“A Comparative Study on Kangra Cooperative Bank In India”

Submitted in Partial Fulfillment for the Requirement of award of

Master of Business Administration (MBA)

Supervised By : Submitted By:

Dr. Manish Khanna Himanshu Thakur
Faculty, 20015126016
School of Commerce and Management, MBA
Himachal Pradesh Technical University Marketing

School of Commerce & Management

Himachal Pradesh Technical University
Hamirpur, Distt. Hamirpur – 177001, Himachal Pradesh
(Established under Act No. 16 of 2010 of Himachal Pradesh Legislative Assembly)

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 CERTIFICATE

This is to certify that this report on topic “A Comparative Study on

Kangra Cooperative Bank In India” submitted by Himanshu Thakur in

the partial fulfilment of the requirement for the Master’s Degree in

Business Administration, School of commerce and management, Himachal

Pradesh Technical University during the academic year 2020-2022, is a

record of the work carried out under my guidance and supervision.

Date:

(Dr.ManishKhanna)
Faculty,
School of Commerce and Management,
Himachal Pradesh Technical University

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 ACKNOWLEDGEMENT

I am highly indebted to my mentor Dr. Manish Khanna for his

guidance and constant supervision as well as for providing

necessary information the project & also for their support in

completing the project.

I express my sincere gratitude to my friends who helped me in the

completion of my project. I would like to express my special thanks

to all who gave their precious time and attention for filling the

questionnaire.

Himanshu Thakur
20015126016

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 PREFACE

The successful completion of this project was a unique experience

for me because by visiting many place and interacting various

person, I achieved a better knowledge about Banking. The

experience which I gained by doing this project was essential at this

turning point of my carrier this project is being submitted which

content detailed analysis of the research under taken by me.

The research provides an opportunity to the student to devote

his/her skills knowledge and competencies required during the

technical session.

The research is on the topic “Kangra Co-operative Bank in India”

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 Table of Content

SR. NO. TOPIC PAGENO.

1. Introduction 6-21

2. Review of Literature 22-26

3. Research methodology 27-30

4. Objective 31-42

5. Conclusion 43-50

6. Recommendation 51-53

7. Questionnaire 54-57

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Introduction

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 COMPANY PROFILE

The Kangra Cooperative Bank Ltd. started in a very humble way as a small Thrift/Credit Society in
March, 1960 by a few friends of Distt. Kangra of Himachal to help out the people of Himachal
residing in Delhi to uplift their economic conditions and tide over the financial hardships.
Dedication, sincerity and honesty of these members/associates brought rich fruits and this
Thrift/Credit Society grew up into a big society within twelve years after its formation and
successful running was converted into a primary urban Cooperative Bank in 1972 by RBI and was
permitted to carry out banking activities including acceptance of deposits from public (non-
members) by opening their Saving, Current and RD A/c’s. Twenty three years there from in June
1995 it was granted a license to carry out the banking business by the Reserve Bank of India .
Thereafter, it was granted license to open branches and consequently six more branches were
added in February, May, December 1996, June 1998 ,October 2008 and the last one in July
2009. In may 1970 it purchased Paharganj building and reconstructed the same in 1993. In
october, 1997 it purchased the present premises at Janakpuri to set up administrative and HO.
Central accounts and Personnel department are functioning from this building. It has a board
meeting room. One branch also function here. The main branch along with its service branch,
arbitration and recovery department is situated in its own three storied building at Paharganj. It
purchased another Building in April 2008 At Jagatpuri where its one of the existing Branches has
already been functioning.

History of KCC Bank

 Came into existence on 17th March 1920 (License No. RPCD.09/2009-10).

 Indora Banking Union was merged and 2nd Branch of the Bank opened at Nurpur in
Jan’1956
 Palampur Banking Union was merged and 3rd Branch of the Bank opened at Palampur in
Jan’1957
 Nanaon Banking Union was merged and 4th Branch of the Bank opened at Hamirpur in
Oct’1958
 The Bank suffered losses because of the partition in 1947 to the tune of Rs.10.64 Lacs
 In Mar 1962, the bank suffering from the setback of partition was granted Rs.4.09 Lacs by
the Govt.
 Govt also provided Interest Free Relief Loan of Rs.3.98 Laces and Govt of India Loan of
Rs.4.97 Lacs @ 3.87% in 1962 In 1971-72
 The Bank entered into the deposit mobilisation scheme of Pong Dam Area aggressively
and secured maximum share of Deposit Bank Deposits increased from Rs. 256 Lacs in
1971-72 to Rs. 1054 Lacs in 1973-74.

