Sample Synopsis

TABLE OF CONTENTS
No. Contents Page

List of tables 2
List of figures 2
1 Introduction 3
2 Statement of the problem and Need for Study 16
3 Review of literature 16
4 Identification of Variables and Theoretical Construct 56
5 Research objectives 57
6 Hypotheses of the study 59
7 Research methodology 60
8 Hypotheses testing 69
9 Findings 80
10 Recommendations 89
11 Utility of the study 89
12 Scope of the study 90
13 Limitation of the study 90
14 Conclusion 90
15 Chapter Scheme 91
16 Bibliography 93
Nisha S. Tatkar Page 1

List of Tables
No. Title Page

1 CRM strategy and their goals 11
2 Summary of Studies in International Context 27
3 Summary of Studies in Indian Context 47
4 Proposed Sample Size (Customer) 58
5 Sample Frame 63
6 Reliability Statistics for Alpha Value of higher secondary 65
7 Communalities 65
8 Eigen Values explaining the Percentage of Variance 66
Rotated Component Matrix (for deciding the number of
9 67
factors)
10 Preferred Customer relationship Measures 69
11 Z Value Calculation 71
12 Chi- Square Value Calculation 71
13 Kolmogorov-Smirnov Test 72
14 Kolmogorov-Smirnov Test 73
15 Summary Table of Hypothesis 78
List of Graphs and Figures
No. Title Page

I Screen Plot 67
II Standardized Estimates 75
III Unstandardized Estimates 76

SYNOPSIS
“CRITICAL STUDY OF CUSTOMER RELATION MEASURES ADOPTED

BY CO-OPERATIVE BANKS AND ITS IMPACT ON GROWTH OF
CURRENT ACCOUNT IN PUNE DISTRICT”
1. INTRODUCTION
Customer is the king in any economy at all the times. The production and all other
activities centre round the customer. However, in olden days when production and related
economic activities were limited customer had to choose what was available in the market
because customers were given macro treatment.
Time has changed now each customer is very important. Therefore, the approach has also
changed from macro management to micro management of individual customers. Not
only now but also in future creating, maintain, fostering & improving relationship with
the customers should get priority over just selling goods & extending services. Marketing
pressure, competition pressure and Human Resource pressure compel accompany to
retain its existing client. Thus, customer relationship management is essential now days
not only to survive in the business but also to develop.
Customer Relationship Management has become inevitable for growth and profitability of
Banks in present scenario marked by rising competition, technological advancement and
empowered customers. The CRM practices are adopted to generate better understanding
of the customer for product development, segmentation, appropriate targeting, campaign
management and maintenance of long term profitable and mutually beneficial
relationships with customers. In Indian banking Customer Relationship Management is
still at a nascent stage. A very small proportion of its potential has been utilized. The
concept has been implemented on a limited scale. The research investigates the
impediments to successful implementation of CRM. An attempt is made to chart out a
strategic framework to realize the benefits of Customer Relationship Management. The
purpose of the report is to find the consumer behavior in context to the co-operative
banks. The whole study is done to analysis that what drives the customers to open an
account in the co-operative bank. To make the report, many inputs were required and the
same were fulfilled by conducting surveys in which the customers of the banks were
asked to fill the questionnaires. Also, the managers were approached, and their insights

were asked regarding the respective bank’s functioning. In the report, every essentiality is
covered which would make our research and the survey complete.
1.1 CUSTOMER SERVICE
Customer service has been defined in many ways. The challenge of customer services is to
cater different things to different people with appropriate mix. It is often easier for customers
to identify inappropriate service, than to define what they should experience.
Some Common Definitions of Customer Service are as fallows;
“Customer service is a commitment of all employees in a company to make being a customer

a completely positive experience one that everyone customer will want to experience time
and time again.” ~ Jack Ferreri
“Customer service is the ability of an organization to constantly and consistently give the
customer what they want and need.” ~ ACA Group
Customer service means exceeding customer expectations. Service is judged by how it

matches expectations. If the treatment the customer receives is better than his or her
expectations, this is excellent service. ~ From Be Our Guest, Disney Institute
“Excellent customer service is the process by which your organization delivers its services or
products in a way that allows the customer to access them in the most efficient, fair, cost
effective, and humanly satisfying and pleasurable manner possible.” ~ Jack Speer, BizWatch
Publisher
“Customer Service is the collection of skills, knowledge, and attitudes presented to your
customers by your staff.” ~ Center for Business, Industry and Labour, St. Louis Community
College
Service levels in a financial institution exceeds customer expectations despite the continuous
challenges of growth and change. This has multiple implications. First, financial institutions
need to understand customer expectations. Second, they must understand the internal factors
that drive an appropriate institutional response to customer expectations. Third, performance
needs to be continuously monitored and communicated to ensure it meets required service
levels. This process occurs in a dynamic environment and therefore needs to be driven by an
appropriate strategy.

Quality of customer service consistently ranks high on any list of customer preferences for
financial services. In a qualitative study in Mumbai in 2003, reveals flexibility of terms and
speed of service to be key reasons for choosing a financial institution. Similarly, the
companion quantitative survey found that the second most common reason for customers to
leave financial institutions was congestion in branches and the poor service associated with it.
Competing financial services often don’t differ greatly from each other, so the way that a
financial institution supplies its customers can become more important than the service itself.
There are five compelling reasons why excellent customer service must be a “prime
directive” for any market led Financial Institution:
1. Good service keeps customers
2. Good service builds word-of-mouth business
3. Good service can help to overcome competitive disadvantages
4. Good service is easier than many parts of the business
5. Good service helps to work more efficiently
Repeat customers are of vital importance to microfinance programmes. As a rule of thumb, it
is 5-10 times more expensive to attract a new customer than it is to retain an existing one.
Furthermore, reducing customer defections can boost profits by 25-95%.
There are many reasons why retaining customers is so profitable. These include the ability to
retain business, to cross sell products to existing customers, and to amortize initial costs over
a longer period. Satisfied customers are also more likely to provide referrals and may be
willing to pay a price premium.
The longer an institution retains a client the lower the costs of serving and greater the
opportunities for earning income from that client. Below given is the process of customer
retention with lower cost and time targeting increased level of profit.
 Acquisition: To acquire a new customer, a typical bank undertakes expensive
marketing campaigns. A credit-based microfinance programme often performs even
more expensive one-on-one personal selling or client mobilization. After acquisition,
the customer must learn the bank’s processes, or has to receive training from the loan
officer. Early in a new customer relationship, these costs can be greater than the
revenue generated.
 Cross Selling: Once the customer is with an institution, there are frequent
opportunities to sell additional products to the same customer. These opportunities
can be enhanced through carefully targeting products towards customers that are more

likely to need or want that product. The more products that an institution can sell to a
single customer, the more profitable that customer will be.
 Repeat Clients: Repeat customers are those customers reusing the same services.
Often the customer initiates the transaction, so acquisition costs for the financial
institution are very low. Moreover, since the customer has already established a
history with the institution, it can make informed lending decisions and reduce loan
losses. Typically, it can also process transactions more quickly than it could the first
time around.
 Referrals: the longer the customer stay with an institution and the more business they
transact with satisfaction, the more likely they are to actively refer friends, and
relations to the institutions, generating new business with much lower acquisition
cost.
1.2 CRM
Customer Relationship Management is the establishment, development, maintenance and
optimization of long-term mutually valuable relationships between consumers and the
organizations. Successful customer relationship management focuses on understanding the
needs and desires of the customers and is achieved by placing these needs at the heart of the
business by integrating them with the organization's strategy, people, technology and
business processes.
At the heart of a perfect CRM strategy is the creation of mutual value for all the parties
involved in the business process. It is about creating a sustainable competitive advantage by
being the best at understanding, communicating, and delivering, and developing existing
customer relationships in addition to creating and keeping new customers.
DEFINITION OF CRM
“Customer Relationship Management (CRM) is a co-ordinate approach to the selling process
allowing the various operational, customer contact and sales promotional functions of an
organization to function as a whole.”
GOALS OF CRM
Implementing customer relationship management can be a costly undertaking. Organizations
spend a lot of money scrutinizing vendors, buying the right CRM software, hiring, consultant,
training employees, etc. The only way in which a company can measure its success is if it
establishes CRM goals prior to the implementation as in this way it is able to determine

whether it has successfully implemented CRM. Even though industries have different
business aspects they share some common CRM goals.
OBJECTIVES OF CRM IN BANKS

CRM, the technology, along with human resources of the banks, enables the banks to analyze
the behavior of customers and their value. The main areas of focus are as the name suggests:
customer, relationship, and the management of relationship and the main objectives to
implement CRM in the business strategy are:
 To simplify marketing and sales process
 To make call centres’ more efficient
 To provide better customer service
 To discover new customers and increase customer revenue
 To cross sell products more effectively
The CRM processes should fully support the basic steps of customer life cycle. The basic
steps are:
 Attracting present and new customers
 Acquiring new customers
 Serving the customers
 Finally, retaining the customers
In today's increasingly competitive environment, maximizing organic growth through sales
momentum has become a priority for Banks and Financial institutions. To build this
momentum banks are focusing on Customer relationship management initiatives to improve
 Customer satisfaction and loyalty
 Customer insight/ 360º view of customer
 Speed to market for products and service
 Increase products-to-customer ratio
 Improve up sales and cross sales
The idea of CRM is that it helps businesses use technology and human resources gain insight
into the behavior of customers and the value of those customers. If it works as hoped, a
business can: provide better customer service, make call centres’ more efficient, cross sell
products more effectively, help sales staff close deals faster, simplify marketing and sales
processes, discover new customers, and increase customer revenues. It doesn't happen by
simply buying software and installing it. For CRM to be truly effective an organization must

first decide what kind of customer information it is looking for and it must decide what it
intends to do with that information.
Some of the commonly Established CRM Objectives are as follows:
1) Increase in Customer Service:
Establishing customer loyalty as one of the top CRM goals is fundamental to CRM
successful implementation. For this task it is essential that the whole organization
realize that they play a part in this goal. This objective cannot be achieved with the
help of a few employees only. Customers need to feel that they have received
excellent service. Their continued patronage is ensured by this. Customer retention
and brand loyalty is essential to ensure success. Undoubtedly it is far harder to gain a
new customer than to keep one.
2) Increasing Efficiency:
One of the most important goals of CRM is the increase in organization efficiency and
effectiveness. This is almost always adopted by every organization. It is necessitated
by the fact that increase in efficiency, required to boost success. CRM achieves this
through cost reduction and customer retention. Adequate CRM training achieves this
goal.
3) Lowering Operating Costs:
CRM goals also include the reduction of costs of operation. This goal should be
clearly established and conveyed to all those involved in the CRM implementation
process. CRM manages to reduce operating costs through a workforce management
system. This helps to maximize skills and thus reduce cost. These reduced costs
enable an organization to achieve greater efficiency. If cost reduction is management's
objective, then the CRM implementation should be carried out in such a way that this
is achieved. Throughout the process maximum reduction in costs should be adhered to
meet this CRM goal.
4) Aiding the Marketing Department:

Another goal of CRM is generally aiding the marketing department in all its efforts.
This includes marketing campaigns, sales promotions etc. If this is fixated as one of
the goals of CRM, then it should be communicated to those involved. This goal is
fundamental as it boosts sales indirectly thereby increasing the profitability.

1.3 INTRODUCTION TO CUSTOMER RELATION MEASURES AND ITS IMPACT
ON BANK
In banking, quality of customer relation plays a crucial role in the context of sustained
business growth. The relationship between a bank and its customers must be a
permanent and enduring one, which needs to be maintained with good quality of
services. Banking business has done wonders for many economies in the world. The
simple looking method of accepting money deposits from savers and then lending the
same money to borrowers, banking activity encourages the flow of money to
productive use and investments. This in turn allows the economy to grow.
This is a new way of thinking for many banks with thousands, even millions of
customers. Managing customer relationships successfully means learning about the
habits and needs of your customers, anticipating future buying patterns and finding
new opportunities to add value to the relationship.
CUSTOMER DATA
In the financial sector, early beneficiaries of successful CRM strategies have been the
banks. These organizations use data warehousing and data mining technologies to
learn from the millions of transactions and interactions with their customers, and to
anticipate their needs. The patterns of customer behaviour and attitude derived from
this information enable the banks to effectively segment customers on pre-determined
criteria.
Irrespective of whether it is a public-sector bank or a private sector bank; a regional
rural bank or a foreign bank all banks commonly store details of tens of thousands of
customers and prospects - both in a corporate database and in discrete documents on
the desktops of individual bank staff. Retrieving customer data to support targeted
marketing activities in this environment has traditionally involved sorting hard copy
by hand, which is time-consuming, inaccurate, and increasingly cost-prohibitive.
Hence the banks devise software, which would mitigate this task of customer
relationship management solution, to take full advantage of their valuable customer
data. It also provides a way to quantify a campaign's success and aids in planning
future marketing strategies, better work flow tracking and management, considerable
increase in the speed of the marketing campaign planning process, greater cost

efficiency with improved ROI, easy monitoring of multiple marketing campaigns and
improved workflow management.
Detailed customer data can provide answers to the following questions:
 Which communication channel do they prefer?
 What would be the risk of leaving the bank to go to the competition?
 What is the probability the customer will buy a service or product?
This knowledge assists financial institutions with CRM solutions in place to develop
marketing programs that respond to each customer segment, support cross-selling and
customer retention programs and enables the staff to understand how to maximize the
value of each customer’s interaction.
CRM applications provide functionality to enhance customer interactions. Banks
known for its high level of customer service might use this characteristic as a starting
point for implementing a CRM application. Another company may be very good at
targeting profitable customers. Each bank should seek a niche on which to develop its
CRM strategy.
A common problem many organizations share is integrating customer information.
When information is disparate and fragmented, it is difficult to know who the
customers are, and the nature of their associations or relationships. This also makes it
difficult to capitalize on opportunities to increase customer service, loyalty and
profitability. For example, knowing that other family members are also customers
provides an opportunity to up-sell or cross-sell products or services, or knowing that a
customer uses several sources of interaction with a supplier can also provide
opportunities to enhance the relationship.
The creation and execution of a successful CRM strategy depends on close
examination and rationalization of the relationship between an organization’s vision
and business strategy. Building toward a CRM solution and evaluating the use of
customer data requires analysis and alignment of the following core capabilities:
 Customer value management
 Prospecting
 Selling
 Collection and use of customer intelligence
 Customer development (up-selling and cross-selling)
 Customer service and retention

 Protection of customer privacy
Successful CRM implementations result from the capability of the organization and
its employees to integrate human resources, business processes and technology, to
create differentiation and excellence in service to customers, and to perform all these
functions better than its competitors. The current economic context and financial
crisis has most probably led many financial services institutions to refocus their CRM
strategies with the customer relationship being more than ever the key to profitability
of a retail activity. These institutions must design a new approach to regain and
reassure customers. Even if they have only started building a “how to win back trust"
strategy, there is a general movement towards “refocusing on the customer” for the
“post-financial” crisis phase.
Here are CRM strategies and their goals deployed by some banking institution
summarized in the Table 1 below;
Table 1. CRM strategy and their goals
CRM Strategy Goal

Provide service representatives with 360-degree view of Improve customer experience,
customer relationship for corporate and retail banking retention
Segment customer base into six different groups based Attain cross-sell revenues, maximum
on demographics and banking behaviour lifetime value
Deploy CRM system across branch network, integrating Improve customer experience, cross-
with central office, link multiple customer databases sell
Integrate call centre, branch, and central office; link 80 Improve customer experience, support
banking applications to support unified view of consistent message
customers
1.4 INTRODUCTION TO CO-OPERATIVE BANKS IN INDIA

The Co-operative banks have a history of almost 100 years. The co-operative movement
originated in the West, but the importance that such banks have assumed in India is rarely
paralleled anywhere else in the world. Their role in rural financing continues to be important
even today, and their business in the urban areas also has increased phenomenally in recent
years mainly due to the sharp increase in the number of primary co-operative banks. While
the co-operative banks in rural areas mainly finance agricultural based activities including
farming, cattle, milk, hatchery, personal finance etc. along with some small scale industries

and self-employment driven activities, the co-operative banks in urban areas mainly finance
various categories of people for self-employment, industries, small scale units, home finance,
consumer finance, personal finance, etc.
Some of the co-operative banks are quite forward looking and have developed sufficient core
competencies to challenge state and private sector banks.
According to NAFCUB (The National Federation of Urban Cooperative Banks and Credit
Societies Ltd) the total deposits & lending’s of Co-operative Banks is much more than Old
Private Sector Banks & also the New Private Sector Banks. This exponential growth of Co-
operative Banks is attributed mainly to their much better local reach, personal interaction
with customers, and their ability to catch the nerve of the local clientele.
Co-operative Banks, one of the leading banking sectors in Maharashtra were looking at new
ways to enhance its customer potential and service quality. Electronic means of banking have
proved a success in acquiring new customer groups until the end of 2001. After then a
strategic decision was made to re-engineer their core business process in order to enhance the
bank’s performance by developing strategic lines. Strategic lines were given in order to meet
the needs of large local and multinational corporate customers, to expand commercial
banking business, to focus expansion in retail banking and small business banking, to use
different delivery channels while growing, and to enhance operating efficiency though
investments in technology and human resources.
To support this strategy Cooperative Banks in Maharashtra has implemented several projects
since2001 regarding branch organization, processes and information systems. The
administration burden in the branches has been greatly reduced and centralized as much as
possible to leave a larger room to market and sales. The business re process engineering
projects have been followed by rationalizing and modernizing the operational systems and
subsequently by the introduction of innovative channels: internet banking, call center and
self-servicing. In parallel, usage of technology for internal communication: intranet, e-mail,
workflow and management reporting have become widespread.
1.3 PROFILE OF THE STUDY

