A COMPARATIVE STUDY OF CUSTOMER RELATIONSHIP MANAGEMENT

BETWEEN BOI AND SIB

INTRODUCTION
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Customer relationship management is one of the strategies to manage customer as it focuses on

understanding customers as individuals instead of as part of a group. The banking sector is facing
enormous challenges of attracting the new customers and retaining the existing ones. The problems
commonly encountered by the bankers are shifting of customer loyalty, difficulty in synchronizing
demand and supply, controlling the performance quality of human interaction, etc. – need to be
articulated and tackled by managers. The attraction, retention, and building strong customer
relationships through quality services are at the heart of the modern marketing.
A sound marketing strategy is required to be adopted by the banker to build customer trust and
retain them in the business and for competitive advantage across the industry. The strategy should
focus on service quality rather than existing marketing mix, understanding of the customer
expectations and perceptions and what they imply for the marketer, use of technology, planning
for service recovery, customer-defined service standards, value pricing, etc..

With hot winds of competition blowing across the banking industry, developing a close symbiotic
relationship with customers has become highly important than ever before. Banks have to come
out with innovation measures to satisfy the needs of their present customers, acquire new one and
at the same time adopt procedures to win back the lost customers. Customer Relationship
Management (CRM) is an intelligent blend of marketing an information technology for serving
the customers with greater care and value. It is a comprehensive approach for creating, maintaining
and expanding customer relationship. Bank as a service organization have excellent reasons to
adopt a comprehensive CRM strategy. Customer needs, wants, desires keep hanging day by day.
Therefore it is necessary for the banks to adopt the changes in the market through tracking the
customer’s wants and the needs. This is possible only when the organization has a close contact
with its customers. Since customer creation cost is costlier than customer retention cost, banks
adopt CRM techniques for maintaining life long relationship and thereby ensure customer loyalty
and retention. Thus the banking sector moves from a transaction centric to a relationship centric
business approach by focusing through “build good relationship” and the profitable transaction
will follow automatically.
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CRM is a sound business strategy to identify the bank’s most profitable customers and
prospects, and devotes time and attention to expanding account relationship with those customers
through individualized marketing, reprising, discretionary decision making, and customized
service through the various sales channels that the bank uses. Any financial institution seeking to
adopt a customer relationship model should consider six key business requirements (Chary &
Ramesh). They are:
1. Create a customer-focused organization and infrastructure.
2. Gaining accurate picture of customer categories.
3. Assess the lifetime value of customers.
4. Maximize the profitability of each customer relationship.
5. Understand how to attract and keep the best customers.
6. Maximize rate of return on marketing campaigns.

MEANING

Customer Relationship Management is the establishment, development, maintenance and

optimization of long term mutually valuable relationships between customers and the
organizations. CRM is a series of strategies and processes that create new and mutual value for
individual customers, builds preference for their organizations and improves business results over
lifetime of association with their customers. 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. It is about creating a sustainable competitive advantage by being the best
at understanding, communicating, delivering, and developing existing customer relationship in
addition to creating and keeping new customers.
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DEFINITION

Kotler and Armstrong (2004) defined CRM as “the overall process of building and
maintaining profitable customer relationships by delivering superior customer value and
satisfaction”.

RELEVANCE OF THE STUDY

The globalization of banking operation along with high competition, continuing deregulation and
technological advancements has significantly altered the face and scope of banking. The process
of economic liberalization and financial sector has brought the issue of customer focus to the
forefront. Therefore, there exist a strong need for maintain CRM in the banks to understand the
customers and to meet their expectations. The scope of CRM is very wide including different
aspects like customer satisfaction, service quality, relationship quality, loyalty, commitment,
customer retention etc. To survive, bank has to redesign their strategy in delivering quality services
to attract and maintain customers. The present study helps to analyze the perception of customer
on CRM and studies their attitude towards CRM initiatives among bank of India and south Indian
bank in Manjeri Municipality.

STATEMENT OF THE PROBLEM

CRM aims at focusing all the organizational activities towards developing long term collaborative
relationship with customers to develop them as lifetime customers. CRM in banking is a key
element that allows a bank to develop its customer base and sales capacity. The goal of CRM is to
manage all aspects of customer interactions in a manner that enables banks to maximize
profitability from every customer. Retaining customers is a major concern for banking institution
which shows the importance of CRM. Banks have to come out with innovative measures to satisfy
the needs of both the present and potential customers and at the same time they must adopt
procedures to bring back the lost customers through establishing an excellence in customer
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Relationship. Hence the present study is carried out to examine the CRM techniques adopted by
bank of India and south Indian banks in Manjeri Municipality.

SCOPE OF THE STUDY

The study is conducted among the customers of Bank of India and South India bank in Manjeri
Municipality. The study intends to analyze the perception of customers on CRM, and study the
attitude of customers towards CRM initiatives in banks (BOI & SIB) belonging to Manjeri
Municipality.

OBJECTIVES OF THE STUDY

1. To study the attitude of customers towards CRM initiatives in banks.

2. To analyze the perception of customers on CRM among BANK OF INDIA & SOUTH
INDIAN BANK
3. To measure and compare the general satisfaction level towards CRM initiatives in banks.

HYPOTHESES OF THE STUDY

1. There is no significant difference between the income level of respondents and type of
account Preferred by them.
2. There is no significant difference between satisfaction levels of two customers in two
banks.
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METHODOLOGY OF THE STUDY

POPULATION

The study was conducted among the customers of both BOI & SIB banks

SAMPLE SIZE

The sample size of the study is 100 (50 from Bank of India and 50 from South Indian banks)

TYPE OF DATA

Both primary and secondary data are used for the study.

SOURCES OF DATA

The primary data is collected from customers from bank of India and south Indian bank in
Manjeri Municipality and secondary data is collected from books, journals and internet.

TOOL OF DATA COLLECTION

The primary data is collected through Questionnaire method

TOOLS OF ANALYSIS

The tools of analysis includes Percentage, Scaling, etc. Hypotheses are tested by using Chi-
Square test.
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CHAPTERISATION

The report is divided into 4 chapters.

Chapter 1 – Introduction

The first chapter includes Introduction, Meaning and Definition of CRM, Significance of the
Study, Statement of the Problem, Scope of the Study, Objectives of the Study, Hypotheses,
Methodology of the Study and Cauterization.

Chapter 2 –Review of Literature

The second chapter includes reviews of previous studies relating to Customer Relationship
Management.

Chapter 3 –Theoretical Review

The third chapter deals with the theoretical review about Customer Relationship Management.

Chapter 4 – Analysis of Data

The fourth chapter deals with the analysis of data collected 100 customers of bank of India and
south Indian bank in Manjeri Municipality.

Chapter 5– Summary, Findings, Suggestion and Conclusions

The final chapter deals with the findings derived from analysis, suggestions and conclusions.
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CHAPTER - 2
REVIEW OF LITERATURE
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REVIEW OF LITERATURE

The various literature reviews relating to Customer Relationship Management are presented in this
chapter.

1). Dr. H. Balakrishnan* & R. Krishnaveni(2014) found that there is significant association
between occupational status and overall attitude of customers towards CRM practices of selected
private sector banks. Among KVB respondents 29.2% are neither satisfied nor dissatisfied with
CRM practices and 2.1% are satisfied with CRM practices. Among LVB respondents 54.7% stated
that they are highly dissatisfied with CRM practices and 1.60% has said that they are highly
satisfied with CRM practices .

2) Knox et al., (2003) address that CRM is a strategic approach designed to improve stakeholder
value (the value the customer receives, the value the organization receives, and the customer
retention and its economics) through developing appropriate relationships with key customers and
customer segments and through channel and media integration (channel and media suitability,
channel and media structure, and multichannel and multimedia integration). CRM unites the
potential of IT and relationship marketing to deliver profitable, long-term relationships.

3) Hedley Kimberley (2006) observed that, presently there are tremendous challenges to the retail
banking industry. Customers will become increasingly individualistic and, at the same time, more
controlling in their relationships with banks. For banks, traditional segmentation approaches and
go-to market techniques will become obsolete. How retail banks compete in the marketplace will
also change dramatically.

4), Bargal Hitendra & Sharma Ashish (2008) added that banks will have to adopt diversified
services, open their branches at the shopping centers, install their web system, implement proper
training system, define high performance system to improve the behavior of the employees, offer
proper customer complaint system and performance-based appraisal system to improve the overall
services of the banks. Customers play an important role in the selection of a particular bank.

5) Dhade & Mittal(, 2008) observed that , proper customer care, number of years in business and
easy accessibility are considered as the important factors that influence a customer’s choice of a
bank
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6)Das Kallol et al., (2009) explores the association between deployment of CRM best practices
and loyalty of profitable customers in Indian retail banking. They developed the best CRM
practices which may be helpful to the organizations toward achieving comprehensive CRM
deployment. The study reveals that State Bank of India and Bank of Baroda are lagging behind
their counterparts from other sectors regarding deployment of the best practices.

7) Morpace Reports (2008) and Teller Vision (2009) state that the perception of banks varies
depending on their size. However, all banks share the same key opportunity for improvement in
customer satisfaction, that is, helping customers achieve their financial goals. But as per the study,
the overall customer satisfaction tends to decrease as bank size increases. That is, customers of
national banks tend to be significantly less satisfied than customers of regional or local banks who,
in turn, are less satisfied than customers of credit unions.

