also not
satisfied with the dealings of the bank because of some reasons and Bank
has to take corrective measures.
CHAPTER-2

OBJECTIVES
Objective Of The Study &
Scope

As we know that the customer is regarded as The King. Customers are the
lifelines of the business. No business can be done without them. But in the
competitive market, you can get the customer but the more difficult is to
retain the customers, and this can only de done if we satisfy customers
from head to toe. If we will not satisfy the customers then they will leave
our organization and join other. Today if the organization has the largest
customer base then it may be possible it cannot provide the best services to
all these customers.

So I am working on the project of the effectiveness of customer relationship

management in SBI bank. The main objective of my study is to determine
how this bank has the largest customer base and how it is providing the
best services to the customers. How it is providing the services individual to
each customer irrespective of whole customers.. In last to find that the
customer is satisfy from these various products and services of bank, from
their dealings, their facilities provided, their behavior with the customers
etc.?

As to survive and to make profits, the bank has to strengthen its customer
base and it can only be done through the customer satisfaction and
maintaining long term relation. And for this, customer’s behaviour and
customer’s demand should be analyzed and that is what I try to do in this
report.

And the scope of my study is not only confined to one category. But I have
covered all the categories of products and services and also all the classes
of customers because I have collected the data from inside the Bank,
market and some friends home.
The main Scope of the study is: -

1) To find out the customers’ satisfaction level.

2) To find out why customers have an account in more than one bank.

3) To find the pitfall in the services of the bank.

4) To throw light on how banks are meeting the needs of customers

separately in order to maintain long relation.

5) And what bank should improve to increase its customers’ base and to
compete other banks?
CHAPTER- 3

RESEARCH
DESIGN &
METHODOLOGY
 RESEARCH DESIGN &
METHODOLOGY

RESEARCH PROBLEM: -“ Effectiveness of customer relationship

management in STATE BANK OF INDIA”

TYPE OF RESEARCH: - Descriptive Research

Blend of Descriptive method has been used in this research for the collection
of data. As the research is related to the study of consumer satisfaction,
which can more effectively be studied through direct questions, personal
interview and informal talks- experimental research will not much effective.
Also, considering the time constraints, descriptive research leading to
conclusive result is the most suitable design for this research as it is related
to why anything happening. It checks the behavior features of a customer.

DATA COLLECTION METHOD: -

PRIMARY DATA:-Questionnaire Method
The data has been collected through questionnaire method. The
questionnaire was designed in such a way to cover as many aspects of
consumer behavior as possible. Many questions have been asked in it for
feedback from customers. In it both opened ended questions and close ended
questions have been asked for study.
Secondary Data:-
Under this data is taken from the internet. All the data related to its profile,
mission and capital structure is taken. Even data related to this study is also
taken from the book which is sent to bank’s manager annually and also
quarterly related to its management, mission and many other things.

SAMPLE DESIGN: - Random Sampling

SAMPLE SIZE: - 100

SAMPLE UNIT: - Individual

GEOGRAPHICAL LOCATION: - THRISSUR

STATISTICAL TECHNIQUES USED: - Percentage

Analysis
CHAPTER-4

Introduction
Introduction

For a long time companies saw their customers only as transactions,

focusing their efforts on everything that surrounded the customer but
without ever actually getting to the customer. Every organization realizes the
need to get closer to the customer to increase market share and fight
competition, particularly in the fast moving turbulent environment. Thus the
marketing functions are fast changing to adapt themselves to changing
challenges faced at various fronts. With multiple sales channels, increasing
competition and ever-reducing margins, the need to listen to the customer
closely has never been greater than it is today.

Building a long lasting, mutually beneficial relationship with the customer

has assumed tremendous importance in today’s business environment.
Marketers now understand that retaining the customers is far more
challenging though profitable than acquiring new customers in the fast
moving competition. The most profitable companies are those that make the
smartest decisions about investments in attracting and retaining customers.
Thus the traditional transactional approach to achieve marketing goals
became insufficient. This situation necessitated the emergence of new
approach namely relationship building through “CUSTOMER
RELATIONSHIP MANAGEMENT”. Customer Relationship Management
(CRM) has now become a strategic necessity for the sales and business
development professionals who continuously strive to be one up their
competitors.

Traditionally, few people changed their banks unless serious problems

occurred. In the past there was, to certain extent, a committed, often
inherited relationship between a customer and his/her bank. The
philosophy, culture and organization of financial institutions were grounded
in this assumption and reflected in their marketing policies, which were
product and transaction-oriented, reactionary, focused on discrete rather
than continuous activities.

Today, financial institutions can no longer rely on these committed

relationships or established marketing techniques to attract and retain
customers. As markets break down into heterogeneous segments, a more
precisely targeted marketing technique is required, which creates a
dialogue with smaller groups of customers and identifies individual needs.

Also, before the Internet revolution, consumers largely selected their banks
based on how convenient the location of bank's branches was to their
homes or offices. With the advent of new technologies in the business of
bank, such as Internet banking and ATMs, now customers can freely chose
any bank for their transactions. Thus, the customer base of banks has
increased, and so has the choices of customers for selecting the banks.

History of Customer Relationship Management

Customer Relationship Management (CRM) is one of those magnificent

concepts that swept the business world in the 1990’s with the promise of
forever changing the way businesses small and large interacted with their
customer bases. In the short term, however, it proved to be an unwieldy
process that was better in theory than in practice for a variety of reasons.
First among these was that it was simply so difficult and expensive to track
and keep the high volume of records needed accurately and constantly
update them. In the last several years, however, newer software systems and
advanced tracking features have vastly improved CRM capabilities and the
promise of CRM is becoming a reality

The evolution of CRM was gradual. The concentration at the beginning was
only on consumption. Human activities were confined to consuming
whatever was available within their reach. Then the concentration slowly
moved towards production. Production was though in starting just for
consumption on later it moved towards production for exchange. During the
sales era, production was performed exclusively for sales and the attention
was just on the product. Whatever was produced became saleable because
of the limited supply. This made organization move towards marketing
activities. It is at this stage the concentration shifted from products to
customers. Understanding and meeting customers’ needs became imperative
for any business survival. Thus the emergence of customer driven
organizations, keeping customers as their focal point took place. However
cut throat competition made it difficult and challenging to retain customers.
CRM emerged as a new approach enabling marketers with brand new tool
and techniques to reach, acquire, retain and expand customer base. Through
CRM companies tried to re-personalize their customer relationships by
installing sales technology - sales contact management, Web personalization
of e-sales messages, and sophisticated segmenting and predictive modeling
tools for more tailored sales messages.

