CUSTOMER SATISFACTION IN NEW GENERATION BANKS (A CASE STUDY OF HDFC BANK)

Main Article Content

Dr. Naveen Kumar
Dr. V.K.Gangal

Abstract

Customers’ satisfaction is an ambiguous and abstract concept and the actual manifestation of the state of satisfaction will vary from person to person and product/service to product/service. The state of satisfaction depends on a number of both psychological and physical variables which correlate with satisfaction behaviors such as return and recommend rate. The level of satisfaction can also vary depending on other options the customer may have and other products against which the customer can compare the organization's products. With the phenomenal increase in the country's population and the increased demand for banking services; speed, service quality and customer satisfaction are going to be key differentiators for each bank's future success. Thus, it is imperative for banks to get useful feedback on their actual response time and customers’ service quality perceptions of retail banking, which in turn will help them take positive steps to maintain a competitive edge. This paper helps to study the new generation banks in India.

Downloads

Download data is not yet available.

Article Details

How to Cite
Dr. Naveen Kumar, & Dr. V.K.Gangal. (2021). CUSTOMER SATISFACTION IN NEW GENERATION BANKS (A CASE STUDY OF HDFC BANK). Researchers World - International Refereed Social Sciences Journal, 2(4), 177–186. Retrieved from https://researchersworld.com/index.php/rworld/article/view/355
Section
Articles

References

Leeds, B. (1992). 'Mystery Shopping' Offers Clues to Quality Service. Bank Marketing, 24(11),

November, pp. 24-27.

Fornell, C. (1992).. A National Customer Satisfaction Barometer: The Swedish Experience. Journal of

Marketing, 56, January, pp. 6-21.

Rust, R. and Zahorik, A. (1993). Customer Satisfaction, Customer Retention and Market Share. Journal

of Retailing, 69(2), pp. 193-215.

Storbacka, K., Strandvik, R and Gronroos, C. (1994). Managing Customer Relationship for Profit: The

Dynamics of Relationship Quality. International Journal of Service Industry Management, 5(5), pp. 21-

Gale, B. T and Wood, R. C. (1994). Managing Customer Value: Creating Quality and Services that

Customers Can See.

Reidenbach, R.E. (1995). Value-Driven Bank: Strategies for Total Market Satisfaction.

Colgate, M., Stewart, K and Kinsella, R. (1996). Customer Defection: A Study of the Student Market in

Ireland. The International Journal of Bank Marketing, 14(3), p. 23.

Reichheld, F. F. (1996). Learning from Customer Defections. Harvard Business Review, March/April, pp.

-69.

Slater, S. F. (1997). Developing a Customer Value-Based Theory of the Firm. Journal of the Academy of

Marketing Science, 25(Spring), pp. 162-167.

Woodruff, R. B. (1997). Customer Value: The Next Source of Competitive Advantage. Journal of

Academy of Marketing Science, 25(2), pp. 139-153.

Beckett, A., Hewer, P and Howcroft, B. (2000). An Exposition of Consumer Behaviour in the Financial

Services Industry. The International Journal of Bank Marketing, 18(1), p. 15.

www.corporateinformation.com

www.sap.com

http://www.indianmba.com/Faculty_Column/FC328/fc328.html

http://www.indianmba.com/Faculty_Column/FC328/fc328.html

http://www.busreslab.com/tips/tip3.htm.

http://www.clickz.com/showPage.html?page=771071

http://www.intelliverse.com/enterprise/banking/customersurvey.shtml.