Pune (District) is situated in Maharashtra state of India. Pune (also known as Poona) city is
the district headquarters. It is the eight largest metropolises in India and the second largest in
the state of Maharashtra. It is bounded by Thane District to the northwest, Raigad District to

the west, Satara District to the south, Solapur District to the southeast, and Ahmednagar
District to the north and northeast.
Pune city is the administrative headquarters of Pune district and was once the centre of power
of the Maratha Empire. Pune existed as a town since 847 AD. In the 18th century, Pune
became the political centre of Indian subcontinent, as the seat of Peshwas who the prime
ministers of the Maratha Empire were. Pune is considered the cultural capital of Maharashtra.
Since the 1950s and 1960s, Pune has had traditional old-economy industries which continue
to grow. The city is now also known for manufacturing and automobiles, as well as
government and private sector research institutes for information technology (IT) education,
management and training, which attract migrants, students and professionals from India,
South East Asia, Middle East and Africa.
It is an industrial centre as well as agriculture-based economy. It is one of the IT destinations
of India. The emergence of industrial Pune began in the early 1960s, with mechanical
engineering industries arriving. Pune's proximity to Mumbai, good climate and availability of
talent made it a destination for large firms like Tata Motors (TELCO then), Thermax, Buckau
Wolf (ThyssenKrupp now), Kirloskar Group, KSB Pumps, Hindustan Antibiotics and several
others. Pune is the largest hub in India for German companies. According to the Indo-German
Chamber of Commerce, Pune has been the single largest hub for German companies for the
last 60 years. Over 225 German companies have set up their businesses here.
Today, Pune has a diverse industrial population. It is one of India's most important
automotive hubs, with some domestic and international auto giants manufacturing here,
including Daimler Benz, MTU FN and Volkswagen. Pune also has hundreds of large IT
companies such as Tata Consultancy Services, Infosys,Amdocs, KPIT, Cybage,e-Zest
Solutions,Opus Software Solutions, Accenture and thousands of small IT companies and
start-ups which thrive in the highly skilled resource pool from this city's engineers.
Pune city is the administrative headquarters of the district. There are around 1,866 villages in
the district. Administratively the district is divided into 15 talukas (including 2 city talukas)
and 13 Panchayat Samitis.
The 15 taluka are divided into following 5 district subdivisions;

(a) Baramati Subdivision: Baramati, Daund, Indapur
i. Baramati,: Baramati uses 800 hectares of land as MIDC Industrial Area along
Baramati-Bhigwan Road, 5 kms. outside Baramati town's municipal limits.
Due to the Industrial development and in the field of Education Currently

Baramati got an opportunity to present itself at an international level . Mr. Sharad
Pawar the very famous politician comes from Baramati. Many Sugar factories are
been set up in this area.
ii. Daund: Daund Station is a Railway Junction. Most of the trains pass through
Daund Junction. There is the Old Railway bridge towards Nagar which was built
by the British Government. The condition of bridge is very good even after a long
period since it was built. Newly built bridge over river Bhima is also mind
blowing. Some area of Kurkumbh in Daund is declared as Chemical Zone for the
Chemical Industries. Most of the Industries from all over Maharashtra have been
shifted to Kurkumbh.
iii. Indapur: Temperature of Indapur is hot. This area receives Scanty Rainfall.
Shetfal lake is over here. Crops like Wheat, Jawari, Sugarcane are grown. There is
a machinery factory in Walchand Nagar , Sugar factory and Iron factories are
also here.
(b) Bhor Subdivision: Bhor, Purandar, Velhe
i. Bhor: Bhor Taluka receives heavy rainfall. This is a hilly region and is towards
the west of Pune, with one of the biggest of mountain ranges in Maharashtra i.e.
Sahyadri Mountain ranges. Crops like Rice and Jawari are grown in this region
and the most commonly grown rice which is called Ambemohar. There is a Paper
Mill in Sarole. Rexane, Mosquito net, Soot cloth, Sugar Factory, Paint factories
are also found here.
ii. Purandar: Some part of Purandar is covered with Forest. In this region crops like
Sugarcane and Bajara are grown. Vegetables like Onion is also grown here. The
famous fort of Purandar and Memorial of Sopan Deva and famous temple of
Jejuri are the best attraction of this place.
iii. Velhe: This is to the western side of Pune. This is the hilly region of Pune, with
one of the biggest of mountain ranges in Maharashtra i.e. Sahyadri. Rice is grown
in this region on a large scale. The forts over here like Raj gad and Torana are
very famous.
(c) Pune Subdivision: Haveli, Pune City, Pimpri-Chinchwad City
i. Haveli: Some part of this region is covered with Forest. The industrial area
consists of both Handloom cloth industries and big industrial area also. Sugar
factories are also located in this region.

ii. Pune City: The emergence of industrial Pune began in the early 1960s, with
mechanical engineering industries arriving. Pune's proximity to Mumbai, good
climate and availability of talent made it a destination for large firms like Tata
Motors (TELCO then), Thermax, Buckau Wolf (ThyssenKrupp now), Kirloskar
Group, KSB Pumps, Hindustan Antibiotics and several others.As one of the
largest cities in India, and as a result of its many colleges and universities, Pune is
emerging as a prominent location for IT and manufacturing companies to expand.
Pune has the seventh largest metropolitan economy and the sixth highest per
capita income in the country.
iii. Pimpri-Chinchwad City: It is the urban agglomeration of Pune. Pune is one of the
major industrial hubs in Asia and many of these industries are situated in Pimpri
Chinchwad area.
(d) Khed Subdivision: Khed, Shirur, Junnar, Ambegaon
i. Khed: The big Wild Life Sanctuary of Pune district which is in Bhimashankar
falls in this region. Collection of Honey, Wax, Gum and other Medicinal
Herbs are some of occupations carried out in this area. The farmers here
basically grow the crops like Bajara and Jawari and Vegetables like Tomato,
Potato, and Onion is also grown. Oil refinenary are also found in this area.
ii. Shirur: In Shirur you will find hot temperature and scanty rainfall. The land
here is suitable for growing Crops like Wheat and Sugarcane. Fruits like
Oranges and Sweet lime are also grown
iii. Junnar: Junnar Taluka is famous for its wells and Dams. The main business
of the people in this region is Handmade Papers and Woollen Blankets. Oil
Refinenary and Sugar Factory make up the industrial area. There is also a
Satellite Centre in Arvi.
iv. Ambegaon: This Taluka falls to the foothill of Sahyadri Mountain range and
which is towards the west side of Pune city. Besides this the dairy business is
also carried out on large scale. Rivers like Ghod and Dhimbe provide water for
cultivation. The farmers have made their own image on the basis of their hard
work. Bullock cart races are an inseparable part of this taluka which is very
prominent throughout Maharashtra. Janta Utsav is the famous festival of this
area while other functions for yatra, wrestling, Tamasha and numerous
religious programmes are held by various Mandals.
(e) Maval Subdivision: Maval, Mulshi

i. Maval: is towards the west of Pune District. It receives heavy rainfall. This is
the hilly area of Pune, with one of the biggest range of mountains in
Maharashtra i.e. Sahyadri Mountain. The Hill Stations like Lonavala and
Khandala are in Maval where tourists are mostly attracted in the rainy season.
ii. Mulshi: Mulshi Taluka falls to the west of Pune. This area receives heavy
rainfall. It is the hilly region of Pune, with one of the biggest mountain ranges
in Maharashtra i.e. Sahyadri. Most of the area is covered with Forest.
2. STATEMENT OF THE PROBLEM AND NEED FOR STUDY

 Co-operative bank reduces banking exclusion and foster economic growth of county,
by increasing banking access in area or markets where other areas are less preventing
– SME’s farmers in rural area, middle or low-income households in urban areas.
 Co-operative bank is a financial entity belonging to its members who are its
customers as well, providing them with a wide range of banking and financial
services.
 Criteria for getting loan from Co-operative banks are less stringent than for a loan
from a commercial bank.
 Co-operative banks are deeply rooted inside local areas and communities. They are
involved in local development contribute to the sustainable development of their
communities.
 Main motive is not to generate profile but provide the best possible services to its
members and non-members.
Despite co-operative banks being the largest network rooted bank in non-
monetised section of the country and by offering more interest rates in comparison
to other banks couldn’t able to improvise the penetration rate of CASA. Thus, the
research is trying to find out the efforts in the form of customer relationship
measures taken by co-operative banks in Pune District to penetrate more and more
current account, as a interest free deposit account.
3. REVIEW OF LITERATURE
Banking industry being the most attractive field to be written about, a large number of
analysis on the growth and financial performance of various segments of the industry

have been carried out every year by various research organizations. Brief reviews of the
following research works illustrates the factors identified by various agencies, which are
affecting the growth of banking industry and how they can be mitigated.
3.1 STUDIES IN THE INTERNATIONAL CONTEXT
Harvey, B. (1995). The article says that the Co-operative banks customer satisfaction
is measured on the basis of technical management, marketing strategy, corporate
strategy to satisfy customers. Co-operative bank is considered as ethical banking
or ethical business. This type of banks is small and social players in the sector. Co-
operative bank launched its ethical initiative long before. The only reason which
benefited and encouraged co-opeartive banks to compete in competitive market is
ethical principles and their way of doing business ethically in nature.
Matawan, S. A., & Almossawi, M. (1998). The research suggests Banking

Personnel’s should maintain a good relationship with customers. Process of banking
selection by customers plays an important role, Banks should consider every strategy
to fit in the criteria of selection made by customers. Banks should undertake various
marketing strategies to satisfy the customers and for expansion of banking business
Quality and delivery of service plays a major role in satisfying the customers.
Maintaining the customer satisfaction manages to induce new customers. Offering
various services to current account holders induce new customers to open current
accounts with banks.
Semih Onut Ibrahim Erdem, Bora Hosver (2002). The author obtained results by
extensive usage of customer data to develop and apply Relational Marketing have
convinced the Garanti Bank to proceed along the line undertaken. As lists of
customers eligible for four very important banking product/services are available, and
suggested the extension of promotions to a larger customer population by having sales
people in the branches contacting progressively 15,000 customers and targeted
campaigns through Internet and the call center for customers actively using one or
both of these innovative channels for their banking operations.

Adamson, I., Kok-Mun Chan, &Handford, D. (2003). Hong kong cooperate
customer expect their principal bank to embrace a customer centered marketing
strategy. This means that bank is expected understand their customer and offer
bespoke service to satisfy their needs. Once a trusting relationship is established, a
bank need to monitor the customer’s business performance regularly, review and
adjust its service for the customer as deemed appropriate and necessary. Most
importantly, a bank by its actions must be seen as protective of its customer’s interests
and to avoid any opportunities behavior to enhance its own gains at the expense of its
customer, such as depriving the customer from benefiting from decreased funding
costs or saving through technology development.
Verhoef, P. C. (2003). It provides an overview of studies that report the effect of

CRPs on customer behavior, and it describes the dependent variables, the design and
context of the study, Relationship marketing theory and customer equity theory posit
that customers’ perceptions of the intrinsic quality of the relationship (i.e., strength of
the relationship) and customers’ evaluations of a supplier’s offerings shape
customers’ behavior in the relationship. The most prominent perception representing
the strength of the relationship is (affective) commitment. Satisfaction positively
affects customer retention. Although a positive relationship between satisfaction and
customer share has been demonstrated in a single product category, this does not
necessarily imply that satisfaction also positively affects customer share development
for a multiservice provider.
Knox S, Maklan S, Payne A, Peppard J, Ryals L (2003). In this consumer

economy, attracting and crucially keeping customers for the long term is a key
challenge for all businesses and more especially the banks. Banks have realised that
managing customer relationships is a very important factor for their success as
Customer Relationship Management (CRM) is a strategy that can help them build
long lasting relationships with their customers and increase their profits through
efficient management systems and the application of customer-focused strategies.
CRM in the banking sector is of strategic importance since exceptional customer
service is a major indicator for customer retention leading to high profitability. To
improve real-time client data files and marketing databases and customer

segmentation profiles, customization must be encouraged for the continued
maintenance of the database.
Lymperopoulos, C., & Chaniotakis, I. E. (2004). This study was implications of E

banking adoption identification, using this construction of a theoretical framework,
the authors tried to investigate branches employees at a first level, the analysis of
branch employee’s perceptions showed that there is general acceptances of the effects
that have been recognized through the literature. Data factors analysis resulted in the
identification of four distinct factors, namely banks, “hard advantages” , “markets
effects” , “risk” and banks ‘”soft advantages “factors.
Usai, S., &Vannini, M. (2005). This paper has examined the empirical linkages
between financial development and economic growth in Italian regions before the
unification of the European financial market. Although the overall size of the
financial sector does not have a robust impact on growth, two types of intermediaries,
cooperative banks and special credit institutions, appear to play a role, whilst two
other types of intermediaries, Banks of national interest and Public law banks, either
do not affect growth or their influence is negative is measured by GDP per.
Arasli, H., Mehtap-Smadi, S., & Salih, T. K. (2005). The Article says that Greek
Cypriot bank customers clearly expect prompt service and will not tolerate delays in
response time. They also want a high degree of interest with the bank staff that are
sensitive to their needs and expect personalizes service. It is more expensive to find
an attract new customer rather than retaining existing one, Greek Cypriot banks need
to redefine their corporate image to emphasizes service quality by introducing
standards for service.
Leverin, A., & Liljander, V. (2006). This study investigates the RM strategy of a
retail bank, in order to discover whether the implementation of the strategy has had
the intended strengthening effect on customer relationships and also shows the link
between customer loyalty and banks profitability. The author referred as too little is
still known regarding the nature of customer relationships, what modern customers
expect from their service provider relationships, what forms these relationships take,
and how they differ between profitability segments.

Norizan, M. K., & Souiden, N. (2007). The study shows how image may be linked
to perceived service quality, satisfaction and retention. Based on this approach, it
identifies that image plays an important role too in determining customer satisfaction,
which leads to service retention in retail banking. It also describes the
interrelationships between the determinants, which gives us a better understanding of
the dynamics of customer retention formation. In essence, our conclusion is that all
the three constructs (image, quality and satisfaction) exert an inﬂuence on customer
retention.
Monika Urbanowicz (2008). The research says nowadays the decreasing loyalty of
bank customers, forces banks to put more attention on relationships with them. Banks
almost on each hierarchical level of their structure need to have access to up-to date,
consolidated and accurate image of a client. Especially in conditions of growing
amounts of data it is important to be able to share information coming from various
channels and afterwards analyze it deeply. If the bank could track customer behaviors,
executives can have a better understanding of customer value and predicting their
future behaviors’. The most popular functionalities of CRM system in banks concern
marketing, communication with customers, customer service, sales, distribution,
financial analysis, risk estimation, channel management. However in case of CRM
systems in order to succeed, it is necessary to
adjust whole organization to CRM system, and introduce whole solution, what can be
done gradually. Every part of CRM system constitutes one consistent whole,
otherwise some integration problems might appear.
Stefanski, M. (2009). The Polish banking sector is stable and banks have to adopt a
strategy that will enable them to compete on the Single Market. The strategy should
be based on a change of the structure of revenues and costs, and on modification of
the credit extending procedure. This is confirmed by the comparison of the banking
sector in Poland with the banking sector of the best developed European Union
countries.
Perry, M., &Coetzer, A. (2009). The research paper says in the case of bank
relationship there is chances of dissatisfaction with existing relationship. Instead of
switching bank, for enterprises with limited demands the predominant reaction is to

reduce further their use of bank services and to increase the extent of advice obtained
from an accountant or other sources. On other side, information captured is seek to be
low with enterprise to maintain their access to credit and bank switching. This study
shows that the creativity is needed in enterprise bank relationship. There is more
competitive bank environment needed than current for business development.
Shahzeb Ali Malik, Trevor Wood-Harper (2010). The study is based on improving
the use of customer relationship management (CRM) in the banking sector of
developing countries such as presented the background knowledge of CRM and
uncover some of the major problems and weaknesses while using the CRM
applications in the banking sector of Pakistan. Pakistan has been selected for the
purpose of current research since the current CRM strategy in the banking sector is
not acquiring desired results.
Akosua Opoku, Agyemang, Lilian Oppong, Agyeman Linda Maysel Oduro,

Bernice Darkwah (2011). This research has clearly shown that relationship
marketing practices jointly have a significant influence on customer loyalty within the
Ghanaian banking industry. This means that, marketers aiming at building and
maintaining long term beneficial relationships with their customers hoping to win
their loyalty give special attention particularly to competence, commitment and
communication. Overall this study provides a useful and practical model that can be
used by managers to develop CRM strategies aimed at not only satisfying customers
but also gaining customer loyalty within the banking industry.
Stefancic, M., & Kathitziotis, N. (2011). The research says Italian cooperative credit
bank do not engage in the interbank market as actively as commercial banks and have
therefore been less exposed to the financial crisis. Italian cooperative bank shows a
remarkable efficiency in providing credit to their customer despite the ongoing crisis.
Cooperative members, ordinary customers and SMEs continue to enjoy access to
credit at cooperative banks. They manage their loan portfolio better than commercial
bank. Cooperative bank should be encouraged due to its positive contribution to
economic development and possibly financial stability.