8) Dr. K. Ganesamurthy (2011) they describe that Customer Retention Management (CRM)
perceives as a technique of banking companies in order to explore, retain and also increase the
loyal customers in the competitive business era. This research paper attempted to study the
customers' perspectives on CRM practices of Commercial Banks in India, the sample size include
421 respondents from both public and private sector banks in Tamilnadu, and the study reveals
that customers' perception of CRM in banks does not vary irrespective of different classifications
of customers such as age, sex, education, occupation, income level, the bank in which customers
have an account, type of account, type of account maintained by the customers and the period of
customers' association with banks.

9) Mihir Dash and VineethaRajshekhar (2013) in their study “A Comparison of Relationship

Marketing in Public and Private Sector Banks in India” found that the dimension with highest
expectation level was Relationship Quality, followed by Communication, Conflict-handling,
Bonding, and Trust. On the other hand, the dimension with highest perception level was
Relationship Quality, followed by Trust, Communication, Bonding, and Conflict-handling. The
results showed that there was a statistically significant gap between expectations and perceptions
in Bonding, Communication, and Conflict handling.
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10) IzahMohd Tahir and ZulianaZulkifli (2011) in their study “Preliminary Analysis of CRM
Practices among Banks from the Customers’ Perspectives” found that customers are not sure
whether banks use their information to do the planning on the products and services

11) V. Raman Nair, Bindu K. Nambiar and AnstedIype Joseph (2015) in their study “Adoption of
CRM Initiatives: Reshaping the Customer Centric Model with Special Reference to Banks in
Kerala” found that customers perceive new generation private sector banks most favorably
compared to other banks and old generation private sector banks least favorably across all factors.
The only factor which customers view favorably for all banks is service tangibility and customer
acquisition

12) Mahesh Agnihotri and M.GangaBhavani(2015) in their study “Impact of the Customer
Relationship Management Practices on the Profitability of UAE Banks - A Comparative Study”
found that 30% of the customers expressing their dissatisfaction regarding banks are taking special
interest in handling problems relating to their accounts. Only 48% of the customers strongly agreed
and 21% of the customers agreed for this statement. Here is the need to banks which is highlighted
by the results that banks have to show personal interest to satisfy the customers in handling their
account related problems. It can be concluded from the above results that satisfaction of the
customers can be achieved with overall reputation of the firm; in turn, this can be beneficial to
establishing and maintaining relationships with key suppliers and distributors. Reputation can
provide a halo effect on the firm that positively influences customer evaluation. Customer
satisfaction generates more future revenue reduces costs, and increases the reputation of the firm

13) Uma Sankar Mishra et al (2012) in the study “CRM in Banks: A Comparative Study of Public
and Private Sectors in India” found that availability of ATMs / ATM networks (54.90%) is the
single most important factor across all categories of respondent. The next important factors are
overall reputation of the bank (35.31%), where the company maintains salary account (31.75%),
proximity of location (33.53%) and convenient working hours (21.66%). Though customer service
is an important parameter for choosing the bank, a relatively low score is given to it by the sample
respondents
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14) V. Raman Nair, Bindu K. Nambiar and AnstedIype Joseph (2015) in their study “Adoption of
CRM Initiatives: Reshaping the Customer Centric Model with Special Reference to Banks in
Kerala” found that customers perceive new generation private sector banks most favorably
compared to other banks and old generation private sector banks least favorably across all factors.
The only factor which customers view favorably for all banks is service tangibility and customer
acquisition. The customers’ perception regarding the other four factors appears at the lower end of
the spectrum in spite of bank manager’s being overly optimistic about the impact of their CRM
strategy.

15) Sonia Kalra (2012) in her study “Customer Relationship Management in Banks: A
Comparative Study of Public and Private Sectors in Punjab” found that 74% of the employees
agree that they give each customer individual attention whereas 19% do not agree. To get attention,
72% agree that they exchange information with their key customers frequently. 56% agree that a
team comprising representatives from various groups goes out regularly to meet with their
customers and to take customer feedback as 55% agree whereas 28% do not agree that they are
getting feedback. It has been found that 55% of the employees also agree that they have a well-
developed privacy policy to ensure confidentiality of the data collected from customers whereas
22% do not agree.72% of the employees agree that they are provided training programs to develop
the skills required for a acquiring and deepening customers relationships and 60% agree that they
are willing to help customers in a responsive manner. As every customer expects better quality
and prompt services so 63% of the employees agree that they evaluate their services quality
performance and constantly strive to improve the same so that they can provide prompt services
as 69% agree that they provide prompt service whereas 15% do not agree.
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CHAPTER - 3

THEORETICAL REVIEW

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CRM is an approach to managing a company’s interaction with current and future customers. The
CRM approach tries to analyses data about customers' history with a company, in order to better
improve business relationships with customers, specifically focusing on retaining customers, in
order to drive sales growth. One important aspect of the CRM approach is the systems of CRM
that compile information from a range of different channels, including a company’s website,
telephone, email, live chat, marketing materials, social media, and more. Through the CRM
approach and the systems used to facilitate CRM, businesses learn more about their target
audiences and how to best cater to their needs. However, the adoption of the CRM approach may
also occasionally lead to favoritism within an audience of consumers, leading to dissatisfaction
among customers and defeating the purpose of CRM.

Types of CRM

1 Operational CRM

The primary goal of CRM systems is to integrate and automate sales, marketing, and customer
support. Therefore, these systems typically have a dashboard that gives an overall view of the three
functions on a single page for each customer that a company may have. The dashboard may
provide client information, past sales, previous marketing efforts, and more, summarizing all of
the relationships between the customer and the firm. Operational CRM is made up of 3 main
components: Sales Force Automation, Marketing Automation, and Service Automation.

Sales Force Automation

It works with all stages in the sales cycle, from initially entering contact information to
converting a prospective client into an actual client. Sales force automation implements Sales
promotion analysis, automates the tracking of a client's account history for repeated sales or future
sales and coordinates sales, marketing, call centers, and retail outlets.

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Marketing Automation

CRM tools with marketing automation capabilities can automate repeated tasks, for example,

sending out automated marketing emails at certain times to customers, or posting marketing

information on social media. The goal with marketing automation is to turn a sales lead into a full

customer.

Service Automation

It is the part of the CRM system that focuses on direct customer service technology.
Through service automation, customers are supported through multiple channels such as phone,
email, knowledge bases, ticketing portals, FAQs, and more.

2 Analytical CRM

The role of analytical CRM systems is to analyse customer data collected through multiple sources,
and present it so that business managers can make more informed decisions. Analytical CRM
systems use techniques such as data mining, correlation, and pattern recognition to analyse the
customer data. These analytics help improve customer service by finding small problems which
can be solved, perhaps, by marketing to different parts of a consumer audience differently. For
example, through the analysis of a customer base's buying behaviour, a company might see that
this customer base has not been buying a lot of products recently. After scanning through this data,
the company might think to market to this subset of consumers differently, in order to best
communicate how this company's products might benefit this group specifically.

3 Collaborative CRM

The third primary aim of CRM systems is to incorporate external stakeholders such as suppliers,
vendors, and distributors, and share customer information across organizations. It is called
collaborative CRM.

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Features of CRM

1 Customers’ Needs

An organization can never assume what actually a customer needs. Hence it is extremely important
to interview a customer about all the likes and dislikes so that the actual needs can be ascertained
and prioritized. Without modulating the actual needs it is arduous to serve the customer effectively
and maintain a long-term deal.

2 Customers Response

Customer response is the reaction by the organization to the queries and activities of the customer.
Dealing with these queries intelligently is very important as small misunderstandings could convey
unalike perceptions. Success totally depends on the understanding and interpreting these queries
and then working out to provide the best solution. During this situation if the supplier wins to
satisfy the customer by properly answering to his queries, he succeeds in explicating a professional
and emotional relationship with him.

3 Customer Satisfaction

Customer satisfaction is the measure of how the needs and responses are collaborated and
delivered to excel customer expectation. In today’s competitive business marketplace, customer
satisfaction is an important performance exponent and basic differentiator of business strategies.
Hence, the more is customer satisfaction; more is the business and the bonding with customer.

4 Customer Loyalty

Customer loyalty is the tendency of the customer to remain in business with a particular supplier
and buy the products regularly. This is usually seen when a customer is very much satisfied by the
supplier and re-visits the organization for business deals, or when he is tended towards re-buying
a particular product or brand over times by that supplier. To continue the customer loyalty the most

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Important aspect an organization should focus on is customer satisfaction. Hence, customer loyalty
is an influencing aspect of CRM and is always crucial for business success.

5 Customer Retention

Customer retention is a strategic process to keep or retain the existing customers and not letting
them to diverge or defect to other suppliers or organization for business. Usually a loyal customer
is tended towards sticking to a particular brand or product as far as his basic needs continue to be
properly fulfilled. He does not opt for taking a risk in going for a new product. More is the
possibility to retain customers the more is the probability of net growth of business.

6 Customer Complaints

Always there exists a challenge for suppliers to deal with complaints raised by customers.
Normally raising a complaint indicates the act of dissatisfaction of the customer. There can be
several reasons for a customer to launch a complaint. A genuine reason can also exist due to which
the customer is dissatisfied but sometimes complaints are launched due to some sort of
misunderstanding in analyzing and interpreting the conditions of the deal provided by the supplier
regarding any product or service. Handling these complaints to ultimate satisfaction of the
customer is substantial for any organization and hence it is essential for them to have predefined
set of process in CRM to deal with these complaints and efficiently resolve it in no time.