In the beginning…

The 1980’s saw the emergence of database marketing, which was simply a
catch phrase to define the practice of setting up customer service groups to
speak individually to all of a company’s customers.

In the case of larger, key clients it was a valuable tool for keeping the lines
of communication open and tailoring service to the clients needs. In the case
of smaller clients, however, it tended to provide repetitive, survey-like
information that cluttered databases and didn’t provide much insight. As
companies began tracking database information, they realized that the bare
bones were all that was needed in most cases: what they buy regularly, what
they spend, what they do.

However database marketing was too costly, too difficult and didn’t pay out
on the bottom line, except in the case of business-to-business key account
marketing. A little database marketing went a long way, which was very
good news for everyone except technology vendors. Organizations could do
quite well simply by knowing how recently and frequently customers
purchase; how much they spend; what they purchase; and an iota of
customers’ demographics.
Advances in the 1990’s

In the 1990’s companies began to improve on Customer Relationship

Management by making it more of a two-way process. Instead of simply
gathering data for their own use, they began giving back to their customers
not only in terms of the obvious goal of improved customer service, but in
incentives, gifts and other perks for customer loyalty.

This was the beginning of the now familiar frequent flyer programs, bonus
points on credit cards and a host of other resources that are based on CRM
tracking of customer activity and spending patterns. CRM was now being
used as a way to increase sales passively as well as through active
improvement of customer service.

True CRM comes of age

Real Customer Relationship Management as its thought of today really

began in earnest in the early years of this century. As software companies
began releasing newer, more advanced solutions that were customizable
across industries, it became feasible to really use the information in a
dynamic way.

Instead of feeding information into a static database for future reference,

CRM became a way to continuously update understanding of customer
needs and behavior. Branching of information, sub-folders, and custom
tailored features enabled companies to break down information into smaller
subsets so that they could evaluate not only concrete statistics, but
information on the motivation and reactions of customers.

The Internet provided a huge boon to the development of these huge

databases by enabling offsite information storage. Where earlier companies
had difficulty supporting the enormous amounts of information, Internet
provided new possibilities and CRM took off as providers began moving
toward Internet solutions.

With the increased fluidity of these programs came a less rigid relationship
between sales, customer service and marketing. CRM enabled the
development of new strategies for more cooperative work between these
different divisions through shared information and understanding, leading to
increased customer satisfaction from order to end product. Today, CRM is
still utilized most frequently by companies that rely heavily on two distinct
features: customer service or technology.

Customer Relationship Management: The Concept

Customer Relationship Management is the establishment, development,

maintenance and optimization of long-term mutually valuable relationships
between consumers and the organizations. Successful customer
relationship management focuses on understanding the needs and desires
of the customers and is achieved by placing these needs at the heart of the
business by integrating them with the organization's strategy, people,
technology and business processes.

Customer Relationship Management (CRM), also known as relationship

marketing or customer management, is an information technology industry
term for the methodologies, strategies, software, and other web-based
capabilities used to help an enterprise organize and manage customer
relationships. The goal of CRM is to aid organizations in better
understanding each customer's value to the company, while improving the
efficiency and effectiveness of communication. CRM captures, analyzes,
and distributes all relevant data from customer and prospect interactions to
everyone in the organization. This distribution of information helps an
organization better meet customer, product, and service needs.

CRM has replaced traditional marketing techniques that focused on key

marketing mix elements, such as product, price, promotion and place. By
being too functionally-based, traditional marketing techniques neglected the
customer in the after-sales process and failed to meet customers' desires.
CRM emphasizes customer retention over customer acquisition and is
recognized as one of the most viable tools used to further a company's
success in the highly competitive business world.

There are three major areas that focus on customer satisfaction: sales,
marketing, and service. The functionality of and between these three fields is
essential to successfully connecting a company's front and back offices to
facilitate effective, enterprise-wide coordination. The professional sales
force predicts and proposes the real-time analysis of information and
distributes this information to the company and business partners. Marketing
concentrates on personalizing customer preferences and offering them
satisfying experiences. Service is associated with the companies' call centers
and coordinates interaction between Web, e-mail, and other communication
medias. These fields are developed further with the help of CRM
automation.

At the heart of a perfect CRM strategy is the creation of mutual value for all
the parties involved in the business process. It is about creating a
sustainable competitive advantage by being the best at understanding,
communicating, and delivering, and developing existing customer
relationships in addition to creating and keeping new customers. So the
concept of product life cycle is giving way to the concept of customer life
cycle focusing on the development of products and services that anticipate
the future need of the existing customers and creating additional services
that extend existing customer relationships beyond transactions.

MODEL OF CRM

We now consider the Business Strategy Perspective on CRM. Here, we

propose a model, which is a hybrid, and typical of many of the models and
diagrams of CRM that you will find on The Internet and in popular books on
the topic of eMarketing/eCommerce. The model has three key phases and
three contextual factors:
Three key phases:

 1. Customer Acquisition.
 2. Customer Retention.
 3. Customer Extension.

Three contextual factors:

 4. Marketing Orientation.
 5. Value Creation.
 6. Innovative IT.

1. Customer Acquisition - This is the process of attracting our customer for

the first their first purchase. We have acquired our customer.

Growth - Through market orientation, innovative IT and value creation we

aim to increase the number of customers that purchase from us for the first
time.
2. Customer Retention - Our customer returns to us and buys for a second
time. We keep them as a customer. This is most likely to be the purchase of a
similar product or service, or the next level of product or service.

Growth - Through market orientation, innovative IT and value creation we

aim to increase the number of customers that purchase from us regularly.