Zhaleh, Z. K. (2011). The research says customer and their satisfaction is the key of
succession of organizations and companies. Customer relationship management is
another concept that is related to customer satisfaction. But we should consider
differences in personality of customers. Hence in this study, author want to examine
the relation between Big Five customer personality, customer relationship
management and customer satisfaction.
Dirk Vater, Youngsuh Cho and Peter Sidebottom (October 17, 2012). The report
underlines Something big is stirring in retail banking. Across the world, financial
institutions are rolling out a broad array of initiatives that place bold bets on new
digital technologies, which they expect will fundamentally change how they attract
and retain customers. Technology by itself will not deliver a competitive advantage;
what banks do with it to develop a unique, personalized customer experience will
matter most of all. Success will take much more than a string of initiatives that tack
high-tech gadgetry and cool apps onto a traditional banking infrastructure and
mindset. Indeed, technology for its own sake is a costly distraction, which adds
complexity, muddies decision making and impedes the organization’s ability to adapt.
Failure to take a disciplined approach will divert attention from the pressing need to
break through the conventional walls of retail banking—both literal and cultural—and
engage customers seamlessly across all channels, on their own terms.
Mosavi, S. A., & Ghaedi, M. (2012). The Researcher says as anticipated, customer
satisfaction is shown to have a significantly positive effect on customer commitment
and customer commitment significantly influences information sharing, marketing
research support, WOM referrals, and increased repurchase intentions.
Dr. Duygu KOÇOĞLU, Sevcan KIRMACI (2012). The researcher is of the opinion
the banks that carry out advertisement and presentation activities besides a variety of
services offered to their customers undergo high costs for the sake of competition.
However, expensive advertisement campaigns are not adequate in competition, for
there is a serious need for high technologic substructure and automation support. The
attempt to retain the customer affects the success of the banks due to the fact that one-

to-one communication is achieved with the customer especially in field of commercial
credit and the rate of profitability is taken from the credit customers.
Md. Shafiul Alam Chowdhury, Ayesha Jahan, Rokeya Akter Jui, Sadeka Parvin
(2013). writes in his research paper as prioritizing the customer, customer relation
management involves gathering information about the customer and planning
corporation strategies according to them. Gathering customer information through
interactions with the customer is the essence of CRM. Corporation should design
CRM to gather and process this information. Data saved in the data warehouses
should be accessible by all the staff when they need that information. In development
process of customer relationship management, first the customer choice should be
made. In other words, the corporation should decide on the target customers. Then in
order to gain those customers and encourage them to buy goods or services from the
corporation, advertisement and marketing efforts should be put into practice. The next
stage is to hold the customer which requires the corporation to maintain its
relationship with the customers and keep holding him/her, in the last stage, deepening
the customer relationship, the corporation tries to increase both the loyalty of the
customer and his/her share in the sales.
Luciano Munari, Federica Ielasi, Luisa Bajetta, (2013). The research aims to
contribute to the literature on customer satisfaction on the one hand, by verifying if
and how banks measure and manage some of the customer satisfaction cause-effect
relationships investigated by studies on the subject and, on the other hand, by
focusing attention on organization and internal processes aimed to support the
assessment and improvement of customer satisfaction.
Grigoroudis, E., Tsitsiridi, E., & Zopounidis, C. (2013). The research underlines
the long-term success of a banking organization is related to its ability to adapt to
changing customer preferences and needs. For this reason, a customer orientation and
a continuous improvement philosophy is adopted in order to design and provide
products and services that meet the customer requirements. This justifies the
importance of internal and external service quality assessment and the incorporation
of quality measures in the performance evaluation of business organizations.

Furthermore, the ability of banking institutions to respond to changing market
conditions may provide a significant competitive advantage against competition.
Katarachia, A. (2013). Their Research says in terms of the customer bank

relationship the present study demonstrates that cooperative bank tends to foster a
conscious or unconscious feeling of cognitive trust among customers and anticipate a
perception of being fair and more honest institution compared with other bank types.
It has to focus on the effect of customer profile on the measurement of customer
attitudes and perceptions.
V, M., Saravanaraj, M. G., & S, U. T. (2013). A study says a bivariate correlation

was undertaken to study the customers’ perception about value added services
rendered by banks. The output confirms that a significant positive relationship
correlation exists between all the value added services provided by the banks. The
factors that influence the selection of a bank by the customers were enlisted as
Reputation of the bank, promotion attributes, and Value added services, Branch
Reputation, Schemes and any other services.
Kenneth C. Adiele, Justin M.O. Gabriel (2013). The research underlines significant
relationship exists between customer relationship management and business
performance of retail banks in south-south zone of Nigeria furthermore, amongst the
three dimensions of CRM, customer identification impacts more on MP. Customer
identification contributes highest to bank market share as evidenced in its coefficient
values. Consequently, the implication of the study is that Nigerian retail banking
sectors should generally increase their customer relationship management strategies
as to enhance their level of business viability and specifically review their customer
attraction and retention policies in order not to lose customers to competitors.
Eriksson, K., & Hermansson, C. (2014). This paper shows the importance of
introducing the exchange form when analyzing saving, i.e. the relational and
transactional impact on saving. By including the exchange form as a mediating
variable, the analysis could both broaden and deepen.

Kannan Simhakutty Asuri (2014). The findings revealed that there are evidences of
banks ensuring environmental safety in clearing high-value projects for lending; and
using core banking solutions thus making paperless customer delivery a reality. In
areas of information dissemination, intra-office communication, and alternate energy
usage, they are found to be wanting in environ-friendliness. The study suffers from
certain research limitations, hence further research by adopting mixed methods, larger
scope, and all levels of management as well as customers would fill the gap and make
the findings more generalizable.
Bollas-Araya, H., Seguí-Mas, E., & Polo-Garrido, F. (2014). On the basis of the
authors descriptive analysis, cooperative banks should to engage more with
sustainability disclosure. Investing in sustainability reporting is a way to obtain
legitimacy among the stakeholders, to enhance the reputation and to gain competitive
advantage. In the current situation, disclosing information about sustainability could
help to reinforce the trust and credibility. Cooperative banks, as a social economy
institution, have a special relationship with sustainability. This relationship may
represent a valuable asset for business development only if they are able to provide
greater credibility and trust in society and if there is an effective dialogue with
stakeholders.
Cegarra-navarro, J., Jiménez-jiménez, D., &Fernández-gil, J. (2014). This article

provides an overview of the relationship between RM and the existence or non-
existence of a learning process and its impact on customer capital. This study
addresses this question ‘What is the nature and strength of the relationship between
the existence of a learning process and RM?’ and ‘What is the nature and strength of
the relationship between the existence of RM and customer capital?’
Johnson, D.,S., & Peterson, M. (2014).The study demonstrates small and medium
sized banks are trying hard to build trust in consumers eye by studying techniques
followed by large banks to achieve trust of customers. It has been observed by
researchers, that customers are attracted by large banks because of the technology
used by these banks. Hence small and medium sized banks should use technology in
providing services to consumers instead of traditional methods. Small and medium
sized banks have personal relationship with consumers and with larger banks is an

online relationship with consumers. There may be a moderating effect on the trust
relationship between customers and a bank when information about regulatory
oversight is sent from the bank to the customer.
Pavão, Y.,Maria Pereira, & Rossetto, C. R. (2015).This study was designed in

order to measure Stakeholder Management Capability (SMC) in organizations from
the five dimensions that cover the communication process, strategic formulation, pro
activity, resources and stakeholder serving. The choice of cooperatives was motivated
by their managerial and strategic structure, which is different from other organizations
mostly because of the way they meet the needs of and manage their stakeholders, i.e.
the cooperative exercises distinct roles as owner, supplier and client.
Shanmugam, M., Wang, Y., Bugshan, H., & Hajli, N. (2015). This research
investigates customers’ perceptions of internet banking in the UK by utilizing a
qualitative approach. This indicates that internet banking customers most commonly
use the services of money transfers and bill payment online. In this case, the issue of
security in internet banking is still a major factor in customers’ reluctance to adopt
internet banking. Finally, our results also indicate that UK internet banking adopters
are highly satisfied with internet banking, suggesting that UK banks are successful in
leveraging the benefits of internet banking to increase their competitive advantages.
Given the fact that internet banking provides multiple positive effects for a bank’s
business strategy, the present study sheds valuable light on a broader understanding of
customers’ perceptions of internet banking which will be beneficial as banks work to
increase the adoption rate of internet banking.
Zeinalizadeh, N., Shojaie, A. A., & Shariatmadari, M. (2015). Data were collected
at ten different branches of a known Iranian bank in the Tehran city. Fees and Loans,
Prompt Service and Appearance are the most effective factors influencing customer
satisfaction. Also, Interest Rates and Accessibility to Bank and Availability of Service
have least impact on customer satisfaction.
Davis, P. (2016). The paper goes on to provide a case study of the bank’s process of
transformation from loss-making subsidiary to the first positive co-operative national
brand in the post-war period of its history. The author argues that lack of appropriate

vision based on the founding values and purposes of the Co-operative Movement is
the principal reason for the management’s and governance failures that have beset the
UK Co-operative Group. Instead of using the past to help in understanding the present
and planning for the future, the UK Co-operative Group Leadership ignored it or
worse used the past successes to congratulate itself and disguise its manifest failures.
In this, they were supported by an uncritical Co-operative Union (later renamed Co-
operatives UK).
HanchaSfar, F. E., &Ouda, O. B. (2016). The author discusses the role of

cooperative bank in economic development is important. Because, cooperative bank
helps in local financial development and there is link between financial development
and economic growth. It also helps to investigate relationship between cooperative
bank financial developments with GDP growth. Also cooperative bank helps to
promote local economy. The author confirm that the smaller and less complex
cooperative banks are more adopted for providing loan to small and medium size
firm. The study specifies the determinants of regional economic growth in France
aims to proposition derived from theoretical model and to analyze the link between
regional cooperative growths explain by following growth regression.
Table 02. Summary of Studies in International Context
Author Year Main Area of Research Missing Gaps
Harvey, B. (1995) Ethical banking: The case of the Co-operative

co-operative bank. benefited because
of ethical principles
and their way of
doing business
ethically in nature.
Matawan, S. A., & (1998) Banking behavior of Islamic Quality and

Almossawi, M. bank customers delivery of service
plays a major role
in satisfying the
customers.
Semih Onut Ibrahim (2002) Customer Relationship Innovative products

Erdem, Bora Hosver Management, Banking and online mode to
Performance Enhancement communicate with
customers.
Adamson, I., Kok- (2003) Customer commitment and trust Embrace a customer
Mun Chan, as a strategy for the smaller centered marketing
&Handford, D. Hongkong corporate banking strategy
sector.
Verhoef, P. C. (2003) Effect of customer relationship Satisfaction

management efforts on customer positively affects
retention and customer share customer retention
development.
Knox S, Maklan S, (2003) Customer relationship Attracting and

Payne A, Peppard J, management: Perspectives from crucially keeping
Ryals L the marketplace. customers for the
long term is a key
challenge for all
businesses and
more especially the
banks.
Lymperopoulos, C., (2004) Branch employees' perceptions Implications of E

& Chaniotakis, I. E. towards implications of e- banking adoption
banking in greece. identification
Usai, S., &Vannini, (2005) Banking structure and regional Linkages between
M. economic growth financial
development and
economic growth

Arasli, H., Mehtap- (2005). Customer service quality in the Types of prompt
Smadi, S., &Salih, T. greekcypriot servicing in banking
K. sector
Leverin, A., & (2006) Relationship marketing to Modern customers

Liljander, V. improve customer relationship expectation from
satisfaction and loyalty their service
provider
Norizan, M. K., & (2007) Customer retention Image plays an

Souiden, N. measurement in the UAE important role too
banking sector in determining
customer
satisfaction, which
leads to service
retention in retail
banking.
Monika Urbanowicz (2008) Concept of Customer Bank could track

Relationship Management as an customer behaviors,
example of innovation in to have a better
banking sector understanding of
customer value and
predicting their
future behaviors
Stefanski, M. (2009) Transformation of the polish Strategy based on a

banking sector change of the
structure of
revenues and costs.
Perry, M., &Coetzer, (2009) Small enterprise relations with More competitive
A. banks and accountants bank environment
needed than current

for business
development.
Shahzeb Ali Malik, (2010) (CRM) in the Banking Sector of CRM and uncover
Trevor Wood-Harper Pakistan: Problems and some of the major
(2010) Challenges problems and
weaknesses while
using the CRM
applications
Akosua Opoku, (2011) Customer Relationship Relationship
Agyemang, Lilian Management (CRM); A Study marketing practices
Oppong, Agyeman of Ghana’s Banking Industry jointly have a
Linda Maysel Oduro, significant influence
Bernice Darkwah on customer loyalty
Stefancic, M., & (2011) Evaluation of Italian banks in Remarkable

Kathitziotis, N. the period of financial distress. efficiency in
providing credit to
their customer
despite the ongoing
crisis
Zhaleh, Z. K. (2011) (2011) Personality traits and customer Examine the
satisfaction: A case study of relation between
Melli bank Kerman, Iran Big Five customer
personality,
customer
relationship
management and
customer
satisfaction.
Dirk Vater, (2012) The digital challenge to retail Technology by
Youngsuh Cho and banks itself will not
Peter Sidebottom deliver a
competitive
advantage.

Mosavi, S. A., (2012) A survey on the relationships Anticipated,
&Ghaedi, M. between customer satisfaction, customer
image, trust and customer satisfaction is
advocacy behavior shown to have a
significantly
positive effect on
customer
commitment
Dr. Duygu (2012) Customer relationship The attempt to
KOÇOĞLU, Sevcan management and customer retain the customer
KIRMACI loyalty; a survey in the sector of affects the success
banking of the banks due to
the fact that one-to-
one communication
is achieved with the
customer
Md. Shafiul Alam (2013) IT Enable Customer Gathering customer
Chowdhury, Ayesha Relationship Management in the information through
Jahan, Rokeya Akter Bank Sector interactions with the
Jui, Sadeka Parvin customer is the
essence of CRM.
Luciano Munari, (2013) Customer satisfaction Contribute to the
Federica Ielasi, Luisa management in Italian banks literature on
Bajetta, customer
satisfaction
Grigoroudis, E., (2013) Linking customer satisfaction, Ability of banking
Tsitsiridi, E., & employee appraisal, and institutions to
Zopounidis, C. business performance respond to changing
market conditions
may provide a
significant
competitive
advantage against
competition
Katarachia, A. (2013) Measuring service quality and Study demonstrates

satisfaction in Greek cooperative that cooperative
banking bank tend to foster a
conscious or
unconscious feeling
of cognitive trust
among customers
V, M., Saravanaraj, (2013) Customers' perception about The factors that
M. G., & S, U. T. value added services rendered influence the
by banks. selection of a bank
by the customers
were enlisted as
Reputation of the
bank, promotion
attributes, and
Value added
services, Branch
Reputation,
Schemes and any
other services
Kenneth C. Adiele, (2013) Customer Relationship Significant
Justin M.O. Gabriel Management and Bank relationship exists
Performance in Nigeria between customer
relationship
management and
business
performance of
retail banks
Eriksson, K., & (2014) New saving behavior theories Discusses relational
Hermansson, C. and transactional
impact on saving
Kannan Simhakutty (2014) Green Banking Initiative in Evidences of banks
Asuri Ethiopia ensuring
environmental
safety in clearing
high-value projects

for lending
Bollas-Araya, H., (2014) Sustainability Reporting In Investing in
Seguí-Mas, E., & European Cooperative Banks sustainability
Polo-Garrido, F. reporting is a way
to obtain legitimacy
among the
stakeholders
Cegarra-navarro, J., (2014) Improving customer capital Overview of the
Jiménez-jiménez, D., through relationship memory at relationship
&Fernández-gil, J. a commercial bank in spain between RM and
the existence or
non-existence of a
learning process
and its impact on
customer capital
Johnson, D.,S., & (2014) Consumer financial anxiety Customers are
Peterson, M. attracted by large
banks because of
the technology used
by these banks
Pavão, Y.,Maria (2015) Stakeholder management Cooperative
Pereira, &Rossetto, capability and performance in exercises distinct
C. R. brazilian cooperatives roles as owner,
supplier and client.
Shanmugam, M., (2015) Understanding customer Internet banking
Wang, Y., Bugshan, perceptions of internet banking: provides multiple
H., &Hajli, N. The case of the UK. positive effects for a
bank’s business
strategy
Zeinalizadeh, N., (2015) Modeling and analysis of bank Fees and Loans,
Shojaie, A. A., customer satisfaction using Prompt Service and
&Shariatmadari, M neural networks approach Appearance are the
most effective
factors influencing
customer

satisfaction
Davis, P. (2016) Retrieving the co-operative Lack of appropriate
value-based leadership model of vision based on the
terry Thomas founding values and
purposes of the Co-
operative
Movement
Hanchasfar, F. E., (2016) Contribution of cooperative The role of
&Ouda, O. B. banks to the regional economic cooperative bank in
growth: Empirical evidence economic
from France development is
important
3.2 STUDIES IN THE INDIAN CONTEXT
Prabhakaran, S., &Satya, S. (2003). Housing loans is a product taken for

calculation, for study how client choose bank for housing loan. In process of selection
service dimension and quality of banks will leads to customer satisfaction. For
understanding bank background, organizational structure and internal working system
secondary data is used. And for understanding service dimension, attribute and
reflection on satisfaction level primary data is used. From this study we understand
that borrowers are not only satisfied with money but they also take consider other
factors to get it. Not only quantity but also quality service plays an important role in
this.
Sureshchandar, G. S., Rajendran, C., & Anantharaman, R. N. (2003). Their

research says customer satisfaction majorly depends upon service quality. In today’s
competitive market banks are focused about delivering the best service quality to
customers. The study states that technological factors play a major role in describing
customer perception of service quality. Foreign and Private Banks are delivering the
best quality of services, but these banks are lacking in taking social responsibility
towards customers and society. Whereas public sector banks through its wide network
of branches all over the country are playing a great tool towards serving social
responsibility towards customer.