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 History of KCC bank in Himachal Pradesh

The commercial Banks were operating for the years, but it was being felt that these banks were
not paying necessary head to the credit requirements of common masses. Further the
commercial banks, were mainly concentrating their business in the urban area and the banking
facilities to rural people were not available.
Consequently, the Co-operative Banks came into picture after 1904. Himachal Pradesh has the
distinction of having first Coop. Society Registered in India. Cooperative were primarily visualized
as specialized agency for financing the credit requirement of rural people in the country
particularly agriculture.
CO-OPERATIVE BANKING IN HIMACHAL PRADESH – In the year 1948, there was big societies of
the banking facilities. The only four co-operative were in the state named as the Mandi Central

Sr. No. Name of District where Co-

Cooperative Bank in operative Banks
H.P Operate

1 Himachal Pradesh Shimla, Chamba,

State Co-operative Kinnour, Sirmour,
Bank Mandi and Bilaspur

2 Kangra Central Co- Kangra, Kullu,

operative Bank Hamirpur, Una and
Lahul & Spiti

Cooperative Bank, Mahasu Central Co-operative Bank, Chamba Central Co-operative Bank and
Bank of Sirmour. In March 1954 the already existing four co-operative banks were merged into
the H.P. State Cooperative Bank after reorganization of the state in PUNJAB and HARYANA and
HIMACHAL PRADESH, some areas were transferred in November 1966 from Punjab to Himachal
Pradesh. In these areas two Central Co-operative Banks, one of them was Kangra Central Co-
operative Bank and other was Jogindra Central Co-operative Bank At present Himachal Pradesh
has presence of quite a good number of Public sector banks, Private sector banks, Cooperative
banks & RRB and their ATM (Automated Teller Machine). The state had a network of 2092
branches and 1822 ATMs as on 31.06.2017. Out of which1220 branches of public sector banks,
136 branches of private sector banks, 496 of Cooperative banks and 247 of RRB. There are 1695
branches are in rural areas, 312 branches in Semi-urban areas and 98 branches in urban areas.

8
In Himachal Pradesh at the time of attaining independence of India, Mahasu Central Co-
operative Bank, The Mandi Central Co-operative Bank Ltd. and The Chamba Central Co-operative
Bank Ltd. were functioning to cater to the needs of farmer. In 1953 Himachal Pradesh State Co-
operative Bank was established after amalgamating these three Central Co-operative Banks into
it.
The Registration of Himachal Pradesh State Co-operative Bank was done in August, 1953, under
the Co-operative Society Act, 1912 the bank started functioning on 15th March 1954.At that
time, the State of Himachal Pradesh used to be the Union Territory and there were only 6
districts in the State. The bank started functioning as an Apex bank as well as Central financing
agency under 2-tier system in 6 districts of the State.
In the year 1955 one Joint Stock Bank i.e., Bank of Sirmour was also merged in it. At present the
H.P.S.C.B. is performing dual function viz. that of Apex Co-operative Bank in Himachal Pradesh to
play lead role in development in Co-operative in the State and that of a Co-operative Bank in 6
districts viz. BILASPUR, CHAMBA, KINNAUR, MANDI, SHIMLA and SIRMOUR.
The Bank is extending banking facilities in 5 districts viz. KANGRA, KULLU, HAMIRPUR, LAHAUL &
SPITI and UNA through our affiliated District Central Co-operative Banks, i.e. The Kangra Central
Co-operative Bank and in district SOLAN through another affiliated District Central Co-operative
Bank, The Jogindra Central Co-operative Bank as a District Central Co-operative Bank.
The Himachal Pradesh Co-operative Bank is serving the people of the State through a network of
190 branches and Extension Counter of which about 94% is in the rural areas of the State and
one branch at New Subzi Mandi, Azadpur, New Delhi for the benefit horticulturists of the State.
The performance of the Bank over these 50 years could be summarized as under:-
H.P. State Cooperative Bank has prepared and implemented number of loan schemes targeted
towards all sections of the society at most attractive terms.
The H.P. State Cooperative Bank Ltd. actively associating in the implementation of poverty
eradication programs launched by the Govt. of India, Govt. of H.P. and various other agencies.
The main Schemes being implemented by the Bank are as under:-
Swarn Jayanti Gram Swarojgar Yojna.
Swarn Jayanti Sehri Swarojgar Yojna.
Self Help Groups.
Kisan Credit Card Schemes.
Under Tie-Up with H.P. Khadi & Village Industries Board.
Him Swarojgar Credit Card Scheme.
SAMFEX
Him Small Entrepreneur Credit Card Scheme.
Under Tie-Up with SC/ST Development corporation.
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Under Tie-Up with Women Development Corporation.
The H.P. State Co-operative Bank Ltd. is the National Award Winner, which has been conferred
for achieving overall excellence in banking operations.
The H.P. State Co-operative Bank Ltd. is the first Co-operative Bank of India to implement Total
Branch Automation software in all its branches.
The H.P. State Co-operative Bank Ltd. is a profit earning and continuously dividend paying
organization.
The bank’s objective is to offer financial products and services suiting the requirements of
people of all the classes of the society at most attractive forms with personalized services and a
sense of accountability in association with use of latest technology facilitating anywhere and
anytime banking

