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1.1 Origin of the Report:

This report is an Internship Report prepared as a partial requirement for the

completion of the Masters degree of Business Administration department of World
University. It is prepared for Mr. Radif Mujtaba, Lecturer of Department of
Business Administration. I have been placed in the Call Centre (CC) of The Hong
Kong Shanghai Banking Corporation BD. Ltd. (HSBC) Bank, under the direct
supervision of Alima A Khanam, Supervisor of Call Centre,HSBC.

1.2 Objective of the Report:

The purpose of doing this report is to fulfill the requirement of MBA program as
well as to gain practical exposures about the customer satisfaction level of HSBC.
In this case, the work area is the Call Centre {CC}, Personal Financial Services of
the HSBC Bank.

The detailed objectives of the report as follow:

1. To measure the customer satisfaction level of HSBC in Bangladesh.

1.3 Scope of the Report:

The scope of the study is limited to overview of the organization, its functional
areas, description of the Personal Financial Services (PFS) division, their
functions, products and services provided HSBC and my work experience. The
substance presented in this report is not applicable anywhere outside of HSBC and
will not be used anywhere except World University.

1.4 Methodology:
The report is performed based on the information extracted from different sources
collection by using a specific methodology. This report is analytical in nature.

Data Collection: Both the primary and secondary sources are used for the
research purpose.

Primary Sources: Primary sources such as interviewing the customer over the
phone, questionnaire and discussed with my line manager and my senior

Secondary Sources: Secondary sources such as previous report, annual repot of

HSBC Bank, internet and Websites.


2.1 HSBC Group:
Headquartered in London, HSBC is one of the largest banking and financial
services organizations in the world. HSBC's international network comprises of
over 10000 offices in 88 countries and territories in Europe, the Asia-Pacific
region, the Americas, the Middle East and Africa.

With listings on the London, HongKong, New York, Paris and Bermuda stock
exchanges, shares in HSBC Holdings plc are held by nearly 250,000 shareholders
in some 150 countries and territories. The shares are traded on the New York Stock
Exchange in the form of American Depositary Receipts.

Through an international network linked by advanced technology, including a

rapidly growing e-commerce capability, HSBC provides a comprehensive range of
financial services: personal financial services; commercial banking; corporate,
investment banking and markets; private banking; and other activities.

The HSBC Group has an international pedigree, which is unique. Many of its
principal companies opened for business over a century ago and they have a
history, which is rich in variety and achievement. The HSBC Group is named after
its founding member, The Hongkong and Shanghai Banking Corporation Limited,
which was established in 1865 to finance the growing trade between China and

2.2 HSBC Vision Statement:

“We aim to satisfy our customers with high quality service that reflects our global
image as the premier international bank”

2.3 HSBC Group Mission:

To be the Bonding Company that guarantees in the market to satisfy appropriately
and professionally the bonding needs of our obligors and the assurance of timely
fulfillment of our bond to our beneficiaries.

2.4 Objectives of HSBC:

To beat the mean Total Shareholder Return performance of a peer group of
financial institutions over a three-year rolling average, with a minimum objective
to double shareholder return value in five years.

HSBC’s objectives are to provide innovative products supported by quality

delivery of systems and excellence customer services, to train and motivate staffs
and to exercise social responsibility. By combining regional strengths with group
network HSBC’s aim is to be one of the leading banks in its principle markets.
HSBC’s goal is to achieve sustained earnings growth and to continue to enhance
shareholders’ value.

2.5 HSBC Brand and Corporate Identity:

The Hexagon logo of HSBC derives from HSBC’s traditional flag, a white
rectangle divided diagonally. The design of the flag was based on the cross of St.
Andrew, The Patron Saint of Scotland.

The HSBC brand & corporate identity represents what HSBC wants its brand to
mean to its customer. It is derived from the group.

2.5.1 Corporate Character:
HSBC is a prudent, cost conscious, ethically grounded, conservative, trustworthy
international builder of long-term customer relationships.

