Open Access Research Article
CUSTOMERS SERVICE PERCEPTION TOWARDS PUBLIC AND PRIVATE SECTOR BANKING IN PUNE CITY WITH CASE STUDY OF A PUBLIC SECTOR BANK IN PUNE REGION
Published Paper
Article Details
CUSTOMERS SERVICE
PERCEPTION TOWARDS PUBLIC AND PRIVATE SECTOR BANKING IN PUNE CITY WITH CASE
STUDY OF A PUBLIC SECTOR BANK IN PUNE REGION
AUTHORED
BY - SMITA R. NAIK1,
SUBODH
SARKAR1 & AKOLKAR SOMESH2
(1Students of first year LLM
and 2Assistant Professor, PES’
Modern Law College, Pune)
Abstract
Survey was undertaken in
Pune city on the basis of forty-six key sub-parameters of service perception
for the customer’s satisfaction with both perceived quality and perceived
values. Parameters were compared amongst public and private sector banks. Customer’s
categories (Age, gender & profession) didn’t exhibit difference. In private
sector banks, the parameters viz., maintenance of branch premises, customers’
safety, timing of branch and other customers’ basic facilities etc. shown
better performance than public sector banks. More or less similar response
towards the parameters of perceived quality (viz., reliability, assurance,
reactivity and responsiveness) was recorded in both the bank sectors. The
parameters of perceived quality were found comparatively more in public sector
banks than in private sector banks. Private sector banks observed comparatively
more efficient in respect of the parameters of bank’s reliability than in
public sector banks. However, the parameters of the employee competences were noticed
comparatively less in private sector banks than in public sector banks.
Parameter of providing on-line services depicted to be more in private sector
banks than in public sector banks. Another part of the studies was obtaining
opinion of customer’s awareness a public sector bank wherein, customer has
faith on the public sector bank as it deals with his major factor of finance.
Therefore the banker-customer relation is based on trust and faith which has to
be developed from both customer side as well as from banker side. The study
ranked importance of each variables impacting customer satisfaction was
observed as accessibility > employee competences > reliability and trust
> reactivity
Keywords: Banking sector, Service
strategy, Customers satisfaction, Indian banking sectors
Preamble
Now a day, there is strong
completion that lies between the public sector and the private sector banking.
In recent era, the rapid development of technology and boosting e-commerce the
private sector banks cater to mostly the needs of the elite class in major
cities. The public sector nationalized banks on the other hand have a large
rural network and undertake to implement all the government sponsored schemes
up to the last down trodden.
Chapter-I
Introduction
Banking sector
is key financial service industry that plays key role in stimulating economic
growth. In India, first bank was established in 1786. Banking sector is
segregated into three distinct phase’s viz.,
early phase (1786-1969); bank’s nationalization (1969-1991: prior to financial
& banking sector reforms) and after (1991) the reforms. Banking system has
several outstanding achievements to its credit and most striking is its
extensive reach and main reason of is that it is not confined to only cosmopolitans
but has reached even to remote corners of the country. Commercial banking
structure consists of scheduled and unscheduled banks. Scheduled banks includes
only those banks which satisfy the criteria laid down vide section 42 (6) (a)
of RBI Act (1934) of and non-scheduled bank refers to banking company as
defined in clause (c) of section 5 of Banking Regulation Act (1949). Banker of
all the banks is RBI along with Indian Banks Association (IBA ). Top private sector banks include IDBI, HSBC,
ICICI, ABN AMRO, etc. Banking
sector is passing through phase of customers market with customers’ choice in
choosing their banks. Services rendered by banks have now become easier and
more convenient due to stiff competition and advancement of technology. Perception of consumer’s services becomes mandatory
for banking sector to cope up with rapid changes (Madhupriya, 2021).
Expectations for the
banking experiences have been shifting continuously and post-pandemic, the
expectations moved even faster than anyone could have predicted. There is a new
baseline for customer experience in banking. Customers expect more channels
with faster personalized responses without long wait times. They want financial
institutions to provide more than just basic service moreover; they want
insights, guidance and relevant recommendations. Now days, customer
service has become most important segment in public sector banks. Modern
banking system revolves around seeking business and extending efficient
customer service and therefore improving customer service is crucial, i.e.
providing superior levels of services in banking operations. Prompt and
efficient services develop good public relations, reduce complaints and
increases business. Providing quality service has key role since it makes
customers feel valued, helps to meet their needs more effectively and improves
overall customer
retention in banking. Today this financial sector has
amongst the highest customer acquisition costs. Acquiring new customers may
cost five
times more than retaining existing ones. Therefore it is essential
to adopt right strategies to improve customer services in banking. With
changing customer expectations, competitors are seeing customer service as
competitive weapon with which they differentiate their products and services.
To ensure that service strategy will create valued proposition for customers be
formulated, implemented and controlled (FFS Software Solutions, 2023).
Finance and banking are
all about trust. Customer service is single most important factor that is
critical for customer retention in banks, yet most of the banks fail to do so
and face numerous challenges in serving their customers. Delivering class-leading
customer service and offering relevant and meaningful financial advice, banking
sector can go long way in improving customer loyalty. Providing customers with
all the attention they need might seem difficult at first, primarily because it
may seem like it needs more costs involving personnel and operations. However,
in today’s technology-driven world, one can leverage technology to take the
pressure off overburdened reps and save time and
money (Kinger, 2024).
Problems faced in
banking sector lie here as not being able to provide personalized experience to
each and every consumer but slow service delivery, long wait time and falling
short when resolving customer problems. The sector being suffering from unique
set of customer service issues, solving these problems requires tactical
approach involving both technology and interpersonal skills. These problems can
be solved by acquainting customer facing employees with specific knowledge;
clarity and transparency in communication; training employees for interpersonal
skills; improving tech-literacy among customer-facing employees; making
contextual data a part of daily operations; allowing customers to self-serve
with solicit customer feedback; conversant with new trends and regulatory
measures emerging almost every day etc. Thus, by listening to customers,
keeping an open mind and making smart investments, one can guarantee
exceptional customer service in banking sector (Netaj and Kavita, 2021).
Banking sector is required to
constitute customer service committee and include experts and representatives
of customers as invitees. Role of this committee constitutes formulation of
comprehensive deposit policy; issues such as treatment of death of depositor
for account operations; product approval process with view to suitability and
appropriateness; annual survey of depositor satisfaction; tri-enniel audit of
services; examination/review of Awards issued by banking Ombudsman for
complaints relating to provision of banking services and address the issues of
systemic deficiencies existing in banks brought out by the Awards (Netaj and
Kavita, 2021).