Pushpangathan, G. (2006). Their research says; more varieties of product and
services offer by Indian commercial bank than foreign bank. But, on scale of facilities
provided by any bank then on that point foreign bank are in lead. Indian public-sector
bank fails to provide services like foreign bank.
If we compare behavior of bank staff with customer then many private and public
sector banks fail in front of foreign bank. Foreign and private bank provide better
service than public sector bank. Public sector bank need to shift from product based to
customer focus. For international competitiveness training should be provided to staff.
New technologies need to be introduced to serve better customers. Customer’s
complaints consider as a feedback received and it should be rectified as early as
possible.
Asher, M. G. (2007). The article studies change in a pattern shift by UCBs and how
better governance and regulatory structure can help this shift. To give commercial
bank competition UCBs are to remain relevant and play significant role of
development in Indian economy, for this they required some quality of governance,
regulation, professionalism and modernization. This study also represents a part of
public debate relating with integration of UCBs into mainstream banking sector. This
is also involved deciding whether RBI should sole regulator or should new regulator
appoint for cooperative banks.
Das, K. (2009). Their research says RM is relatively more emotional and behavioral,
focusing on concepts such as bonding, empathy, reciprocity and trust can definitely
state that RM has attracted significant research interest. While CRM is relatively more
managerial, focusing on how management can make concerted efforts in attracting,
maintaining and enhancing customer relationships. RM and CRM also have strong
similarities: both strongly focus on individual buyer-seller relationships, accept that
these relationships are longitudinal in nature, and that both parties benefit in the
process From the discussion so far, CRM can be regarded as, to some extent, a subset
of RM.
Abhijit Lele (24 August 2010). The news goes as Government tells four banks to
increase Casa deposits IDBI, UCO Bank, OBC and Vijaya Bank get the directive.

The share of low cost deposits of the public-sector banks was below 25 per cent as at
end of March this year. IDBI Bank with 14.59 per cent, Oriental Bank of Commerce
with 24.97 per cent; UCO Bank with 23.56 per cent and Vijaya Bank with 24.6 per
cent, were below the government’s comfort level. “In order to improve their
profitability, these banks must aim for a Casa of 30 per cent or more,” according to
finance ministry communication to banks.
Malhotra, P., & Singh, B. (2010). The research investigates most of the market is
still untapped in India. The gap exists due to low adoption of Internet banking by old
private sector and foreign banks. Private sector banks particularly new private banks
and foreign Internet banks lead public sector. The results of multiple regressions,
examining the factors affecting the extent of Internet banking services, revealed that
among banks that offer Internet banking, larger banks and banks that have offered this
service for a longer time offer a wider range of services over the Internet.
Large banks have more aggressive plans to offer Internet banking services in the
future than smaller institutions. Also, banks relying less on deposits for financing,
offer a wide range of services over the Internet, which is consistent with a more
innovative business approach. Private banks offer a wider range of Internet banking
services.
Business Standard (7 July 2011). the article says that the bank reported a 58.5 per
cent drop in its net profit at Rs 54.23 crore for the fourth quarter of last financial year
compared to the year-ago period on account of provisions for wage revision. Vijaya
Bank, which has declared the present fiscal as the 'year of retail and recovery', has set
a target to grow by 22 per cent in the retail segment to boost its current account,
savings account portfolio.
Subhalakshmi Panse, executive director of the bank, said this facility would not only
increase term deposit base of the bank, but would also boost current account, savings
account ratio by bringing in new customers.
Malvika Joshi & Parnika Sokhi (15 July 2011). With fixed deposit schemes
offering 9.25-9.5 per cent for even one to two years, banks are seeing a slowing of
current account/savings account (Casa) deposits. Since the latter are their low-cost
anchor, this has them worried and, as a result, banks are now offering free services to

increase this share, to protect their margins According to the Reserve Bank of India,
demand deposits fell two per cent as on July 2 over a year, while term deposits grew
21 per cent in the period. The result is alarm. Public sector lenders IDBI Bank and
UCO Bank, which have a lower share of Casa in total deposits, have launched a drive
to get low-cost deposits. Mangalore-based Corporation Bank will do so, too, by
launching a scheme next week to mobilise Casa. In addition to waiving charges, the
bank will also offer accident insurance cover of up to Rs 1 lakh. Bank employees will
be given incentives to work on the drive. The bank is also working on add-ons for
customers agreeing to invest in recurring deposit schemes of up to a year.
Padmavathy, C., Balaji, M. S., & Sivakumar, V. J. (2012). The purpose of this
paper is to develop a multi‐item scale for measuring the customer relationship
management effectiveness (CRME) in Indian retail banks and to examine its
relationship with key customer response variable. This research adopts two different
studies to develop and validate the scale for CRME. In study 1, responses obtained
from 197 Indian retail banking customers were used to identify key dimensions of
CRME. The results of factor analyses revealed five dimensions for CRME, namely,
organizational commitment, customer experience, process‐driven approach, reliability
and technology‐orientation. Organizational commitment, process‐driven approach and
reliability were found to positively affect customer satisfaction. Reliability was found
to have direct association with customer loyalty and both customer satisfaction and
loyalty‐influenced cross‐buying. The identification of the dimension will help bank
managers to implement an effective customer relationship management (CRM) that
enhances customer satisfaction, loyalty and provides opportunities for banks to cross‐
sell other related and unrelated products to its customers.
Jyoti Gupta, Suman Jain (2012). The research says to combat the listed issues faced
by cooperative bank some are the suggestion below: The banks should adopt the
modern methods of banking like internet banking, credit cards, ATM, etc. should plan
to introduce new schemes for attracting new customers and satisfying the present
ones, should plan for expansion of branches, should improve the customer services of
the bank to a better extent.

Dr. Vilas Bhikaji Khandare (2012). The author is of the opinion that the urban
cooperative banks should be tried to do for the small traders, small merchants
and the middle class population of the city. The owned capital working capital,
deposits, the loans and advances, Reserves and paid up share capital of urban
cooperative banks in Beed district shows on an a average positive growth rates
during the study period. The increasing share of reserves and decreasing share of
paid up share capital in total owned funds indicates the increasing self reliance of
urban cooperative banks in Beed district.
Chadichal, S. S., &Misra, S. (2012). E-CRM includes on line process applications

such as segmentation and personalization. The benefits of having an e-CRM solution
implemented are many. First of all; it allows you to radically enhance companies
return on investment (ROI). Secondly, it allows companies to grow their customer
base and increase profitability. Banks are beginning to recognize that they have a
social responsibility to fulfill as distinct from mere accepting of deposits for the
purpose of lending or investment. Various quality improvement tools like e-CRM
based Website services, Six Sigma, Business process re-engineering, Business process
management system, value chain analysis and various lean tools would help the
organization to address the challenges related to effectiveness and efficiency and thus
promoting paperless banking service, hence reducing environment damage.
Singh, R., &Koshy, A. (2012). The researcher investigates Salesperson’s customer

orientation is becoming increasing important in ever-changing demand driven
markets. However, despite performing activities such as meeting customers regularly
and maintaining quality of customer relationships that constitute. A salesperson’s
daily job, the outcomes of these activities may not always be obvious.
Jyoti Gupta, Suman Jain (2012). This article is about study of cooperative banks in
India with special lending practices. Different methods used to find the lending
practices of the bank and customer satisfaction. Following are few suggestions given
in research paper; the bank should adopt modern method. Introduce new scheme for
the customer which are old and also new schemes for the new customers and satisfy
their need. There should be expansion of branches all over to fulfill customer need.

The bank should give best facility to the customer attract them by giving different
schemes which will be good for the banks growth.
Monal Deshmukh (October 2012). The study provides a wide-ranging outline of the
CRM initiatives that take has taken place at each main phase in banks. Thus, the
model presented can be used to identify the key success factors of CRM. The finding
reflects the idea that the customer base within banks may be unstable due to intense
competition within the industry and CRM should be used as a tool to build retention
strategies. Proper match of the expectations and perceptions of customers will help
the banks to achieve the desired success. The results show that CRM-Customer
Satisfaction apparent business conductance links are very intense and fruitful.
Anu Putney, M M Puney (2013). The research underlines that to survive in the
competitive world, Indian bank sector is realizing the importance of customer’s
relationship and is adopting CRM i.e. customer relationship management. So, with
each and every interaction with customer can give opportunity to build a lifelong
relationship.
Deepak Bhattacharya and Dr R. R Patil (2013). The author is of the opinion that
every bank believes that CRM is an important technique for acquiring, maintaining
and enhancing customers for the business. It found out that different people in the
same bank have different opinions about managing CRM in their bank, more
professionalism and more seriousness about CRM is foreign bank i.e. American
Express Bank where CRM is given utmost importance. However in case of public
sector and co-operative banks i.e. Allahabad Bank and Shamrao Vithal Bank
respectively does not give much importance to the management of CRM. All the
banks agree that technology plays a very important role in managing CRM and
believes that the future of CRM is very bright especially in case of service sector
industries.
Jnaneshwar Pai Maroor (2013). The author pointed out following barriers of CRM
practices of Co-operative bank; Customer services are not standardized as per rule and
regulations of Reserve Bank of India. Co-operative banks employees attitude found
not sustainable. Infrastructure filled very poor. No hospitality maintained to common

customers, therefore customers are not fully satisfied. And give following
recommendations Government of India, banking council and Reserve bank of India
should make compulsory to all co-operative banks to maintain standard. It is
necessary to give compulsory training to all employees to develop their attitude, work
culture and how to behave to customers. Infrastructure should be standard. It is the
culture of every Indian, to maintain hospitality. It should be compulsory like “Athithi
Deo Bhava.
Dhananjay Bapat (2013). Various studies indicate that customers have a high level
of satisfaction. However, banks are yet to convert these satisfied customers to
committed and loyal customers. With the increase in deployment of electronic
channels, it will be challenging for banks to retain Gen Next and Digital Customers.
Different measures can be deployed to track where the bank is and thereafter, bank
can figure out the goals.
Deepak Bhattacharya and Dr. R. R Patil (2013). When it comes to CRM benefits,
it is even more interesting that banks have different views, even there are also some
similarities, like DBS and National Co-Operative bank uses the term long-term
relationship while Bank of India used the same phenomenon by calling it fulfilling all
the activities and queries of customers to see them happy. DBS and National Co-
Operative look at long-term relationships and customer satisfaction, Bank of India
towards higher customer profitability and customer retention and loyalty while Yes
bank towards increasing revenues, reduced handling and transactional cost and also
take CRM as success and survival in the market place. Foreign bank like DBS has
more advanced technology and IT products compared to others. Co-operative banks
still using traditional methods. They need to work hard to survive in this competitive
world. As other banks are using advanced technology.
Dhingra, M., &Dhingra, V. (2013). An important and valid Deepak Bhattacharya

and Dr. R. R Patil. At the same time, this can be viewed as a weakness of web based
e-CRM. The future of web based e- CRM is completely in the hands of one to one
websites. In e-CRM, online banking offers many benefits to banks as well as to
customers, e-CRM is about people, process and technology and these are key
principal to success.

Dr.P. Anbuoli (2013). The main objective of the study is to examine the importance
of CRM in banking sector, and its impact on the ‘Customer Satisfaction’. The model
developed here answers what the different customer segments are, who more likely to
respond to a given offer is, which customers are the bank likely to lose, which most
likely to default on credit cards is, what the risk associated with this loan applicant is.
A greater focus on CRM is the only way the banking industry can protect its market
share and boost growth.
Somasroy Chakraborty (19 march 2014). It was being observed that at a time when
lenders are focusing on reducing costs to improve earnings, it appears private sector
banks are faring better than their state-run rivals. In 2013, while the share of low-cost
current account and savings account (Casa) deposits improved in the case of most
private lenders, many government banks reported a decline. While the Casa ratios of
public sector banks such as SBI, Bank of India, Canara Bank and Union Bank of India
declined compared to the year-ago period, the ratio improved for private banks such
as ICICI Bank, Axis Bank, Kotak Mahindra Bank, IndusInd Bank and YES Bank.
Analysts feel attractive pricing, better customer service and branding of Casa products
have helped private banks gain a good share of the low-cost deposit market. “A few
drivers have resulted in private sector banks gaining market share in Casa, at the cost
of public sector banks. While attractive pricing has been a differentiator, better
customer relationship management and customer-retention focus has also resulted in
attracting Casa deposits,” said Monish Shah, senior director at Deloitte in India.
Dr. C. Bhanu Kiran, Belgam Syed Shazia Firdos (2014). This study is to analyze
Customer Perception on Products and Customer Relationship Management of ING
VYSYA Bank. Customers have become more demanding with the passage of time
also revealed that very limited numbers of Customers are asking for improvement of
facilities.
Goel, P., & Pathak, D. (2014). As the study was confined only to the borrowers of
the cooperative banks, the analysis reveals that besides availing the cooperative loans,
a small proportion of respondents took loan from the commercial banks, money
lenders, friends/relatives and the indigenous money lenders. The diversification of

business in the cooperative banks got a very encouraging response from the borrowers
as the highest proportion of the respondents availed the loans for personal and house
construction purposes. The analysis reveals that the loans were generally utilized for
unproductive purpose such as household expenses like education of children,
purchase of basic consumption goods,and payment of past debts.
Smita Kashiramka, P.K. Jain, Nikhil Bhutada (2014). The research results indicate
that the shareholders of acquiring banks have experienced mixed wealth effects on an
overall basis. Mergers of banks put under moratorium have resulted in wealth losses
to acquiring banks whereas voluntary mergers have resulted in wealth gains. Multiple
mergers on voluntary basis have generated significant wealth gains to the
shareholders vis-a-vis multiple mergers initiated by RBI. The paper also explores the
wealth effect of recent announcement by SBI to merge its five subsidiary banks.
L.Sampath & S.Narender (2014). The study investigates CRM as a key element of
the modern marketing in recent years. All around the world companies in different
sizes have been trying to utilize CRM systems to help them with their competitive
business. CRM systems are used can make substantial different on the outcome.
Along with the sales and marketing, all the other departments of a business should be
involved with CRM processes. A new emerging approach that recently has been
attracting corporations is customer value management. Their goal is to identify the
value that can be delivered to customers along with their products through their
supportive processes and services.
Archi Dubey (2014-15). The key purpose of this study is to investigate the factors
influencing the CRM practices in axis bank in Raipur city. Knowledge and experience
of the bank staff, customer satisfaction and customer loyalty were determined as the
key factors. The ultimate aim of the CRM practices is to make the customer retention
and customer loyal. This study shows that if customers are satisfied and personnel are
experienced and knowledgeable then also it would not be able to make its customers
loyal. In this study satisfied customers agree that they will not recommend this bank
to others, they might change the bank and this bank does not meets the requirement of
the customers hence do not create the loyalty among customers.

Chahal, H., & Dutta, K. (2015). The purpose of the study is to measure customer
experience and its impact on satisfaction, brand equity and word of mouth in banking
sector. Based on the study results, customers have given the highest priority to CAB
(cognitive, affective and behavioural) factor followed by relational experience and
sensory experience which have significant impact in creating customer experience.
This paper also established robust relationship of customer experience with
satisfaction, brand equity and word of mouth, but precautions need to be considered
for generalisation as the overall model is found to be marginally fit.
Abhishek Sharma, Dr. Shekhar Sharma (2015). The study shows, the bank is far
from developing a customer centric approach both for the customer as well as for the
employees. Thus, for customer relationship management to deliver to its expectations,
it should play an integrative role within the bank and ensure that all processes are
integrated in the bank global strategy, which is far from reality.
Mishra, V., & Vaithianathan, S. (2015). The study aims to examine the influence of
customers’ personality trait on customers’ relationship satisfaction. An important
aspect of this association is the CRP. This study posits that personality trait of the
customer acts as an antecedent to CRP and CS is a consequent to CRP. To examine
the argument on personality trait, Big Five personality trait theory is adopted in this
study.
Basak, A. (2015). They study underlines as there is no formal system of corporate

governance in cooperative banks, many banks have become the hot bed of political
patronage, unscrupulous financial practice and gross mismanagement. This is sending
wrong signals to the right-minded people who have faith and confidence in
cooperative banking and have deposited a sizeable portion of their savings in these
banks. Many UCBs and NACCSs even now continue to follow age-old systems and
procedures, which are not efficient in the present technologically driven banking
environment. Another problem area in this sector is the poor Management
Information System (MIS) which is very important with regard to technology
implementation for internal purposes in UCBs.