7 Customer Service

In an organization Customer Service is the process of delivering information and services

regarding all the products and brands. Customer satisfaction depends on quality of service
provided to him by the supplier. The organization has not only to elaborate and clarify the details
of the services to be provided to the customer but also to abide with the conditions as well. If the
quality and trend of service go beyond customer’s expectation, the organization is supposed to
have a good business with customers.

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Importance of Customer Relationship Management

Looking at some broader perspectives given as below, we can easily determine why a CRM System
is always important for an organization.

1. A CRM system consists of a historical view and analysis of all the acquired or to be acquired
customers. This helps in reduced searching and correlating customers and to foresee customer
needs effectively and increase business.

2. CRM contains each and every bit of details of a customer, hence it is very easy for track a
customer accordingly and can be used to determine which customer can be profitable and which
not.

3. In CRM system, customers are grouped according to different aspects according to the type of
business they do or according to physical location and are allocated to different customer managers
often called as account managers. This helps in focusing and concentrating on each and every
customer separately.

4. A CRM system is not only used to deal with the existing customers but is also useful in acquiring
new customers. The process first starts with identifying a customer and maintaining all the
corresponding details into the CRM system which is also called an ‘Opportunity of Business’. The
Sales and Field representatives then try getting business out of these customers by sophistically
following up with them and converting them into a winning deal. All this is very easily and
efficiently done by an integrated CRM system.

5. The strongest aspect of Customer Relationship Management is that it is very cost-effective. The
advantage of decently implemented CRM system is that there is very less need of paper and manual
work which requires lesser staff to manage and lesser resources to deal with. The technologies
used in implementing a CRM system are also very cheap and smooth as compared to the traditional
way of business.

6. All the details in CRM system is kept centralized which is available anytime on fingertips. This
reduces the process time and increases productivity.
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7. Efficiently dealing with all the customers and providing them what they actually need increases
the customer satisfaction. This increases the chance of getting more business which ultimately
enhances turnover and profit.

8. If the customer is satisfied they will always be loyal to you and will remain in business forever
resulting in increasing customer base and ultimately enhancing net growth of business.

Components of Customer Relationship Management (CRM)

1. Sales Force Automation

Sales Force Automation is the most essential components of customer relationship management.
This is one such component that is undertaken by the maximum business organizations. It includes
forecasting, recording sales processing as well as keeping a track of the potential interactions.

It helps to know the revenue generation opportunities better and that makes it very significant. The
component also includes analyzing the sales forecasts and the performances by the workforce. To
achieve an overall improvement in the development and growth of the industry, numerous
components work hand in hand to form sales force automation as a consequent unit.

2. Human Resource Management

Human Resource Management involves the effective and correct use of human resource and skills
at the specific moment and situation. This requires to be make sure that the skills and intellectual
levels of the professionals match the tasks undertaken by them according to their job profiles. It is
an essential component not only for the large scale corporations but the medium industries as well.
It involves adopting an effective people strategy and studying the skills or the workforce and the
growth being generated thereby designing and implementing the strategies needed accordingly
with the aim of achieving development.

3. Lead Management
Lead Management as the name suggests, refers to keeping the track of the sales leads as well as
their distribution. The business that are benefitted by this component of CRM the most are the

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sales industries, marketing firms and customer executive centers. It involves an efficient
management of the campaigns, designing customized forms, finalizing the mailing lists and several
other elements. An extensive study of the purchase patterns of the customers as well as potential
sales leads helps to capture the maximum number of sales leads to improve the sales.

4. Customer Service
Customer Relationship Management emphasizes on collecting customer information and data,
their purchase information and patterns as well as involves providing the collected information to
the necessary and concerned departments. This makes customer service an essential component of
CRM.

5. Marketing
Marketing is one of the most significant component of Customer Relationship Management and it
refers to the promotional activities that are adopted by a company in order to promote their
products. The marketing could be targeted to a particular group of people as well as to the general
crowd. Marketing involves crafting and implementing strategies in order to sell the product.
Customer Relationship Management assists in the marketing process by enhancing and improving
the effectiveness of the strategies used for marketing and promotion. This is done by making an
observation and study of the potential customers.

6. Workflow Automation
A number of processes run simultaneously when it comes to the management and this requires an
efficient cost cutting as well as the streamlining of all the processes.The phenomenon of doing so
is known as Workflow Automation. It not only reduces the excess expenditure but also prevents
the repetition of a particular task by different people by reducing the work and work force that is
getting wasted for avoidable jobs. Routing out the paperwork and form filling are some of the
elements of the process and it aims at preventing the loss of time and excess effort.

7. Business Reporting
CRM comes with a management of sales, customer care reports and marketing. The customer care
reports assist the executives of a company to gain an insight into their daily work management and
operations. This enables one to know the precise position of the company at any particular instance.

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CRM provides the reports on the business and that makes it play a major role here. It is ensured
that the reports are accurate as well as precise.

8. Analytics
Analytics is the process of studying and representing the data in order to observe the trends in the
market. Creating graphical representations of the data in the form of histograms, charts, figures
and diagrams utilizing the current data as well as the one generated in the past is essential to
achieve a detailed understanding and study of the trends. Analytics is an extremely significant
element of Customer Relationship Management as it allows to make in-depth study of information
that is required to calculate the progress in the business.

CRM Software

CRM software consolidates customer information and documents into a single CRM database so
business users can more easily access and manage it. The other main functions of this software
include recording various customer interactions (over email, phone calls, social media or other
channels, depending on system capabilities), automating various workflow processes such as
tasks, calendars and alerts, and giving managers the ability to track performance and productivity
based on information logged within the system.

Features of CRM Software

1. Marketing Automation: CRM tools with marketing automation capabilities can automate
repetitive tasks to enhance marketing efforts to customers at different points in the lifecycle. For
example, as sales prospects come into the system, the system might automatically send those
marketing materials, typically via email or social media, with the goal of turning a sales lead into
a full-fledged customer.

2. Sales Force Automation: Also known as sales force management, sales force automation is
meant to prevent duplicate efforts between a salesperson and a customer. A CRM system can help
achieve this by automatically tracking all contact and follow-ups between both sides.

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3. Contact Centre Automation: Designed to reduce tedious aspects of a contact centre agent's
job, contact center automation might include pre-recorded audio that assists in customer problem-
solving and information dissemination. Various software tools that integrate with the agent's
desktop tools can handle customer requests in order to cut down the time of calls and simplify
customer service processes.

4. Relocation Technology, or Location-Based Services: Some CRM systems include technology

that can create geographic marketing campaigns based on customers' physical locations,
sometimes integrating with popular location-based GPS apps. Geolocation technology can also be
used as a networking or contact management tool in order to find sales prospects based on location.

CRM Implementation

If a bank attempt to implement a CRM package without knowing how implementation work, it
will face problems throughout the project. It is definitely necessary to have a formal steering
committee that consist of the stake holders, program managers, project managers, and so on who
would review the project as it moves through the implementation stages. The diagram 3.1 shows
the various stages involved in the CRM Implementation.

22
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 A COMPARATIVE STUDY OF CUSTOMER RELATIONSHIP MANAGEMENT
BETWEEN BOI AND SIB

Commencement meeting
↓
Requirement gathering
↓
Prototyping and Detailed Proposal
↓
Development of Customizations
↓
Power Use Beta Test and Data
↓
Rollout the System Handling Out
↓
Train and Retain
↓
Support, system Optimization and Maintenance

Stages of CRM Implementation

23
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 A COMPARATIVE STUDY OF CUSTOMER RELATIONSHIP MANAGEMENT
BETWEEN BOI AND SIB

CHAPTER – 4

ANALYSIS &

INTERPRETATION OF

DATA

24
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 A COMPARATIVE STUDY OF CUSTOMER RELATIONSHIP MANAGEMENT
BETWEEN BOI AND SIB

TABLE 4.1
CLASSIFICATION OF RESPONDENTS GENDER CLASSIFICATION

PARTICULARS RESPONDENTS PERCENTAGE

BOI SIB BOI SIB
Male 32 37 32% 37%
Female 18 13 18% 13%
Total 100 100%
(SOURCE: PRIMARY DATA)

CHART 4.1 GENDER CLASSIFICATION

GENDER
CLASSIFICATION

37
%
32
%

18
%
13
%

BO SI
I B
male female

INTERPRETATION:

Out of the total respondents, 32% of the respondents are male in bank of India and 37% in south
Indian bank where as 18% of the respondents are female in bank of India and 13% in south Indian
bank.

25
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BETWEEN BOI AND SIB

TABLE 4.2 CLASSIFICATION OF RESPONDENTS AGE

PARTICULARS RESPONDENTS PERCENTAGE

BOI SIB BOI SIB
Below 20 9 6 9% 6%
20-30 6 12 6% 12%
30-40 28 24 28% 24%
Above 40 7 8 7% 8%
Total 100 100%
(SOURCE: PRIMARY DATA)

CHART 4.2 AGE

AG
E
28%

24%

12%
9% 8%
6% 6% 7%

BELOW 20- 30- ABOVE

20 30 40 40
BOI
SI
B

INTERPRETATION:

Out of the total respondents,28% belongs to the age group 30-40 in bank of India and 24% in south
Indian bank, 7% of the respondents belongs to the group of above 40and 6% belongs to the below
20.