2.5.2 Basic Drives:

HSBC’s basic drives are Higher Productivity, Team Orientation, and Creative
Organization, & Customer Orientation.
The essence of HSBC brand is integrity, trust, and excellent customer service. It
gives confidence to customers, value to investors, & comfort to colleagues.
Through the process of listening to individuals needs and then acting in
partnership to deliver the right solutions, HSBC is committed to help the clients
make the most of their financial assets.
HSBC operate on a global basis, but also work on a local level to ensure the cross-
border differences are identified and any related benefits exploited. HSBC teams
of specialists ensure that whether you need solutions across the world, regionally,
or locally, and they have the skills, expertise, and resources to deliver them. They
automate as many functions as possible, even as ensuring retains control.
HSBC believes that it is the world leader in providing the following services:
 Global cash flow co-ordination
 Enhanced risk management
 Improved security and audit controls
 Minimized costs and reduced operating expenses
 Maximized liquidity, returns and interest benefits
2.5.3 Business Principles and values:
The HSBC corporate character defines the values and principles inherent in all
their everyday dealings.

The HSBC Group is committed to Five Core Business Principles:

 Outstanding customer service

 Effective and efficient operations
 Strong capital and liquidity
 Conservative lending policy
 Strict expense discipline
 HSBC Operates According to Certain Key Business Values:
The highest personal standards of integrity at all levels;
 Commitment to truth and fair dealing
 Hand-on management at all levels
 Openly esteemed commitment to quality and competence
 A minimum of bureaucracy
 Fast decisions and implementation
 Putting the Group’s interests ahead of the individual’s
 The appropriate delegation of authority with accountability
 Fair and objective employer
 A merit approach to recruitment, selection, promotion
 Promotion of good environmental practice and sustainable development
and commitment to the welfare and development of each local community.
HSBC’s reputation is founded on adherence to these principles and values. All
actions taken by a member of HSBC or staff member on behalf of a Group
company should conform to them.
HSBC believes in Five Key Brand Values:
 Perceptive
 Progressive
 Responsive
 Respectful
 Fair
2.6 HSBC in Bangladesh:
The HSBC Asia Pacific group represents HSBC in Bangladesh. HSBC opened its
first branch in Dhaka on 17th December 1996 to provide personal banking services,
trade and corporate services, and custody services. The Bank was awarded
ISO9002 accreditation for its personal and business banking services, which cover
trade services, securities and safe custody, corporate banking and all personal
banking. This ISO9002 designation is the first of its kind for a bank in

Bangladesh. The Hongkong and Shanghai Banking Corporation Bangladesh Ltd.
primarily limited its operations to help garments industry and to commercial
banking. Latter, it is extended to pharmaceuticals, jute and consumer products.
Other services include cash management, treasury, securities, and custodial

Realizing the huge potential and growth in person banking industry in Bangladesh,
HSBC extended its operation to the personal banking sector in Bangladesh and
within a very short span of time it was able to build up a huge client base.
Extending its operation further, HSBC opened a branch at Chittagong, two branch
offices at Dhaka (Gulshan and Motijheel) and an offshore banking unit on
November 1998. Another branch was opened at Dhanmondi on 1 st March 2003. It
further expanded its banking services by opening up branches in Uttara, Sylhet,
Banani, Lalbagh, Narayangonj and Mirpur.

HSBC Bangladesh is under the strict of supervision of HSBC Asia Pacific Group,
Hongkong. The Chief Executive Officer of HSBC Bangladesh manages the whole
banking operation of HSBC in Bangladesh. Under the CEO, there are heads of
departments, who manage specific banking functions e.g. Personal banking,
corporate banking, etc.

Currently HSBC Bangladesh is providing a wide range of services both two

individual and corporate level customers. In 2000 the bank launched a wide array
of personal banking products designed for all kinds of (middle and higher middle
income) individual customers. Some such products were Personal loans, car loans,
etc. The bank also possess different kinds of personal banking products – Personal
Secured Credit, Personal Secured loan & Automated Tele Banking (ATB) service,
Credit Cards, ATM, Day& Night Banking Service and Easy Pay Machines.

These products are designed to meet the diverse customer needs more completely.
HSBC in Bangladesh also specializes in self-service banking through providing
24-hour ATM services.