P. Mariappan , M. Kameswari , S. Lakshmi , G. Sreeaarthi (2015). Research work
is to look into and study performance efficiency of foreign banks in India based on
their investment individually and to identify the best performing bank, the
performance model was developed for measuring the relative efficiency and potential
improving capabilities of bank branches by identifying their strength and weaknesses
and the production and profitability approaches, efficiency characteristics of branches.
As per the researcher the foreign banks are working effectively in the high investment
group of banks and based along the low investment group is excelling. The other
banks should take the necessary steps to improvise their efficiency level.
Nagaraju, R. C.(2015). The study says as a result of process of Banking reforms and
challenges ahead for it the financial reforms have had a moderately positive impact on
reducing the concentration of banking sector and improving performance alarming
binds to engage in non-traditional activities has contributed to improve profitability
and cost on efficiency of the whole banking sector including public sector banks. The
current policy of restructuring the banking sector through increasing the entry of new
bank has so produced some positive results have about the fact that competition has
occurred only at the lower end suggest that Banks regulator should conduct a more
thoroughly structuring of public sector banks.
Prof. Dr. P. Thirumoorthi, V. Manjula (March 2015). The researcher says

technical solutions deployed by banks today are flexible, user-friendly and meant to
facilitate specific workflow and requirements in implementation processes. In order to
simplify lives, banks have begun to implement end-to-end technologies through all
departments with the intention of removing human error from processes.
Safal Startup (2016) Every financial institution needs to generate a steady stream of
new customers, yet one of the easiest and most steady sources of new business and
related revenue is to reach out to current customers for additional business. To
succeed in cross-selling services to customers, a bank or credit union needs to keep
the conversation going. With the cost of acquiring new retail, small business or
commercial customers being five to ten times the cost of retaining an existing one,
and with the average speed of a repeat customer being 50% - 100% more than a new

one, financial marketers need to remember that the most efficient investment of
marketing funds is to market to customers that already bank with you.
To leverage the thousands of customer engagements these employees have each year,
one need to provide easy ways for them to extend their conversations to include
relationship expansion opportunities. One of the easiest ways to generate new
business and increase loyalty of current retail or business customers is to ask for
referrals.
Nupur Anand (6 January 2016). The article goes as for the consumer, the
technological revolution has made banking easier and more accessible than before,
whether it is online or mobile banking, or new products like wallets. Transferring
funds, paying bills, or buying insurance - all of this can be done in a few slides of the
thumb on the smartphone while you finish a cup of coffee. Digital cash or mobile
wallets such as Paytm, MobiKwik and Oxigen have met with great success too. In
2014-15, the number of transactions via mobile wallets stood at 255 million,
compared to 172 million banking transactions on mobile phones. However, in value
terms mobile banking continues to exceed wallets as it involves fund transfers and
other large value transactions as well. The technological revolution that the banking
sector has been witnessing in the past two years has become critical for banking
operations in 2015. Bankers, across foreign, private and public sector banks, are
taking technology seriously.
Kumar, Santosh (2016). The research presents the perceptions regarding IT services
is a favorable and IT is given out to have improved the image of banks (specially
SBI), banking services still are not anywhere to the levels of excellence and high
customer satisfaction, it means that IT does not mean automatic improvement in
banking services to the levels of excellence and high satisfaction and it seems that
there is a need for attitudinal changes. The implementation of CRM has helped the
bank to come closer to its customers and the emphasis has shifted from sales to
customers. But, as against the expectation of IT, banking services and CRM are
perceived to be falling short of full customer satisfaction in excellence and not any
significant CRM is perceived in the commercial banks.

V. Shireesha, Dr K. Srinivasa Rao (2016). According to this research the attempt
has been made to have the District central co-operative banks to borrow funds directly
from any financial institution regulated by RBI. NABARD Annual report shows
refinance assistance to co-operative banks. Even more assistance is required for
Rangareddy district. Co-operative banks are responsible for the distribution of credit
flow to the ultimate poor groups. The government must be favorable for the refinance
assistance required by the DCCBs through NABARD. As Rangareddy district is
highly populated area.
Gajera Alpeshkumar (2016). The research discusses Private sector bank manager
are more creative and tend to adopt new trends and technology as compare to public
sector bank and to survive in competitive market this is the reason public sector bank
managers try to become creative, innovative in the job and ready to adopt changes.
Pinaki Roy, Amey Sapre, (2016). The author attempts to empirically investigate the
relationship of social embeddedness and banking behavior in India and argue that
social embedding can serve as an effective means to enhance the reach and access of
financial services if conventional inclusion programmes were to utilize and exploit
such social channels.
Dr. Suresh Chandra Bihari and Mrinal Murdia (2017). Their research says in
building a CRM application, data mining is often only a small, albeit critical, part of
the product. For example, predictive patterns through data mining may be combined
with the knowledge of domain experts and incorporated in a large application used by
many different kinds of people.
The way data mining is actually built into the application is determined by the nature
of the customer interaction. There are two main ways of interactions with the
customers' i.e. inbound or outbound interactions. The deployment requirements are
quite different. Outbound interactions are characterized by originating the contact
such as in a direct mail campaign. For inbound transactions, such as a telephone
order, an Internet order, or a customer service call, the application must respond in
real time. Therefore, the data mining model is embedded in the application and
actively recommends an action.
Table 03. Summary of Studies in Indian Context

Author Year Main Area of Research Missing Gaps
Prabhakaran, S., (2003) Service attributes in banking Housing Loan CRM

&Satya, S. sector
Sureshchandar, G. (2003) Customer perceptions of Banks are lacking in

S., Rajendran, C., service quality in the banking taking social
& Anantharaman, sector of a developing responsibility
R. N. economy towards customers
and society
Pushpangathan, G. (2006) Quality of customer service in Behavior of bank

public banks in Kerala1 staff with customer
Asher, M. G. (2007) Reforming governance and To give commercial

regulation of urban bank competition
cooperative banks in India ucbs are to remain
relevant and play
significant role of
development in
Indian economy
Das, K. (2009) Relationship marketing CRM focusing on

research how management
can make concerted
efforts in attracting,
maintaining and
enhancing customer
relationships.
Abhijit Lele (2010) Government tells 4 banks to In order to improve

increase CASA deposit their profitability,
these banks must
aim for a CASA
Malhotra, P., & (2010) Internet banking offerings and Large banks have
Singh, B. its determinants in India. more aggressive
plans to offer

Internet banking
services in the future
than smaller
institutions.
Business Standard (2011) Vijaya Bank rolls out new Target to grow in the
initiatives to improve CASA retail segment to
ratio boost its current
account, savings
account portfolio
Malvika Joshi & (2011) Banks on Casa retrieval drive. Banks are seeing a
Parnika Sokhi slowing of current
account/savings
account (Casa)
deposits
Padmavathy, C., (2012) Measuring effectiveness of Customer

Balaji, M. S., & customer relationship relationship
Sivakumar, V. J. management in Indian retail management
banks. effectiveness
Jyoti Gupta, (2012) A study on Cooperative Banks Suggestions to

Suman Jain in India with special reference combat the listed
to Lending Practices issues faced by
cooperative bank
Dr. Vilas Bhikaji (2012) Issues in Customers Services Underlines

Khandare of Urban Cooperative Banks: increasing self
A Case Study of Beed District reliance of urban
cooperative banks in
Beed district

Chadichal, S. S., (2012) Web based servqual Challenges related to
&Misra, S. dimensions in green banking effectiveness and
services impact on developing efficiency and thus
e-CRM promoting paperless
banking service
Singh, R., (2012) A new conceptualization of Salesperson’s

&Koshy, A. (2012) salesperson's customer customer orientation
orientation. is becoming
increasing important
in ever-changing
demand driven
markets
Monal Deshmukh (2012) Customer Relationship Provides a wide-

Management in Indian ranging outline of
Commercial Banks. the CRM initiatives
that take has taken
place at each main
phase in banks
Anu Putney, M M (2013) Study On The Role Of To survive in the

Puney Customer Relationship competitive world,
Management (Crm) In The Indian bank sector is
Indian Banking Sector realizing the
importance of
customer’s
relationship
Deepak (2013) CRM in Banks: A Different people in

Bhattacharya and Comparative Study of Public, the same bank have
Dr R. R Patil Private, Foreign and Co- different opinions
Operative Sectors about managing
CRM in their bank.
Jnaneshwar Pai (2013) Crm A Key Success Factor In Customer services

Maroor Cooperative Banks are not standardized

Perspective – A Study In as per rule and
Dakshina Kannada District regulations of
Reserve Bank of
India.
Dhananjay Bapat (2013) Assessment of Customer, Banks are yet to

Centric Practices convert satisfied
customers to
committed and loyal
customers
Deepak (2013) CRM in banks from b2b Co-operative banks

Bhattacharya and perspective still using traditional
Dr. R. R Patil methods. They need
to work hard to
survive in this
competitive world
Dhingra, M., (2013) Determinants of electronic Deepak

&Dhingra, V. customer relationship Bhattacharya and
management (e-CRM) for Dr. R. R Patil
customer satisfaction
Dr.P. Anbuoli (2013) A study on customer A greater focus on

relationship management in CRM is the only
banks way the banking
industry can protect
its market share and
boost growth.
Somasroy (2014) Private Banks pips it’s PSBS Private sector banks
Chakraborty in CASA mobilization are faring better than
their state-run rivals

Dr. C. Bhanu (2014) CRM in ING VYSYA Bank: Customers have
Kiran, Belgam A Study on Customer Attitude become more
Syed Shazia Firdos demanding with the
passage of time.
Goel, P., & Pathak, (2014) Factors affecting the The diversification
D. repayment performance of of business in the
borrowers in district central cooperative banks
cooperative banks got a very
encouraging
response from the
borrowers
Smita Kashiramka, (2014) Wealth Effects of Voluntary, Multiple mergers on

P.K. Jain, Nikhil RBI Initiated And Multiple voluntary basis have
Bhutada bank Mergers In India generated significant
wealth gains to the
shareholders
L.Sampath & (2014) Customer Relationship CRM as a key

S.Narender x Management Practices In element of the
Banking Sector modern marketing
Archi Dubey (2014- Study of Customer Investigate the

15) Relationship Management factors influencing
Practices in Axis Bank with the CRM practices
Reference to Raipur City in axis bank
Chahal, H., & (2015) Measurement and impact of Customers have

Dutta, K. customer experience in given the highest
banking sector priority to CAB
(cognitive, affective
and behavioural)

(2015) A Comparative Study of Sbi & Bank should play an
Abhishek Sharma, Other Nationalized Bank-With integrative role
Dr. Shekhar Special Reference to within the bank and
Sharma Customer Relationship ensure that all
Management in Banking processes are
Sector integrated in the
bank global strategy
Mishra, V., & (2015). Customer personality and Examine the

Vaithianathan, S. relationship satisfaction. influence of
customers’
personality trait on
customers’
relationship
satisfaction.
Basak, A. (2015) The role of urban cooperative No formal system of

banks and non-agricultural corporate
cooperative credit societies in governance in
financial inclusion cooperative banks,
many banks have
become the hot bed
of political
patronage,
unscrupulous
financial practice
and gross
mismanagement.
P. Mariappan , M. (2015) Investment Based Performance

Kameswari , S. Performance Analysis On efficiency of foreign
Lakshmi , G. Some Of The Foreign Bank banks in India based
Sreeaarthi (2015) Functioning In India on their investment
Nagaraju, R. C. (2015) Recent Developments In Financial reforms

Indian Banking System And have had a

Challenges Ahead Due To moderately positive
Banking Sector Reforms impact on reducing
Banking Finance the concentration of
banking sector and
improving
performance
Prof. Dr. P. (March Customer relationship Technical solutions

Thirumoorthi, V. 2015) management (crm) practices in deployed by banks
Manjula regional rural banks in India
Safal Startup (2016) 7-common-sense-ways-to- Banks Should extend

increase-bank-cross-selling their conversations
to include
relationship
expansion
opportunities.
Nupur Anand (2016) The new face of banking The technological

revolution that the
banking sector has
been witnessing in
the past two years
has become critical
for banking
operations
Kumar, Santosh (2016) IT and CRM: A case study of IT does not mean
State Bank of India automatic
improvement in
banking services to
the levels of
excellence and high
satisfaction and it
seems that there is a

need for attitudinal
changes.
V. Shireesha, Dr (2016) Role of NABARD's Refinance Co-operative banks

K. Srinivasa Rao Assistance to State are responsible for
Cooperative Banks In the distribution of
Telangana State credit flow to the
ultimate poor
groups.
Gajera (2016) Comparative Analysis Of Private sector bank

Alpeshkumar Individual Level Innovation manager are more
Of Public Sector And Private creative and tend to
Sector Banks In Gujarat adopt new trends
and technology as
compare to public
sector bank
Pinaki Roy, Amey (2016) Social Embedding Influence Social embedding

Sapre, Banking Habits can serve as an
effective means to
enhance the reach
and access of
financial services
Dr. Suresh (2017) CRM in Banking Sector with Data mining model
Chandra Bihari and special reference to New Age is embedded in the
Mrinal Murdia Banks application and
actively
recommends an
action
4. IDENTIFICATION OF VARIABLES AND THEATRICAL CONSTRUCT
The above literature review demonstrates that complete study on the real factors, affecting the
growth of Current account as a interest free deposit was not done, though separate analysis
were done on individual factors by these research agencies and each of them had a view point
on what could be the reason for the poor growth of the CASA. Further, most of the studies

were focused more on It enabled services and its impact and does not look seriously at the
important factor of customers limitation to absorb the cost attached with it in metro and mini-
metro cities. Detailed analysis was also not done on preferences of customers while opening a
Current account. Overall, the research reports do touch upon factors like customer
preferences, active Customer relationship measures, limitation due to penalty and charges.
Unlike other consumer related industries, regular researches are not carried out on the Co-
operative banking customer and hence most research reports and articles published in
newspapers and online journals are nothing but views of the authors and of the industry
veterans. Rarely any research or study was conducted on the Customer relationship measures
and customers’ expectations from current account offered and what makes them to look at
alternate options.
IDENTIFICATION OF VARIABLES
Current account growth in banking industry depends on increase in customer relationship
services offered, overall maintenance of the account and periodic training to customer
relationship manager. Based on the detailed review of literature and gap analysis thereof,
there are dependent variables, moderating variables and independent variables in the Co-
operative banking Customer relationship measures.
While growth of the current account is dependent variables, account maintenance charges,
rate of interest offered and convenience are moderating variables and the independent
variables are customer preferences, quality of service which is pulling the customer, types of
customer relationship measures, additional efforts to increase in footfall and to retain the
customer. To sum up, the variables involved in the growth of the current account in co-
operative banking sector can be categorized as follows:
• Independent variables
– Customer preferences
– Quality of service
– Types of customer relationship measures
– Additional efforts to increase in footfall and to retain the customer
 Moderating variables

– Account maintenance charges
– Overall maintenance of the account
– Periodic training to customer relationship manager
• Dependent variables
– Co-operative banks current account growth
– Improvised service quality
The above identified variables are integrated and presented in the
theoretical objectives of the study as follows:
5. RESEARCH OBJECTIVES
The researcher has examined and evaluated the customer relationship measures of
leading Multi Schedule urban co-operative banks in Pune district. Researcher has tried
to suggest the possible steps which can be introduced to ensure better service by
exercising customer relationship measures in this sector.
In view of the above, the basic objectives of the study planned are given below.
1) To study need and importance of customer relation measures of banking industry

in general.
The Researcher has tried to study a different customer relation measure which
has direct sway on drawing customers for opening account.
2) To study the existing level of Current account generated by the selective

cooperative banks in Pune District.
The Researcher seeks to retrieve the leading Co-operative Banks Current
account database.
3) To review the customer relationship measures of the selected banks which lead to
open Current account in cooperative banks in Pune District.
4) To study the satisfaction level of customers towards customer relationship
measures of the selective banks in Pune District.
5) To identify the problem of the customers pertaining to customer relationship
measures in cooperative banks.
The Researcher has tried to find the association between customer relationship
measures and its impact on Current account generation Multi Schedule urban
co-operative banks in Pune district. For this purpose of researcher has taken 3

leading urban co - operative banks from the set of 5 Subdivision of Pune
district as follows;
Table 04 : Proposed Sample Size (Customer)
SR. SUBDIVISION No of co- Proposed
NO. operative Customers
Banks
1 Baramati 03 300
2 Bhor 03 300
3 Pune 03 300
4 Khed 03 300
5. Maval 03 300
TOTAL 1500
6) To offer suitable suggestions to improve the customer relationship measures.
Researcher has extracted the problem and prospects to Co-operative banking
in the way to progress by analyzing the functions, operations, processes of this
sector in Pune district.
7) To propose further customer relationship measures so as to improve the level of
CA.
The study has also identified new and executable relationship measures which can
prosper the growth of Current account by reducing the obstacles.
6. HYPOTHESIS OF THE STUDY
The research was undertaken based on the statistical hypothesis testing method. The
following null hypotheses are set for the study and each statement for testing had an alternate
hypothesis.
Hypothesis 1
The following hypothesis is tested by using Barlett’s test of sphericity determining the
influence of Customer relationship measures on generation of CA offered by the
selective cooperative banks in Pune district
H10 : There is no internal consistency and reliability among the variables selected in the study
for conducting factor analysis to determine the influence of Customer relationship measures
on generation of CA offered by the selective cooperative banks in Pune district