3. Customer Extension - Our customers are regularly returning to purchase

from us. We introduce products and services to our loyal customers that may
not wholly relate to their original purchase. These are additional,
supplementary purchases. Of course once our loyal customers have
purchased them, our goal is to retain them as customers for the extended
products or services.

Growth - Through market orientation, innovative IT and value creation we

aim to increase the number of customers that purchase additional or
supplementary products and services.

4. Marketing Orientation - means that the wholes organisation is focused

upon the needs of customers. Customer needs are addressed by the Three
Levels of a Product whereby the organisations not only supplies the actual,
tangible product, but also the core product and its benefit, and also the
augmented product such as a warranty and customer service. Marketing
orientation will focus upon the needs of consumers for all three levels of a
product. (N.B. 'market' orientation and 'marketing' orientation are not the
same).

5. Value Creation - centres on the generation of shareholder value based

upon the satisfaction of customer needs (as with marketing orientation) and
the delivery of a sustainable competitive advantage.

6. Innovative IT - is exactly that - Information Technology must be up-to-

date. It should be efficient, speedy and focus upon the needs of customers.
Whilst IT and/or software are not the entire story for CRM, it is vital to its
success. CRM software collects data on consumers and their transactions.
Huge databases store data on individuals and groups of individuals. In some
ways, CRM means that an organisation is dealing with a segment of one
person, since every consumer displays different purchasing habits and
preferences. Organisations will track individuals, and try to market products
and services to them based upon similar buyer behaviour seen in other
individuals (e.g. When Amazon tells you that customers that viewed/bought
the same product as you, also bought another product).

Building Customer Relationship Management

 Achieving the long-term value of customer relationship management
(CRM) requires a strategy involving the whole business and should be
approached at an enterprise level. Only a small, but growing, number
of enterprises are tackling CRM at this level, with most CRM
initiatives consisting of departmental projects or attempts to integrate
the work of multiple projects.
 Executing CRM requires board-level vision and leadership to drive a
“relentless focus on the customer.” It involves learning new customer
management skills, culture and organization, and grappling with the
technology challenges of multi-channel alignment and systems
integration. Even if the top management accepts the need for
enterprise-level CRM, the high reliance on meeting sales and profit
targets often mean that, although CRM is the most important
challenge facing an enterprise, it is not seen as the most urgent.
Besides lack of leadership and support from top management, the
main reason that enterprises are not approaching CRM at an enterprise
level is inability to see the “big picture”, lack of a strategic framework
to provide the support for the CRM journey.

 Gartner created the Eight Building Blocks of CRM— a framework to

help enterprises see the big picture, make their business cases and plan
their CRM implementation. The framework can be used to develop
the CRM vision and strategies. It can also be the basis of an
assessment of the enterprise’s existing and required CRM capabilities,
to help understand its current position and future strategy.

 The framework emphasizes the need to create a balance between the

requirements of the enterprise and the customer. The two central
building blocks in Figure 1 (valued customer experience and
organizational collaboration) are joined by a yin and yang motif to
emphasize that this is where people meet, build relationships and
provide value to each other. Too many CRM initiatives suffer from an
inward focus on the enterprise, whereas the point of CRM is to
achieve a balance between value to shareholders or stakeholders and
value to customers for mutually beneficial relationships.
 The Eight Building Blocks of CRM are
1. CRM Vision: Leadership, Market Position, Value Proposition
2. CRM Strategy: Objectives, Segments, Effective Interaction
3. Valued Customer
4. Organizational Collaboration
5. CRM Processes: Customer Life Cycle, Knowledge Management
6. CRM Information: Data, Analysis, One View Across Channels
7. CRM Technology: Applications, Architecture, Infrastructure
8. CRM Metrics: Value, Retention, Satisfaction, Loyalty, Cost to Serve

“Creating a CRM Vision”

 Successful CRM demands a clear vision so that a strategy and
implementation can be developed to achieve it. The CRM vision is
how the customer-centric enterprise wants to look and feel to its
customers and prospects — the customer value proposition (CVP) and
the corporate brand values are key to the CRM vision. Without a
CRM vision, the enterprise will not stand out from the competition,
target customers will not know what to expect from it and employees
will not know what to deliver in terms of external customer
experience. A successful CRM vision is the cornerstone to motivating
staff, generating customer loyalty and gaining a greater market share.

“Developing a CRM Strategy”

 A CRM strategy is not an implementation plan or road map. A real
CRM strategy takes the direction and financial goals of the business
strategy and sets out how the enterprise is going to build customer
loyalty — that “feel-good factor” of customer connection with an
enterprise that means customers stay longer, buy more, recommend
the enterprise to others and are more willing to pay a premium price.
The objectives of a CRM strategy are to target, acquire, develop and
retain valuable customers to achieve corporate goals.

“Customer Experience: The Voice of the Customer”:

 Customers’ experiences when interacting with the enterprise play a
key role in shaping their perception of the enterprise — the value it
provides and the importance it places on the customer relationship.
Good customer experiences drive satisfaction, trust and long-term
loyalty. Poor customer experiences have the opposite effect and,
because bad news travels faster and further than good news, they harm
 the enterprise’s ability to create new relationships with prospects. No
amount of internal “second guessing” can simulate what it’s really like
to be a customer.

“True CRM Requires Organizational Collaboration”

 Many enterprises believe that implementing CRM technologies makes
them a customer-centric organization. They forget, ignore or
deliberately avoid the necessary changes to the enterprise itself. True
CRM means that individuals, teams and the whole enterprise must
become more focused on the needs and wants of the customer. The
term “organizational collaboration,” highlights the many facets of the
customer-centric internal change needed to deliver the required and
desired external customer experience. As a critical part of a CRM
program, it will involve changing organizational structures, incentives
and compensation, skills and even the enterprise culture.

“Customer Process Re-engineering: Talk to Your Customers”

 Past efforts to re-engineer processes were primarily driven by the
desire to improve the efficiency of an enterprise and reduce costs. The
beneficiary was the enterprise, not its customers. The rise in CRM has
led to a focus on reworking key processes that touch the customer and
asking customers which processes matter to them. Enterprises
frequently do not realize that their functionally fragmented processes
often mean that the customer has a poor experience and receives less
than the expected value. Successful re-engineering should create
processes that not only meet customers’ expectations, but also support
the customer value proposition, provide competitive differentiation
and contribute to the desired customer experience.