COVID-19 has had
major impact on the need for financial institutions to prioritize mobile and
non-traditional delivery methods, such as two-way video banking. If given the
choice, today’s customers are much more likely to choose digital banking over
in-person and a bank without a digital presence will simply get left behind.
Mobile strategies help to stay competitive and are major factor in customer
satisfaction and retention. Plus, customers have gotten much more accustomed to
mobile money management through tools like mobile banking internet and so on. Excellent customer
service in banking is an art of delivering personalized financial solutions and
support that not only meet but exceed customer expectations. It's the
cornerstone of building trust and staying competitive in an increasingly
dynamic marketplace. The studies undertaken by Bain and Company (2023) focused
as bank’s ability to personalize directly influences its customer loyalty
score. This means that the more you know your customers and provide services
that are directly tailored to their individual needs, the more loyal they will
be to the bank (Netaj and Kavita, 2021).
Great customer
experience in banking system contributes: Autonomy (customers’ insights and
control over experiences to make better decisions and act on urgent information
that affects their finances); Proactive engagement (ability to solve problems
before they even pop up through real-time conversations); Trust (customers
willingness to embrace new digital experiences when believe that their best
interests are protected and that their data is secured); Security (using
digital verification tools like two-factor authentication, identity badges and
video calling) and Seamless interactions, getting instant and automated answers
to common questions while having easy way to switch to conversation (Netaj and
Kavita, 2021).
Banking customers like convenience of
messaging-based services to manage their finances and results of this approach
speak for themselves. When customers interact with the bank, it’s crucial to
ensure their conversation is meaningful and productive. Understanding why
customers are reaching out and addressing their concerns promptly may help them
from becoming stuck in an endless loop of support (Netaj and Kavita, 2021).
This shows them that the bank is committed to knowing and understanding them as
individuals and goes a long way to enhance their overall banking experience and
improve their loyalty.
According
to a survey, nearly 63 per cent of consumers’ mobile
banking logins are simply to check their account balance. That means that most
of your customers are looking for convenience over anything else (Netaj and
Kavita, 2021). This includes creating an experience that makes it super easy to
do easy tasks directly from their mobile phone, like make simple transfer or
apply for new credit card.
Create
mobile-first experiences so that customers can complete easy tasks directly
from their phone. Being mobile-first will not only show customers that bank
care about their experience but also empower them with flexibility and
convenience they expect in today’s digital age. This approach is essential for
customer retention, as it aligns with customers’ evolving preferences for
mobile functionality.
Chapter-II
Review of Literature
The literature
related to customer preference
towards banking sector in India pertaining to customer’s satisfaction
and perceived value have been reviewed.
2.1 Customer
satisfaction: The concept is the primary source of
revenue for the financial institutes such as banks; necessary condition to
customer loyalty and the main factor for profit growth and performance
(Reichheld, 1993). It is defined by Kotler and Keller (2012) as person’s
feeling of pleasure or disappointment which resulted from comparing product’s
perceived performance or outcome against his/ her expectations’. The
satisfaction has been identified as an emotional feeling resulting from an
evaluative process (Westbrook, 1981). It is direct result of purchase and use
(perceived quality) resulting from the buyers' comparison of the rewards and
costs of purchase concerning anticipated consequences (perceived value).
2.2 Perceived
quality: It is a difficult concept to define and measure, may be
assessed from a customer perspective. Parasuraman, et. al., 1988 defined it as difference between
customers’ expectations and perceptions of the service performance. Quality of
service is measured into five categories viz.,
reliability, assurance, tangibles, empathy and responsiveness.
2.2.1 Accessibility
(approachability and eases of contact): Banking service is easily accessible for physical
presence within the branch or ease access on digital platforms (Mbama, et. al.,
2018). Digital banking constitutes electronic banking services like telephone
banking (t-banking), electronic banking (e-banking), mobile banking (m-
banking) etc. The waiting time to receive service is not extensive (online / at
branch), convenient hours of physical operation, convenient location of service
facility (Mbama, et. al., 2018). In recent years, technology
and digitalization have changed the way clients interact with their bank.
Therefore, customers reflect internet banking services more common and as part
of the total accessibility to their bank (Hossain and Leo, 2009). Thus, in turn
has created opportunities for banking sector wherein, digitalized banking
matters can be handled remotely e.g.,
paying bills, transferring money etc. This saves time for bank’s customers by
not needing the advice to visit their local bank physically (Campbell and Frei,
2010 and Mbama and Ezepue, 2018). Therefore, the bankers specifically often try
to develop and make their customers use self-service technology (Collier and
Kimes, 2012) and it also lowers down labour cost that simultaneously improves
customers’ service experience by allowing customers to do some parts partly or
completely by themselves with help of developed technology (Mbama and Ezepue,
2018). On the other hand, customers that are expected to use self-service technology
in their daily banking need to feel that they get something in return (Collier
and Kimes, 2012 and Meuter, et. al., 2000). In couple of years, bank
customers are being using their cell-phone for the daily banking purposes such
as money transfer, payment-withdrawal that often resulted in a reward of being
convenient for the customer, thus saving time and money. Thus, creating
possibilities for the customers to conduct their business by themselves
whenever they want, hence removing the independence of adapting to open banking
hours might be considered to increase customer satisfaction (Campbell and Frei,
2010 and Collier and Kimes, 2012).
The provision
of online banking to customers enables the banks to receive higher customer
retention rates (Campbell and Frei, 2010). Customers are more active in banking
activity with higher performance of transactions through online banking and
thereby they obtain more productiveness (Xue, et. al., 2011). On the
other hand, banking system has now to decide whether to close their physical
office or combine it as complement for more complexes advisory (Diener and
S?pac?ek, 2020). In past few years, mobile banking has become important with
increased customer traffic, forcing banks to use mobile banking as part of
their banking strategic tool to further improve and develop customer
interaction, indirectly affecting customer satisfaction (Tam and Oliveira, 2017).
2.2.2
Reactivity: Willingness and readiness
of the employees with digital platforms to provide service and involves
efficient mailing and communication with customers, answering emails, attending
phone calls quickly and frequently (Grandey et.
al., 2011 and Tahseen and Al Lawati,
2013). High level of responsiveness is crucial for the customer satisfaction
(Grandey et. al., 2011) wherein, customers tend to be dissatisfied the longer
response time is on their inquiries (Grandey et. al., 2011). Over the
years, financial sector considered to operate in ‘trust-area’ has determined to
develop their processes to be quicker in their responsiveness towards their
customers through advisors and systems since it has shown to be the crucial
link between responsiveness and customer satisfaction (Tahseen and Al Lawati,
2013). Customers’ expectations of receiving a
response tend to overestimate the actual time they have to wait after
contacting their bank (Garceia et. al., 2012). Customers that have to wait
less than 15 minutes to get the response of employee for their inquiry might
perceive the waiting time to be more than an hour, thus affecting the
relationship negatively and customer satisfaction. However, the entertainment
by employee is an action that could be used to handle the customers’ perception
of waiting time, by making him feel that time goes faster than it does (Davis
and Vollmann, 1990).