Name of the Organization The Hong Kong Shanghai Banking Corporation Bangladesh

Year of Establishment 1996

Head Office Anchor Tower, 1/1-B Sonargaon Road Dhaka 1205,

Nature of the organization Multinational company with subsidiary group in Bangladesh

Shareholders HSBC group shareholders

Products Savings & deposit services

Loan products
Corporate and Institutional services
Trade services & Hexagon
Number of Offices 13 (Dhaka, Motijheel, Gulshan, Agrabad, Dhanmondi,
Sylhet, Uttara, GEC Chittagong, Banani, Lalbagh,
Narayangonj and Mirpur) and One Islamic Banking Branch
called Amanah under Gulshan Branch.
Number of ATM’s 35 (34 is running and 1 is under process.

Technology Offers full online banking from branch to branch and from
Dhaka, Chittagong and Sylhet

Service Coverage & Serves individual and corporate customers within Dhaka,
Customers Narayangonj, Chittagong and Sylhet.

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Table: Brief Overview of HSBC in Bangladesh


The organizational structure of HSBC Bangladesh is designed according to the
various service and functional departments. The Chief Executive Officer (CEO)
heads the chief executive committee, which decides on all the strategic aspect of
HSBC. The CEO is the person who supervises the heads of all the departments and
also is the ultimate authority of HSBC Bangladesh. He is responsible for all the
activities of HSBC Bangladesh and all its consequences. He administers all the
functional departments and communicates with the department heads for smooth
functioning of the organization. The HSBC Chief Executive Committee is formed
with the heads of all departments along with the CEO. Besides the CEO the CEC
is staffed with 6 more managers: Manager of Human Resources, Manager of
Services, and Manager of Financial Control Department, Chief of Personal
Banking, of Corporate Banking, and Manager of Marketing.

Executive Committee

Figure: Chief Executive Committee

HSBC follows a 4-layer management philosophy in Bangladesh. These are
Managers, Executives, officers & Assistant officers. The CEO is the top most

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authority of all the levels. Managers are the departmental heads who are
responsible for the activities of their departments. They are the heads of the
department and formulate strategies for that department. e.g. Human Resources
Manger. Executives have the authority next to managers. They are basically
responsible for certain activities & organizational functions. e.g. Admin Executive.
These two layers represent the management level of HSBC Bangladesh.
Officers are the next persons to stand in the hierarchy list. They are the typical
mid-level employees of HSBC organizational hierarchy. These officers are
responsible for managing the operational activities and operating level employees.
The operating level employees of HSBC who are ranked as Assistant Officer fill
the last layer of this hierarchy.

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Our economy without a doubt has seen the changes in various different phases.
With these changes going on in our economy Banking certainly has become a very
significant industry. With ever growing demands of finance, business and the
government itself, the strive to do better is nonstop. At present with 52 enlisted
banks in the economy, operating in different markets niches, competition is at a cut
throat. The need for better, innovative and quick service delivery is at the top
priority list of every bank.

During my attachment in one of the branches of HSBC I was given the

responsibility of service related issues concerning ATM Cards and PINS, Credit
Cards, Bonds delivery under the supervision of the respective officers. Other than
that, I have also assisted Customer Service Officers (CSO), involved in
miscellaneous banking tasks. As an intern I have observed many service related
issues which are directly linked to client level satisfaction. I would like to site
some of these observations, as these cases will provide to a better understanding as
to why some clients are satisfied and while some aren’t.

The goal is to identify the main reasons of client dissatisfaction and find its
relationship with a client’s level of knowledge about the bank’s services. In order
to accomplish my goal I have identified one important observation and that is the
relationship between clients’ knowledge on the services provided by the bank and
the actual services that are available by the bank for them. Disparity in such cases
often result in the most common forms of client dissatisfaction
Satisfaction of these services depends on many variables but most importantly on
two factors:

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1. The level of service provided to clients as promised by the bank.
2. And the level of services expected by the clients.

The intention is to find out the relationship between the level of knowledge of the
clients on the services that the bank provides and the actual services that are
available by the bank for them. In most occasions I have found dissatisfaction of
clients arise from their level of expectations. Coming back to that later, if we
observe client behavior, we will see that it has become a common practice for
clients not to go through the banking papers thoroughly hence there is the creation
of knowledge gap. In fact the only document clients do go thoroughly is their
banking statements.