PROMOTER

KCC is India's premier housing finance company and enjoys an impeccable track record in India
as well as in international markets. , the Corporation has maintained a consistent and healthy
growth in its operations to remain the market leader in mortgages. Its outstanding loan portfolio
covers well. over a million dwelling units. KCC has developed significant expertise in retail
mortgage loans to different market segments and also has a large corporate client base for its
housing related credit facilities. With its experience in the financial markets, a strong market
reputation, large shareholder base and unique consumer franchise, KCC was ideally positioned
to promote a bank in the Indian environment.

MISSION

KCC Bank’s began operations in 1995 with a simple mission to be a World Class Indian Bank. We
realized that only a single-minded focus on product quality and service excellence would help us
get there. Today, the bank is on the way towards that goal. It is extremely gratifying that its
efforts towards providing customer convenience have been appreciated both nationally and
internationally.

 The bank’s aim is to build a sound customer franchise across distinct businesses so as to
be the preferred provider of banking services in the niche segments that the bank
operates in and to achieve healthy growth in profitability, consistent with the bank’s risk
appetite.

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 BUSINESSES

KCC Bank offers a wide range of commercial and transactional banking services and treasury
products to wholesale and retail customers. The bank has three key business segments:

WHOLE SALE BANKING SERVICES

The Bank's target market ranges from large, blue-chip manufacturing companies in the Indian
corporate to small & mid-sized corporate and agri-based businesses. For these customers, the
Bank provides a wide range of commercial and transactional banking services, including working
capital finance, trade services, transactional services, cash management, etc. The bank is also a
leading provider of structured solutions, which combine cash management services with vendor
and distributor finance for facilitating superior supply chain management for its corporate
customers. Based on its superior product delivery / service levels and strong customer
orientation, the Bank has made significant inroads into the banking consortia of a number of
leading Indian corporate including multinationals, companies from the domestic business houses
and prime public sector companies. It is recognized as a leading provider of cash management
and transactional banking solutions to corporate customers, mutual funds, stock exchange
members and banks.

RETAIL BANKING SERVICES

The objective of the Retail Bank is to provide its target market customers a full range of financial
products and banking services, giving the customer a one-stop window for all his/her banking
requirements. The products are backed by world-class service and delivered to the customers
through the growing branch network, as well as through alternative delivery channels like ATMs,
Phone Banking, Net Banking and Mobile Banking.

The KCC Bank Preferred program for high net worth individuals, the KCC Bank Plus and the
Investment Advisory Services programs have been designed keeping in mind needs of customers
who seek distinct financial solutions, information and advice on various investment avenues. The
Bank also has a wide array of retail loan products including Auto Loans, Loans against marketable
securities, Personal Loans and Loans for Two-wheelers. It is also a leading provider of Depository
Participant (DP) services for retail customers, providing customers the facility to hold their
investments in electronic form.