“Customer Information: Is the Lifeblood of CRM”

 Successful CRM requires a flow of customer information around the
organization and tight integration between operational and analytical
systems. Having the right information at the right time is fundamental
to successful CRM strategies, providing customer insight and
allowing effective interaction across any channel. Unfortunately, most
enterprises’ CRM information capabilities are poor — the result of
numerous and fragmented departments, initiatives, databases and
systems. Enterprises that establish a business plan for sourcing,
managing and leveraging their customer information assets are more
 likely to achieve their CRM goals and objectives and gain a
competitive advantage

“Technology Decisions Are Key to Enabling CRM Strategies”

 For most technologists, CRM is all about technology. CRM
technologies are an essential enabler for any modern CRM business
strategy, but they are just one piece of the puzzle. Key Technology
decisions that enterprises have to take are in three areas namely CRM
applications, architectural issues and integration. In many CRM
projects, integration issues start as a relatively low priority, and then
rise in prominence (cost and time) as enterprises realize that true
CRM requires seamless customer-centric processes, supported by
integrated technology across the enterprise and its supply chain.

“Getting the Best Out of CRM Performance Metrics”

 The other seven building blocks depend on performance targets and
metrics to gauge their success, and enterprises must set measurable
CRM objectives and monitor CRM indicators to successfully turn
customers into assets. Without performance management, a CRM
strategy a program is destined to fail. “Getting the Best out of CRM
Performance Metrics” introduces a framework for measuring an
enterprise’s success with CRM by creating a hierarchy of performance
metrics with four levels, namely: corporate, customer strategic,
operational and process, and infrastructure input metrics. These
metrics have an internal and an external focus and link operations to
strategy and corporate financial benefits. Each enterprise will have a
unique set of metrics applicable to their situation.

Need of CRM in the Banking Industry

A Relationship-based Marketing approach has the following benefits: -

1. Over time, retail bank customers tend to increase their holding of the
other products from across the range of financial products / services
available.

2. Long-term customers are more likely to become a referral source.

3. The longer a relationship continues; the better a bank can understand
the customer and his/her needs & preferences, and so greater the
opportunity to tailor products and services and cross-sell the product /
service range.

4. Customers in long-term relationships are more comfortable with the

service, the organization, methods and procedures. This helps reduce
operating cost and costs arising out of customer error.

With increased number of banks, products and services and practically nil
switching costs, customers are easily switching banks whenever they find
better services and products. Banks are finding it tough to get new
customers, and more importantly, retain existing customers.

According to a research by Reichheld and Sasser in the Harvard Business

Review, 5% increase in customer retention can increase profitability by 35%
in banking business, 50% in insurance and brokerage, and 125% in the
consumer credit card market. Therefore, banks are now stressing on
retaining customers and increasing market share.

Private Banking and CRM

Private Banks have traditionally viewed themselves as exceedingly

'Customer Centric' offering what they believe to be highly personalized
services to the High Net Worth Customers. However, changes in the
customer behavior and accumulation of wealth are resulting in the needs of
HNW customers becoming more diverse and complex in terms of the sorts
of products they want, the channels through which they want to access
them and the associated range of advice.

The wealthier the customers, the more demanding they are - and the
clients expect more and more from their banks. Competition for
"Supremely elite" is increasing.

Customer Experiences

The first step towards successfully winning, retaining and growing the
profitability of private banking customers is to understand what their wants
and needs are, so that the organization can be built around serving those
needs. Only when an organization has done this and incorporated this into
its strategy can it start to design its value proposition and a customer
experience that will enable it to achieve a differentiated competitive
position in the private banking market, and more importantly, do so in an
economically viable way.

The Basic Customer Experience

There is a basic 'generic' customer experience that many private banking

customers are seeking. To be a credible player in the market, a private bank
must be able to deliver this 'base' experience. This represents a common set
of needs that are shared by most HNW customers. Therefore, the private
bank must have the capabilities required to meet these needs for the majority
of its customer base.

All customers, regardless of wealth levels, have similar emotional needs,

which drive their need for advice and their purchase of products. Different
wealth levels impose different priorities on meeting these needs and open up
new avenues for doing so.

Take a simple example, HNW customers can afford on it to fund their

retirement, so their priorities may be associated with growing wealth, rather
than preserving it, allowing them to choose a product option with a higher
risk/reward ratio.
If this is true, it means all HNW customers start with a basic, common set of
what they want and need from a bank, which might include: -

1. Personal, long-term relationship

2. Advice combining industry expertise and knowledge of personal

circumstances

3. High quality, consistent quality

4. Security, privacy, confidentiality

At this basic level, grouping together these core wants and needs produces a
set of generic characteristics that an HNW individual seeks from an
organization before he or she will even consider placing any of his or her
wealth with it.

Underlying these generic characteristics is a set of capabilities covering

organization, process and technology, which the private bank must process
to operate in the high net worth market.

Challenges in Customer Relationship Management

It is indisputable that customers are the number-one asset for most

companies. Without them there would be no sales, and so eventually no
business. The idea behind customer relationship management (CRM) was to
manage customer relationships in a personalized manner, across the
enterprise and throughout the lifetime of the customer. However the
picture is not as rosy as it seems to be. In truth, though, the manner in
which many businesses operate, as a collection of separate business units
with the associated politics, often gets in the way. There are few major
stumbling blocks to realizing the CRM dream:

 Multiple lines of business are involved, but processes rarely flow

seamlessly across departmental boundaries.
 Departments need to share customer information, an act that can be
both technically difficult and politically sensitive.

 Departments often have their own systems, and sometimes multiple

versions of systems, housing customer data that should be common
across departments and systems.

 Many companies rely on their Web site to provide customers with

information or to support customer self-service, but the site often is
managed by yet another department, adding to the difficulty of keeping
information up-to-date and consistent across all the various
departmental systems.

