CHAPTER V

ANALYSIS & INTERPRETATION

ANALYSIS AND INTERPRETATION

For evaluating the quality of customer service in KMB,a number of critical variables are
selected for conducting an in depth analysis. The results of the analysis are presented in the
following sections.

ACCOUNTS MAINTAINED
Table 4.1

percentage

Nature of
account

No. of
respondents

Percentage

Savings bank

26

26

Current
accounts

25

25

Recurring
deposit

Special term
deposit

Cash credit

12

12

Term loan

Housing loan

Car loan

Total

100

100

30
25
20

15
10
5

Savings bank

Cash credit

Current accounts

Term loan

Recurring deposit

Housing loan

Special

Car loan

term

deposit

Chart No 4.1

Inference
It can be seen from the above table that 26% of the respondents maintain saving
bank account in the bank. 24% of them maintain the current account and 8% maintains the
recurring deposit. Only 8% of the respondents keep special term deposit and 12% are the
holders of cash credit. While 7% of the respondents have a term loan, 8% have housing loan.
Remaining 6% are having car loan.

AWARENESS ABOUT THE SERVICES PROVIDED BY KMB LIKE ATM,

CREDIT, AND INTERNET BANKING ETC.
Table 4.2

60
50
40

Response

No. of
respondents

Strongly agree

54

54

Somewhat agree

31

31

Disagree

Strongly disagree

Neutral

Total

100

100

Percentage

Strongly agree
Some what agree

Disagree

Percentage

30
Strongly disagree

20

10
0

Chart No 4.2

Neutra

Inference
54% of the respondents strongly agree that they are aware about the services
provided by KMB like ATM, Credit cards, Internet Banking etc. 31% of the respondents
somewhat agree. While 8% of them disagree this and 7% of the respondents strongly disagree
this.
Interpretation
Majority of respondents are aware about the various services that provided by KMB.

EDUCATION WISE CLASSIFICATION

Table 4.3

Education

No. of
respondents

S.S.L.C

36

36

Secondary

22

22

Graduate

14

14

Post graduate

Other

20

20

Total

100

100

Percentage

S.S.L.C

40
35

Secondary
Graduate

30

Percentage

25

Post graduate

20
15
10
5
0

Other

Chart No 4.3
Inference
Having regard the qualification wise classification it can be seen from the
above table that 36% of the respondents are matriculate. 22% of them are a level of secondary.
While 14% are graduates, 8% are postgraduate and other 20% are of having other qualification
.
Interpretation
Majority of the KMB customers are underqualified so they are not aware about
the various schemes & products of KMB.

RESPONSE OF THE STAFF FOR LOANS

Table 4.4

Response

No. of
respondents

Strongly agree

24

24

Some what
agree

38

38

Disagree

16

16

Strongly
disagree

10

10

Neutral

12

12

Total

100

100

Percentage

Percentage

Strongly agree

40
35
30
25

Some what agree

Disagree
Strongly disagree
Neutral

20
15
10
5
0

Chart No 4.4

Inference
It can be seen that 24% of the respondents strongly agrees that whenever
they contacts staff of KMB for loans, the respond were positive. While 38% of them somewhat
agree, 16% of the respondents disagrees to it. 10% of the respondents strongly disagree that the
response of the staff of KMB were not positive whenever they contacted for loans.
Interpretation
Most of the respondents are satisfied with loan procedure of KMB because Bank
provides them repayment facilities, quick processing of loans &minimum interest for loans.

PERFECTION OF THE TRANSACTIONS DONE BY USING ATM

Table 4.5

No. of
respondents

Strongly agree

25

25

Some what
agree

31

31

Disagree

20

20

Strongly
disagree

23

23

Neutral

Total

100

100

Percentage

Response

Percentage

Strongly agree
Some what agree

35
30
25
20
15
10
5
0

Chart No 4.5

Disagree
Strongly disagree
Neutral

Inference
Having regard the perfection, it can be seen from the above table that 25% of
the respondents strongly agrees that there exist perfection of the transactions done by using ATM
Banking. 31% of the respondents some what agree to this. While 20% of them disagree to this,
23% of the respondents strongly disagree this.
Interpretation
Majority of customers are satisfied with ATM usage but so much percentage is
dissatisfied this is due to in case of customer require higher amount withdrawal which may not
be possible in single day through ATM.