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 Treasury

Within this business, the bank has three main product areas - Foreign Exchange and Derivatives,
Local Currency Money Market & Debt Securities, and Equities. With the liberalization of the
financial markets in India, corporate need more sophisticated risk management information,
advice and product structures. These and fine pricing on various treasury products are provided
through the bank's Treasury team. To comply with statutory reserve requirements, the bank is
required to hold 25% of its deposits in government securities. The Treasury business is
responsible for managing the returns and market risk on this investment portfolio.

GROWTH

KCC Bank is a young and dynamic bank, with a youthful and enthusiastic team determined to
accomplish the vision of becoming a world-class Indian bank. Our business philosophy is based
on four core values - Customer Focus, Operational Excellence, Product Leadership and People.
We believe that the ultimate identity and success of our bank will reside in the exceptional
quality of our people and their extraordinary efforts. For this reason, we are committed to
hiring, developing, motivating and retaining the best people in the industry.Our mission is to be
"a World Class Indian Bank", benchmarking ourselves against international standards and best
practices in terms of product offerings, technology, service levels, risk management and audit &
compliance. The objective is to build sound customer franchises across distinct businesses so as
to be a preferred provider of banking services for target retail and wholesale customer
segments, and to achieve a healthy growth in profitability, consistent With the Bank's risk
appetite. We are committed to do this while ensuring the highest levels of ethical standards,
professional integrity, corporate governance and regulatory compliance.Our business strategy
emphasizes the following :
 Increase our market share in India’s expanding banking and financial services industry by
following a disciplined growth strategy focusing on quality and not on quantity and
delivering high quality customer service.
 Develop innovative products and services that attract our targeted customers and address
inefficiencies in the Indian financial sector.
 Continue to develop products and services that reduce our cost of funds. Focus on high
earnings growth with low volatility.

WORK PLACE TRANSFORMATION

FIVE “S” PART OF KAIZEN

Focus on effective work place organization believe in“ Small changes lead to large improvement”

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Every successful organization have their own strategy to win the race in the competitive market.
They use some technique and methodology for smooth running of business. KCC BANK also
acquired the Japanese technique for smooth running of work and effective work place
organization.
Five ‘S’ Part of Kaizen is the technique which is used in the bank for easy and systematic work
place and eliminating unnecessary things from the work place.

BENEFIT OF FIVE “S”

 It can be started immediately.

 Every one has to participate.
 Five “S” is an entirely people driven initiatives.
 Brings in concept of ownership.
 All wastage are made visible.

FIVE ‘S’

S-1 SORT SEIRI

S-2 SYSTEMATIZE SEITON
S-3 SPIC-N-SPAN SEIRO
S-4 STANDARDIZE SEIKETSU
S-5 SUSTAIN SHITSUKE

 SORT: It focus on eliminating unnecessary items from the work place. It is excellent way to
free up valuable floor space. It segregates items as per “require and wanted”.

 SYSTEMATIZE: Systematize is focus on efficient and effective Storage method. That means
it identify, organize and arrange retrieval. It largely focuses on good labeling and
identification practices.

 Objective: “A place for everything and everything in its place”.

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  SPIC- n - SPAN: Spic-n-Span focuses on regular clearing and self inspection. It brings in the
sense of ownership.
 STANDERDIZE: It focuses on simplification and standardization. It involves standard rules
and policies. It establish checklist to facilitate autonomous maintenance of workplace. It
assigns responsibility for doing various jobs and decides on Five S frequency.

 SUSTAIN: It focuses on defining a new status and standard of organized work place. Sustain
means regular training to maintain standards developed under S-4. It brings in self-
discipline and commitment towards workplace organization.

HUMAN RESOURCES

The Bank continued to focus on training its employees, both on-the-job as well as through training
programs conducted by internal and external faculty. The Bank has consistently believed that
broader employee ownership of its shares has a positive impact on its performance and employee
motivation. KCC Bank lists ‘people’ as one of its stated core values. The Bank believes in
empowering its employees and constantly takes various measures to achieve this.
Management :- Sh.JAGDISH SAPIYAHon'ble Chairman of the Bank

Senior banking professionals with substantial experience in India and abroad head various
businesses and functions and report to the Managing Director. Given the professional expertise of
the management team and the overall focus on recruiting and retaining the best talent in the
industry, the bank believes that its people are a significant competitive strength.