This paper is built on cases that I observed and my survey. The above mentioned
cases in the introductory part are interrelated and are intended to manifest the
relationship between customer satisfaction and their level of knowledge on
services. This paper with the case studies depicting different scenarios has graphs,
tables, and charts in order to provide the reader with ease of understanding. The
conclusion is based on data, correlation, regression and other outputs.

3.1 Significance of the study:

This study will establish that there is a basis why expectations and goals need to
be aligned and why the misalignment causes unsatisfactory results. The goal of
HSBC is to satisfy its clients; therefore the bank needs to communicate to its
clients about the services available to them by HSBC.

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On the other hand the clients need to be aware of what the bank is communicating
to them. If the clients choose to remain uninvolved with their bank then their level
of expectation will be very difficult to match as there would be no basis on those

Client dissatisfaction arises based on their expectations supported by their lack

of staying updated with information as provided by the bank.

Hence the study is important as it will prove that when it comes to client
satisfaction the clients are also as responsible in staying aware and updated on the
banking services as well as the bank is responsible to deliver services as promised.

3.2 Customers’ importance and level of Satisfaction at HSBC:

Customers’ importance and level of satisfaction at HSBC are shown briefly. The
results are produced according to the various service quality dimensions. Each
dimension consists of its own specific questions. The results of the survey are
presented according to these questions that were asked to the respondents with the
help of a structured questionnaire. The results of this study are as follows:

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Survey Questionnaire
Q1. Satisfied with HSBC's service


Frequenc Percen Cumulativ
y Percent t e Percent
Valid yes 13 86.7 86.7 86.7
remarks 2 13.3 13.3 100.0
Total 15 100.0 100.0

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More the qualified people the organization have more the efficiency and
effectiveness in the service is provided by those personnel. Efficient and effective
work reduces the lead time of performing job that will satisfy the customers. The
above data shows that the service provided by the personnel, 86.7 % customers
said the quality in service is high and only 13.3% said average.

Q2. Prompt service from HSBC


Frequenc Percen Cumulativ
y Percent t e Percent

Valid yes 11 73.3 73.3 73.3

no 2 13.3 13.3 86.7
remarks 2 13.3 13.3 100.0

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a rk
re s

Total 15 100.0 100.0


Most of the customers want the prom service in every time. The knowledge of
procedure, service of the employee can help the employee to give a prompt
service to their customer. Here the data shows that 73.3% customers said that they
get prom service and the 13.3% said no and the rest of the 13.3% customer said
other remarks.

Q3. Solution of your query all the time


Frequenc Percen Cumulativ
y Percent t e Percent

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n m
re o s
y e s
lu tio
s n

Valid yes 10 66.7 66.7 66.7

no 1 6.7 6.7 73.3
remarks 4 26.7 26.7 100.0
Total 15 100.0 100.0


The data shows that 66.7% customers are get solution in their every query and
6:7% customers said no and the 26.7% customers are neutral. So we should look
over this matter.

Q4. HSBC's service charges


Frequenc Percen Cumulativ
y Percent t e Percent

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Valid yes 9 60.0 60.0 60.0
no 5 33.3 33.3 93.3
remarks 1 6.7 6.7 100.0
Total 15 100.0 100.0
a rk
re s
a rg
C s


We asked our customer’s opinion about the fees and service charges of service
compare to the service quality. Majority of the people 60% are agreed with our
service charges and 6.7% customers are neutral. And rest of the customers that
means 33.3% customers said the charges is very high. This should be noticeable
and need to be think about the service charges.

Q5. Process with HSBC


Frequenc Percen Cumulativ
y Percent t e Percent

Valid yes 10 66.7 66.7 66.7

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no 2 13.3 13.3 80.0
remarks 3 20.0 20.0 100.0
Total 15 100.0 100.0

re s
p o
r s


All customers are not aware about the bank’s process. In this survey 66.7%
customer are agreed with our process, 13.3% customers are not satisfied with
process, 20% customers give a neutral answer. So we should improve our process

Q6. International banking flavor


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Frequenc Percen Cumulativ
y Percent t e Percent

Valid yes 11 73.3 73.3 73.3

no 1 6.7 6.7 80.0
remarks 3 20.0 20.0 100.0
Total 15 100.0 100.0

a rk
re s
o r


Maximum people believe in brand value. A brand should be representing you and
your test. HSBC is not only a foreign bank it also an international bank which
carry a brand value. We asked our customer about the flavor of the HSBC Bank.
Here 73.3% said yes, 6.7% said no and 20% said other comments. Which carry a
good sign?