AWARENESS THROUGH FORMS & BROCHURES

Table 4.6

Response

No. of
respondents

Strongly agree

16

16

Some what
agree

37

37

Disagree

29

29

Strongly
disagree

16

16

Neutral

Total

100

100

Percentage

Percentage

Strongly agree
Some what agree

40

Disagree

35

Strongly disagree

30

Neutral

25
20
15
10
5
0

Chart No 4.6
Inference
From the above table it can be seen that 16% of the respondents strongly agrees
that the forms and brochers provided by KMB is made them aware about all the schemes and
services. While 37% of the respondents some what agree, 29% of them disagree this. 16% of the
respondents strongly disagree this. Remaining 2% neutral and according to them the forms and
brochers provided by KMB made did not create any awareness about all the schemes and
services.

Interpretation
Majority of customers are not satisfied by brochers &forms provided by KMB
because it does not mention the information regarding different schemes available to different
segments of customers.

TIME FOR OPEN AN ACCOUNT

Table 4.7

Response

No. of
Respondents

Strongly agree

38

38

Some what agree

27

27

Disagree

18

18

Strongly disagree

10

10

Neutral

Total

100

100

Percentage

Strongly agree

40
35

Some what agree

Disagree

30

Percentage

25
20
15
10

5
0

Chart No 4.7

Strongly disagree

Neutral

Inference
The above table reveals that 38% of the respondents strongly agrees that the time
taken by KMB to open an account was satisfying. 27% of the respondents some what agree to
this. While 18% of the respondents disagrees to this, while 10% of them strongly disagrees.
Remaining 7% of them that they did not have such satisfaction.
Interpretation
Majority of respondents are satisfying by account opening time of KMB this will
show that Bank employees are so responsive towards customer to deliver a Quality service.

AWARENESS ABOUT THE USE OF MOBILE BANKING FACILITY

Table 4.8

Response

No. of
respondents

Strongly
agree

27

27

Some what
agree

30

30

Disagree

23

23

Strongly
disagree

12

12

Neutral

Total

100

100

Percentage

e Percentag

Strongly agree
Some what agree

30
Disagree

25
20

Strongly disagree
Neutral

15
10
5
0

Chart No 4.8
Inference
From the above table it can be seen that 27% of the respondents strongly agrees
that they are aware of using mobile banking facility. 30% of them some what agree. While 23%
of the respondents disagree this 12% of the respondents strongly disagrees, remaining 8% neutral
this that they do not have such awareness
Interpretation
Bank should promote Mobile Banking Facility to its customers by
conducting various promotional programmes inside the banks

KNOWLEDGE OF KMB STAFF ABOUT THEIR PRODUCTS

Table 4.9

Response

No. of
respondents

Strongly agree

28

28

Some what
agree

38

38

Disagree

16

16

Strongly
disagree

12

12

Neutral

Total

100

100

Percentage

Strongly agree

40

Some what agree

35
30

Percentage

25

Disagree
Strongly disagree

20
15
10
5
0

Chart No 4.9

Neutral

Inference
As from the above table it can be seen that 28% of the respondents have
strong agreement that the KMB staff has sufficient knowledge about their products. 38% of them
some what agree to this. 16% of the respondents disagrees to this and 12% of the strongly
disagrees this. Remaining 6% of the respondents neutral to this.
Interpretation
Most of customers lacks clarity when they deal with KMB employees with
queries on various accounts, products & schemes this may be due to gap between customer
expectations & employee perceptions.

SATISFACTION TOWARDS BANKING TIME

Table 4.10

Response

No. of
respondents

Strongly agree

Some what agree

37

37

Disagree

25

25

Strongly disagree 30

30

Neutral

Total

100

100

Percentage

Percentage

Strongly agree
Some what agree

40
35
30
25

Disagree
Strongly disagree
Neutral

20
15
10
5
0

Chart No 4.10
Inference
From the above table it can be seen that 8% of the respondents strongly agrees
that they are satisfied with the banking time of KMB. 37% of them are some what agrees. While
25% of the respondents disagrees this, 30% of them strongly disagree this.
Interpretation
Majority of respondents are not satisfying with current banking time of KMB,
so bank should open its branches from 9 am to 7 pm and also open more counters during rush
hours.

GENERAL BEHAVIOR OF FRONT LINE STAFF

Table 4.11

Response

No. of
respondents

Strongly agree

42

42

Some what agree

12

12

Disagree

32

32

Percentage

Strongly disagree 5

Neutral

Total

100

100

Strongly agree

45

Some what agree

40
Disagree

35

Percentage

30
Strongly disagree

25
20

Neutral

15
10
5
0

Chart No 4.11
Inference
It can be seen from the above table that strongly agrees
that the general behaviour of front line staff in KMB was good. 21% of
the respondents some what agrees that it was good. While 32% of them
disagrees and according to them it was not good, only 5% of the
respondents strongly disagrees this.

Interpretation
Only 42% of customers are satisfied with General Behavior of Front Line Staff of
KMB , majority of customers are not satisfied because Front Line Staff has managed many
customers at a time, Since it is main branch lot of walk-in occur during peak hours.