 Next problem is to decide what kind of customer information is relevant

and how it will be used.

Customers’ retention often poses another difficulty. A study by Mookherjee,

A and Shainesh, G., 2000 indicate that “In competitive markets even
satisfied customers switch or defect to competitors offers. Since profitable
customers are more loyal for any organization there is a need to identify
better predictors of loyalty. Indicators of relationship strength like trust,
satisfaction and commitment are better predictors of loyalty.” By including
these parameters in building CRM managers can develop a system with a
focus on customer loyalty.

For CRM to work, companies must bring together a number of disparate

processes, systems and types of data, regardless of where they reside, to
deliver an integrated, unified view of the customer that drives a consistent
approach to interactions that is proactive as well as reactive. One of the
most common tactical ways of overcoming this issue is to implement a
centralized data warehouse. The key is strong business intelligence (BI)
focusing on customer information. Once this exists, customer information,
wherever it resides, will be available for analysis to provide insights and
guide interactions across the enterprise. Further for any CRM initiative to be
truly effective, an organization must convince its staff that change is good
and that CRM will benefit them. Then it must analyze its business processes
to decide which need to be reengineered and how best to go about it. A
team of carefully selected executives must choose the right technology to
automate what it is that needs to be automated. This process, depending
upon the size of the company and the breadth of data, can take anywhere
from a few weeks to a year or more.
STATE BANK OF INDIA

State Bank of India (SBI) is government-owned and is the largest bank in

India. If one measures by the number of branch offices, SBI is the second
largest bank in the world. It traces its ancestry back to the Bank of Calcutta,
which was established in 1806; this makes SBI the oldest commercial bank
in the Indian subcontinent. SBI provides various domestic, international and
NRI products and services, through its vast network in India and overseas.
With an asset base of $126 billion and its reach, it is a regional banking
behemoth.

In recent years the bank has focused on three priorities, first, reducing its
huge staff through Golden handshake schemes known as the Voluntary
Retirement Scheme, which saw many of its best and brightest defect to the
private sector, second, computerizing its operations and third, trying to
change the attitude of its largely rude staff through a programme aptly
named 'Parivartan' or 'change'. On the whole, the Bank has been successful
in the first two initiatives but has failed in the third.

Associate banks

There are seven other associate banks that fall under SBI. They all use the
"State Bank of" name followed by the regional headquarters' name. These
were originally banks belonging to princely states before the government
nationalized them in 1959. In tune with the first Five Year Plan, emphasizing
the development of rural India, the government integrated these banks
with the State Bank of India to expand its rural outreach. The State Bank
group refers to the seven associates and the parent bank. All the banks use
the same logo of a blue keyhole. Currently, the group is merging all the
associate banks into SBI, which will create a "mega bank", and one hopes,
streamline operations and unlock value.

 State Bank of Bikaner & Jaipur

 State Bank of Hyderabad
 State Bank of Indore
 State Bank of Mysore
  State Bank of Patiala
 State Bank of Saurashtra
 State Bank of Travancore

Growth

State Bank of India has often acted as guarantor to the Indian Government,
most notably during Chandra Shekhar's tenure as Prime Minister of India.
With 10000 branches and a further 4000+ associate bank branches, the SBI
has extensive coverage. Following its arch-rival ICICI Bank, State Bank of
India has electronically networked most of its metropolitan, urban and
semi-urban branches under its Core Banking System(CBS), with over 4500
branches being incorporated so far. The bank has the largest ATM network
in the country having more than 5600 ATMs [1]. The State Bank of India has
had steady growth over its history, though the Harshad Mehta scam in 1992
marred its image.

In recent years, the bank has sought to expand its overseas operations by
buying foreign banks. It is the only Indian bank to feature in the top 100
world banks in the Fortune Global 500 rating and various other rankings.
According to the Forbes 2000 listing it tops all Indian companies.

CUSTOMER CARE

Customers of the Bank can meet senior executives of the Bank on 15th of
every month (between 3.00 p.m. and 5.00 p.m.) without any prior
appointment and discuss issues relating to their accounts/banking
transactions. In case 15th of month is a holiday, customer can meet on the
next working day.

In case, excessive delay in resolving their problems is experienced,

customers can contact the helpline of the Local Head Office, under whose
control the branch functions
I. State Bank of India strongly believes that a satisfied customer is the most
important factor for growth of its business. The Bank was the first in India
to introduce a code of Fair Banking Practices in India called “Towards
Excellence”. The code reflected the commitment of the Bank to provide
Banking services of a high order to individual banking customers. The code
came into effect from October 1997 as part of the Golden Jubilee
Celebrations of Indian Independence. The Code was substantially revised in
the year 2005 taking into consideration the transformation in banking
practices and customer service standards that have since taken place.

II. In February 2006, Reserve Bank of India set up the Banking Codes and
Standards Board of India (BCSBI) as an independent autonomous watchdog
to ensure that customers get fair treatment in their dealings with Banks.
The BCSBI has published the “Code of Banks’ Commitments to Customers “
(the Code) which sets minimum standards of banking practice and
benchmarks in customer service for banks to follow. SBI is a member of the
BCSBI and has therefore voluntarily adopted the Code as its Fair Practice
Code in dealings with its customers. The complete copy of the Code is
available at http://www.bcsbi.org.in/Code_of_Banks.html

III. This document called the “Citizens’ Charter of State Bank of India”
provides key information on various facilities/services provided to
customers in ordinary branches of State Bank of India. The Code together
with the Citizens’ Charter will thus ensure high standards of accountability,
responsibility and transparency in the Bank’s dealings with customers. The
Charter also provides comprehensive information on Bank’s Grievance
redressal mechanism. It also specifies the obligations on the part of the
customers for healthy banker-customer relationship.

IV. This is not a legal document creating rights and liabilities. The
information on general terms and conditions provided herein may not apply
to special branches of the Bank like Personal Banking Branches etc. (The
information on services provided by these branches can be obtained from
the branches or the helplines of the respective Local Head office Centres).
Loans and advances may also have specific terms and conditions not
mentioned in the Charter. However, all terms and conditions will comply
with the principles and commitments undertaken by the Bank in the Code.
V. Copies of the Code and Citizens’ Charter will be available on request to all
our customers at our branches, administrative offices and at our web site.
We will ensure that all our staff members are aware of the commitments
contained in these documents and faithfully implement them.