26
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 A COMPARATIVE STUDY OF CUSTOMER RELATIONSHIP MANAGEMENT
BETWEEN BOI AND SIB

TABLE 4.3

MERITAL STATUS

PARTICULARS RESPONDENTS PERCENTAGE

BOI SIB BOI SIB

Married 36 22 36% 22%
Un married 15 27 15% 27%
Total 100 100%
(SOURCE: PRIMARY DATA)

CHART 4.3 MARITAL STATUS

MARITAL
STATUS
36%

27%
22
%
15%

BO SI
I B
Married Un married

INTERPRETATION:

Out of the total respondents 36% of the respondents are married respondents in bank of India and
15% are un-married. In south Indian bank 22% of the respondents are married and 27% are un
married in south Indian bank

27
SULLAMUSSALAM SCIENCE COLLEGE,
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 A COMPARATIVE STUDY OF CUSTOMER RELATIONSHIP MANAGEMENT
BETWEEN BOI AND SIB

TABLE 4.4

EDUCATION LEVEL

PARTICULARS RESPONDENTS PERCENTAGE

BOI SIB BOI SIB
Up to sslc 12 20 12% 20%
Secondary education 10 15 10% 15%
Graduate 22 5 22% 5%
Pg 6 10 6% 10%
Total 100 100%
(SOURCE: PRIMARY DATA)

CHART4.4 EDUCATIONLEVEL

EDUCATION
25
LEVEL
%

20
%

15
%

10
%

5 UP TO SECONDA GRADUA P
% SSLC RY TE G
EDUCATI
0 ON BOI
% SI
B
INTERPRETATION:

From the Table it is clear that in bank of India 22% of the respondents are graduate and 20% of
the respondents only have primary education.in BOI Only 6% respondents have post-graduation
and 5% of them have graduation in SIB.

28
SULLAMUSSALAM SCIENCE COLLEGE,
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 A COMPARATIVE STUDY OF CUSTOMER RELATIONSHIP MANAGEMENT
BETWEEN BOI AND SIB

TABLE 4.5
OCCUPATION
PARTICULARS RESPONDENTS PERCENTAGE
BOI SIB BOI SIB
Government employee 20 27 20% 27%
Privet employee 19 15 19% 15%
Profession 11 8 21% 8%
Total 100 100%
(SOURCE: PRIMARY DATA)

CHART 4.5 OCCUPATION

OCCUPATI
ON
8
%
SI 15
B %
27
%

21
%
BO 42
I %
20
%

0 5 10 15 20 25 30 35 40 45
% % % % % % % % % %
Profession Privet employee Government employee

INTERPRETATION:

From the table 4.5 it is clear that out of the 50 respondents in BOI 21 % of respondents have
professional job 20% them are government employees. In SIB 27% of respondents are government
employees and 8% of them are professional occupation.

29
SULLAMUSSALAM SCIENCE COLLEGE,
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 A COMPARATIVE STUDY OF CUSTOMER RELATIONSHIP MANAGEMENT
BETWEEN BOI AND SIB

TABLE 4.6
MONTHLY INCOME

PARTICULARS RESPONDENTS PERCENTAGE

BOI SIB BOI SIB
Below 20000 20 26 20% 26%
B/W 20000-50000 14 6 14% 6%
B/W 50000-100000 12 10 12% 10%
Above 100000 4 8 4% 8%
Total 100 100%

CHART4.6 MONTHLY INCOME LEVEL

INCOME
LEVEL
8
4 %
4
%
10
3 %
12
%
6
2 %
44
%
26
1 % 33
%
0 5 10 15 20 25 30 35 40 45 50
% % % % % % % % % % %
SIB BOI

INTERPRETATION:

It is clear that from the study that out of the 50respondents in BOI 20% of the respondents are
monthly income below 20000 and 4% above 100000. In SIB 26% of the respondents are below
20000 and 6% are between 20000-50000.

30
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 A COMPARATIVE STUDY OF CUSTOMER RELATIONSHIP MANAGEMENT
BETWEEN BOI AND SIB

TABLE 4.7

TYPE OF BANK

PARTICULARS RESPONDENTS PERCENTAGE

Bank of India 50 50%
South Indian bank 50 50%
Total 100 100%
(SOURCE: PRIMARY DATA)

CHART 4.7 TYPE OF BANK

TYPE OF
BANK

50 50
% %

BANK OF SOUTH INDIAN

INDIA BANK

INTERPRETATION:

50 customers are selected from Public sector banks and 50 customers from private sector banks.

31
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 A COMPARATIVE STUDY OF CUSTOMER RELATIONSHIP MANAGEMENT
BETWEEN BOI AND SIB

TABLE 4.8
TYPE OF ACCOUNT
PARTICULARS RESPONDENTS PERCENTAGE
BOI SIB BOI SIB
Savings account 28 31 28% 31%
Current account 8 6 8% 6%
Fixed account 10 8 10% 8%
NRI account 4 5 4% 5%
Total 100 100%

(SOURCE: PRIMARY DATA)

CHART 4.8 TYPE OF ACCOUNT

TYPE OF
ACCOUNT
31%
28%

10%
8% 8%
6% 5%
4%

SAVINGS CURRENT FIXED NRI

ACCOUNT ACCOUNT ACCOUNT ACCOUNT
BOI
SI
B
INTERPRETATION:

From the table 4.8 it is clear that out of the 50respondents in BOI 28% are using savings account
and 4% are using NRI account. In SIB 31% are using savings account and 5% are using NRI
account.

32
SULLAMUSSALAM SCIENCE COLLEGE,
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 A COMPARATIVE STUDY OF CUSTOMER RELATIONSHIP MANAGEMENT
BETWEEN BOI AND SIB

TABLE 4.9

YEARS OF SERVICE

PARTICULARS RESPONDENTS PERCENTAGE

BOI SIB BOI SIB
Below 5 8 20 8% 20%
Between 5-10 7 11 7% 11%
Between 10-15 9 4 9% 4%
Above 15 26 15 26% 15%
Total 100 100%
(SOURCE: PRIMARY DATA)

CHART 4.9 YEAR OF SERVICE

YEAR
OFSERVICE
15
ABOVE %
15 26
%
4
BETWEEN 10- %
15 9
%
11
BETWEEN 5- %
10 7
%
20
BELOW %
5 8
%
0 5 10 15 20 25 30
% % % % % % %
SIB BOI

INTERPRETATION:

From the table 4.9 it is clear that out of the 50respondents in BOI, 26% are availing the service for
above 15 years and 8% below 5 years. In SIB out of 50 respondents 20% are availing service for
5% and 4% 28 using 10-15 years.

33
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 A COMPARATIVE STUDY OF CUSTOMER RELATIONSHIP MANAGEMENT
BETWEEN BOI AND SIB

TABLE 4.10

FREEQUNTLY USE BANK SERVICES

PARTICULARS RESPONDENTS PERCENTAGE

BOI SIB BOI SIB
Rarely 15 21 15% 21%
Frequently 9 14 9% 14%
Occasionally 20 8 20% 8%
Often 6 7 6% 7%
Total 100 100%
(SOURCE: PRIMARY DATA)

CHART 4.10 FREEQUNTLY USE BANK SERVICES

USE OF BANK
SERVICES
25
%

20
%

15
%

10
%

5 Rarel Frequentl Occasional Often

% y y ly
BOI
0 SI
% B

INTERPRETATION:

From the table 4.10 it is clear that out of the 50 respondents in BOI 15% of respondents using bank
services frequently and 6% of respondents using bank services often. In SIB 21are rarely use bank
services and 7% use bank services often.

34
SULLAMUSSALAM SCIENCE COLLEGE,
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 A COMPARATIVE STUDY OF CUSTOMER RELATIONSHIP MANAGEMENT
BETWEEN BOI AND SIB

TABLE 4.11
PERCEPTION ON CRM

PARTICULARS HIGHLY SATISFIED NEUTRAL DIS- HIGHLY

SATISFIE SATISFIE DIS-
D D SATISFIE
D
BOI SIB BOI SIB BOI SIB BOI SIB BOI SIB

Providing prompt 4 8 20 18 15 18 10 6 1 0
service
Simplified formalities 10 3 12 4 8 10 15 18 5 15
Timely service 5 4 10 8 16 12 9 20 10 6
Knowledge of 4 9 15 9 15 16 8 11 8 5
employees
Know your customers 8 1 12 21 14 9 6 15 10 4
among employees
ATM facilities 3 15 5 15 25 5 7 10 10 5
Attending the customers 4 2 5 5 0 21 30 27 11 16
calls
Understanding customer 5 5 18 24 8 1 9 15 10 5
needs
Employees willingness 18 21 8 5 5 10 18 12 1 2
to help
Response to customer 8 9 4 15 19 21 8 15 11 0
request
Trustworthy employees 9 6 5 15 10 3 12 18 14 8
Privacy 17 12 4 8 9 16 8 10 2 4
(SOURCE: PRIMARY DATA)

35
SULLAMUSSALAM SCIENCE COLLEGE,
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 A COMPARATIVE STUDY OF CUSTOMER RELATIONSHIP MANAGEMENT
BETWEEN BOI AND SIB

TABLE 4.11(a)
PERCEPTION ON CRM (PERCENTAGE ANALYSIS)