RESPONSE OF STAFF TOWARDS CUSTOMERS ENQUIRY

Table 4.12

Response

No. of respondents

Percentage

Strongly agree

14

14

Some what agree

38

38

Disagree

20

20

Strongly disagree

28

28

Neutral

Total

100

100

Strongly agree
Some what agree

40
Disagree

35

Strongly disagree

30

Percentage

25
20
15
10
5
0

Neutral

Chart No 4.12
Inference
It can be seen from the above table that 14% of the respondents strongly agrees
that whenever they approached the staff with a question they respond properly. 38% of the
respondents somewhat agree this, while 20% of the respondents disagree this, remaining 28% of
them strongly disagree this.
Interpretation
Most of customers are not satisfied with banks customers enquiry, so KMB
should give proper knowledge & awareness to their staff regarding their products & services so
they can give sufficient clarification for all quarries that arise from customers.

SUGGESTIONS FOR IMPROVING QUALITY OF SERVICES

Table 4.13

Suggestion

No. of respondents

Percentage

Minimization of
service time

Better customer care

69

69

Better communication
of product detail

21

21

Modern technology

10

10

Total

100

100

Minimization of service time

Better customer care

70
60

Percentage

50
40
30
20
10
0

Chart No 4.13

Better communication of product

detail
Modern technology

Inference
It can be seen from the above table that according to 69% of the respondents better
customer care is the suggestion for improving quality of services. According to 21% of the
respondents better communication of product detail is the suggestion. According to 10% of them
modern technology is the suggestion. None of the respondents put forward the suggestion of
minimization of service time.
Interpretation
Most of respondents are demanded that KMB Should better its customer care in
order to attain the customer with more pleasing nature, willing to help them etc.

DEPOSITS AND ADVANCES SCHEMES OF KMB

Table 4.14

Response

No. of
respondents

Strongly agree

37

37

Some what agree

25

25

Disagree

16

16

Strongly disagree

11

11

Neutral

11

Total

100

100

Percentage

e Percentag

Strongly agree

40
35
30
25
20
15
10
5
0

Some what agree

Disagree
Strongly disagree
Neutral

Chart No 4.14
Inference
The above table shows that 37% of the respondents strongly agrees that the
deposits and advance schemes provided by KMB is satisfying. 25% of the respondents some
what agrees to this. While 16% disagree this, 11% strongly disagree and remaining 3% neutral
this.
Interpretation
Majority of customers are satisfied with Deposit & Advance schemes of
bank. It will help the bank to establish new leads & to have new customers with reference to
their existing customers.

MISTAKES MADE BY STAFF OF KMB

Table 4.15

Response

No. of respondents

Percentage

Strongly agree

15

15

Some what agree

22

22

Disagree

46

46

Strongly disagree

17

17

Neutral

Total

100

100

Inference
As from the above table it can be seen that 15% of the respondents strongly
agrees that the staff of KMB has made mistakes in their work. 22% of the respondents somewhat
agree to this? While 46% of them disagree this. 17% of the respondents strongly disagree that
the staff of KMB did not makes any mistakes in their work.
Interpretation
63% of customers are disagree the fact that KMB staff has done any mistakes
while in transaction, it show the bank providing excellent service to their customers in a
customized manner to keep its customer & to survive in competitive banking environment.

Chapter-5
Findings & Conclusions

Conclusions regarding cash management services

In todays competitive world the key differentiator between a successful bank and other bank
is the stress each lays on technology.

The above chart gives a clear explanation regarding the Cash Management infrastructure
provided by all the three sectors. The network, technology and the corporate relationship services
provided by all the three sectors are highly sophisticated and good but the scalability, marketing
provided by the Public sector is low in terms of the Private and MNC sector. As well as the
services provided by the public sector is not fairly good and up to the standard. As Cash
management is constantly changing to meet the needs of the corporate treasurer. The challenge
for both corporation and provider is to keep up with developments, technology, changing
regulations and fitting these in with normal business. A changing regulatory environment, new
technology and mergers that expand the scope of traditional banking are redefining the
traditional treasury management paradigm for both banks and corporations. Electronic commerce
is evolving far beyond simply ordering goods online or buyer-to supplier commerce.
In a vast country like India Providing Cash Management Services do posses a challenge to the
Cash Manager as well as the banks. Considering the present Indian scenario, where Cheques are
the basic form of payment and cheque clearing takes a long time, cash management services
need to devise innovative methods and means to expedite the clearing to benefit the corporate
customer. As the Indian economy becoming an open market economy, residents may maintain
accounts in other countries and non-residents may hold accounts in India. As a result, Indian
treasurers may often find themselves managing cash across geographies and time zones. In India
the transaction types run from the classic paper cheque to the latest Internet initiated electronic
payment. Corporations initiate and receive paper-based transactions, as well as high value and
low value electronic transactions on a daily basis. Expectations from new services may not
eliminate or fully replace the older traditional services. Change will be gradual but, probably, it
will be firm. Fee structures for cash management services in India vary from bank to bank and
also from customer to customer. Many banks price the services based upon the overall
relationship, especially for multiple product solutions. As Indian banks become more
consultative and total solution oriented rather than product-driven, pricing will become even
more customized. Corporate treasurers will consider the amount they can save on banking fees
and the level of efficiency in their departments as a sequel to the new cash management services.
After they have negotiated the best possible price, treasurers then focus on the return on excess
balances.