Q7. Compare to other banks


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Frequenc Percen Cumulativ
y Percent t e Percent
Valid leadings 13 86.7 86.7 86.7
average 2 13.3 13.3 100.0
Total 15 100.0 100.0
e ra
a e
ld in
ra s


Without comparing with other banks such as EBL,MBL,DBBL etc you cannot
find out your positioning the market. In this survey 86.7% customers said that
HSBC is a leading bank and the rest of 13.3% customer said average.

Q8. "Moment of magic” experience with HSBC service

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Frequenc Valid Cumulativ

y Percent Percent e Percent

Valid Yes 8 53.3 53.3 53.3

No 6 40.0 40.0 93.3
1 6.7 6.7 100.0
Total 15 100.0 100.0

R s
p rie
E n c


Here “Moment of magic” means you got extra benefit or extra facility than what
you want. We asked our valued customer that did they have any “Moment of
magic” experience in HSBC. The 53.3% customers said yes and share the
experience with us. 6.7% gives neutral answer and 40% customers said that they
have no in such a kind of experience. If we want to connect the customer with a
strong bonding we should take it seriously.

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Q9. Comfortable with HSBC's verification process


Frequenc Valid Cumulativ

y Percent Percent e Percent

Valid Yes 11 73.3 73.3 73.3

No 3 20.0 20.0 93.3
1 6.7 6.7 100.0
Total 15 100.0 100.0

R ro k
m s
m fo
c b le


HSBC always believe that customer’s security is HSBC’s security and we always
maintain a strong verification process. In this survey73.3% customers are easily
comfortable with the verification process, 20% customers are not feels comfort
and the rest of 6.7% are neutral. Here we can say we need to be more aware the
customers about their security.

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Q10. Receive your call within 3 rings


Frequenc Valid Cumulativ

y Percent Percent e Percent

Valid Yes 10 66.7 66.7 66.7

No 3 20.0 20.0 86.7
2 13.3 13.3 100.0
Total 15 100.0 100.0

R s
re e


We always try to give attention the customer when they give a call in our bank’s
we try to receive his call within 3 rings. But sometimes this not possible. The data
said that 66.7% are agreed, 20% said no and the 13.3% are neutral. It also a
noticeable point to improve our service quality.

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Q11. Always welcoming you with HSBC's new product or service


Frequenc Valid Cumulativ

y Percent Percent e Percent

Valid Yes 13 86.7 86.7 86.7

2 13.3 13.3 100.0
Total 15 100.0 100.0

Rem rk
a s
m in
lc g


Marketing helps to attach you with the customers and bring you new business. We
asked the customers about the welcoming culture of HSBC’S new product and

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service. Most of the customers 86.7% are said yes which is positive and 13:3%
give their neutral answer.

Q12. HSBC is loyal to their customer


Frequenc Valid Cumulativ

y Percent Percent e Percent

Valid Yes 14 93.3 93.3 93.3

1 6.7 6.7 100.0
a l
rk s
Total 15 100.0 100.0


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Loyalty brings your characteristics. It proves how honesty and clarity is present in
your work. HSBC believe in honesty, clarity, loyalty. We don’t have any hidden
charges in our any services. Here we asked the customer about loyalty of
HSBC.93.3% customers are agreed and 6.7% is neutral. It’s bringing a positive

3.3 Implication of Results:

3.3.1 Drivers of Satisfaction:

If banks are to improve their satisfaction and loyalty ratings and differentiate
themselves from the competition, they need to understand what really drives
satisfaction and loyalty. They also need to know which areas have the greatest
room for improvements. There is little point in intervening resources in areas that
are important but are performing well, or in areas that there is much room for
improvement but they are not important in driving satisfaction and loyalty. Thus
HSBC managers need to know what levers to push to increase these measures of
One useful tool is to search for the most important attributes that allow analyzing
those areas that are important and have much room for improvements. In the
following section the most important attributes will be discussed.