TECHNOLOGY

KCC Bank Ltd. operates in a highly automated environment in terms of information technology
and communication systems. All the bank's branches have online connectivity, which enables the
bank to offer speedy funds transfer facilities to its customers. Multi-branch access is also provided
to retail customers through the branch network and Automated Teller Machines (ATMs). The
Bank has made substantial efforts and investments in acquiring the best technology available
internationally, to build the infrastructure for a world class bank. The Bank's business is supported
by scalable and robust systems which ensure that our clients always get the finest services we
offer. The Bank has prioritized its engagement in technology and the internet as one of its key
goals and has already made significant progress in web-enabling its core businesses. In each of its
businesses, the Bank has succeeded in leveraging its market position, expertise and technology to
create a competitive advantage and build market share.

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 KCC BANK LTD. BUSINESS STRATEGY EMPHASIZES THE
FOLLOWING:

Increase market share in India’s expanding banking and financial services industry by following a
disciplined growth strategy focusing on quality and not on quantity and delivering high quality
customer service. Leverage our technology platform and open scaleable systems to deliver more
products to more customers and to control operating costs. Maintain current high standards for
asset quality through disciplined credit risk management.Develope innovative products and
services that attract the targeted customers and address inefficiencies in the Indian financial
sector. Continue to develop products and services that reduce bank’s cost of funds. Focus on high
earnings growth with low volatility.

PRODUCT SCOPE

KCC Bank Ltd. offers a bunch of products and services to meet the every need of the people. The
company cares for both, individuals as well as corporate and small and medium enterprises. For
individuals, the company has a range accounts, investment, and pension scheme, different types
of loans and cards that assist the customers. The customers can choose the suitable one from a
range of products which will suit their life-stage and needs. For organizations the company has a
host of customized solutions that range from funded services, Non-funded services, Value
addition services, Mutual fund etc. These affordable plans apart from providing long term value to
the employees help in enhancing goodwill of the company. The products of the company are
categorized into various sections which are as follows:
 Accounts and deposits.
 Loans.
 Investments and Insurance.
 Forex and payment services.
 Cards.
 Customer center.

PRODUCTS AND SERVICES AT A GLANCE

PERSONAL BANKING SERVICES

Accounts & Deposits
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Savings Account
 Regular Savings Account
 Savings Plus Account
 Savings Max Account
 Senior Citizens Account
 No Frills Account
 Institutional Savings Account
 Payroll Salary Account
 Classic Salary Account
 Regular Salary Account
 Premium Salary Account
 Defence Salary Account
 Kid's Advantage Account
 Pension Saving Bank Account
 Family Savings Account
 Kisan No Frills Savings Account
 Kisan Club Savings Account

Current Account
 Plus Current Account
 Trade Current Account
 Premium Current Account
 Regular Current Account
 Apex Current Account
 Max Current Account
 Reimbursement Current Account

Fixed Deposit
 Regular Fixed Deposit
 Super Saver Account
 Sweep-in Account Recurring Deposit Demat Account
 Safe Deposit Locker

Loans
 Personal Loans
 Home Loans
 Two Wheeler Loans
 New Car Loans 33333
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  Used Car Loans
 Overdraft against Car
 Express Loans
 Loan against Securities
 Loan against Property
 Commercial Vehicle Finance
 Working Capital Finance
 Construction Equipment Finance

Investments & Insurance

 Mutual Funds
 Insurance
 Bonds
 Financial Planning
 Knowledge Centre
 Equities & Derivatives
 Mudra Gold Bar

Forex Services
 Trade Finance
 Traveler’s Cheques
 Foreign Currency Cash

 Foreign Currency Drafts

 Foreign Currency Cheque Deposits
 Foreign Currency Remittances
 Forex Plus Card

Payment Services
 Net Safe
 Prepaid Refill
 Bill Pay
 Direct Pay
 Visa Money Transfer
 E-Monies Electronic Funds Transfer
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  Excise & Service Tax Payment