PARTICUL *5 *4 *3 *2 *1 TOTAL WEIGHTED

ARS WEIGHT AVARAGE
(%)
B SI B SI B SI B SI B SIB BOI SIB BOI SIB
O B O B OI B OI B OI
I I
Providing
prompt
2 4 8 7 5
service
0 0 0 2 45 4 20 12 1 0 166 178 33.2 35.6
Simplified
5 1 4 1 3
formalities
0 5 8 2 24 0 30 30 5 18 157 105 31.4 21
Timely
2 2 4 3 3
service
5 0 0 2 48 6 18 40 10 6 141 134 28.2 26.8
Knowledge
2 4 6 3 4
of employees
0 5 0 6 45 8 16 22 8 5 149 156 29.8 31.2
Know your
customers
among
4 4 8 2
employees
0 5 8 4 42 7 12 30 10 4 152 150 30.4 30
Atm facilities 1 7 2 6 1
5 5 0 0 75 5 14 20 10 5 134 175 26.8 35
Attending the
customers
2 1 2 2 6
calls
0 0 0 0 0 3 60 54 11 16 111 163 22.2 32.6

36
SULLAMUSSALAM SCIENCE COLLEGE,
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 A COMPARATIVE STUDY OF CUSTOMER RELATIONSHIP MANAGEMENT
BETWEEN BOI AND SIB

Understandin
g customer
2 2 7 9
needs
5 5 2 6 24 3 18 30 10 5 149 159 29.8 31.8
Employees
willingness 1
9 0 3 2 3
to help
0 5 2 0 15 0 36 24 1 2 174 181 34.8 36.2
Response to
customer
4 4 1 6 6
request
0 5 6 0 57 3 16 30 11 0 140 198 28 39.6
Trustworthy
4 3 2 6
employees
5 0 0 0 30 9 24 36 14 8 133 143 26.6 28.6
Privacy 8 6 1 3 4
5 0 6 2 27 8 16 20 2 4 146 164 29.2 32.8

CHART 4.11 PERCEPTION ON CRM

PERCEPTION ON
CRM 29.2
32.8
PRIVA 26.28.6
6 28 39.
CY TRUSTWORTHY 6
3
EMPLOYEES RESPONSE TO 4.8
36.2
29
CUSTOMER REQUEST .8
31.8
ATTENDING THE CUSTOMERS
EMPLOYEES CALLS
WILLINGNESS 32.
22. 6
ATM
TO HELP 2 35
26.
FACILITIES KNOW YOUR CUSTOMERS
UNDERSTANDING CUSTOMER 8 30
30.4
AMONG EMPLOYEES
NEEDS 2
9.8
31.2
KNOWLEDGE OF EMPLOYEES 26.
28.
TIMELY SERVICE 21 8
2 31.
SIMPLIFIED 4 33.2
FORMALITIES 35.6
PROVIDING PROMPT 0 5 10 15 20 25 30 35 40 45
SERVICE SIB BOI

37
SULLAMUSSALAM SCIENCE COLLEGE,
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 A COMPARATIVE STUDY OF CUSTOMER RELATIONSHIP MANAGEMENT
BETWEEN BOI AND SIB

INTERPRETATION:

From the table 4.11 it is clear that, out of the 50 respondents in BOI most satisfied services is
employees willingness to help (34.8%) and least satisfied service is Attending the customers
(22.2%) whereas in SIB most satisfied services is response to customer request (39.6%) and least
one is simplified formalities (21%)

TABLE 4.12 CUSTOMERS SERVICE STRATEGIES

PARTICULARS HIGHLY SATISFIE NEUTRA DIS- HIGHLY

SATISFIE D L SATISFIE DIS-
D D SATISFIED
BOI SIB BOI SIB BOI SIB BIB SIB BOI SIB
Cross-selling of products 3 1 12 19 18 22 15 7 2 1
Up-selling of products 6 11 9 8 20 24 15 6 0 1
Single window services 2 5 17 14 8 18 13 5 10 8
24 hours service 1 0 12 8 9 19 21 13 7 10
Anywhere banking 6 12 11 9 17 15 12 10 4 4
Charge free banking 19 9 12 18 15 11 4 5 0 7
Global banking 4 11 8 9 19 21 8 7 11 2
Telephone banking 0 1 5 8 9 4 28 21 8 16
Internet banking 11 10 8 16 10 9 18 11 3 4
Door step services 0 1 5 3 8 16 29 27 8 3
Insurance advice 15 9 12 18 8 5 12 17 3 1
Bank assurance 19 14 12 10 5 18 11 6 3 2
(SOURCE: PRIMARY DATA)

38
SULLAMUSSALAM SCIENCE COLLEGE,
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 A COMPARATIVE STUDY OF CUSTOMER RELATIONSHIP MANAGEMENT
BETWEEN BOI AND SIB

TABLE 4.12 CUSTOMERS SERVICE STRATEGIES

WEIGHT
TOTAL ED
*5 *4 *3 *2 *1
WEIGHT AVARA
PARTICULARS
GE (%)
B SI B S B S B S B SI BOI SIB BO SIB
O B O I O I O I OI B I
1 4 7 5 6 3 1 29. 32.
Cross-selling of products
5 5 8 6 4 6 0 4 2 1 149 162 8 4
3 5 3 3 6 7 3 1 31. 34.
Up-selling of products
0 5 6 2 0 2 0 2 0 1 156 172 2 4

1 2 6 5 2 5 2 1 27. 30.
Single window services
0 5 8 6 4 4 6 0 10 8 138 153 6 6
4 3 2 5 4 2 25.
24 hours service
5 0 8 2 7 7 2 6 7 10 129 125 8 25

3 6 4 3 5 4 2 2 30.
Anywhere banking
0 0 4 6 1 5 4 0 4 4 153 165 6 33

9 4 4 7 4 3 1 39. 33.
Charge free banking
5 5 8 2 5 3 8 0 0 7 196 167 2 4
2 5 3 3 5 6 1 1 27.
Global banking
0 5 2 6 7 3 6 4 11 2 136 170 2 34

2 3 2 1 5 4 22. 21.
Telephone banking
0 5 0 2 7 2 6 2 8 16 111 107 2 4
5 5 3 6 3 2 3 2 31. 33.
Internet banking
5 0 2 4 0 7 6 2 3 4 156 167 2 4
2 1 2 4 5 5 24.
Door step services
0 5 0 2 4 8 8 4 8 3 110 122 22 4
 A COMPARATIVE STUDY OF CUSTOMER RELATIONSHIP MANAGEMENT
BETWEEN BOI AND SIB

7 4 4 7 2 1 2 3 34. 33.
Insurance advice
5 5 8 2 4 5 4 4 3 1 174 167 8 4

9 7 4 4 1 5 2 1 36. 35.
Bank assurance 3
5 0 8 0 5 4 2 2 2 183 178 6 6

CHART 4.12

RANKING CUSTOMERS SERVICE STRATEGIES AT BANKS

CUSTOMERS SERVICE STRATEGIES

AT BANKS
39.2
34. 34.833.4
33. 34
32.
29. 4 4 30. 30.
33 31. 33. 36.635.6
8
31.2 66 25.8 6 4 27. 2 4
27. 2 22.221. 24.
25 224
4

Series1 Series2

INTERPRETATION:
From the table 4.12 it is clear that, out of the 50 respondents in BOI Charge free banking

(39.2%) is most services strategy and least one is telephone banking (22.2%).whereas in SIB Bank
assurance (35.6%) is most satisfied and least one is Telephone banking (21.4%).
 A COMPARATIVE STUDY OF CUSTOMER RELATIONSHIP MANAGEMENT
BETWEEN BOI AND SIB

TABLE 4.13
CUSTOMERS SATISFACTION ON COMMERCIAL BANKS
PARTICULARS Highly Satisfied Neutral Dis- Highly dis-
satisfied satisfied satisfied

BO SIB BO SIB BO SIB BOI SIB BO SIB

I I I I
Current service provider 4 7 16 25 18 13 7 2 5 3
meets all your pre-purchase
expectations
Overall service is good 2 6 18 8 17 29 7 5 6 2

Satisfied with the current 1 3 25 32 11 5 6 4 7 6

service provider
Satisfied with the overall 1 1 15 20 18 17 7 9 9 3
service package
Worthiness of the spending 4 3 17 24 14 19 6 3 9 1
on the services
(SOURCE: PRIMARY DATA)
 A COMPARATIVE STUDY OF CUSTOMER RELATIONSHIP MANAGEMENT
BETWEEN BOI AND SIB

TABLE 3.13
CUSTOMERS SATISFACTION ON COMMERCIAL BANKS (PERCENTAGE
ANALYSIS)
PARTICULARS *5 *4 *3 *2 *1 TOTA WEIGHT
L ED
WEIG AVARA
HT GE (%)
B SIB BO SI B SI B SI B SI B SI B SIB
O I B OI B OI B OI B O B OI
I I
Current service 2 35 64 1 54 39 14 4 5 3
0 0
provider meets all
0
your pre-purchase 1
5 18 31.
expectations
7 1 4 36.2
Overall service is 6 30 72 3 51 87 14 10 6 1 2
4 2 0 16 41.
good
7 0 4 32
Satisfied with the 5 15 100 1 33 15 12 8 7 6
2
current service 1
8
5 17 31.
provider 7 2 2 34.4
Satisfied with the 5 5 60 8 54 51 14 18 9 3
0
overall service 1
4 15 28.
package
2 7 4 31.4
Worthiness of the 2 15 68 9 42 57 12 6 9 1
0 6
spending on the 1
5 17 30.
services
1 5 2 35
 A COMPARATIVE STUDY OF CUSTOMER RELATIONSHIP MANAGEMENT
BETWEEN BOI AND SIB