H2A: There is an internal consistency and reliability among the variables selected in the study
for conducting factor analysis to determine the influence of Customer relationship on
generation of CA offered by the selective cooperative banks in Pune district.
Hypothesis 1
The following hypothesis has been tested by using Chi-Square test.
H10: Customer relationship measures do not have significant influence on generation of CA
offered by the selective cooperative banks in Pune district. .
H1A: Customer relationship measures have significant influence on generation of CA offered
by the selective cooperative banks in Pune district.
Hypothesis 2
The following hypothesis has been tested by using z test.
H20: Customers are not satisfied by the CRM adopted by the cooperative banks in Pune
district.
H2A: Customers are highly satisfied by the CRM adopted by the cooperative banks in Pune
district.
Hypothesis 3
The following hypothesis has been tested by using Chi-square test
H30: Attractive product features are not highly influential to open a CA offered by selected
cooperative banks in Pune district..
H3A: Attractive product features are highly influential to open a CA offered by selected
cooperative banks in Pune district.
Hypothesis 4
The following hypothesis has been tested by using Kolmogorov Smirnov Test
H40: Referral sources are not highly important to open a CA offered by selected cooperative
banks in Pune district.
H4A: Referral sources are highly important to open a CA offered by selected cooperative
Hypothesis 5

H50: Allied services are not highly accessible while operating transactions of CA offered by
selected cooperative banks in Pune district.
H5A: Allied services are highly accessible while operating transactions of CA offered by
selected cooperative banks in Pune district.
The methodology of the study is descriptive and empirical. The study has been carried out by
taking sample of Customers, Manager and employees of the leading Multi Schedule urban
co-operative banks in Pune district. The study is based on both primary and secondary data.
For the purpose to collect data researcher has taken annual reports of selected co-operative
banks of concerned period.
7. RESEARCH METHODOLOGY
Research Methodology is a systematic, theoretical analysis of the methods applied to a field

of study. It comprises of the theoretical analysis of the body of methods and principles
associated with a branch of knowledge. This research followed the above principles.
7.1 RESEARCH DESIGN

Research Design is the outline for the entire research plan. The research design used in this
study included both exploratory research design and Descriptive Research Design.
Exploratory research design is used in problem identification, defining the research variables
and formulating the hypothesis.
Literature has been reviewed from various sources like journals, newspapers, magazines,
websites provided deep insights to the factors affecting the growth of the C-operative banking
CASA.
7.2 DATA COLLECTION

Primary data
The primary data required for the research was collected using the survey method with a
detailed self-administered questionnaire among the customers who has a current account in
co-operative banks is used so as to analyze the research objectives. The subjects of survey
were the factors influencing to open a current account, product features, allied services,
branch banking, Internet banking and mobile banking. The study area (Pune District) is
divided into 5 categories as follows; Baramati, Bhor, Pune, Khed, Maval for a logical
solution to the problem of the study.
Secondary data

Sources of secondary data for the study included the national and international journals,
research articles, books, newspapers, Government publications, research reports by reputed
agencies and online data sources. In addition, online reports published by many popular
newspapers, online news journals were used for the study as per the list attached in the
References.
7.3 PILOT TESTING OF THE QUESTIONNAIRE

In the present research, a set of question statements was developed and was subjected to
review and evaluation for their validity among a panel of Pune based customer holding
current account in co-operative bank. Further, to assess the construct validity of the
questionnaire, subject experts were consulted. The question statements selected were
subjected to pilot study in which 25 random current account holders were administered the
questionnaire personally to elicit their responses. Based on the study, the final set of
questionnaire was developed and used in the study.
7.4 SAMPLING DESIGN

Determining the Sample size
Determining the sample size is a very important challenge as samples that are too large may
waste time, resources and money (Burns & Bush, 2000), while samples that are too small
may lead to inaccurate results.
According to the book ‘Marketing Research-Text and cases’ by Mr. Rajendra

Nargundkar (2000), the sample size is calculated as follows:
If we have a scale of 1 to 10 for measuring consumer behaviour then the range of

values for this variable is 10-1 = 9. Then the estimated sample deviation becomes 9/6 =
1.5 (for 6 σ). Here we take 6 in the denominator because taking 6 σ on each side of the
mean covers 99.7 per cent of the values. If we take 95 per cent confidence level, then Z
value is 1.96 from the table. The standard tolerable error or margin of error has been
recommended as 5%, 3% and 1% respectively. The researcher can include more
sample elements by reducing the tolerable error or margin of error. The reason for
having 3.5% as margin of error to include more sample elements or the higher sample
size. However, it can be changed from 3% to 5% to arrive at the required sample size
for the study. The tolerable error of 3.5% has been included in the formula. The
formula for calculating the sample size is as follows:
Margin of error e = Z s / √n
Squaring both sides, e2 = Z2 s2 / n, hence n = Z2 s2 / e2
Assuming that z (standard normal distribution at 95 percent) = 1.96
s is the sample standard deviation [s = maximum – minimum/6]
the questionnaire is designed by using 1 to 5 scale, s value will be [5-1/6] = 0.67
e = tolerable error = 3.5 per cent = 0.035
n = (Z s/e) ^2 = (1.96 x 0.67 / 0.035) ^2 = 1407.75 = 1408 (rounded)
There are 328 questionnaires which are either non-response and unfilled questionnaires
by the respondents. The final sample size has been arrived at 1080 [1408 – 328 =
1080].
The demographic profile of the sample is given below in the Table 05:
Table 05. Sample Frame
SR. SUBDIVISION No of co- Proposed Bank Employ
NO. operative Customers Managers ees
Banks
1 Baramati 03 300 03 06
2 Bhor 03 300 03 06
3 Pune 03 300 03 06
4 Khed 03 300 03 06
5. Maval 03 300 03 06
TOTAL 1500 15 30
Sampling Method
The sampling Method used to select the sample, made up of people who are easy to
reach is convenience sampling. The convenience sampling minimizes the non-response
errors and helps the researcher to collect the information from those who are readily

available at the point of conducting research. The convenience sampling minimizes the
time and cost constraints and helps the researcher to access the sample easily. The
information has been collected from the current account holders of selective co-
operative banks in Pune District at their willingness to share information about the
overall experience of the customer relationship services offered.
Selection of respondents
Once the sample size was decided, the selection of the respondents was the next big step. For
this purpose, conveniently approachable branch manager and customer relationship mangers
of selective co-operative banks in Pune district were interviews. The Customers, Branch
Manager and Customer Relationship Mangers were contacted between July 2016 and May
2017 to personally administer them the questionnaire and obtain their responses.
Time period of the study

The Banking industry is undergoing dramatic changes in the last few years. This study was
conducted largely for the current account opened between approx year 2000 and early 2017
to understand the changing customer preferences and how customer relationship measures
incorporated while providing services to the current account holders of selective co-operative
banks in Pune District
7.5 TYPE OF STATISTICS USED

Descriptive Statistics are used for general analysis. The tools used in are Mean & Standard
Deviation.
Descriptive Statistics are used to tabulate the data and calculating the frequencies and
generating the summary tables.
Inferential Statistics – z test, Chi-Square test, Kolmogorov Smirnov Test, Factor Analysis
and Structural Equation Modeling(SEM)
Inferential Statistics are used to draw conclusions about the samples
The statistical tools used are Reliability Analysis and Factor Analysis
Reliability Analysis has been used to test the internal consistency among the variables. Factor
Analysis is a multi-variate analysis used to test the variables simultaneously.
The hypothesis has been testing by using Chi-Square test and Kolmogorov Smirnov. Both
Chi-Square test and Kolmogorov Smirnov are Non Parametric tests of hypothesis.

Chi-Square is called as goodness-of-fit test. It is used to test how observed frequencies differ
from expected frequencies
Kolmogorov Smirnov is used to test how percentage of cumulative observed frequencies
differ from percentage of cumulative expected frequencies
Structural Equation Modeling (SEM) has been used to test the equations of multiple
regressions simultaneously.
Table(s) determining the Reliability Analysis & Factor Analysis –

Scale of Reliability or Reliability Analysis
In the present study, reliability has been tested for the variables determining the influence of
Customer relationship measures on generation of CA offered by the selective cooperative
banks in Pune district .
Before conducting Factor analysis, the scale of reliability is used to find out the internal
consistency of the variables to be used in Factor analysis. Reliability is synonymous with
repeatability. It is a measurement that yields consistent results over time is said to be reliable.
When a measurement is prone to random error, it lacks reliability. The reliability of an
instrument places an upper limit on its validity. A measurement that lacks reliability will also
lack validity. If the scale of reliability is close to 1, then it can be concluded that the variables
are suitable for conducting factor analysis. Reliability analysis is a popular and frequently
used SPSS method of measuring the internal consistency of the variables.
Cronbach Alpha(α) is designed as a measure of internal consistency. Alpha is measured on

the same scale as a Pearson (r) correlation coefficient which varies between 0 and 1. The
closer the α to 1, the greater the internal consistency of items in the instrument being
assessed.
Table 06. Reliability Statistics for Alpha Value of higher secondary
Cronbach’s Alpha N of Items

(α)
.916 16
Source: Compiled from the questionnaire
Inference: It can be observed from the Table 1, the value of Alpha (α ) is 0.916. We can
conclude that the variables are having high internal consistency and hence these variables are
considered to be suitable for conducting factor analysis.
Table 07. Communalities

Factors Initial Extraction
Prompt 1.000 .887
Specific 1.000 .931
Deal 1.000 .974
Informatio 1.000 .889

n
Sufficient 1.000 .954
Things 1.000 .927
Various 1.000 .965
Needs 1.000 .941
Confidence 1.000 .924
Promise 1.000 .900
Attracts 1.000 .962
Facilities 1.000 .963
Latest 1.000 .957
Door 1.000 .693
Overall 1.000 .925
Support 1.000 .968
Source: Compiled by the questionnaire
Communality is the amount of variance a variable shares with all the other variables being
considered. This is the proportion of variance explained by the common factors.
Table 08. Eigen Values explaining the Percentage of Variance
Factors Eigenvalue
s % of Variance
Prompt 8.209 51.304
Specific 3.057 19.104
Deal 2.040 12.753
Informatio 1.455 9.096

n
Sufficient .523 3.269

Things .201 1.256
Various .172 1.077
Needs .110 .685
Confidence .060 .373
Promise .050 .312
Attracts .042 .262
Facilities .031 .193
Latest .023 .144
Door .016 .100
Overall .007 .043
Support .005 .030
Source: Compiled by the questionnaire
Eigen values represent the total variance explained by each factor. The Eigen values
more than one decides the number of components
Graph 1

Scree Plot is a graph Variables Components that plots the
component number on x-axis and Eigen
1 2 3 4
values on y-axis. From Prompt -.165 .362 .804 .285 the above graph of
Scree plot 1, it can be Specific .529 -.092 .201 .776 concluded that
there are four factors having the
Deal -.026 .652 .008 .740
Eigenvalues more than one.
Information .725 .350 -.304 -.385
Table 09. Rotated Component
Matrix (for deciding Sufficient .542 .611 .534 -.051 the number of
factors) Things .955 -.052 .032 .105
Various .854 .335 -.078 .342
Needs .289 -.215 .885 .166
Confidence .353 .814 .304 .212
Promise -.107 -.023 .939 -.078
Attracts .426 .640 .598 -.117
Facilities .152 .935 -.221 .134
Latest .443 .857 -.015 -.162
Door .753 .346 .079 .025

Overall .759 .532 .198 .167
Support .776 .545 .204 .164

Source: Compiled from the questionnaire
Inference :
From the Table 5 of Rotated Component Matrix, it can be seen that the two factors can
be classified as follows :
Factor 1 :
 Letting the customers know as to when things will get done
 Have good knowledge about various bank products and services
 Customer Support Offered by the bank
 Overall Service Quality of the bank
 Bank provides door step service
 Sharing information with customers are given much important
Factor 2
 Bank constantly introduces new facilities for the customer
 Bank implements latest technology in working condition
 The behavior of Bank Staff instills confidence in their customers
 Well-mannered and welcoming staff attracts customer
 Bank Staff have the sufficient knowledge to respond to customer’s grievances
Factor 3
 Bank is prompt in keeping promise to do something by a certain time
 Understand specific needs for financial services
 Bank Staff give prompt advice to customers
Factor 4
 Bank Staff understand the specific needs of their customers
 Bank Staff deal with each customer individually
The factors are renamed as follows:
Factor 1 – Support Factors
Factor 2 – Technology Factors
Factor 3 – Prompt Factors
Factor 4 – Customer Factors

From the Factor analysis it states that the Customer relationship measures that determine the
influence on Current account of the cooperative banks in Pune Subdivision can be classified
as Support Factors, Technology Factors, Prompt Factors and Customer Factors.
8. HYPOTHESES TESTING
Hypothesis 1
The following hypothesis has been tested by using Chi-Square test
Null Hypothesis(H10): Customer relationship measures do not have significant influence on
generation of CA offered by the selective cooperative banks in Pune district .
Alternative Hypothesis(H1A): Customer relationship measures have significant influence on
generation of CA offered by the selective cooperative banks in Pune district .
Table 10. Preferred Customer relationship Measures
Description Chi-Square Value Level of significance
1.Bank Staff give prompt advice to customers 810.533 .000
2.Bank Staff understand the specific needs of 370 .000

their customers
3.Bank Staff deal with each customer 135.067 .000
individually
4.Sharing information with customers are 703.3 .000
given much important
5.Bank Staff have the sufficient knowledge to 288.1 .000
respond to customer’s grievances
6.Letting the customers know as to when 620.667 .000
things will get done
7.Have good knowledge about various bank 1671.83 .000
products and services
8.Understand specific needs for financial 1373.333 .000
services
9.The behavior of Bank Staff instills 1034 .000
confidence in their customers
10.Bank is prompt in keeping promise to do 183.6 .000
something by a certain time
11.Well-mannered and welcoming staff 278.1 .000
attracts customer
12.Bank constantly introduces new facilities 569.2 .000
for the customer
13.Bank implements latest technology in 1398.667 .000

working condition
14.Bank provides door step service 2783.067 .000
15.Overall Service Quality of the Bank 1868.933 .000
16.Customer Support Offered by the bank 2633 .000
Inference :
The significance value less than 5% reveals that null hypothesis can be rejected. It can be
inferred that Customer relationship measures have significant influence on generation of CA
offered by the selective cooperative banks in Pune district. The highest value of Chi-Square
value of has been observed for door step service as 2783.067. It indicates that the customers
are of the opinion that bank should provide door step service for reducing the waiting time.
The second highest value has been observed for customer support as 2633. This shows that
customers expect 24 x 7 hrs support and service from the cooperative banks. The third
highest value of Chi Square has been observed for quality of services as 1868.9. The bank
should improve the quality of services for building trust and relationship with the customers.
Hypothesis 2
The following hypothesis has been tested by using z test
Null Hypothesis(H20): Customers are not satisfied by the CRM adopted by the cooperative
Alternative Hypothesis(H2A): Customers are highly satisfied by the CRM adopted by the
cooperative banks in Pune district.
Table 11. Z Value Calculation
Statement Mean Z value Level of
significance
Customers are highly satisfied by the CRM 2.45 1.883 .114

adopted by the cooperative banks in Pune
district
The significance level more than 5% indicates that the null hypothesis for customers are not
satisfied by the CRM adopted by the cooperative banks in Pune district can’t be rejected.

Hence it can be inferred that CRM measures adopted by the cooperative banks in Pune
district do not have any influence in increasing customer satisfaction.
The mean value from the study for the customer satisfaction was found to be 2.45 on 1 to 5
scale (1 = Strongly Disagree, 2 = Disagree, 3 = Neutral, 4 = Agree, 5 = Strongly Agree). The
null hypothesis can’t be rejected and it shows that the CRM measures adopted by the
cooperative banks have not influenced the customers.
Hypothesis 3
The following hypothesis has been tested by using Chi-Square test
Null Hypothesis(H30): Attractive product features are not highly influential to open a CA
offered by selected cooperative banks in Pune district.
Alternative Hypothesis(H3A): Attractive product features are highly influential to open a
CA offered by selected cooperative banks in Pune district.
Table 12. Chi- Square Value Calculation
Description Chi-Square Level of
Value significance
Benefit Provided by bank (Minimum Balance 2857.833 .000

Requirement)
Overdraft Borrowing 3998.833 .000
Short term Borrowing 3042.667 .000
Charging competitive interest rates on loans 4296.167 .000
Direct Payment to your creditors 3259.333 .000
Interest on current account 4471.5 .000
Error free online banking facilities 4004.167 .000
Information and statement supplied by banker 2765.167 .000
easy to understand
Charging reasonable service fees 3201.333 .000
Inference :
The significance value less than 5% reveals that null hypothesis can be rejected. It can be
inferred that Attractive product features are highly influential to open a CA offered by
selected cooperative banks in Pune district. The highest value of Chi-Square value of has
been observed for competitive interest rates on loans as 4296.167. It indicates that the
customers are of the opinion that bank should charge competitive interest rates on loans. The
second highest value has been observed for error free online banking facilities as 4004.167.
This shows that customers expect error free online banking facilities from the cooperative

banks. The third highest value of Chi Square has been observed for Overdraft Borrowing as
3998.833. The customers are of the opinion that bank should allow to withdraw more money
what they have in their account.
Hypothesis 4
Null Hypothesis(H40): Referral sources are not highly important to open a CA offered by
selected cooperative banks in Pune district..
Alternative Hypothesis(H4A): Referral sources are highly important to open a CA offered
by selected cooperative banks in Pune district.
Table 13: Kolmogorov-Smirnov Test
Description Decisions
N 1500
Normal Parameters Mean 3.90
Std. Deviation 0.7438
Most Extreme Absolute .312

Differences
Positive .305
Negative -.265
Kolmogorov-Smirnov Z 12.09
Significance (2-tailed) 0.00
Inference:
It can be seen from the table 1(a) that the significance (0.00) is less than the assumed value
(0.05). So we reject the null hypothesis (H4o). This means that referral sources are highly
important to open a CA offered by selected cooperative banks in Pune district. The referral
sources like Print Media, News Paper, Magazine, Social Media Advertising and SMS will be
highly influential to open a CA in the cooperative banks of Pune district.
Hypothesis 5
Null Hypothesis(H50): Allied services are not highly accessible while operating transactions
of CA offered by selected cooperative banks in Pune district..