2.2.3 Reliability: This
constitutes reliability and consistency of performance from the bank over the
time. When the bank performs the service right at the first time and also
honors its promises during the relationship with its customers, which involve
accuracy in keeping records correctly and performing the services at designated
time. Reliability covers ability to deliver certain level of service with an
expected standard every time is required by the customers (Iberahim et. al.,
2016). Reliability is the key criterion of electronic service quality
(Stiakakis and Georgiadis. 2009). Rather, reliability includes error-free order
of fulfillment, perfect record, accurate quote, accurate billing and
calculation of commissions of the service for the customer (Yang and Fang,
2004). Two main factors that affect banking services are the consistency and
dependability; the former factor suggests that the quality is always identical;
things are done precisely with appropriate and same standards while latter
factor suggests that assurance of providing services is done as in the
expectation of the customers (Iberahim et.
al., 2016). Banking sector is
responsible to explain to their customers the changing needs consistently (Frei
et. al., 1999). Trust is another factor that influences the adoption of
different types of services in electronic banking (Rexha et. al., 2003).
2.3 Perceived
value: It is being received increasing attention only
in recent years. It can be illustrated as trade-off between what the customers
receive from service and what they are giving to acquire the service. Perceived
value may be enhanced by giving to acquire the service (Zeithaml, 1988). It may
be enhanced by either adding benefits to the service or by reducing the outlays
associated with the purchase and use of the service. The non-financial costs
like time, physical and emotional aspects are also to be considered as outlays
to obtain the service and can be identified as independent variables about
perceived value (Lovelock, 2004). The price is often acts as key measure to
represent what customers have to sacrifice to obtain the service. In other
words, the customers perceived value may be hypothesized on two distinct
approaches, one as the benefits received (economic, social and relational) and
another of the sacrifices made (price, time and convenience). Sanchez et. al.,
(2006) developed the model that divides perceived value into six categories viz., installations, professionalism,
quality, price, emotion and social.
2.3.1.
Trust: Since
it establishes an important bond between the product and customers that
determinant of the products’ loyalty and customer satisfaction. It is the extent to which customers
can rely on fair use of their data and given information from their bank while
maintaining privacy. Based on how the bank keeps their promises in terms of
requested service and time affects the trust. Financial institutions like banks
need to have trust from their customers to work (Wa?lti, 2012). Trust thus
becomes customer’s belief in power, justice, referring to the employees'
honesty in regards to their relationship with their bank. If the customers do
not trust their bank, they are more likely not to conduct business and directly
affect the banks’ profit (Gill et. al., 2006). Rather, the loyalty in both
ways between customer and bank is considered to be essential for maintaining a
high level of trust. Therefore, the banks keep themselves informed their
customers regarding financial situation and work proactively by helping their
long-term loyal customers in terms of understanding their economic situation
and raising their confidence (Robison, 2008). Armstrong (2012) reported that
the overall trust in banking sector has decreased since the financial crisis of
2008 that has put the banks in a difficult position. Public lack of trust in
the banking system affects the banks’ possibility of providing capital and
investments to their customers which resulted for banks in reducing lending and
driving interest rate up, thus negatively affecting customer satisfaction
(Thornton, 2009). It is crucial period for banking sector in general, to regain
high level of trust and to have functioning financial service in the long term
(Shim et. al., 2013). Now a days, customers prefer a bank that they trust
rather than one that might give them better return on investments having low
level of trust (Sanjit Kumar et. al., 2011). The variable trust highlights the
importance of having good relationship between bank and customer to increase
customer satisfaction, enabling more possibilities to conduct business and
increase profit, simultaneously securing the banks’ relevance for the future.
2.3.2.
Employee competences: Employee value is considered to be
reliability of information given by employee with certain level of
professionalism during communication exchange with their customer (Delcourt et. al.,
2011). The competence is considered to be knowledge and behavior of the bank’s
employees, such as product knowledge and emotional intelligence (Grandey et. al.,
2011). Employees with high level of emotional intelligence often tend to
improve the customer’s perception that is being recommended for a specific
client’s need, which indirectly affects customer satisfaction (Delcourt et. al.,
2011). Possessing better communicating ability and emotional competence tends
to result in better interaction with the customers. Thus, it becomes easier to
analyze and identify the customers’ need that in turn reflects on customers'
perspective by an advisor who is interested and competent in banking system.
Competence is skill and knowledge possessed by the employees, with the ability
to undergo analyzes and solve problems, simultaneously with precise attitude
towards the customer (Hagaer and Gonczi, 1996). Delivering high level of the
service needs capability to know how to act with distinct customers along with
ability to act politely.
Employee’s
ability to empathize with the customers and their needs has become more
important in the banking sector that in turn affects the satisfaction of a
customer (Tahseen and Al Lawati, 2013). Employees that have a positive attitude
towards their work are often seen to reflect on customers and their
satisfaction since the employees being symbols of the bank (Grandey et. al.,
2011). This is often referred to as ‘service profit chain’ that means if
employees tends to increase satisfaction levels of their customer by being more
effective in faster response time and ability to quickly help their customers
by answering their questions. Competent employees enables efficiency in the
workload from the managerial perspective since they are to a large extent self-going,
thus being competent enough to make the right decisions (Cohen, 2013). A high
level of competence might result in employees feeling more important for the
bank by contributing to a larger extent and without having a manager that
oversees all the decision that are being made, thus affecting positively the
advisers private internal feeling of satisfaction that later reflects on how
the customer is being helped, hence increasing customer satisfaction.
Chapter-III
Methodology
The present studies constitute two distinct types of parts viz., conducting survey and collecting
dataset from the public sector bank. In
the first part, a general survey was
undertaken in Pune city during February-March, 2024 for
the customers’ service perception and value from banking sector. The aim
was to identify characteristic relationship between customers and
banking sectors viz., public and
private banks. In all forty-six key
sub-parameters, based on customers’ satisfaction and perceived values
were assessed. Survey constituted fifty samples to find out the customers
opinion. The collection of large sample data is pre-requisite to draw the
appropriate facts however herein; it was assumed that the small sample data may
represent certain considerable facts on empirical level that may attract
theoretical model. In the second part, the
dataset in respect of customer’s awareness toward a public sector bank was
identified The information regarding customer’s complaints gathered at its
office at Pune region was obtained from the quarter belonging from January to
March, 2024. Rather, it is very difficult to collect such sensitive information
from the banks, since such dataset are not made available to public moreover,
being well protected by the bank due to regulation and strategic reasons.