CHART 4.13

CUSTOMERS SATISFACTION ON COMMERCIAL BANKS

CUSTOMERS SATISFACTION ON
COMMERCIAL
BANKS
41.
36. 4 35
34.
31.4 2 32 31. 4 31. 30.
4 28. 4
4 2

CURRENT OVERALL SATISFIED WITH THESATISFIED WITH THE

SERVICE SERVICE IS WORTHINESS OF THE
PROVIDER GOOD CURRENT SERVICE OVERALL SERVICE SPENDING ON
MEETS ALL YOUR THE PROVIDER PACKAGE SERVICES
PRE-PURCHASE
EXPECTATIONS BOI
SI
B

INTERPRETATION:

From the table 4.13 it is clear that out of the 50 respondents In BOI 41.4% of the respondents agree
that overall services is good and 28.4 % satisfied overall service packages provide by the bank. In
sib 36.2 of the respondents agree that current service provider meet pre purchase exaptation and
31.4 agreed that the overall service packages provided by the bank.
 A COMPARATIVE STUDY OF CUSTOMER RELATIONSHIP MANAGEMENT
BETWEEN BOI AND SIB

TABLE 4.14

ATTITUDE OF CUSTOMERS TOWARDS CRM

PARTICULARS Highly Satisfied Neutral Dis- Highly dis-

satisfied satisfied satisfied
BOI SIB BOI SIB BOI SIB BOI SIB BOI SIB
6 7 5 9 18 17 15 13 4 4
Convenience in
operating account

Customers Meet 5 8 12 25 20 4 10 16 3 7

Customer Care 0 1 8 19 18 11 10 5 6 4
Programs
Customer-Centric 1 4 10 11 22 18 6 1 10 6
Approach
Complaint 1 3 9 18 26 8 5 13 9 8
Management
System
Timing of the 2 3 5 1 28 34 12 8 5 3
bank
Feed Back 4 7 12 16 19 19 7 3 10 8
System
Transparency 10 12 5 20 23 6 8 19 7 3
Advanced 29 20 8 11 9 7 3 10 1 3
Technology
Innovative 4 14 10 19 8 5 10 4 18 3
Services
Nominal Service 7 7 10 14 15 11 4 15 3 3
Charges
 A COMPARATIVE STUDY OF CUSTOMER RELATIONSHIP MANAGEMENT
BETWEEN BOI AND SIB

Response to 5 9 12 14 17 7 9 15 7 5
Customer
Request
Employees 8 9 14 12 17 21 4 5 7 3
Willingness to
Help
Safety of 16 8 10 15 7 13 11 9 6 5
investment
(SOURCE: PRIMARY DATA)

TABLE 4.14

ATTITUDE OF CUSTOMERS TOWARDS CRM (PERCENTAGE ANAYLISIS)

PARTICULA *5 *4 *3 *2 *1 TOTAL WEIGHT

RS WEIGHT ED
AVARA
GE (%)
BOI SIB B SI B SI B SI B SI BO SIB BO SIB
OI B OI B OI B OI B I I

Convenience
in operating 27. 30.
account 30 35 20 36 54 51 30 26 4 4 138 152 6 4
Customers
37. 38.
Meet
25 40 48 100 60 12 20 32 3 7 156 191 2 2
Customer Care
Programs
22. 25.
0 5 32 76 54 33 20 10 6 4 112 128 4 6
 A COMPARATIVE STUDY OF CUSTOMER RELATIONSHIP MANAGEMENT
BETWEEN BOI AND SIB

Customer-
Centric
26. 25.
Approach 5 20 40 44 66 54 12 2 10 6 133 126 6 2
Complaint
Management
27.
System
5 15 36 72 78 24 10 26 9 8 138 145 6 29
Timing of the
10 28.
bank
10 15 20 4 84 2 24 16 5 3 143 140 6 28
Feed Back
29.
System 20 35 48 64 57 57 14 6 10 8 149 170 8 34
Transparency 32. 39.
50 60 20 80 69 18 16 38 7 3 162 199 4 8
Advanced
32. 42.
Technology
145 100 32 44 27 21 6 20 1 3 211 188 6 2
Innovative
24. 34.
Services 20 70 40 76 24 15 20 8 18 3 122 172 4 4
Value added
26. 31.
services
35 35 40 56 45 33 8 30 3 3 131 157 2 4
Response to
Customer
28. 30.
Request
25 45 48 56 51 21 18 30 7 5 142 152 4 4
Employees
Willingness to
33.
Help
40 45 56 48 51 63 8 10 7 3 155 166 31 2
Safety of
32. 31.
investment
80 40 40 60 21 39 22 18 6 5 163 157 6 4
 A COMPARATIVE STUDY OF CUSTOMER RELATIONSHIP MANAGEMENT
BETWEEN BOI AND SIB

CHART 3.14

ATTITUDE OF CUSTOMERS TOWARDS CRM

ATTITUDE OF CUSTOMERS TOWARDS CRM

45
40
35
30
25
20
15
10
5
0

BOI SIB

INTERPRETATION:

From the table 4.14 it is clear that, in BOI Customers Meet is most satisfied one (37.2%) and in
SIB advanced Technology (42.2%). Whereas in SIB customer Care Programs is the least satisfied
(25.6%) one and in BOI least satisfied is Innovative Services (24.4%).
 A COMPARATIVE STUDY OF CUSTOMER RELATIONSHIP MANAGEMENT
BETWEEN BOI AND SIB

TABLE 3.15

LEVEL OF AGREEMENT TOWARDS CRM INITIATIVES IN BANK

PARTICULARS HIGHLY SATISFIED NEUTRAL DIS- HIGHLY

SATISFIE SATISFIE DIS-
D D SATISFIED

BOI SIB BOI SIB BOI SIB B SIB BOI SIB

OI
Bank has modern and 15 19 18 10 5 8 10 7 2 6
updated infrastructure
My complaints are easily 5 3 15 13 11 15 18 11 6 10
and immediately handled
Bank maintain regular 5 5 15 19 12 10 10 8 8 8
communication with
Bank maintain better 1 2 15 8 12 21 4 8 11 1
relationship with
My service provider has a 9 7 11 26 19 3 1 6 12 8
positive image
1 wish to have one more 8 4 1 11 18 12 5 24 10 6
connection from the
(SOURCE: PRIMARY DATA)
 A COMPARATIVE STUDY OF CUSTOMER RELATIONSHIP MANAGEMENT
BETWEEN BOI AND SIB

TABLE 4.15 (a)

LEVEL OF AGREEMENT TOWARDS CRM INITIATIVES IN BANK

PARTICULARS *5 *4 *3 *2 *1 TOTAL WEIGH

WEIG TED
HT AVARA
GE (%)
BOI SI B SIB B SIB B SIB B SI B SI BO SI
B O OI OI O B OI B I B
I I
Bank has modern and
7 18 18 36.
updated infrastructure 75 95 2 40 15 24 20 20 2 6 4 5 8 37
My complaints are
6 16 15 31.
easily and 25 15 0 52 33 45 36 36 6 10 0 8 32 6
Bank maintain
regular
6 14 15 29. 31.
communication with 25 25 0 76 36 30 20 20 8 8 9 9 8 8
Bank maintain better
6 1 12 11 31.
relationship with 5 10 0 32 36 63 8 8 1 1 0 4 24 6
My service provider
4 1 16 15 23. 23.
has a positive image 45 35 4 104 57 9 2 2 2 8 0 8 6 8
1 wish to have one
more connection
from the service
provider 1 11 11 33.
40 20 4 44 54 36 10 10 0 6 8 6 31 2
 A COMPARATIVE STUDY OF CUSTOMER RELATIONSHIP MANAGEMENT
BETWEEN BOI AND SIB

CHART 4.15 LEVEL OF AGREEMENT TOWARDS CRM INITIATIVES IN BANK

LEVEL OF AGREEMENT TOWARDS CRM

INITIATIVES IN
BAN
1 WISH TO HAVE ONE MORE CONNECTION 33.
FROM THE K 2
31
SERVICE PROVIDER 23.
8
MY SERVICE PROVIDER HAS A 23.6
POSITIVE
BANK MAINTAIN IMAGE
BETTER RELATIONSHIP WITH 31.
24 6
CUSTOMERS
31.8
BANK MAINTAIN REGULAR 29.8
COMMUNICATION WITH 31.6
CUSTOMERS 32
MY COMPLAINTS ARE EASILY AND IMMEDIATELY 37
BANK HAS MODERN AND UPDATED
HANDLED
INFRASTRUCTURE 36.8

0 5 10 15 20 25 30 35 40

SIB BOI

INTERPRETATION:

From the table 4.15 it is clear that, 36.8 % of the respondents in BOI are agreed bank has modern
and updated infrastructure and 23.6% are agree that their services provider has positive range.
Whereas in SIB 37% of the respondents are bank has modern and updated infrastructure and 23.8%
are agree that their services provider has positive range.
 A COMPARATIVE STUDY OF CUSTOMER RELATIONSHIP MANAGEMENT
BETWEEN BOI AND SIB

HYPOTHESIS TESTING

Ho: There is no significant difference between the income level of respondents and type of account

Preferred by them.