Alternative Hypothesis(H5A): Allied services are highly accessible while operating
transactions of CA offered by selected cooperative banks in Pune district.
Table 14: Kolmogorov-Smirnov Test
Description Decisions
N 1500
Normal Parameters Mean 3.84
Std. Deviation 1.347
Most Extreme Absolute .362

Differences
Positive .325
Negative -.265
Inference:
Kolmogorov-Smirnov Z 12.59
It can be seen from the table
1(a) that the Significance (2-tailed) 0.00 significance
(0.00) is less than the
assumed value (0.05). So we reject the null hypothesis (H5o). This means that Allied services
are highly accessible while operating transactions of CA offered by selected cooperative
banks in Pune district. The allied services like mobile banking, branch banking, internet
banking, ATM and CRM should be highly accessible while operating the transactions of CA.
Model developed through SEM

Structural Equation Modeling (SEM)
Structural Equation Modeling (SEM) is an expansion of the general linear model (GLM) that
helps the researcher to test a set of regression equations simultaneously. In SEM, independent
variables are called as exogenous variables which are assumed to be measured without error
and dependent or mediating variables called as endogenous variables. endogenous or
downstream variables. SEM users represent relationships among observed and unobserved
variables using path diagrams.
SEM users represent relationships among observed and unobserved variables using path
diagrams. Ovals or circles represent latent variables, while rectangles or squares represent
measured variables. Residuals are always unobserved, so they are represented by ovals or
circles.

In the diagram shown below, correlations and covariances are represented by bidirectional
arrows, which represent relationships without a clearly defined causal direction. The model
used in this SEM is recursive
The variables CA called as Observed endogenous variables
The variables S, AS and PRF are called as Observed exogenous variables
The variable CRM is called as Unobserved endogenous variables
The variables e1 and e2 are called as Unobserved exogenous variables
The variables CA indicates Current Account is a dependent variable. CRM indicates

Customer Relationship Management. CRM is called as antecedent to the variables S, AS, and
PRF. The variables S, AS & PRF are called as independent variables. S indicates sources
influencing Current Account, AS indicates Allied Services in opening current account and
PRF indicates Product Features. The single arrow in the diagram indicates path and the
double arrow indicates covariances among the variables. Through Structural Equation
Modelling[SEM], the generation of CA is tested on CRM consisting of S, AS, and PRF.
Graph 02. Standardized Estimates

The value 0.09 is the correlation between sources influencing Current Account (S) and Allied
Services (AS), the value 0.18 is the correlation between Allied Services (AS) and Product
Features (PRF) and the value 0.03 is the correlation between Current Account (S) and
Product Features (PRF). The highest correlation(0.18) is observed between Allied Services
(AS) and Product Features (PRF).
The values 0.17, 0.35 and 0.30 are the standardized regression coefficients of S, AS and PRF.
It shows that the S, AS and PRF will determine CRM and have influence on CA. From the
standardized estimates, it can be concluded that both Allied Sources and Product Features
have stronger influence on CRM
The variables e1 and e2 represent latent variables or error variables which have to be
represented as the part of the SEM called as error variances.
Graph 03. Unstandardized Estimates
The values e1 and e2 represent error variances. The double headed arrows represent
covariances and the single arrow represent path. The values 0.7, 0.14 and 0.17 represent Beta
coeffieceints of the Regression equation. From Unstandardized estimates, it can be concluded
that Product Features(PRF) is a significant measure of CRM followed by Allied
Services(Mobile Banking, Branch Banking, Internet Banking, ATM and Customer Relations)

and Sources(Print, Newspaper, Magazine, Social Media and SMS). The generation of Current
Accounts is highly influened by attractive product features, allied sources and sources which
will build customer relations with the cooperative banks.
Through SEM model, the hypothesis 3, 4 and 5 have been tested simultaneously. It was
proved that Sources, Allied Services and Product Features will become an effective measures
for CRM.
Model Fit Summary

The significance level of the Chi Square less than 5% indicates that the null hypothesis is
rejected. It can be concluded that the generation of Current Accounts is highly influenced by
attractive product features, allied sources and sources which will build customer relations
with the cooperative banks.
Goodness-of-Fit Index (GFI)

The recommended value of GFI should be ≥ 0.95. The achieved value through SEM model is
0.9945 which is close to one indicates the perfect fit of the model.
Adjusted Goodness-of-Fit Index (AGFI)

The recommended value of AGFI should be ≥ 0.80. The achieved value through SEM model
is
0.90 which is close to one indicates the perfect fit of the model.
Hence from all the model estimates Chi Square, GFI and AGFI, the following are the results
of the proposed measurement model through SEM:
It shows that S, AS and PRF build CRM. The variables S, AS and PRF are highly significant
for the generation of current accounts through better customer relations.

Table 15. Summary Table of Hypothesis
Hypothesis Statement Critical level & Inference

Statistical test Used
Null Hypothesis(H10): The critical level or If the critical level or level of

level of significance significance is less than
Customer relationship measures do not
is set at 5%(0.05) 5%(0.05), null hypothesis is
have significant influence on generation
rejected
of CA offered by the selective Chi-square test(Non
cooperative banks in Pune district Parametric Test of Null hypothesis is rejected
Hypothesis)
Customer relationship
Reliability Analysis measures have significant
influence on generation of
Alternative Hypothesis(H1A): Customer Factor Analysis
CA offered by the selective
relationship measures have significant
Structural Equation cooperative banks in Pune
influence on generation of CA offered by
Modeling (SEM) district
the selective cooperative banks in Pune
district

Customers are not satisfied by the CRM
adopted by the cooperative banks in
rejected
Pune district
Z test (Parametric
Alternative Hypothesis(H2A): test of hypothesis) Null hypothesis is accepted
Customers are highly satisfied by the

Customers are not satisfied
CRM adopted by the cooperative banks
by the CRM adopted by the
in Pune district
cooperative banks in Pune
district cost of viewing and
limited number of screens to

view new films in theatres

Attractive product features are not highly
influential to open a CA offered by
rejected
selected cooperative banks in Pune
district
Null hypothesis is rejected

Chi-square test(Non
Parametric Test of Attractive product features
Alternative Hypothesis(H3A): Attractive Hypothesis) are highly influential to open
product features are highly influential to a CA offered by selected

Structural Equation
open a CA offered by selected cooperative banks in Pune
Modeling (SEM)
cooperative banks in Pune district. district

Referral sources are not highly important
to open a CA offered by selected
rejected
cooperative banks in Pune district Kolmogorov-
Alternative Hypothesis(H4A): Referral Smirnov Test (Non

sources are highly important to open a Parametric Test of
CA offered by selected cooperative banks Hypothesis)
in Pune district Null hypothesis is rejected
Structural Equation
Modeling (SEM) Referral sources are highly
important to open a CA
offered by selected
cooperative banks in Pune
district.

Null Hypothesis(H50): Allied services The critical level or If the critical level or level of
are not highly accessible while operating level of significance significance is less than
transactions of CA offered by selected is set at 5%(0.05) 5%(0.05), null hypothesis is
cooperative banks in Pune district rejected
Kolmogorov-
Smirnov Test (Non
Parametric Test of
Hypothesis)
Null hypothesis is rejected
Structural Equation
Alternative Hypothesis(H5A): Allied
Modeling (SEM)
services are highly accessible while
operating transactions of CA offered by Allied services are highly
selected cooperative banks in Pune accessible while operating
district transactions of CA offered

by selected cooperative
banks in Pune district
9. FINDINGS
 Out of 1500 respondents , Nearly 60(4%) of the respondents are in the age group less
than 20, 495(33%) of the respondents are in the age group between 21-30, 665(44%)
are in the age group between 31 – 40 and the remaining 280(19%) of the respondents
are in the age group between 41 - 50. It clearly indicates that majority of the
respondents are in the age group 31 – 40.
 The study shows that 235(16%) of the respondents are having the work experience
less than one year, 620(41%) of the respondents are having 1 – 5 yrs of work
experience and the remaining 645(43%) are having 6 – 10 years of work experience.
It reveals that majority of the respondents are having work experience between 6 – 10
years.
 It was found that 1010(67) of the respondents are married and the remaining
490(33%) of the respondents are unmarried.
 Nearly 1172(78%) of the respondents are male and the remaining 328(22%) of the
respondents are female. It shows that majority of the respondents are male.

 The study depicts that 670(45%) of the respondents are in the income group of less
than 5 lakhs, 800(53%) of the respondents are in the income group between 5 lakhs to
15 lakhs, 20(1%) of the respondents are in the income group 15 lakhs to 25 lakhs and
the remaining 10(0.7%) of the respondents are in the income group 25 lakhs to 35
lakhs. It clearly indicates that majority of the respondents are in the income group
between 5 lakhs to 15 lakhs followed by less than 5 lakhs.
 1297(187%) of the respondents are residing in city, 171(11%) in district and the
remaining 32(2%) of the respondents are residing in town. It clearly indicates that
majority of the respondents are residing in city.
 It shows that 235(16%) of the respondents are having single dependent, 200(13%) of
the respondents are having 2 dependents, 780(52%) are having 2 to 3 dependents,
275(18%) of the respondents are having 3 to 4 dependents and the remaining
10(0.7%) of the respondents are having above 4 dependents. It clearly indicates that
majority of the respondents are having 2 to 3 dependents.
 Out of 1500 respondents , Nearly 134(9%) of the respondents are having educational
qualification SSC, 444(30%) of the respondents are having upto 12th , 833(56%) are
graduates and the remaining 89(6%) of the respondents are having masters degree. It
clearly reveals that majority of the respondents are graduates.
 It was found that 1165(78%) of the respondents are having the business type sole
proprietor , 214(14%) of the respondents having partnership and the remaining
121(8%) of the respondents are of the business type HUF. It clearly indicates that
majority of the respondents are in the type of business sole proprietor.
 Nearly 692(46%) of the respondents with growth rate in business between 5 – 10%
and the remaining 808(54%) of the respondents with growth rate in business between
10% to 15%. It depicts that majority of the respondents are with the average growth
rate in business between 10% to 15%.
 186(12%) of the respondents are belonging to lower class, 904(60%) of the
respondents are belonging to middle class and the remaining 410(27%) belonging to
upper class. It clearly indicates that majority of the respondents are belonging to
middle class.
 It shows that 1360(91%) of the respondents are in business/job type as permanent and
the remaining 140(9%) of the respondents are in business/job type as temporary. It

clearly indicates that majority of the respondents are having permanent business/job
type.
 Out of 1500 respondents , Nearly 822(55%) of the respondents are of the opinion that
it is convenient, 322(22%) of the respondents as referral, 31(2%) are of the opinion as
technological advancement, 102(7%)as quality of service and remaining 223(15%) of
the respondents are of the opinion that it is due to existing other accounts. It clearly
reveals that the reason for selecting the bank services as convenience.
 400(27%) of the respondents are of the opinion that referral as the main source,
425(28%) of the respondents came to know through advertisement, 435(29%) came to
know through campaign and the remaining 240(16%) of the respondents through
extension of the present accounts. It clearly indicates that advertisement, campaign,
referral and the extension of the present accounts are the main sources of the current
account.
 270(18%) of the respondents are of the opinion that print media is highly influential,
690(46%) of the respondents as influential, 345(23%) are neutral, 105(7%) of the
respondents as somewhat influential and the remaining 90(6%) are of the opinion that
it is not at all influential.
newspaper is highly influential, 680(45%) of the respondents as influential, 385(26%)
are neutral, 70(5%) of the respondents as somewhat influential and the remaining
105(7%) are of the opinion that it is not at all influential.
 Nearly 120(8%) of the respondents are of the opinion that magazine is highly
influential, 65(4%) of the respondents as influential, 560(37%) are neutral, 210(14%)
of the respondents as somewhat influential and the remaining 545(36%) are of the
opinion that it is not at all influential.
 175(12%) of the respondents are of the opinion that social media is highly influential,
595(40%) of the respondents as influential, 230(15%) are neutral, 395(26%) of the
respondents as somewhat influential and the remaining 105(7%) are of the opinion
that it is not at all influential.
 Nearly 180(12%) of the respondents are of the opinion that SMS is highly influential,
630(42%) of the respondents as influential, 540(36%) are neutral, 453%) of the
respondents as somewhat influential and the remaining 105(7%) are of the opinion
that it is not at all influential.

 280(19%) of the respondents are of the opinion that they are connected with the bank
less than 6 months back, 290(19%) of the respondents as 6 months to 1 year,
315(21%) as 1 to 3 years, 580(39%) of the respondents as 3 to 5 years and the
remaining 35(2%) of the respondents are connected to the bank for more than 5 years.
It shows that majority of the respondents are connected to this bank between 3 to 5
years.
 The study reveal that out of 1500 respondents , Nearly 290(19%) of the respondents
are of the opinion that due to ease of financing procedures, 25(2%) of the respondents
as stock holder of the bank, 815(54%) of the respondents as branch accessibility,
95(6%) are of the opinion as better customer service, 245(16%) as high interest rates,
25(2%) as flexibility in operations and the remaining 5(0.3%) as convenient operating
hours.
 275(18%) of the respondents are of the opinion that due to special counter for current
account, 555(37%) of 5he respondents as concessional rate, 5(0.3%) of the
respondents as privileged facility, 455(30%) are of the opinion as overdraft facility,
105(7%) as add on benefits, and the remaining 105(7%) as service quality.
 135(9%) of the respondents are of the opinion that opening an account is very easy,
340(23%) of the respondents as easy, 925(62%) of the respondents as normal, 70(5%)
are of the opinion as difficult and the remaining 30(2%) as very difficult.
 865(58%) of the respondents are of the opinion that the expected time for making
credit into account as upto 3 days, 630(42%) of the respondents as 4 to 5 days and the
remaining 5(0.3%) as 6 to 10 days.
 Nearly 35(2%) of the respondents are of the opinion that the expected time for making
entries into pass book(outstation cheque) as upto 30 minutes, 1045(70%) of the
respondents as 31 to 45 minutes and the remaining 420(28%) between 46 minutes to
1 hour.
 10(1%) of the respondents are of the opinion that the time taken for withdrawing
money including waiting time in the queue is upto 30 minutes, 1000(67%) of the
respondents as 31 to 45 minutes, 475(32%) between 46 minutes to 1 hrand the
remaining15(1%) of the respondents as above 1 hour.
 60(4%) of the respondents are of the opinion that the benefits provided by bank as
extremely satisfied, 1100(73%) of the respondents as satisfied, 305(20%) of the

respondents as neutral, 25(2%) are of the opinion as dissatisfied and the remaining
10(0.7%) as extremely dissatisfied.
 Nearly 15(1%) of the respondents are of the opinion that the overdraft facility
provided by bank as extremely satisfied, 1270(85%) of the respondents as satisfied,
190(13%) of the respondents as neutral, 20(1%) are of the opinion as dissatisfied and
the remaining 5(0.3%) as extremely dissatisfied.
 From the study of 1500 respondents , Nearly 15(1%) of the respondents are of the
opinion that the short term borrowing as extremely satisfied, 1115(74%) of the
respondents as satisfied, 345(23%) of the respondents as neutral, 15(1%) are of the
opinion as dissatisfied and the remaining 10(0.7%) as extremely dissatisfied.
 Nearly 25(2%) of the respondents are of the opinion that the charging competitive
interest rates on loans as extremely satisfied, 70(5%) of the respondents as satisfied,
40(3%) of the respondents as neutral, 50(3%) are of the opinion as dissatisfied and the
remaining 1315(88%) as extremely dissatisfied.
 25(2%) of the respondents are of the opinion that the direct payment to creditors as
extremely satisfied, 50(3%) of the respondents as satisfied, 45(3%) of the respondents
as neutral, 1175(78%) are of the opinion as dissatisfied and the remaining 205(14%)
as extremely dissatisfied.
 25(2%) of the respondents are of the opinion that the interest on current account as
extremely satisfied, 70(5%) of the respondents as satisfied, 60(4%) of the respondents
as neutral, 1335(89%) are of the opinion as dissatisfied and the remaining 10(0.7%) as
extremely dissatisfied.
 The study reveals that 35(2%) of the respondents are of the opinion that the error free
online facilities provided by bank as extremely satisfied, 70(5%) of the respondents as
satisfied, 50(3%) of the respondents as neutral, 1280(85%) are of the opinion as
dissatisfied and the remaining 65(4%) as extremely dissatisfied.
 Nearly 40(3%) of the respondents are of the opinion that the information and
statement supplied by bank easy to understand as extremely satisfied, 155(10%) of the
respondents as satisfied, 1110(74%) of the respondents as neutral, 60(4%) are of the
opinion as dissatisfied and the remaining 135(9%) as extremely dissatisfied.
 35(2%) of the respondents are of the opinion that the charging reasonable service fees
as extremely satisfied, 115(8%) of the respondents as satisfied, 90(6%) of the

respondents as neutral, 1175(78%) are of the opinion as dissatisfied and the remaining
85(6%) as extremely dissatisfied.
 575(38%) of the respondents are of the opinion that the special counters are offered
by bank to privileged customers, 550(37%) to senior citizens, 240(16%) to woman,
95(6%) to NRI and the remaining 40(3%) to others.
 The study analyses that 345(23%) of the respondents are of the opinion that the allied
services in terms of mobile banking by bank as extremely significant, 1115(74%) of
the respondents as significant and the remaining 840(3%) as insignificant.
 470(31%) of the respondents are of the opinion that the allied services in terms of
branch as extremely significant, 310(21%) of the respondents as significant and the
remaining 720(48%) as neutral.
 Nearly 265(18%) of the respondents are of the opinion that the allied services in terms
of internet banking by bank as extremely significant, 650(43%) of the respondents as
significant, 545(36%) as neutral and the remaining 40(3%) as insignificant.
ATM banking by bank as extremely significant, 405(27%) of the respondents as
Customer Relation Manager as extremely significant, 980(65%) of the respondents as
 295(20%) of the respondents are of the opinion that the services as highly secured ,
147(49%) of the respondents as secured and the remaining 94(31%) as difficult to say.
 1250(83%) of the respondents are of the opinion that they are willing to recommend
others to open current account and the remaining 250(17%) are not willing to
recommend others to open current account.
the customer relationship measures have impact as great extent, 684(46%) of the
respondents as high extent, 407(27%) as moderate and the remaining 15(12%) as low
extent.
 Nearly 75(5%) of the respondents are of the opinion that prompt advice to customers
as strongly agree, 310(21%) of the respondents as agree, 825(55%) as neutral and the
remaining 290(19%) as disagree.