VI. The Charter provides essential information on transactions relating to

savings, current and fixed deposit accounts, collections and remittances,
grievance redressal etc. For further details and complete information on
terms and conditions of service visit our branches or write to our Local
Head Offices (addresses and contact nos. available on our website
www.sbi.co.in).

VII. Information given in the Charter is current as of March 31 2007.

Information given is subject to change/revision. The Bank will endeavour to
update the information on the website when changes are made but please
contact the nearest branch/Zonal Office/Local Head Office for the latest
changes, If any.

VIII. We request all our customers to keep us informed of their experiences

about the customer services rendered at our branches and feel free to
comment on the Code and Citizens Charter. Your feedback will help us
evaluate, improve and widen our range of services. Your comments and
feedback may be sent to the address given in paragraph VI above.

VARIOUS FACILITIES AND SERVICES OFFERED BY BANK

Personal Agricultural/Rural NRI Services

Banking
Deposit Agricultural Who is NRI?
Schemes Banking
Type of
Personal Micro Credit Accounts
Finance
Regional Rural
Services Banks

International Corporate
Banking
Profile
Corporate
Trade Finance
Accounts
Merchant
Mid Corporate
Banking
Group
Correspondent
Project Finance
Banking
Products &
Services

Services Govt. Business SME

Internet Banking Govt. Accounts Project Uptech
ATM Services Public Provident Charter for SSI
Fund
e-Z Trade
SBI e-Tax
 CHAPTER-5

DATA
PRESENTATION
ANALYSIS
AND
INTERPRETATIO
N
Ques :1 Since when are you availing the services of SBI?

PERCENTAGE

30%
36%

34%

less than 1 yr 1-3 yr more than 3 yr

YEARS
PERCENTAGE
Less than 1 yr 36

1-3 yr 34

More than 3 yr 30

INTERPRETATION:-
The data given above clearly explain itself that the SBI bank is performing
very well. As the percentage of new customers is increasing every year from
30 to 34 and 36 percentage, which is quite satisfactory, as in the presence of
other public and private banks which are attracting the customers with new
methods.

Ques:2 Which type of services are you availing at present?

SERVICES PERCENTAGE
Current a/c 12

Saving a/c 91

Fixed Deposit 22

Mutual Funds 7

Others 0

100
91
90
80
Current a/c
70
PERCENTAGE

60 Savings a/c
50
40 Fixed deposit

30 22 Mutual Funds
20 12
7 Others
10
0
0
PERCENTAGE

SERVICES
INTERPRETATION:-

As per the research, the data collected shows that the percentage of the
saving account is the highest as compared to other accounts. The business
class account i.e. current account is having 12 percent which is low and the
percentage of the fixed deposits is 22 i.e. satisfactory and the mutual fund
investor’s ratio is 7 i.e. because of the low interest of people in mutual funds
and prefer old investment methods.
Ques:3 Are you satisfied with the services offered by bank staff?

RESPONSE
PERCENTAGE
88
Yes
31
No

INTERPRETATION:-
The research shows that the dealings and behaviour of the staff members are
up to mark and generally customers are satisfied. Few of the customers says
no as they are facing some problems due to more work load on staff and
having less time to deal with them.
Ques:4 If yes, what are the various factors on which you are
satisfied?

FACTORS
PERCENTAGE
Co-operative Behavior 73
Less Time Consuming 30
Provide Valuable Information 23
Others 0

80 73
70
60
PERCENTAGE

50
40 30
30 23
20
10 0
0
PERCENTAGE

Co-operative Behaviour Less Time Consuming

FACTORS
Provide Valuable Information Others

INTERPRETATION:-
The ratio of the satisfactory customers is quite good and the customers are
happy with the cooperative behaviour of the staff. Due to the competent staff
members the work performance is quick and efficient and so they take less
time to resolve quarries of customers and provide valuable information to
them.
Ques:5 If no, what are the various factors on which you are not
satisfied?

FACTORS PERCENTAGE
Less Co-operative Behaviour 14
More Time Consuming 18
Doesn’t Provide Any other Valuable 11
Information
Others 1
INTERPRETATION:-

As the coin has 2 sides similarly some of the customers are also there who
are dissatisfied with the dealings of the staff. In their opinion the staff
member’s behaviour is not cooperative and they also take more time to
resolve their problems. Moreover they don’t provide any valuable
information.
Ques: 6 In addition to SBI Bank, which Bank’s services currently
you are availing?

BANKS PERCENTAGE
Kotak Mahindra 14
OBC 9
PNB 15
HDFC 26
Others 18
None 18

PERCENTAGE

Kotak Mahindra

18 14
OBC

9
PNB

18 HDFC
15
Others

26 None

INTERPRETATION:-

As the business needs can’t be satisfied with availing the services of one
bank, so the customers are also having the accounts in other banks. Most of
the customers are having the services of HDFC bank in addition to SBI
(state bank of India). As almost all banks’ branches are there in DELHI, so
the customers are having their accounts in PNB, Kotak Mahindra, OBC, and
others.

Ques: 7 What is prompting to you not avail the services of only

SBI Bank?
REASON PERCENTAGE
Not do fast proceesing 11
Strict Requirements 28
More emphasis to Private Sector Banks 25
Others 16
Didn’t Specify 29
INTERPRETATION:-

As one bank can not fulfill all business requirements, so on the question of
using other bank’s facilities are, most of the customers thinks that the
requirements of the SBI Bank is very strict. Next reason is, many customers
are gaining faith on Private sector banks. Very few are dissatisfied due to
slow processing; many other customers didn’t specify particular reason due
to personal problems.

Ques: 8 Are you aware of the various services offered by the SBI
Bank?
RESPONSE
PERCENTAGE
Yes 50

No 34

Can’t say 16

INTERPRETATION:-

The awareness of the customers of SBI Bank is quite well. As per survey
many customers are fully aware about all services and many of them are not
having full information as due to lack of personal interest and some has not
given the answer to this question.