TABLE 4.16

RELATIONSHIP BETWEEN ICOME LEVEL AND TYPE OF ACCOUNT

MONTHLY TYPE OF ACCOUNT

INCOME SAVINGS CURRENT FIXED NRI TOTAL

Below 20000 36 9 11 4 60
B/W 20000-
4 2 2 2 10
50000
B/W 50000-
8 3 1 6 18
100000
Above
3 2 4 3 12
100000
Total 51 16 18 15 100

TABLE 4.16 (a) RELATIONSHIP BETWEEN ICOME LEVEL AND TYPE OF

ACCOUNT (CHI-SQUARE TEST)

O E O-E (O-E)2 (O-E)2/E

36 30.6 5.4 29.16 0.952941
12 14.28 -2.28 5.1984 0.895749
12 13.72 -1.72 2.9584 0.989702
7 2.89 4.11 16.8921 5.845017
11 10.01 0.99 0.9801 0.979126
7 5.2 1.8 3.24 1.894001
6 10.5 -4.5 20.25 1.928571
9 4.5 4.5 20.25 4.5
 A COMPARATIVE STUDY OF CUSTOMER RELATIONSHIP MANAGEMENT
BETWEEN BOI AND SIB

TOTAL 17.98511

RESULT

Degree of freedom (c-1) (r-1) =9

Level of significant =5%

Calculated value = 17.98511

Table value = 16.91

Reject the null hypothesis

Ha: There is a significant difference between the income level of respondents and type of account
Preferred by them

2 HYPOTHESIS

Ho: There is no significant difference between satisfaction levels of two customers in two banks.

TABLE 4.17 SATISFACTION LEVEL

PARTICULARS Highly Satisfied Neutral Dis- Highly

satisfied satisfied dis-
satisfied
Current service provider meets all 11 41 31 9 8
your pre-purchase expectations
Overall service is good 8 26 46 12 8
Satisfied with the current service 4 57 16 10 13
provider
Satisfied with the overall service 2 35 35 16 12
package
Worthiness of the spending on the 7 41 33 9 10
services
 A COMPARATIVE STUDY OF CUSTOMER RELATIONSHIP MANAGEMENT
BETWEEN BOI AND SIB

TABLE 4.17 (a) SATISFACTION LEVEL (TWO BANKS)

Particulars Bank of India South Indian bank

Current service provider meets all your pre- 4 16 18 7 5 7 25 13 2 3

purchase expectations
Overall service is good 2 18 17 7 6 6 8 29 5 2
Satisfied with the current service provider 1 25 11 6 7 3 32 5 4 6
Satisfied with the overall service package 1 15 18 7 9 1 20 17 9 3
worthiness of the spending on the services 4 17 14 6 9 3 24 19 3 1

TABLE 4.17 SATISFACTION LEVEL B/W TWO BANKS

Particulars Bank of India South Indian bank TOT

*5 *4 *3 * * *5 *4 *3 * * AL
2 1 2 1
Current service provider 20 64 54 1 5 35 100 39 4 3 338
4
meets all your pre-purchase
expectations
Overall service is good 64 72 51 1 6 30 32 87 1 1 367
4 0
Satisfied with the current 5 100 33 1 7 15 128 15 8 6 329
2
service provider
Satisfied with the overall 5 60 54 1 9 5 80 51 1 3 299
4 8
service package
Worthiness of the spending 20 68 42 1 9 15 96 57 6 1 326
2
on the services
TOTAL 114 364 234 6 3 100 436 249 4 1 1659
6 6 6 4
 A COMPARATIVE STUDY OF CUSTOMER RELATIONSHIP MANAGEMENT
BETWEEN BOI AND SIB

TABLE 4.17 CHI-SQUARE TEST(c)

O E O-E (O-E)2 (O-E)2/E

20 23.20604 -3.20604 10.27869 0.442932
64 35.21881 28.78119 828.3569 23.5203
10 12.82635 -2.82635 7.988254 0.6228
20 22.20124 -2.20124 4.845458 0.218252
64 71.16012 -7.16012 51.26732 0.72045
72 78.32321 -6.32321 39.98298 0.510487
100 87.16565 12.83435 164.7205 1.889741
60 61.60338 -1.60338 2.570827 0.041732
68 71.42514 -3.42514 11.73158 0.16425
54 47.6745 6.3255 40.01195 0.839274
51 51.76492 -0.76492 0.585103 0.011303
33 41.40506 -8.40506 70.64503 1.706193
54 44.1736 9.8264 96.55814 2.185879
42 45.19192 -3.19192 10.18835 0.225446
14 13.44665 0.55335 0.306196 0.022771
14 14.60036 -0.60036 0.360432 0.024687
12 13.08861 -1.08861 1.185072 0.090542
14 11.89512 2.10488 4.43052 0.372465
12 12.96926 -0.96926 0.939465 0.072438
11 13.96383 -2.96383 8.784312 0.629076
7 7.139241 -0.13924 0.019388 0.002716
9 7.488246 1.511754 2.2854 0.305198
9 7.074141 1.925859 3.708933 0.524294
35 28.37372 6.62628 43.90759 1.547474
30 25.12176 4.87824 23.79723 0.947275
15 17.83122 -2.83122 8.015807 0.449538
20 23.65039 -3.65039 13.32535 0.56343
100 91.82942 8.17058 66.75838 0.726982
32 43.45087 -11.4509 131.1224 3.017717
128 123.4641 4.53586 20.57403 0.16664
80 78.57987 1.42013 2.016769 0.025665
96 85.67571 10.32429 106.591 1.244121
39 44.73056 -5.73056 32.83932 0.734158
 A COMPARATIVE STUDY OF CUSTOMER RELATIONSHIP MANAGEMENT
BETWEEN BOI AND SIB

87 65.08318 21.91682 480.347 7.380509

15 34.37975 -19.3798 375.5747 10.9243
51 44.87703 6.12297 37.49076 0.835411
57 48.92948 8.07052 65.13329 1.331167
14 19.37145 -5.37145 28.85248 1.489433
8 9.122363 -1.12236 1.259699 0.138089
18 15.20536 2.79464 7.810013 0.513636
10 12.78492 -2.78492 7.755779 0.606635
10 7.776371 2.223629 4.944526 0.63584
Total 68.42124

RESULT

Level of significance = 5%

Degree of freedom (column) (10-1) 9 (Row) (5-1) (9*4) =36

Calculated value = 68.42124

Table value =50.998

Reject the null hypothesis so,

H1: There is a significant difference between satisfaction levels of two customers in two banks.
 A COMPARATIVE STUDY OF CUSTOMER RELATIONSHIP MANAGEMENT
BETWEEN BOI AND SIB

CHAPTER-5

SUMMARY OF FINDINGS,
SUGGESTIONS AND CONCLUSION
 A COMPARATIVE STUDY OF CUSTOMER RELATIONSHIP MANAGEMENT
BETWEEN BOI AND SIB

SUMMARY

The project entitled “Customer perception on crm – a comparative study between bank of India
and south Indian bank with special reference to manjeri municipality”. The main objective of the
study was to study the attitude of customers towards CRM initiatives in banks.

This project was successfully completed through five chapters. The first chapter of the project
contains introduction. The second chapter includes review of literature relating to the customer
relationship management. The third chapter of project is research methodology. It includes
objective, scope, sampling technique source of data and limitations of the study

The study is conducted through direct personal interview of 100 individuals (50 from the
customers of bank of india and 50 the customers of bank of India from south indian bank).
Respondent of selected samples are duly tabulated, analyzed and interpreted by using various
statistical tools are included in the fourth chapter.

The researcher while conducting the study comes across many findings, suggestions and
conclusions. All these includes in fifth chapter.
 A COMPARATIVE STUDY OF CUSTOMER RELATIONSHIP MANAGEMENT
BETWEEN BOI AND SIB

FINDINGS

 For analyzing the attitude of customers towards CRM initiatives in bank, certain variables
such as Convenience in operating account, Customers Meet , Customer Care Programs,
proper feedback system etc. were used
 The analysis revealed that Customers Meet is most satisfied strategy adopted by the
BOI (37.2) and advanced Technology in SIB. (42.2%).
 Customer care programs is the weak strategy in SIB (25.6%) whereas innovative
Services service in BOI (24%).
 The study shows 26.6% of respondents are satisfied with customer-centric
approach in BOI and in SIB 25.2% of the respondents are satisfied with customer-
centric approach.
 In SIB 42.2% of the respondents are satisfied with the advanced technology
whereas only 32.6% are satisfied in BOI.
 The study shows, 27.6% of the respondents in BOI are satisfied with complaint
management system and in SIB 29% are satisfied with the complaint management
system.
 For analyzing the perception on CRM, certain variables such as Providing prompt service,
Simplified formalities, ATM facilities, Attending the customers calls, Understanding
customer needs, Employees’ willingness to help, Response to customer request,
Trustworthy employees, Privacy etc were used.
 It reveals that customers of both bank(BOI&SIB) have positive opinion about CRM
 The study shows 33.2% of respondents are satisfied with prompt service in BOI
whereas 35.6% satisfied in SIB.
 In SIB only 21% are satisfied with simplified formalities and in BOI 31.4%
satisfied with simplified formalities.
 In SIB 35% of respondents are satisfied with atm facilities and in BOI only 26.8%
are satisfied with the atm facilities provided by the bank.
 A COMPARATIVE STUDY OF CUSTOMER RELATIONSHIP MANAGEMENT
BETWEEN BOI AND SIB