 70(5%) of the respondents are of the opinion that the bank understand the specific
needs of the customers as strongly agree, 490(33%) of the respondents as agree,
385(26%) as neutral and the remaining 555(37%) as disagree.
 370(25%) of the respondents are of the opinion that bank deal with each customer
individually as agree, 295(20%) of the respondents as neutral, 560(37%) as disagree
and the remaining 275(18%) as strongly disagree.
 The study shows that 20(1%) of the respondents are of the opinion that sharing
information with customers as agree, 685(46%) of the respondents as neutral and the
remaining 795(53%) as disagree.
 Nearly 300(20%) of the respondents are of the opinion that bank staff has sufficient
knowledge respond to customer grievances as agree, 395(26%) of the respondents as
neutral, and the remaining 805(54%) as disagree.
 10(0.7%) of the respondents are of the opinion that letting the customers the things to
get done as strongly agree, 305(20%) of the respondents as agree, 590(39%) as
neutral and the remaining 595(40%) as disagree .
 20(1%) of the respondents are of the opinion that having good knowledge about
various products and services as strongly agree, 275(18%) as agree, 40(3%) of the
respondents as neutral, 895(60%) as disagree and the remaining 270(18%) as strongly
disagree.
 The study depicts that 5(0.3%) of the respondents are of the opinion that
understanding specific needs for financial services as strongly agree, 835(56%) as
agree, 45(3%) of the respondents as neutral, and the remaining 615(41%) as disagree.
 Nearly 5(0.3%) of the respondents are of the opinion that the behaviour of the bank
staff instils in customers as strongly agree, 45(3%) as agree, 290(19%) of the
respondents as neutral, 605(40%) as disagree and the remaining 555(37%) as strongly
disagree.
 63(21%) of the respondents are of the opinion that prompt in keeping promise as
agree, 475(32%) of the respondents as neutral, 190(13%) as disagree and the
remaining 520(35%) as strongly disagree.
 305(20%) of the respondents are of the opinion that well-mannered and welcoming
staff attracts customer as agree, 395(26%) of the respondents as neutral, 800(53%) as
strongly disagree.

 40(3%) of the respondents are of the opinion that bank constantly introduces new
facilities to the customers as agree, 625(42%) of the respondents as neutral,
550(37%) as disagree and the remaining 285(19%) as strongly disagree.
 From the study, it shows that 5(0.3%) of the respondents are of the opinion that bank
implements latest technology to customers as strongly agree, 15(1%) as agree,
405(27%) of the respondents as neutral, 790(53%) as disagree and the remaining
285(19%) as strongly disagree.
 5(0.3%) of the respondents are of the opinion that bank provides door step service as
agree, 205(14%) of the respondents as neutral, 40(3%) as disagree and the remaining
1250(83%) as strongly disagree.
 10(0.7%) of the respondents are of the opinion that overall service quality of bank as
excellent, 285(19%) as good, 125(8%) as average and the remaining 1080(72%) as
fair.
 Nearly 5(0.3%) of the respondents are of the opinion that customer support offered by
bank as excellent, 300(20%) as good, 125(8%) as average, 1065(71%) as fair and the
remaining 5(0.3%) as poor.
 700(47%) of the respondents are of the opinion that ATM network distribution as
good, 715(48%) as average and the remaining 85(6%) as fair.
 It reveals that 39(13%) of the respondents are of the opinion that continuous service
offered by bank as good, 116(39%) as average, 57(19%) as fair and the remaining
88(29%) as poor.
 875(58%) of the respondents are of the opinion that variety of transaction as good,
355(24%) as average and the remaining 270(18%) as fair.
 5(0.3%) of the respondents are of the opinion that ease of screen use customer support
offered by bank as excellent, 50(3%) as good, 185(12%) as average, 975(65%) as fair
and the remaining 285(19%) as poor.
 Nearly 735(2%) of the respondents are of the opinion that the general assessment
about the services as excellent, 85(6%) as good, 845(56%) as average and the
remaining 535(36%) as fair.
 The study indicates that 5(0.3%) of the respondents are of the opinion that page
setup/menu flow as excellent, 15(1%) as good, 180(12%) as average, 1295(86%) as
fair and the remaining 5(0.3%) as poor.

 Nearly 90(6%) of the respondents are of the opinion that ease of use/navigation as
excellent, 90(6%) as good, and the remaining 1320(88%) as fair.
 290(19%) of the respondents are of the opinion that speed of page loading variety of
transaction as good, 155(10%) as average, and the remaining 1055(70%) as fair.
 235(16%) of the respondents are of the opinion that variety of transactions as good,
190(13%) as average, and the remaining 1075(72%) as fair.
 Nearly 115(8%) of the respondents are of the opinion that general assessment about
the services as good, 285(19%) as average and the remaining 1100(73%) as fair.
 330(22%) of the respondents are of the opinion that call answering time as good,
645(43%) as average and the remaining 525(35%) as fair.
 The study depicts that 390(26%) of the respondents are of the opinion that
flawless/correct operation as good, 1105(74%) as average and the remaining 5(0.3%)
as fair.
 400(27%) of the respondents are of the opinion that understanding and replying
queries correctly as good, 280(19%) as average, 815(54%) as fair and the remaining
5(0.3%) as poor.
 15(1%) of the respondents are of the opinion that communication skill/positive
approach as excellent, 840(56%) as good, 560(37%) as average and the remaining
85(6%) as fair.
 It reveals that Nearly 415(28%) of the respondents are of the opinion that general
assessment about the services call answering time as good, 575(38%) as average and
the remaining 510(34%) as fair.
 5(0.3%) of the respondents are of the opinion that meeting lounge time as good,
485(32%) as average, 195(13%) as fair and the remaining 815(54%) as poor.
 10(0.7%) of the respondents are of the opinion that children play area as fair and the
remaining 1490(99%) as poor.
 195(13%) of the respondents are of the opinion that special counter for privileged
customers as excellent, 275(18%) as good, 105(7%) as average and the remaining
925(62%) as fair.
 The study shows that 225(15%) of the respondents are of the opinion that dedicated
NRI desk as good, 200(13%) as average, 440(29%) as fair and the remaining
635(42%) as poor.

 The study indicates that 15(1%) of the respondents are of the opinion that special
counter for senior citizens as excellent, 70(5%) as good, 115(8%) as average and the
remaining 1300(87%) as fair.
 The study depicts that 15(1%) of the respondents are of the opinion that general
assessment about the services as excellent, 480(32%) as good, 375(25%) as average
and the remaining 630(42%) as fair.
10. RECOMMENDATIONS
 The study recommends the need for continuous improvement of services provided to
customers, through consumer behaviour studies, and work to predict customer
expectations to ensure the provision of better services.
 Higher CASA ratio means that more of the money deposited in the bank is in the
demand deposits i.e. the CASA, thus bank is getting the money at lower cost.
 The penetration of the Co-0opertaive bank in rural area is very high, it will further
pushed by utilizing proper CRM measures.
 Government of India, banking council and Reserve bank of India should make
compulsory to all co-operative banks to maintain standard of service.
 It is necessary to give compulsory training on regular intervals to all employees to
develop their attitude, work culture and how to behave with customers.
 Infrastructure should be standardised
 It is the culture of every Indian, to maintain hospitality. It should be compulsory like
“Athithi Deo Bhava”.
11. UTILITY OF THE STUDY
This study entitled “Critical Study of Customer Relation Measures adopted by Co-op
Banks and its Impact on Growth of Current Account in Pune District” will be helpful
for bankers to retrieve customer relation measures, to attract more and more current
account and also helpful for other researchers for further research in the future. It will
also help us to know about the problems that are faced by the consumers during
transactions, will reveal the problems that are being faced by the bank employees
while dealing with customers and would also highlight the future prospect of current

account. The study will be useful for enhancing the customer satisfaction levels for
the future. The present research is based mainly on first-hand information and
experience. The findings of the study will also be helpful to teaching management
students particularly in the area of banking sector. The students may use this exposure
in the real eye business situations and can render a valuable contribution to the
development of private sector.
12. SCOPE OF THE STUDY

The study is limited to Current account of cooperative banks in Pune District. This
study is undertaken in the north, south, east, west areas of Pune District as urban area
and rural area. It helps us to understand the level of awareness and how the perception
changes in each area. Further, it shows the behaviour of customers towards customer
relationship measures. It helps us to understand the current account, Customers in
rural and urban banks. By this the bank can improve services in a better manner.
Thus, the present study aims to study the factors how individual makes decision of
using customer relationship measures and their response on various deposit services
provided by the bank.
13. LIMITATIONS OF THE STUDY
1) Sample Area considered for this project will be Pune District due to time and
money constraint.
2) Respondents will be the Bank Managers, employees and Customers.
3) Research will be limited to co-operative Banks of Pune District.
4) There is a possibility that primary data collected from customer may not reveal
exact details due to their personal bias and inadequate practical experience.
5) It is difficult to measure customer satisfaction level as behaviour of consumers is
unpredictable.
14. CONCLUSION
Before the cooperative movement came into existence in the 20th Century, money
lenders ruled the roost — advancing credit to the needy and desperate people at
exorbitant rates of interest and sucking every last penny out of them. Though they still

exist in India, penetration of cooperative banks across the country has put a stop to the
powerful influence they used to wield on the people and the economy in general.
Today, co-operative banks operate across the country side-by-side with commercial
banks and play a crucial role in providing need-based finance, especially for people
engaged in agricultural and agriculture-based operations including farming, cattle,
milk, personal finance, etc, along with some small industries and self-employment
driven activities.
However despite all their socio-economic advantages, co-operative banks in India still
have miles to go to catch up with the commercial banks, which are swift to adopt
changes in an increasingly globalised and connected world. Several efforts being
made to transform this important sector of the Indian financial system, the call for
change needs to come from the co-operative banks themselves, as Mahatma Gandhi
once rightly said: “Let us become the change we seek in this world.”
The need to digitize and build transparency into their systems was recently
underscored when nearly 85 per cent of high-value currencies were banned by the
government in a move to flush out black money from the system. It was found that
most of the co-operative banks were either ill-equipped or dependent on archaic
systems to handle measures of such a proportion as demonetization.
Young and tech-savvy Indians are looking at more than just brick and mortar banking.
ATMs, banking apps, net banking, and several other payment options have helped
banks grow their reach and customer base along with reducing the need of individuals
to go to the banks regularly.
Thus, the co-operative banks adopting data and technology enabled cost-effective
solutions “will lead the way in future.
15. CHAPTER SCHEME

A Resume of the chapter scheme is as follows:
CHAPTER 1: INTRODUCTION
In this chapter, researcher has introduced the discussed about the problem of the
study, need, objectives, hypothesis, research methodology, Scope and limitations of
the study.
CHAPTER 2: REVIEW OF LITERATURE

In this chapter researcher has discussed of Literature Review of several researcher.
CHAPTER 3: STUDY OF PRESENT CURRENT ACCOUNT OF

COOPERATIVE BANKS IN PUNE DISTRICT
In this chapter researcher has discussed the profile of Multi schedule urban co-
operative bank, their functions, and types of current account offered by them.
CHAPTER 4: CONCEPTUAL FRAMEWORK CUSTOMER RELATION

MEASURES OF COOPERATIVE BANKS IN PUNE DISTRICT
This chapter underlines the association between customer relationship measures and
its impact on Current account generation Multi Schedule urban co-operative banks in
Pune district.
CHAPTER 5: RESEARCH METHODOLOGY
Research Methodology of the study covers Sample frame, Selection of the sample,
Data required, Sources of Data, and Research Variables for analysis and Statistical
tools used for the purpose of analysis.
CHAPTER 6: ANALYSIS AND INTERPRETATION OF DATA
Under this chapter researcher has tried to find various relationship measures, the
absence of which creates obstacles to raise the current account database of the co-
operative banks. Researcher has also found the opportunities for development.
For the purpose to evaluate the performance of the customer relationship measures to
generate current account researcher has taken sample of urban multi scheduled co-
operative banks and accordingly data has been collected. Primary data is collected
through structured questionnaire. Response of structured questionnaire is get analysed
by using Microsoft Excel. Researcher has also used secondary data which consists of
financial database.
CHAPTER 7: FINDINGS AND RECOMMENDATIONS
This chapter critically analysed the data by applying scientific statically testing
method and derives findings and also tries to give recommendation wherever possible.
CHAPTER 8: CONCLUSION

This chapter concludes the entire research by portraying suggestions and limitations.
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3) Is CRM a Key Success Factor in Co-operative BanksPerspective – A Study in
Dakshina Kannada District Jnaneshwar Pai Maroor
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TABLE OF CONTENTS

No. Contents Page

Nisha S. Tatkar Page 1

No. Title Page

List of Graphs and Figures

No. Title Page

Nisha S. Tatkar Page 2

“CRITICAL STUDY OF CUSTOMER RELATION MEASURES ADOPTED

Nisha S. Tatkar Page 3

1.1 CUSTOMER SERVICE

Some Common Definitions of Customer Service are as fallows;

“Customer service is a commitment of all employees in a company to make being a customer

Customer service means exceeding customer expectations. Service is judged by how it

Nisha S. Tatkar Page 4

Nisha S. Tatkar Page 5

Nisha S. Tatkar Page 6

OBJECTIVES OF CRM IN BANKS

Nisha S. Tatkar Page 7

4) Aiding the Marketing Department:

Nisha S. Tatkar Page 8

Nisha S. Tatkar Page 9

Nisha S. Tatkar Page 10

CRM Strategy Goal

1.4 INTRODUCTION TO CO-OPERATIVE BANKS IN INDIA

Nisha S. Tatkar Page 11

1.3 PROFILE OF THE STUDY

Nisha S. Tatkar Page 12

The 15 taluka are divided into following 5 district subdivisions;

Nisha S. Tatkar Page 13

Nisha S. Tatkar Page 14

Nisha S. Tatkar Page 15

2. STATEMENT OF THE PROBLEM AND NEED FOR STUDY

Nisha S. Tatkar Page 16

3.1 STUDIES IN THE INTERNATIONAL CONTEXT

Matawan, S. A., & Almossawi, M. (1998). The research suggests Banking

Nisha S. Tatkar Page 17

Verhoef, P. C. (2003). It provides an overview of studies that report the effect of

Knox S, Maklan S, Payne A, Peppard J, Ryals L (2003). In this consumer

Nisha S. Tatkar Page 18

Lymperopoulos, C., & Chaniotakis, I. E. (2004). This study was implications of E

Nisha S. Tatkar Page 19

Nisha S. Tatkar Page 20

Akosua Opoku, Agyemang, Lilian Oppong, Agyeman Linda Maysel Oduro,

Nisha S. Tatkar Page 21

Nisha S. Tatkar Page 22

Nisha S. Tatkar Page 23

Katarachia, A. (2013). Their Research says in terms of the customer bank

V, M., Saravanaraj, M. G., & S, U. T. (2013). A study says a bivariate correlation

Nisha S. Tatkar Page 24

Cegarra-navarro, J., Jiménez-jiménez, D., &Fernández-gil, J. (2014). This article

Nisha S. Tatkar Page 25

Pavão, Y.,Maria Pereira, & Rossetto, C. R. (2015).This study was designed in

Nisha S. Tatkar Page 26

HanchaSfar, F. E., &Ouda, O. B. (2016). The author discusses the role of

Author Year Main Area of Research Missing Gaps

Harvey, B. (1995) Ethical banking: The case of the Co-operative

Matawan, S. A., & (1998) Banking behavior of Islamic Quality and