Questionnaires were related to banking services and deposit related issues, ATM
problems and net banking / mobile banking / UPI services.
Chapter-IV
Fact and Finding
Small sample survey was
undertaken in Pune city for customers’ service
perception for public and private sector banking on the basis of forty six key
parameters of both customer’s satisfaction and perceived value. Data are tabulated in Table-
1-7 given below.
4.1 Customer category:
The data on
customer category have been presented in Table- 1 given below
|
Table 1:
Customer Category
|
|||
|
SN
|
Service Quality Attributes
|
Comparative Customer’s Response
|
|
|
Public
Sector
|
Private Sector
|
||
|
Mean (Per Cent)
|
|||
|
1
|
Age: below 30 years
|
41.8
|
58.2
|
|
2
|
Age: above 30 years
|
57.4
|
42.6
|
|
3
|
Gender: Male
|
36
|
64
|
|
4
|
Gender: Female
|
34
|
66
|
|
5
|
Profession: salaried
|
75.6
|
24.4
|
|
6
|
Profession: business
|
19.4
|
80.6
|
|
Cumulative Mean:
|
44.03
|
55.97
|
|
The data reveals that the overall means for the customer categories for the public and
private sector banks ranged from 19.4
to 75.6 and 24.4 to 80.6 per cent, respectively. The mean preference of the
customers towards the private sector and public sector banks was found
to be 55.97 and 44.03 per cent, respectively. Parameter of age factor pointed
out that the age below 30 years opted with the private sector banks in
comparison with age above 30 years. With reference to the gender, 66 and 34 per
cent chosen private sector and public sector banks, respectively whereas, males
opted 36 and 64 per cent with public and private sector banks, respectively.
Data pertaining to profession indicated that salaried professional preferred
75.6 and 24.4 per cent towards public sector and private sector banks,
respectively.
4.2 Premises of branch:
Data on the on-line
service provided by bank employees have been presented in Table- 7.
|
Table 2:
Branch Premises
|
|||
|
SN
|
Service Quality Attributes
|
Comparative Customer’s Response
|
|
|
Public
Sector
|
Private Sector
|
||
|
Mean (Per Cent)
|
|||
|
1
|
Maintenance in branch
premises
|
39.80
|
60.20
|
|
2
|
Safety of customers in
branch premises
|
49.80
|
50.20
|
|
3
|
Suitability of branch
timing
|
40.60
|
59.40
|
|
4
|
Printing facilities and
equipment available
|
41.80
|
58.20
|
|
5
|
Air-conditioned branch
premises
|
27.40
|
72.60
|
|
6
|
Drinking water facility
prevailing in premises
|
47.80
|
52.20
|
|
7
|
Customers
other basic needs in branch premises
|
49.20
|
50.80
|
|
Cumulative Mean:
|
42.34
|
57.66
|
|
The overall means for the branch premises for the public and private sector banks ranged from 27.40 to 49.8 and 50.2 to 72.60
per cent, respectively. Parameter of the suitability of branch timing pointed
out to be 59.40 and 40.60 per cent for private sector banks and public
sector banks, respectively. Similarly,
same trend was indicated for the printing facilities along with the
requisite equipment prevailing at the premises of private sector banks (58.2 %)
and public sector banks (41.80 %). The private sector banks (72.60 %) and
public sector banks (27.40 %) also shown similar trend for the parameter in
respect of branch premises providing ‘Air-condition’ facilities. Customers’ safety
and other basic needs provided for within branch premises were observed to be
almost in the same range by the private sector banks (50.20 % & 50.80 %)
and public sector banks (49.80 & 49.20 %), respectively. However, the parameter of the maintenance in branch
premises exhibited huge difference recorded as 60.20 and 39.80 per cent for the
private sector banks and public sector banks, respectively.
4.3 Perceived quality:
The data on perceived
quality have been presented in Table- 2 given below
|
Table 3:
Perceived Quality
|
|||
|
SN
|
Service Quality Attributes
|
Comparative Customer’s Response
|
|
|
Public
Sector
|
Private Sector
|
||
|
Mean (Per Cent)
|
|||
|
1
|
Reliability of bank
|
49.9
|
50.1
|
|
2
|
Assurance from bank
|
49.2
|
50.8
|
|
3
|
Reactivity of bank
|
48.5
|
51.5
|
|
4
|
Responsiveness of bank
|
49.8
|
50.2
|
|
Cumulative Mean:
|
49.35
|
50.65
|
|
Overall means for the perceived quality for the public and
private sector banks ranged from 48.5
to 49.9 and 50.1 to 51.5 per cent, respectively. Parameters viz., reliability, assurance, reactivity
and responsiveness responded 49.9, 49.2, 48.5 and 49.8 per cent in respect of
public sector banks; on the other hand, these parameters contributed 50.1,
50.8, 51.5 and 50.2, per cent for private sector banks respectively. The
cumulative mean was computed to be 50.65 and 49.35 per cent, for private and
public sector banks, respectively.
Hypothesis-1: Perceived qualities increase the customer satisfaction in the
banking sector.
4.4 Perceived value:
The data on perceived values have been presented in Table- 3
given below
|
Table 4:
Perceived Value
|
|||
|
SN
|
Service Quality Attributes
|
Comparative Customer’s Response
|
|
|
Public
Sector
|
Private Sector
|
||
|
Mean (Per Cent)
|
|||
|
1
|
Economic benefits obtained from bank
|
56.8
|
43.2
|
|
2
|
Social-relational benefits obtained from bank
|
59.2
|
40.8
|
|
3
|
Sacrifices made by bank
|
49.5
|
50.5
|
|
A
|
In terms of time contributed by bank
|
55.3
|
44.7
|
|
B
|
In terms of convenience contributed by bank
|
52.4
|
47.6
|
|
4
|
Trust of bank / customer
|
57.2
|
42.8
|
|
5
|
Bank-employee competence
|
59.8
|
40.2
|
|
Cumulative Mean:
|
55.74
|
44.26
|
|
Overall means for the perceived values for public and private sector banks ranged from 49.5 to 59.8 and 40.2 to 50.5
per cent, respectively. Cumulated mean for public sector banks and
private sector banks represented 55.74 and 44.26 per cent, respectively. The
economic benefits and social-relational benefits obtained from public sector
banks indicated to be 56.8 and 59.2 per cent; whereas, these parameters in
respect for the private sector banks specified to be 43.2 and 40.8 per cent,
respectively. Parameters viz., the
contribution of time and the convenience by the public sector banks shown as
55.3 and 52.4 per cent, respectively whereas these two parameters represented
for the private sector banks as 44.7 and 47.6 per cent, respectively.