 In BOI 22.2% of the respondents are satisfied with attending customer call and
32.6% in SIB.
 In BOI 28% of the respondents agree with the response to customer request whereas
in 39.6% are satisfied with the response to customer request.
 In BOI 29.8% of the respondents are satisfied with the bank understanding the
customer need and 31.8% in SIB.
 The study revealed that majority of the customers was satisfied with CRM initiatives in
banks
 It is clear from the study that there is a significant difference between the income level of
respondents and type of account Preferred by them.
 It is clear from the study that there is a significant difference between satisfaction levels of
two customers in two banks.
 This study revealed that most of the respondents belongs to the age group of 30-40 (28%)
in BOI. and 24% belongs to the group of 30-40 in SIB.
 This study revealed that most of the respondents are male (32% male in BOI and 37% in
SIB)
 It is clear from the study, in BOI most of the respondents are graduate (22%) and in SIB
20% are sslc
 It is clear from the study married respondents are large in number (36% in BOI, 22% in
SIB).
 This study revealed that 28% respondents are using savings account in BOI and 31% of
the respondents are in SIB
 It is clear from the study most of the respondents in SIB 21% of respondents have
professional occupation and in BOI 27% of respondents are govt employees
 It is clear from the study that 34.8% respondents in BOI and 36.2% respondents in SIB are
satisfied with the employee’s willingness to help.
 Majority of respondents have positive opinion towards CRM initiatives in banks
 It is clear from the study that when comparing the attitude of customers towards crm
initiatives in both banks, customers in sib are most satisfied.
 The study revealed that majority of the customers was satisfied with CRM initiatives in
banks.

59
SULLAMUSSALAM SCIENCE COLLEGE,
AREECODE
 A COMPARATIVE STUDY OF CUSTOMER RELATIONSHIP MANAGEMENT
BETWEEN BOI AND SIB

 This study revealed that bank assurance is the most satisfied strategies adopted by both
bank.
 This study revealed that the majority of respondents of agree that the current service
provider met all their pre-purchase expectation(BOI 31.4 and SIB 36.2)

60
SULLAMUSSALAM SCIENCE COLLEGE,
AREECODE
 A COMPARATIVE STUDY OF CUSTOMER RELATIONSHIP MANAGEMENT
BETWEEN BOI AND SIB

CONCLUSION

CRM is a powerful concept which plays a vital role in the today’s competitive banking operations.
The purpose of the study was to compare and analyze the customer perception on CRM between
BOI & SIB in Manjeri Municipality. Majority of the customers in Manjeri Municipality were
satisfied CRM initiatives. Most of the customers expressed their agreement with respect to the
variables taken for analyzing perception. Quality of Service was the most important reason for
choosing bank and Customer Response was identified as the most important CRM.
Most satisfied strategy of bank of India is customer meet and also provide prompt services,
customer-centric approach etc. And in south Indian bank most satisfied one is advanced
technology and also ATM services, attending customer call etc. The weak services in bank of India
is innovative services and in south Indian bank is customer care services.
Banks can decide and identify extent to which they are able to maintain customer
relations and the measures to improve the relationship with customers. To be successful, a bank
needs to be not just high tech but high touch as well.
A COMPARATIVE STUDY OF CUSTOMER RELATIONSHIP MANAGEMENT
BETWEEN BOI AND SIB

SUGGESTION

 SIB should improve its customer care programs.

 BOI should improve innovative services like ATM...
 Implement and give more importance to customer centric approach and customer care
programs in both banks (BOI&SIB)
 Develop channel integration for effective customer relationship management
 Give little more importance for evaluating customer value
 In the competitive environment, the banks should adopt suitable marketing skill
rather than depending on the trading skills. Hence new services should be constantly
introduced to ensure the growth of the bank and to be competitive in the market and
to keep up the enthusiasm of the employees and customers.
A COMPARATIVE STUDY OF CUSTOMER RELATIONSHIP MANAGEMENT
BETWEEN BOI AND SIB

BIBILIOGRAPHY
 A COMPARATIVE STUDY OF CUSTOMER RELATIONSHIP MANAGEMENT
BETWEEN BOI AND SIB

1. Dr.H.Balakrishnan and R. Krishnaveni (2014) financial business and business management

2. S. Knox, S. Maklan, A. Payne, J. Peppard & L. Ryals (2003), “Customer Relationship
Management: Perspectives from the Marketplace”
3. Hedley Kimberly, White John, Roche Cormac & Banerjea Sunny (2006), “IBM’s Paradox
of Banking 2015”
4. Bargal Hitendra & Sharma Ashish (2008), “Role of Service Marketing in Banking Sector”,
the IUP Journal of Services Marketing, Vol. 5,
5. Dhade & M. Mittal (2008), “Preference, Satisfaction Level and Chances of Shifting: A
Study of the Public Sector and New Private Banks”, the IUP Journal of Bank Management,
6. Das Kallol, Parmar Jitesh & Sadanand K Vijay “Customer Relationship Management
(CRM) Practices and Customer Loyalty
7. Morpace Reports (2008), “Bank Customers Want Guidance”, PR Newswire, October 15.
8. Dr. K. Ganesamurthy, Dr. S Amilan & M Jothi (2011), “The Customer's Attitude on CRM
Practices of Commercial Banks in India: An Empirical Study
9. Dash and VineethaRajshekhar (2013), A Comparison of Relationship Marketing in Public
and Private Sector Banks in India,
10. IzahMohd Tahir and ZulianaZulkifli (2011), Preliminary Analysis of CRM Practices
among Banks from the Customers’ Perspectives, Journal of Public Administration and
Governance,
11. http://www.resarchgate.net/publication/256306239_customer_relationship_management_
in_banks_in/kerala
12. http://www.google.co.in/amp/s/m.economictime.com/policy/quality-key-for-bank-to-
retain-loyal-customer-relationship/amp_articleshow?9305893.cms
A COMPARATIVE STUDY OF CUSTOMER RELATIONSHIP MANAGEMENT
BETWEEN BOI AND SIB

APPENDIX
 A COMPARATIVE STUDY OF CUSTOMER RELATIONSHIP MANAGEMENT
BETWEEN BOI AND SIB

QUESTIONNAIRE

I am a 4th semester M.com student of MEASS COLLEGE AREACOAD and I am conducting a

study on “CUSTOMER PERCEPTION ON CRM – A COMPARATIVE STUDY
BETWEEN BANK OF INDIA AND SOUTH INDIAN BANK WITH SPECIAL
REFERANCE TO MANJERI MUNICIPALITY ”as part of my M.com dissertation. I would
be obliged if you kindly fill up the questionnaire which is required for collecting data for my
M.com dissertation. I assure you that I will keep the information confidentially and use only for
my academic purpose.

1. Name :

2. Gender : Male Female

3. Age : Below 20 between 20-30 between 30-40 Above 40

4. Marital status: Married Un-married

5 Education level: Up to sslc Secondary Graduate Post-graduate

6 Occupation: Gov. Employee Pvt Employee Profession

7 Monthly income: Below 20000 20000-50000 50000-100000 Above100000

8 You are a customer of: Bank of India South Indian bank

10 Type of account: Saving A/C Current A/C Fixed deposit A/c

NRI A/C

11 How long you have been the customer of the bank. Please state in years

Below 5 Between 5 to 10

Between 10 to 15 Above 15
 A COMPARATIVE STUDY OF CUSTOMER RELATIONSHIP MANAGEMENT
BETWEEN BOI AND SIB

12 How frequently do you use bank services?

Rarely frequently occasionally often

13. Express your level of satisfaction with respect the following services provided by the bank

H
Services Aspects HS S N DS DS
Providing prompt Service
Simplified Formalities
Timely Service
Knowledge of Employees
Know Your Customers Among Employees
ATM Facilities
Attending the Customers Calls
Understanding Customer Needs
Value Added Services
Modem Banking Services
Trustworthy Employees
Privacy

14 Customers Service Strategies at Banks

H
Services and Strategies HS S N DS DS
Cross-Selling of Products
Up-selling of Products
Single Window Services
24 Hours Service
Anywhere Banking
Charge Free Banking
 A COMPARATIVE STUDY OF CUSTOMER RELATIONSHIP MANAGEMENT
BETWEEN BOI AND SIB

Global Banking
Telephone Banking
Internet Banking
Door Step Services
Insurance Advice
Bank Assurance

15 Customers Satisfaction on commercial banks

H
Statements HS S N DS DS
Current Service Provider meets all your Pre-purchase
Expectations
Overall Service is Good
Satisfied with the Current Service Provider
Satisfied with the Overall Service Package
Worthiness of the Spending on the Services

16 Express the level of agreement with respect of the following statement regarding your
perception on CRM in your bank

H
Services Aspects HS S N DS DS

Convenience in operating account

Customers Meet
Customer Care Programs
Customer-Centric Approach
Complaint Management System
Timing of the bank
Feed Back System
Transparency
 A COMPARATIVE STUDY OF CUSTOMER RELATIONSHIP MANAGEMENT
BETWEEN BOI AND SIB

Advanced Technology
Innovative Services
Nominal Service Charges
Response to Customer Request
Employees Willingness to Help
Safety of investment

17 Express your level of agreement on the following statements related to CRM in banks

H
Statements HS S N DS DS
Bank has modern and updated infrastructure
My complaints are easily and immediately handled
Bank maintain regular communication with customers
Bank maintain better relationship with customers
My service provider has a positive image
1 wish to have one more connection from
the service provider