3.3.2 Most important attributes of the Service:

The analysis of the importance scores across various attributes of service quality
dimension pointed out some attributes that were highly important to the customer.
These attributes are listed below according to importance:

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 Speed of service
 Location of the branches
 Location of the ATM’s
 Promptness of error correction
 Keeping Promises
 Rates on Loans
 Savings services
 Recognition of needs
 Fees & service charges

3.3.3 Satisfaction towards the most important attributes:

As mentioned earlier, the major concern of managers is to find out satisfaction
of the customers across the various drivers of satisfaction. The results of the
survey showed that customers were satisfied only across the following drivers
of satisfaction:
 Fees and service charges
 Saving and deposit services
 Promptness error correction
Thus the above attributes were only very few compared to the list of highly
important attributes. Again the customers also ranked some of the highly
important factors as highly dissatisfactory. These attributes thus damaged the
overall satisfaction scores drastically. Some such attributes are as follows:
 Location of Branches

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Most of the other drivers of satisfaction that were very important to customers
showed average satisfaction scores. This depicts that most of the customers are
not very satisfied with the attributes and are somewhat indifferent with the
attributes. This brought down the overall satisfaction scores to the neutral or
average points.

3.3.4 Most satisfied aspects of HSBC services:

The respondents showed high satisfaction scores towards some of the attributes
of the service dimensions. Though most of these were not very important to
customers they do represent the good side of the services provided by HSBC.
Some such satisfied attributes are listed below starting from the most satisfied
 Neatness of Employees
 Equipments & Technology
 Friendliness and courtesy of employees
 Tele Banking services
 Safety with HSBC
 Cleanliness of the premises
 Visually appealing facilities
 Reliability and accuracy of statements
 Fees and service charges
 Cash and remittance services
 Sufficiency of parking spaces
 Savings services
 Promptness of error correction

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So these were the attributes that resemble strengths of services provided by HSBC
services, which were ranked as satisfactory by the respondents.

3.3.5 Most dissatisfied aspects of HSBC services:

The respondent while expressing their satisfaction views toward various attributes
ranked some of the aspects of the service quality poorly. The poor scores depict
that customer were dissatisfied with these attributes of service. These
dissatisfactory features are the starting points of the attempts for improving the
overall customer satisfaction. Such dissatisfied must be taken care as early as
possible. Some such poorly ranked dissatisfied attributes are as follows:

 Professionalism of the employees

 Willingness to help
 HSBC has best interest of the customer
 Searching for solutions
 Location of the branches
 Clarity of the statements
 Rates on savings
 Investment services
Of the above list need recognition location of branches and clarity of statements
were very important to customers. Importance of the rest of the dissatisfied
features was somewhat moderate.
5.4 Summary of the Findings:
The general approach used to design this survey defines satisfaction as the
difference between importance customer’s puts on service attributes and what
he/she actually receives from HSBC.

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Based on the above results, it can be said that HSBC should reconsider its service
strategies in Bangladesh and design products and services that better satisfy
customer needs and requirements. Bank should be more tactful in dealing with the
customers and launch new products that fully meet customer expectations.

Based on the survey a finding a set recommendation is presented in the next

section of the research and a general list of suggestions to the bank is discussed.
1. We should be following the market strategy.
2. Focus to the relationship with the customer and always give priority to their
3. To increase the no. of branch and ATM booth and CSC.
4. Introduce the new product like different kinds of deposit schemes, credit
5. Reducing the service charges.
6. Reducing the interest rate of loans and increasing the rate of savings a/c and
savings schemes.
7. Locker service.

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4.1 Conclusion:

This research has provided some interesting insight into what kind of service the
customers give importance to and what quality service they get from HSBC. It is
quite obvious from the research that the customer requirements are not fully met
and they are dissatisfied with some of the aspects of the bank (saving rates, credit
services, investment services, etc.). Again the research revealed that only some
customers are dissatisfied and less it one third of customers were neutral with the
services of the bank. HSBC should attract those and bring them to the positive side
of the road so that strong relationship with the customers can be maintained.