Access Your Bank - One View

 Insta Alerts
 Mobile Banking
 ATM
 Phone Banking
 Branch Network

Cards
 Silver Credit Card
 Gold Credit Card
 Woman's Gold Credit Card
 Platinum plus Credit Card
 Titanium Credit Card
 Value plus Credit Card
 Health plus Credit Card
 KCC Bank Idea Silver Card
 KCC Bank Idea Gold Card

WHOLESALE BANKING SERVICES

 Funded Services
 Non Funded Services
 Value Added Services
 Internet Banking
 Clearing Sub-Membership
 RTGS – sub membership
 Fund Transfer

ATM Tie-ups
 Corporate Salary a/c
 Tax Collection
 Financial Institutions
 Mutual Funds
 Stock Brokers
 Insurance Companies
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1. NRI BANKING SERVICES
 Rupee Saving a/c
 Rupee Current a/c
 Rupee Fixed Deposits
 Foreign Currency Deposits
 Accounts for Returning Indians
 Payment Services
 Net Safe
 Bill Pay
 Insta Pay
 Direct Pay
 Visa Money
 Online Donation
 Remittance

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 MILESTONES IN THE HISTORY

 KCC Bank began its operations in 1960 with a simple mission to be a "World-class Indian
Bank". They realized that only a single-minded focus on product quality and service
excellence would help us get there. Today, they are proud to say that they are well on our
way towards that goal. It is extremely gratifying that their efforts towards providing
customer convenience have been appreciated both nationally and internationally.

MILESTONES IN THE HISTORY

 KCC Bank began its operations in 1960 with a simple mission to be a "World-class Indian
Bank". They realized that only a single-minded focus on product quality and service
excellence would help us get there. Today, they are proud to say that they are well on our
way towards that goal. It is extremely gratifying that their efforts towards providing
customer convenience have been appreciated both nationally and internationally.

QUALITY POLICY

SECURITY: The bank provides long term financial security to their policy. The bank does this by
offering life insurance and pension products.

TRUST: The bank appreciates the trust placed by their policy holders in the bank. Hence, it will aim
to manage their investments very carefully and live up to this trust.

INNOVATION: Recognizing the different needs of our customers, the bank offers a range of
innovative products to meet these needs.

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 SWOT ANALYSIS

STRENGTH

 The biggest strength of Bank is Direct Banking channels. As Direct banking channels saves
time and money both as a customer does not need to go to bank for any kind of transaction
except cash withdrawal and cash deposits all other things are done sitting any where in the
world.
 All services or products of KCC Bank are available through direct banking channels.
 Free ATM, Net Banking, Mobile Banking, Phone Banking and 24 hours services.
 Very easy to access and use.
 A highly personalized services provided by the bank.
 KCC’s Direct Banking channels provide real time and accurate information.

WEAKNESS:

 Unawareness about all Direct Banking Channels due to less

 Advertisement.
 Other private banks have started direct banking channels it may put some competition to
KCC Bank in near future.
 Resistance to Change.
 One should have the knowledge of the operations of the computers and of course the
Internet.

OPPURTUNITIES

 Centralized banking makes for KCC Bank to provide services to customers.

 Huge market of shareholders.

THREATS

 Vulnerable to reactive attack by competitors.

 Attacks of web hackers.
 Lack of infrastructure in rural areas could constrain investment.
 High volume / low cost market is intensely competitive

21


22
 REVIEW
OF
LITERATURE

23
 CONSUMER’S PERCEPTIONS ON KCC BANK

At KCC Bank, I was assigned with the topic as “Consumers Perceptions on KCC Bank” for my
project work. I joined the company as a Personal Banker. The selection of the topic was to know
how the company generates business through them.

Personal Banker are those sources of a company who have their own relations and personal
contacts among common public that they use to generate business through.

REASON FOR SELECTION OF THIS TOPIC:

The financial sector is one of the booming and increasing sectors in India. The Personal Banker are
one of the most powerful, efficient and effective channel through which the company sales its
various types of financial products and company takes operational work also. It is really difficult to
convince customers and sell a single product and accomplish operational work.
Satisfied customers are central to optimal performance and financial returns. In many places in
the world, business organizations have been elevating the role of the customer to that of a key
stakeholder over the past twenty years. Customers are viewed as a group whose satisfaction with
the enterprise must be incorporated in strategic planning efforts. Forward-looking companies are
finding value in directly measuring and tracking customer satisfaction as an important strategic
success indicator. Evidence is mounting that placing a high priority on customer satisfaction is
critical to improved organizational performance in a global marketplace.