Customers’ trust towards the public sector banks and private sector banks
symbolized as 57.2 and 42.8 per cent, respectively. Competence of bank-employee exhibited for to be 59.8 and 40.2 per cent for
public sector and private sector banks, respectively.
Hypothesis-2: Perceived values increase the customer satisfaction in the
banking sector.
4.4.1 Reliability of banks / employees:
The data on reliability
have been presented in Table- 4 given below
|
Table 5:
Reliability
|
|||
SN
|
Service Quality Attributes
|
Comparative Customer’s Response
|
|
|
Public
Sector
|
Private Sector
|
||
|
Mean (Per Cent)
|
|||
|
1
|
Quick and prompt services from
bank-employees
|
48.3
|
51.7
|
|
2
|
Knowledgeable bank-employees
|
45.32
|
54.68
|
|
3
|
Waiting time spent in branch
|
51.2
|
48.8
|
|
4
|
Accessibility of branch and the employees
|
48.6
|
51.4
|
|
A
|
Physical presence / contact by the customer
|
50.32
|
49.68
|
|
B
|
On-line/ Web site contact by the customer
|
48.5
|
51.5
|
|
Cumulative Mean:
|
48.71
|
51.29
|
|
The overall means for the reliability of banks / employee for the
public and private sector banks ranged
from 45.32 to 51.2 and 48.8 to 54.68 per cent, respectively. The data
collected on quick and prompt services obtained from bank-employees reveals
that 51.7 and 48.5 per cent customers opted for the private sector banks and
the public sector banks, respectively. The waiting time spent by customers in
branch recorded 51.2 and 48.8 per cent for the public sector banks and the
private sector banks, respectively. Parameter of the knowledgeable
bank-employees indicated to be 54.68 and 45.32 per cent, respectively.
The accessibility of the
branch and employee and physical presence by the customer noted to be 48.6 and
50.32 per cent for public sector banks, while for private sector banks noted to
be 51.4 and 49.68 per cent, respectively. The parameter of the on-line /
web-site contact by the customers indicated to be 51.5 and 48.5 per cent,
respectively. The cumulated mean computed for public sector banks and private
sector banks symbolized as 51.29 and 48.71 per cent, respectively.
Hypothesis-3 Reliability increases
trust that in turn customer satisfaction in banking sector.
4.4.2 Employee
competences:
The data on employee competences have been
presented in Table- 5 given below
|
Table 6:
Employee Competences
|
|||
|
SN
|
Service Quality Attributes
|
Comparative Customer’s Response
|
|
|
Public
Sector
|
Private Sector
|
||
|
Mean (Per Cent)
|
|||
|
1
|
Reliability and professionalism of employees
|
56.4
|
43.6
|
|
2
|
Employees with emotional intelligence
|
59.8
|
40.2
|
|
3
|
Employees ability to understand
customer needs
|
57.8
|
42.2
|
|
4
|
Positive attitude of employees towards service
|
50.9
|
49.1
|
|
5
|
Competent employee with efficiency
|
52.8
|
47.2
|
|
Cumulative Mean:
|
55.54
|
44.46
|
|
The overall means for the employee competences for public and
private sector banks ranged from 50.9
to 59.8 and 40.2 to 49.1 per cent, respectively. The parameter of
reliability and professionalism of the employees noticed to be 56.4 and 43.6
per cent for the public sector and private sector banks, respectively. The
competency and efficiency of the employee recorded to be 52.8 and 47.2 per cent
for public sector and private sector banks, respectively. The employee’s
positive attitude towards the service was observed as 50.9 and 49.1 per cent
for public sector and private sector banks, respectively. Employees’ ability to
understand the customer needs was found to be 57.8 and 42.2 per cent for public
sector and private sector banks, respectively. Employees with the emotional
intelligence perceived towards the public sector banks and private sector banks
to be 59.8 and 40.2 per cent, respectively. The cumulated mean computed for the
public sector banks and private sector banks represented as 55.54 and 44.46 per cent, respectively.
Hypothesis-4 Employee competence
increases trust and satisfaction of the banking customers.
4.4.3 On-line services provided by bank / employees:
Data on on-line services
provided by bank / employees have been presented in Table- 6.
|
Table 7: On-line
Services (Provided by Bank /
Employees)
|
|||
|
SN
|
Service Quality Attributes
|
Comparative Customer’s Response
|
|
|
Public Sector
|
Private Sector
|
||
|
Mean (Per Cent)
|
|||
|
1
|
On line reliability
|
45.2
|
54.8
|
|
2
|
ATM/Debit card
facilities
|
42.3
|
57.7
|
|
3
|
Online printing facility
|
40.1
|
59.9
|
|
4
|
Internet / mobile
banking / UPI etc.
|
42.8
|
57.2
|
|
Cumulative Mean:
|
42.6
|
57.4
|
|
Overall means for the
on-line services provided by bank/employees for the public sector and private sector banks ranged from 40.1 to 45.2 and 54.8 to 59.9
per cent, respectively. The on-line reliability in respect of the private
sector banks and public sector banks depicted to be 54.8 and 45.3 per cent, respectively. Services rendered
towards ATM / Debit card facilities by private sector banks and public
sector banks have shown 57.7 and 42.3 per
cent, respectively. Similarly the services rendered towards Internet /
Mobile-banking / UPI etc. exhibited 57.2 and 42.8 per cent, respectively. The cumulated mean computed for public
sector and private sector banks represented as 42.6 and 57.4 per cent, respectively.