Ques:9 Tick the following which services are you aware of?
DIRECT BANKING FACILITIES PERCENTAGE
39
E-Banking
37
Phone Banking
20
Money Transfer
77
Facilities through ATM
9
Didn’t specify
INTERPRETATION:-

No body today is untouched with the facility of ATM, so this is the most
currently in use. In modern business times the e-commerce is the backbone
of business so the net banking is also the main product of the banking
system and also due to the busy schedule of the businessman the phone and
mobile banking is highly in use. The SBI bank is also providing the facility
of the money transfer but this facility is yet to get popularity as very few
customers is aware about it.
Ques: 12 What are the various problems that you come to face
while dealing with Bank?

PROBLEMS PERCENTAGE
10
ATM is not working
34
Long queues at teller counter
20
Taking more time to resolve the queries
15
Rigid requirements

8
Less customer dealing time

5
Cheque is not credited to a/c
17
Didn’t specify
INTERPRETATION:-

There are many aspects where SBI bank has to give attention. Generally
customers are facing many problems like long queues at teller counter, high
charges for not maintaining AQB etc. Customers want reforms on many
problems like increase the customer dealing time and in order to retain
customers they have to resolve these problems.
Ques: 13 What would you recommend to improve SBI Bank’s
services further?

RECOMMENDATIONS PERCENTAGE
16
Increase customer dealing time
44
Improvement in Infrastructure
41
Improve Net Banking
48
Provide Services equal to private sector
bank
18
Others
5
Didn’t Specify
INTERPRETATION:-
On the question of the recommendation, 48% customers say that this bank
should provide services equal to private bank. 44% customers say that they
are facing problems due to poor infrastructure, so intention should be given
to this aspect. 41% customers say that the bank should improve net banking.
16% customers feel that the customer dealing time is less, so Banking Hours
should be increased.
CHAPTER- 6

FINDINGS
 FINDINGS

 In THRISSUR, there are number of banks, despite of the tough competition,

the number of the new customers of SBI Bank are increasing every year.

 91% customers are having their savings account. The current account user
are very less while percentage of the fixed deposits is 22.

 88% customers are satisfied with the Bank’s services and Behavior and only
31% are dissatisfied with the Bank’s performance.

 Most of the customers are happily satisfied with the staff’s cooperative
behaviour. They are satisfied with the fast processing of transaction as they
take less time. They get valuable information at time.

 Very few people are dissatisfied because of more time consuming

transaction and less cooperative behaviour.

 26% of the SBI Bank’s customer are having their account in HDFC,15% in
PNB,14% in kotak mahindra etc. which shows that the user of the HDFC is
highest.
 28% respondent says that they have account in other bank due to strict
requirement, 25% are saying that they give more importance to private
sector banks. 29% doesn’t specify the reason.
 The awareness about the various services is quite good but not satisfactory
as 50% customers are aware about the various services of the bank, 34%
are not aware about the services and 16% respondents answer to can’t say.

 The user of the ATM is the highest and the use of the net banking and
phone banking is the second highest, while the knowledge about the
money transfer is very less among the customers.

 Some Customers are having problems with the bank’s working conditions
as 34% customers said that there are long queues at teller counter, 20% said
staff take more time to resolve queries, 15% said about strict requirement
and many others reasons.

 44% of the customers require improvement in infrastructure and 48%

customers want that SBI should also provide services equal to private
banks. While 41% customers want improvement in e-banking service. 18%
doesn’t specify.
CHAPTER-7

SWOT ANALYSIS
 SWOT ANALYSIS OF SBI BANK

SWOT Analysis:-SWOT Analysis is mainly to see what are the various strength,
weakness, opportunities and threats of the organization. As we know that every
organization is specialize in one field and weak in other field. No one organization
can be specializing in every field because it is beyond its scope. If every
organization will be specialize in every field then there will not be any competition
between various organizations and it will not have fear of lose the business to other
organizations. So this analysis is given as follow:

STRENGTHS:-

 Main strength of this bank is, it is the largest bank of the INDIA, it has wide
network of branches and ATM overall pan INDIA.

 Less charges are taken from the customers for providing the services. Most
of customers are Very happy due to this complaint of this.

 This bank also keeps that type of customers which are of low profitability. It
believes not only in profit which is main aim of every organization. It is also
perform social responsibility.

 This bank has monopoly in most of fields as it provide clearance house,

come most important after RBI, provide loans to the poorest farmers and
needing persons.

 It has seven subsidiary banks ,all of these capture more market growth rate
by more synergy.
WEAKNESS:-

 First weakness of this branch is ,it doesn’t issue the memo immediately if
any one work is not perform in time or any one come late. No one take
responsibility on his shoulder .

 High networking technology is used in some branches. All branches are not
computerized and high security softwares are not used.

 Daily performance chart of the organization doesn’t come on the computer

of every employee as in private sector bank. Even performance of the
employee also doesn’t come.

 No incentives are given to the employees for motivating them. Even the
incentive is also not fixed for the employee who has operation work. Only
they have to perform customers work.

 High discipline is not used in the branch as it is requirement of every

organization. No organization can exist in this competitive environment
without it.

 In this bank, account is open with minimum of Rs.1,000. Some low class
person cannot manage this amount in initial stage.

 Every employee in this branch is overloaded with work. The work

distributed is more than working capacity of the employee.

 This bank spends less on basic facilities what I have found that are very old
ATM which mostly remain out of work, no sitting and standing arrangement
etc………….
OPPORTUNITIES:

 It can increase its network more as good response is coming as customer

base is increasing, it means people are ready to take services of this bank.

 It can relax some of its internal rules to catch more customers. Many other
banks have not rules which this bank has put in ahead of customers.

 From the customer feedback it is found that its customers have mainly
saving, current accounts and fixed deposits. Its customers have no insurance
policy of its bank, less awareness of mutual fund. These customers should be
provided full knowledge about its all products. As this bank’s customer base
is increasing, knowledge of all products should be given.