SWOT Analysis of Competition in the CMS Market

The above Chart gives the explanation of the SWOT analysis and the competition in the cash
management services in the market. It tells about the products offered and the services it
provides.

Importance of Cash Management for a Corporate Entity

There is a need to put in place a specialized cash management system by Corporates. Good Cash
Management is a conscious process of knowing when, where, and how a companys cash needs
will occur; knowing what the best sources for meeting additional cash needs; and being prepared
to meet these needs when they occur by keeping good relationships with bankers and other
creditors. Cash management results in significant savings in time decrease in interest costs, less
paper work and greater accounting accuracy. Proper cash management creates more control over
time and funds; provides timely access to information; enables easy employee related payments;
supports electronic payments; produces faster electronic reconciliation; allows for detection of
bookkeeping errors; reduces the number of cheques issued and earns interest income or reduces
interest expense. Corporations with subsidiaries worldwide can pool everything internationally
so that the company can offset the debts with the surplus monies from various subsidiaries. The
end result will transform treasury function as a profit-centre by optimizing cash and put it to
good use. Creative and pro-active cash management solutions can contribute dramatically to a
companys profitability and to its competitive edge. The ultimate purpose of proper management
of liquidity, needless to emphasize, is to improve the overall productivity of funds.

How Corporate Select a Bank for Sourcing Cash Management Services?

Probably, it is important to consider what the companies expect from their bankers in this regard.
It is normally the client-bank relationship, which is a main consideration in choosing a bank for
cash management. Pricing, obviously, is a very dominant factor. Making a choice between the
local banks and the more highly priced foreign banks usually depends on how cost savings are
presented by the banks. Multinational corporate with complex treasury operations admire their
respective banks expertise and ability to offer creative solutions.
There are some common requirements related to basic cash management systems. Flexibility,
reliability, security and stability have been cited as vital parameters for any electronic banking
system. The systems should be tailored to provide pertinent reports and the ability to upgrade
easily in future. The technology should allow real-time cash management with strategic banking
partners. It should integrate easily with legal framework in place. It should lower operating costs
and resolve disputes quickly by providing secure and legally enforceable audit trails. It should be
capable of reducing risk of fraud in electronic funds transfers and other treasury activities. It
should also be able to use a low-cost public network infrastructure like Internet, which eliminates
the need for dedicated leased lines.

For instance, availability of requisite bandwidth for Internet connection is still a problem faced
by various financial institutions. With a highly technology savvy there are several exciting new
opportunities for both user and provider in the cash management arena. Cash management
worldwide is constantly evolving to meet the needs of the corporate treasurer, take advantage of
new technology and support customers as they move into new markets.
The challenge for both company and service provider is to keep up with developments in
technology and changing regulations and espouse them to their normal business. The key to
success will be active partnerships between corporations and their providers as no one will be
able to keep up with all developments on their own.
Because of the mounting importance of fee-based financial services, all banks need to finetune
their strategies, if they want to harness the potential in this area. They need to appreciate the
dynamics of the new fee-based market, which is driven by the growth of the Internet and interconnect applications.
But it wont be easy for all banks to capture their share and profit of the swiftly expanding feebased market. Taking advantage of the opportunities and avoiding the threats of unprofitable
products, insufficient customer service, and diverse IT applications entails an understanding of
the market place, the needs and expectations of the customer and of course the competition. It is
an important point to note that offering fee-based services is no longer a choice today to the
beleaguered banker. It is a desirable compulsion to thrive. Managing cash
in the emerging milieu will require a new mind-set of banker and his client.

BIBLIOGRAPHY
Internet: Websites
1. WWW.AMFIINDIA.COM
2. WWW.BSEINDIA.COM
3. WWW.YAHOO.FINANCE.COM

Books:

1- Introduction to operation Research By HamdyA.Taha

2- Introduction of operation Research By J.K.Sharma

3- Learning operation Research By S.K Jaiswal