4.5 Hypothesis:
|
Table 8: Hypothesis Assumed
|
||
|
SN
|
Service Quality Attributes
|
Hypothesis
|
|
1
|
Perceived quality:
|
Increases customer satisfaction for banking sector
|
|
2
|
Perceived value:
|
Increases customer satisfaction for banking sector
|
|
3
|
Reliability:
|
Increases customer satisfaction for banking sector
|
|
4
|
Employee competences:
|
Increases customer satisfaction for banking sector
|
4.6 Customer’s awareness towards
a public sector bank
Dataset in respect of
customer’s awareness toward a public sector bank was obtained from the regional
office of a public sector bank located in Pune city. Information regarding
customers’ complaints gathered for the quarter (January-March, 2024) were
computed and summarized data is tabulated as below.
|
Table
9:
Parameters of Customer’s
Awareness
|
|||||
|
SN
|
Parameters
|
Complaints
(number)
|
SN
|
Parameters
|
Complaints
(number)
|
|
1
|
Customer complaints:
cross selling of products
|
1
|
11
|
Customer complaints: out-sourced
employees
|
2
|
|
2
|
Advances
|
17
|
12
|
Fixed deposit accounts
|
2
|
|
3
|
AEPS related
|
3
|
13
|
Government schemes
|
8
|
|
4
|
Credit monitoring /CIC
cell
|
1
|
14
|
Lockers
|
2
|
|
5
|
General customer service
|
47
|
15
|
Operation of accounts
|
1
|
|
6
|
Customer
services (branches)
|
2
|
16
|
Remittances
|
1
|
|
7
|
Demat
|
2
|
17
|
Technology
|
1
|
|
8
|
Deposit
|
40
|
18
|
Others and other schemes
|
56
|
|
9
|
Deposit at branches
|
1
|
19
|
Transfer of accounts
|
1
|
|
10
|
Failed transactions
|
1
|
20
|
General
banking
|
30
|
The aforesaid
mentioned information of the complaints received was scrutinized and summarized
into seven major types in the following manner:
1. Advances: The Core banking system
charges penal interest on CC/ OD and Term loan accounts despite the timely
payment of the loan installment.
2. AEPS: The system does not
accept Adhar related payment systems as sometimes these payment systems are
disabled due to the non-operations in the account and many a times due to error
in the Adhar site
3. Credit monitoring and CIC:
Accounts become overdue due to wrong repayment schedules which system
calculates or there is some problem in classification of accounts
4. Complaints: Customer complaints
regarding cross selling of products and customer complaints regarding
outsourced employees. When bank have tie-ups with other institutions or
agencies and customer does not receive expected services from these tie up
agencies. This has an overall effect on image of the bank for reasons beyond
its control.
5. Services: General customer service
and customer services sometimes due to the technical issues relating to banking
services or technical problems faced by the staff working in the branch the
services cannot be offered within the stipulated time mentioned in the BCSBI
codes. Hence, the customers get offended and irritated.
6. Schemes: Sometimes the government
sponsored schemes are also not sanctioned at the branches. There is delay in
sanction or disbursement in loan applications. Sometimes the directives given
by the RBI as regards interest rate and so on are not adhered to or are not
properly explained.
7. Online complaints: The
online transactions done through UPI fail due to connectivity problems and they
are not reversed within the stipulated time resulting in problems faced by the
customers,
To undertake a more
detailed study and analysis on the factors affecting the customer service in
the public sector bank, carried out a detailed study through questions in a
Google form and also through personal visits in the branches that were
collected from the customers of the bank and on studying and analyzing the same
the following conclusions were redrawn.
Chapter-V
Discussion
The facts, key-findings and analysis have been already
presented earlier. These findings have been discussed herein collectively with
literature implications in
this chapter.
First of all, the results obtained herein support the
hypothesis presumed for the perceived quality and perceived value which have an
impact on the customer satisfaction.
In the first set of
study, the aim of was to examine framework on customer’s satisfaction based on
perceived quality and values wherein, adopted both qualitative and quantitative
approaches to identify characteristic relationship between customers and
banking sectors viz., public and
private banks. Computation of the data broadly focused the relationship between
perceived quality, perceived value and customer satisfaction.
5.1 Service perception and value for public and
private sector banking:
A general survey was
undertaken in Pune city on the basis of forty-six key sub-parameters of customer’s satisfaction
with both the perceived quality and perceived values.
5.1.1 Customer’s categories:
Though the mean per cent values were found to be numerically
different, it appears to be similarly exhibited in both the public and private
sector banks. The distinction in preference to private sector banks over public
sector banks as regards to the age and profession is may due to the fact that
the services in the private sector banks cater to the younger generations who
have deficiency in time whereas the other / older generations are more towards
faith and belief on the personal relations with the bank employees in the
public sector. It feels that these banks value words and ethics rather than the
professionalism. The old banking tradition is still based on value ethics
whereas, in the private bank sector banks, the relation is just a
banker-customer relation.
5.1.2 Premises of branch:
The mean per cent values for the public and private sector banks were found to be numerically
distinct amongst both sectors of banks. This may be due to the limited
locations of private sector banks which are mostly located in urban and semi
urban areas whereas; the public sector banks have their branches in the
remotest places.
5.1.3 Perceived quality:
Though the mean per cent values were found to be numerically
different, it appears to be similarly exhibited in both the public and private
sector banks. The variation reliability in public sector banks is due to the
type of mass customers as compared to the type of selected educated customers
in the private sector banks. The same criteria apply to public and private
sector bank as regards to the reactivity, responsiveness and also the
assurance. Moreover, the public sector banks are bound by many government rules
and regulations as compared to the private sector banks.
5.1.4 Perceived value:
Mean per cent values for found to be numerically
comparatively more in public sector banks than in private sector banks. The perceived values in respect of public
sector banks carry more weight than the private sector banks as there are a
greater social relations and trust maintained between customers and these banks
and customers carry a lot of faith and belief.
5.1.5 Reliability of the
banks / employee:
Mean per cent values for
bank’s reliability was found to be comparatively more in private sector banks
than in public sector banks. The infrastructure of the private sector banks is
much better than the public sector banks as their branches and working territory
is limited as compared to the public sector banks. The public sector banks are
located in the remotest places with bare minimal facilities available but the
employees try to give the maximum services with minimal resources which are
highly commendable even though the figures reflect different conclusions.
5.1.6 Employee
competences:
Mean per cent values for employee competences was found to be comparatively more in public
sector banks than in private sector banks. The employees of the public sector
banks have a more positive attitude towards the customer needs and are more
competent in understanding the needs of the customers and their emotions. There
is a feeling of reliability amongst the customers of the public sector banks.
The private sector banks tend to be more towards professionalism and lack the
personal touch.
5.1.7 On-line services provided by bank / employees:
Mean numerically values for the on-line services were found
to be comparatively more in private sector banks than in public sector banks.
This is due to the modern and latest technologies which are installed in the
private sector banks resulting in the fast /or immediate results obtained
during the banking transactions as compared to the public sector banks. The
main reason behind all this is that most of the private sector banks cater to
the needs of the younger and elite class of the customers.
5.2 Customer’s awareness towards a public sector bank:
There are many
problems faced by the customers which can be resolved at the branch levels also
but they need personal attention from
the branch officials .The customer should be minimally provoked from making any
complaints. This can be done if the bankers give a patience hearing to these
problems and try to solve them at their level itself. This is because as the
saying goes, ‘A stitch in time saves nine’. The fact that even if we give a
patient hearing to the problem of customer, however small or irrelevant it is
he is more satisfied by even our hearing and he is ready to wait for all the
necessary time required by us to solve his problem, however grave it may be,
Thus as the saying goes ‘The customer is always right’.