 It can open branches in foreign also as many of its customers are NRIs. It
has tied up with other banks in foreign to handle the foreign transactions.

THREATS:-

 New banks are coming in INDIA. This will increase the competition and this
has to consecrate on its marketing activities.

 New banks are giving relaxations to its customers. So it will have to change
its rules.

 New banks are poaching the employees of this branch. So this bank has to
retain its employees with it.

 New banks are spending more to capture the more customers so this bank
will have to change its policy of less spending or it will have to find new
mean to retain its customers with it.
 CHAPTER- 8

CONCLUSI
ON
Conclusion

Banking can be mysterious for consumers and how they interact with their finances
can be a complex matter. The challenges faced by banks and their customers are
many but the trick lies in de-mystifying complex financial relationships.

Technical solutions deployed by banks today are flexible, user-friendly and meant
to facilitate specific workflow and requirements in implementation processes. In
order to simplify lives, banks have begun to implement end-to-end technologies
through all departments with the intention of removing human error from
processes. Previously existing manual environments could not have been adequate
for future visions, growth plans and strategies.

In this day and age, customers enjoy complete luxury in terms of customized
technical solutions and banks use the same to cement long-term, mutually-
beneficial relationships. From above complete analysis, this is clear. So at the last
we can say that SBI bank has good scope in future and try to compete with the
private sector banks.
CHAPTER- 9
RECOMMENDATI
ONS
 RECOMMENDATIONS

 The research shows that the teller is the most crowded counter and always
having long queues, so teller should be increased.

 Bank should also have to improve its infrastructure as customers feel

inconvenience in sitting and standing.

 As e- commerce is going on increasing, many customers want this bank

improve net banking more.

 Customers say that may be this public bank does not services more than
private banks but it can try to provide services as equal.

 Some customers have also strongly recommended that the number of

branches of bank should be increased in DELHI.

 Pay attention for a long time to only one customer with whom staff is
dealing, as other customers are also waiting and staff should understand we
should not waste other customers’ valuable time.
 Banking hours should be increased .as the bank close the customers’ visit by
3:30p.m. Which is very incontinent to the customers?

 As the cheque is not cleared in time due to lack of attention. So staff should
pay proper care that cheque should be credited in customers’ a/c in time.

 Bank should decrease its AQB’s non maintenance charges.

 CHAPTER- 10

LIMITATION
S
 LIMITATIONS
In spite of the best efforts there are always some problems or limitations
associated with market research that cannot be removed but can be minimized
only. In this survey also there could be certain error due to these factors.

Small Sample Size

 Its sample size is very small as compared to total customer base that means
our sample size is comparatively small in accordance with the universe,
which is large enough. So deduction drawn from the project can’t be
generalized. Scope of the project is limited to Delhi region only. That can’t
be generalized to the whole of universe of SBI Bank’s customers.

Non Response Error

 As this research is based upon responses provided by customer, so non-
responses and some wrong responses may become part of error.

Sampling
 It is not possible to cover each and every customer so it has been tried
to cover all section of customer by taking representative sample, which limit
the research to a certain extent.

These limitations may have effect on findings of the work but not up to large
extent and thus do not affect the findings of the work very significantly. Some of
the respondents didn’t like to share their views and some were ignorant about the
facts of SBI Bank.
 BIBLIOGRAPHY
 Berry, L. L. (1983). Relationship Marketing. In L.L. Berry, G.L. Shostack, &
G.D.
Dpah (Eds.), Emerging Perspectives on Service Marketing (pp. 28-38).
American Marketing Association.
 Gronroos, C., ‘From Marketing Mix to Relationship Marketing: Towards the
Paradigm Shift in Marketing’, Management Decision, no. 32(2), 1998, pp. 4-
20.

Shainesh,G. and Sheth, J.N. (2006): Customer Relationship Perspective: A

Strategic
Perspective, Macmillan India Ltd..

Sheth, J.N. and Parvatiyar(2000): A., Handbook of Relationship Marketing,

Thousand
Oaks, California: Sage Publications

www.crm2day.com
www.crmguru.com
 QUESTIONNAIRE
Dear Respondent,

The purpose of this project is to assess the effectiveness of Customer Relationship Management
(CRM) Practices adopted by State Bank of India. Please answer the following questions. Needless
to say, your response would be treated confidential and would be used only for the purpose of
study.

Name : - ……………… Account No :-…………………

Age : - ……………… City : - ………………..

Q: 1 Since when are you availing the services of SBI?

< 1 yr 1- 3 yr > 3 yr

Q: 2 Which type of services are you availing at present?

Current a/c Saving a/c

Fixed deposit Mutual Fund

If any other, specify…………….

Q: 3 Are you satisfied with the services offered by the bank staff ?

Yes No

Q: 4 If yes, what are the various factors on which you are satisfied?

Co-operative Behaviour Less Time Consuming

Provide Valuable Information Others

Q: 5 If no, what are the various factors on which you are not satisfied?

Less Co-operative Behaviour More Time Consuming

Doesn’t Provide Any Other Valuable Information

 If any other, specify…………….

Q: 7 In addition to SBI Bank, which Bank’s services currently you are availing?

Kotak Mahindra OBC None

PNB HDFC

If any other, specify…………….

Q: 8 What is prompting to you not avail the services of only SBI Bank?

Not do fast proceesing Strict Requirements

More emphasis to Private Sector Banks Others

Q: 9 Are you aware of the various services offered by the SBI Bank?

Yes No Can not say

Q: 11 Tick the following which services are you aware of?

E- Banking Phone Banking

Money Transfer Facilities through ATM (mini statement, bill payment etc.)

Q: 12 What are the various problems that you come to face while dealing with Bank?

ATM is not working Rigid requirements

Long queues at teller counter Less customer dealing time

Cheque is not credited to a/c Taking more time to resolve the queries

If any other please specify

1)………………………. 2)………………………

Q: 13 What would you recommend to improve SBI Bank’s services further?

Increase customer dealing time Improvement in infrastructure

Improve net banking more Provide services equal to private sector bank

If any other, specify…………………….

Thank You