Customers are vital for every business. It is not possible to make a profitable
business without concerning the customers’ benefits. HSBC bank has a great
potential in the country as a leading global brand. To achieve the desired position
in the market, timely improvement in services is essential. The efficiency and
effectiveness in services only in customer service department is not that bank have
to be concern. It’s a collective responsibility of all the departments. So, all the
concern departments should be more prompt and efficient to compete with the
challenging opportunities of the future. The executive management also should be
enthusiastic in to the development of administration and operational system as per
demand of the age.

4.2 Limitations:

Some of the major obstacles faced while preparing the report are-
Lack of coordination among the student and course supervisor due to clash of
faculty’s office hour and student’s work hour

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Unavailability of work hours in the computer laboratory of our university
during weekends

4.3 Recommendations:

HSBC is one of the most flourishing Banks of Bangladesh with wide growth
opportunities in the industry. The survey on the customers of HSBC was
conducted with an aim of improving the overall customer satisfaction at HSBC.
The research gave valuable insights as to where improvements were necessary to
improve the quality of service. HSBC with its strong corporate image and
organizational strength can successfully utilize the opportunities and overcome its
weaknesses. In this section, a list of recommendation is presented based on the
findings of the survey conducted on HSBC customers:

 Use of Marketing Research:

The management of HSBC should regularly administer marketing research
activities in order to keep a regular track of satisfaction levels. Regular research
should also be conducted to find out customer expectations about various service
aspects. As customer expectations and satisfaction are not static figures, regular
research at sufficient intervals should be conducted.

 Focus on relationship strategies:

The bank should focus more on existing customers in order to build strong and
loyal relationship with them as most satisfied customers recommends the bank to
friends and relatives. Thus the power of relationship will foster positive Word of
Mouth Communication and will attract new customers at a lower cost.

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 Clarity of the statements:
The bank should redesign the format of its account statement in to a clearer and
easily understandable format. The survey showed a huge amount of dissatisfaction
towards the current format of statements. It should be redesigned with inputs from
customers and satisfying their requirements.

 New Investment products:

New investment schemes should be introduced to meet customer demands. Survey
results indicated a high amount of dissatisfaction with current investment schemes
and services. New personal savings, future investment products, Sanchay patra
schemes should be launched to stay ahead of competition and better satisfy
customer requirements.

 Reconsider interest rates on Savings:

Majority of the customers suggested that the savings rates should be redesign as
most of the customers were currently dissatisfied with the savings rates. HSBC
should restructure the interest schemes of its savings product to attract more
valuable customers.

 Establishing Reasonable Service Charges

Many customers have shown their dissatisfaction about the high rate of service
charge- especially for 2nd issue of statement, Bank certificate, Charge of new ATM
Card, Charge for duplicate pin issue etc. They perceived the service charges are
too high and it should be reduced. Bank should take this issue seriously in their

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 Locker Services
While interacting with the customers at customer service point, a huge amount of
customers demanded locker services. With such demand of this service, HSBC
should consider of providing locker services to its customers. This will also attract
new customers from other banks who are currently offering these services.
These are all about the recommendations provided based on survey and my
personal experiences of internship in HSBC. By following these recommendations
HSBC would be able to build up a strong platform of satisfied customers.



 Richard.I.Henderson. (2007) Compensation Management in A Knowledge-

Management World- (10 Edition), Prentice Hall, U.S.A.
 David A. DeCenzo & Stephen P. Robbins (2005) Fundamentals of Human
resource Management- (8th Edition), John Wiley & Sons, Pte Ltd.
 David A. Cenzo ;( 2002), Human Relations; Prentice Hall, U.S.A.
 Gary Dessler ;( 2008), Human Resources Management; Prentice Hall of
India, New Delhi.

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Organizational Publications:
 Prior research report
 Group Business Principal manual
 Group Instruction Manual & Business Instruction Manual
 Bank's Annual Report.
Internet Resources:
 www.hsbc.com.bd
 http://beginnersinvest.about.com/cs/bondbasics/f/whatisabond.htm
 http://www.hsbc.com.bd/1/2/dak2/

HSBC : The Hongkong and Shanghai Banking Corporation Limited

ATM : Automated Teller Machine

L/C : Letter of Credit

OD : Over Draft

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CIB : Credit Information

CS : Customer Service

CSM : Customer Service Manager

CRM : Customer Relationship Management

RM : Relationship Manager

DD : Demand Draft

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