Literature-implications
In previous review of the literature, it seems that there is
a paucity of literature on the aspects of parameter viz., customer’s categories and premises of branch for customer’
satisfaction from banking sector. Hence, literature implications couldn’t be discussed herein.
In the present studies, the finding in respect of the trust
in public sector banks was found little more than the private sector banks. The
earlier research highlights (Armstrong, 2012, Gill et. al., 2006 and Wa?lti,
2012 and Robison, 2008) indicated that the importance of having trust between
customers and the banks helps to gain the customer satisfaction.
Level of emotional intelligence was depicted much more from
the employees of public sector banks as compared to the private sector banks.
Emotional intelligence helps employees to adjust in the customer situations as
highlighted by Delcourt et. al., (2011) and Grandey et. al.,
(2011) wherein, they reported that the employees with a significant level of
emotional intelligence often tend to analyze the situation better in order to
adjust to the customer situation and indirectly affect their perception, thus indirectly
affecting customer satisfaction.
High competence and knowledge was denoted for the employees
from the public sector banks than the private sector banks. Employees that
possess high competence and knowledge require less effort to solve difficult
problems under pressure and simultaneously knowing how to act towards their
customers by delivering a certain level of service to affect customer
satisfaction (Hagaer and Gonczi, 1996).
Perceived quality specified almost similarly
range in both the public and private sector banks. This quality indicates larger significant impact on
customer satisfaction in banking compared to the perceived value. Previous research highlights the importance of perceived value for banks to have
high level of customer satisfaction.
On-line services provided by the bank / employees were found
to be comparatively little more in private sector banks than in public sector
banks. Increased flexibility and possibility for the customers to nowadays
being able to conduct their business by themselves whenever they want with help
of developed technological platforms provided by private sector banks.
Customers have the ability to interact and conduct their business through
mobile banking / the internet /web sites, which is believed to have an essential
impact in gaining satisfied customers (Campbell and Frei, 2010; Collier and
Kimes, 2012 and Xue et. al., 2011). This shift could be
interpreted as a result of increased accessibility for customers to information
through the internet, banking webpage and AI-support, allowing customers to
receive quicker response to their inquiries (Tahseen and Al Lawati, 2013).
Customers are nowadays not being forced to reschedule i.e. taking the day off from work to visit the bank thanks to new
ways of interacting with them, thus making personal interaction less important.
Banking industry has
undergone a major transformation in the past few years as a result of increased
digitalization and external regulations, allowing customers to a larger extent
interact with their bank through digital platforms in order to conduct their
business (Mbama et. al., 2018). However, previous research
has focused more on the importance of perceived
value, covering the independent variables as trust and employee competences to receive high customer
satisfaction. This could be explained because of the previous way a bank and
its customer conducted business, which was face-to-face interaction in the
local branch. Because of the ongoing transformation in the banking industry,
with increased customer interaction through digital platforms and less physical
interaction in the local branches, has probably affected the customer’s
perception of what is most important, hence perceived quality has now become more essential for the
customers to feel satisfied, thus supporting the present findings (Hossein and
Leo, 2009 and Mbama et. al., 2018).
Customer service is the service provided in support of bank’s
core products. The efficiency in prompt customer service is noticeably relied
upon good public relations which reduce the complaints and also service with a
smile adds to increase in the business. The tool of good customer service can
be used as a competitive factor. Quality, consistency and durability at low
price are the final expectations of a customer (Praveen Singh, 2024).
As per the study of various
intellectuals there are some key areas of customer services like updating of
savings pass books, teller system efficiency, cleanliness and upkeep of
premises and so on. Even though these factors are trivial they carry a lot of
weight with regards to the opinion of the account holders because as far as
customer service is considered it is a mouth to mouth publicity which is of
great value. These views were in consonance with the ideas expressed by Kinger,
2024.
Chapter-VI
Conclusion
In this chapter, based on the overall aim framed for the
study and findings, following conclusion was drawn. Overall, the objective was
to gain deeper understanding of customer satisfaction in banking system.
The aim of the study and
the research question is answered based on the result part. This is followed by
the conclusion. Finally, we provide suggestions for the bank and for further
research. The public and private sector banks have some dominating and some
rescinding parameters as per the study conducted. As far as the technological
parameters are concern, the private sector banks have a more weightage but in
respect of the employee competence viz., trust, confidence and belief, the
public sector banks are one step up. Thus, on analyzing the comparison between
the private sector banks and the public sector banks on the various parameters,
the public sector banks way more towards trust and emotion whereas the private
sector banks are bit ahead in modern technologies. Perceived quality contributes to the customer satisfaction in
banking sector to a larger extend than perceived
value. The study ranked importance of each variables impacting customer
satisfaction was observed as accessibility
> employee competences > reliability and trust > reactivity.
The customer has immense faith on the bank as it deals with
his major factor of finance. Therefore the banker-customer relation should be
based on trust and faith which has to be further developed from both the
customer side as well as from the banker side.
Bibliography
|
Armstrong, A. (2012) Restoring trust in banking. National
Institute Economic Review, vol.
221 (1), 4-10.
Campbell, D. and Frei, F. (2010). Cost structure, customer
profitability and retention
implications of
self-service distribution channels: evidence from customer behavior in
online banking channel.
Management Science, vol.
56 (1), pp. 4–24.
Cohen, J. (2013). Stop telling employees
what to do, Harvard Management Update, pp.35-36.
Collier, J. and Kimes, S. (2012). Only if it is convenient:
understanding how convenience
influences
self-service technology evaluation. J. of Service Research, 16 (1), 39-51.
Davis, M.M. and Vollmann, T. E. (1990).
Framework for relating waiting time and customer
satisfaction in a service operation. J. of Services Marketing,
vol.4 (1), 61.
Delcourt, C., Gremler, D.D., Riel, A. and
Birgelen, M. (2011). Effects of perceived
employee emotional competence on customer satisfaction and loyalty. J. of Service
Management, vol. 24 (1), 5-24.
Diener, F. and S?pac?ek, M. (2020). Role
of digitalization in German sustainability bank
reporting. Intern. J. of Financial Studies,
vol. 8 (1), pp. 16.
FFS Software Solutions
(2023). Customer experience
challenges in banking industry: https//
www.linkedin.com/pulse/customer-experience-challenges-banking
Frei, F. X., Kalakota, R.,
Leone, A. J. and Marx, L. M. 1999. Process
variation determinant
of
bank performance: evidence from retail banking study. Management Science,
vol.
45(9), 1210-1220.
Garcia, D., Archer, T., Moradi, S. and
Ghiabi, B. (2012). Waiting in vain: managing time &
customer satisfaction at call centers. Psychology, vol. 3 (2),
213-216.
Gill, A.S., Flaschner, A.B., and Shachar,
M. (2006). Factors that affect trust of business clients
in their banks. Intern.
J. of Bank Marketing, vol. 24 (6), 384-405.
Grandey, A.A., Goldberg, L.S. and Pugh, S.D.
(2011). Employee satisfaction, responsiveness
and
customer satisfaction: linkages and boundary conditions. Academy of
Management
J. vol. 11 (1), pp. 1-6.
Hager, P. and Gonczi, A. (1996). What is
competence? Medical Teacher, vol. 18(1), pp.15-18.
Hossain, M. and Leo, S. (2009). Customer
perception on service quality in retail banking in
Middle East: case of Qatar. Intern. J. of Islamic and Middle Eastern Finance and
Management, vol.
2(4), 338- 350.
Iberahim, H., Mohd Taufik, N.K., Mohd
Adzmir, A.S. and Saharuddin, H. (2016), Customer
satisfaction on reliability and responsiveness of self-service
technology for retail banking
services, Procedia Economics and Finance, vol. 37, pp. 13-20.
Kinger, T. (2024). A guide to customer service in
banking and finance. Hiver’s Customer
Service, 10-01-2024: https://hiverhq.com/blog/customer-service-banking-finance
Kotler, P. and Keller, K.L.
(2012). Marketing
management, 14. Global edn. Pearson
Education, Harlow.
Lovelock, C. J. W., B. (2004) Services
marketing: people, technology, strategy (5th edn.)
Madhupriya, 2021.
Study on customer satisfaction
towards banking service. Project report
submitted to ‘Sathyabama Institute of Sci. & Technology’,
Jeppiaar nagar, Chennai
Mbama, C. I. and Ezepue, P. O. (2018).
Digital banking, customer experience and bank
financial performance. Intern. J. of Bank Marketing, vol. 36 (2). 230-255.
doi:
10.1108/IJBM-11-2016-0181
Mbama, C.I., Ezepue, P., Alboul, L. and
Beer, M. (2018). The digital banking, customer
experience and financial performance: UK bank managers’ perceptions. J. of research
in interactive marketing, vol. 12 (4), pp. 432-451.
Meuter, M., Ostrom, A., Roundtree, R. and
Bitner M. J. (2000). Self-service technologies:
understanding customer satisfaction with technology-based service
encounters. J. of
Marketing, vol. 64 (3), 50-64.
Netaj, S. P. S. and Kavita, P. (2021). Service quality of nationalized
banks in Chennai. J. of
Fundamental
& Comparative Res. vol. VII (11) SSN: 2277-7067. https://
www.
researchgate.net/publication/356980787
Parasuraman,
A., Zeithaml, V. A. and Berry, L. L. (1988). Servqual: multiple-item scale
for
measuring consumer perceptions of
service quality. J. of
Retailing, vol. 64(1), pp.
12– 40.
Praveen
Singh, 2024. Customer retention strategies for banks. Reve Chat. 16-01-2024.
https://www.revechat.com/blog/customer-retention-strategies-for-banks/
Reichheld, FF. (1993). Loyalty-based
management. Harvard Bus. Review,
71(2), pp. 64-73.
Rexha, N., Kingshott, R. P. J. and Shang
A, A. (2003). Impact of the relational plan adoption
of electronic banking. J.
of Services Marketing, vol. 17(1),
53-67.
Robison, J. (2008). How banks can rebuild
customer confidence, Gallup Management J.
Online.
vol. 8(14), pp 1-6.
Sanjit Kumar, R., Eshghi A. and Shekhar
V. (2011). Dimension of trust and trustworthiness in
retail banking: evidence from India. Marketing Management J., vol. 21
(1), 97.
Sa?nchez, J., Callarisa, X., Rodri?guez,
R. and Moliner, M. (2006) Perceived value of purchase
of tourism product, Tourism Management, vol. 27 (3) pp 394-409,
ISSN 0261-5177.
https://doi.org/10.1016/j.tourman.2004.11.007
Stiakakis,
E. and Georgiadis, C. K. (2009). E-service quality: comparing the perceptions
of
providers and customers. Managing Service Quality: Intern. J. vol. 19(4), 410-430.
Tahseen, A.A. and Al Lawati. J. M.
(2013). Customer satisfaction in banking sector in Oman.
Advances In Management, vol. 6
(2), 10-14.
Tam, C. and Oliveira, T. (2017),
Literature review of mobile banking and individual
performance. Intern. J.
of Bank Marketing, vol. 35 (7), pp. 1042-1065.
Thornton, D.L (2009). What the Libor-OIS Spread Says,
Economic Synopses N. 24, Federal
reserve of St. Louis.
Wa?lti, S. (2012). The impact of the
crisis on citizens’ trust in central banks. J. of Intern.
Money & Finance,
vol. 31 (3), 593-605.
Westbrook, R. A. (1981). Sources of
consumer satisfaction with retail outlets. J. of Retailing,
vol. 57(3), pp. 68.
Xue, M., Hitt, L. M. and Chen, P. (2011).
The determinants and outcomes of internet banking
adoption, Management Science, vol. 57 (2), pp. 291–307.
Yang, Z. and Fang, X. (2004). Online
service quality dimensions and their relationships with
satisfaction: Content analysis of customer reviews of securities
brokerage services. Intern.
J. of Service Industry Management, vol. 15(3), 302-326.
Zeithaml,
V. (1988). Consumer perceptions of price, quality, and value: A means-end
model
and synthesis of evidence. J. of Marketing, vol. 52(3),
2-22. doi:10.2307/1251446
|
Article Information
CUSTOMERS SERVICE PERCEPTION TOWARDS PUBLIC AND PRIVATE SECTOR BANKING IN PUNE CITY WITH CASE STUDY OF A PUBLIC SECTOR BANK IN PUNE REGION
Authors: SMITA R. NAIK, SUBODH SARKAR, AKOLKAR SOMESH
- Journal IJLRA
- ISSN 2582-6433
- Published 2024/04/07
- Issue 7
About Journal
International Journal for Legal Research and Analysis
- Abbreviation IJLRA
- ISSN 2582-6433
- Access Open Access
- License CC 4.0
All research articles published in International Journal for Legal Research and Analysis are open access and available to read, download and share, subject to proper citation of the original work.
Disclaimer: The opinions expressed in this publication are those of the authors and do not necessarily reflect the views of International Journal for Legal Research and Analysis.