With better understanding of customers' perceptions, companies can determine the actions
required to meet the customers' needs. They can identify their own strengths and weaknesses,
where they stand in comparison to their competitors, chart out path future progress and
improvement. Customer satisfaction measurement helps to promote an increased focus on
customer outcomes and stimulate improvements in the work practices and processes used within
the company.
When buyers are powerful, the health and strength of the company's relationship with its
customers – its most critical economic asset – is its best predictor of the future. Assets on the
balance sheet – basically assets of production – are good predictors only when buyers are weak.
So it is no wonder that the relationship between those assets and future income is becoming
more and more tenuous. As buyers become empowered, sellers have no choice but to adapt.
Focusing on competition has its place, but with buyer power on the rise, it is more important to
pay attention to the customer.
24
Customer satisfaction is quite a complex issue and there is a lot of debate and confusion about
what exactly is required and how to go about it. This study is an attempt to review the necessary
requirements, and discuss the steps that need to be taken in order to measure and track
customer satisfaction.

IMPORTANCE TO THE COMPANY:

The ultimate purpose of giving me this topic was to know about the customer’s perceptions about
the different products of the bank, and to know about operational process. how these products
can attract them and how the company can generate maximum profit by convincing them
through personal banker and to better understand customer requirement and to understand
operational methodology.

LEARNING FROM THE STUDY:

The process of bank related transaction, bank related various terms, work
environment of KCC Bank. Different products and services provided by the bank. Customer
perception about the different product and the brand image of the bank. What are the problems
faced by customer on daily basis. How to communicate with the customers. Different techniques
of dealing with the customers. How to convince and convert a customer into a real customer.
The literature available in the field under reference is very limited in nature and scope.The
literature obtained by investigation in the form of reports of the committees. Commissions
working groups established by the Union Government and RBI, the Research studies/articles of
researchers/ bank officials/ economists and the comments of economic analysts and news is
reviewed here in this section:

Patel and sayed (1980) of the National Institute of Banking Management made a valuable analysis
of performance and prospects of RRBs. They also gave a comparative picture of performance in
deposits, branch expansion and credit deployment of the cooperative banks, commercial banks
and RRBs in a specified area. This was an eye opener for many researcher engaged in this field of
rural credit.
Financial Express, (1986) published a study on RRBs viability, which was conducted by Agriculture
Finance Corporation in 1986 .The study revealed that viability of RRBs was essentially dependent
upon the fund management strategy, margin between resources mobility and their deployment
and on the control exercised on current and future costs with advances. The proportion of the
establishment costs to total cost and expansion of branches were the critical factors, which
affected their viability. The study further concluded that RRBs incurred losses due to defects in
their systems and as such, there was need to rectify these and make them viable. The main
25
suggestions of the study included improvement in infrastructure facilities and opening of
branches by commercial banks in such areas where RRBs were already in operation. However the
main limitation of the study was that its generalizations were based on the study of the gramin
bank kangra.

RENDIL (1988) conducted a study on RRBs taking a sample of 48 beneficiaries of rural artisans in
various district of kashmir under J&K Bank. In this study, it was concluded that the beneficiaries
were able to find an increase in their income because of the finance provided by the bank.

BALMI (1990) in his study on Performance and Growth of Regional Rural Banks in Kangra found
that these banks had benefited the beneficiaries in raising their income, productivity,
employment and use of modern practices and rehabilitate the rural artisans

SINDHU (1993) carried out a study on the topic “Growth and Performance of RRB in kangra.” On
the basis of the study of all RRB of kangra, it is found that there was an enormous increase in
deposits and outstanding advances. The researcher felt the need to increase the share capital and
to ensure efficient use of distribution channels of finance to beneficiaries.
RASIL SINGH (1996) conducted a study with the objective of analyzing the role of Regional Rural
Banks in Economic Development and revealed that RRBs have been playing a vital role in the field
of rural development. Moreover, RRBs were more efficient in disbursal of loans to the rural
borrowers as compared to the commercial banks. Support from state Governments, local
participation, proper supervision of loans and opening urban branches were some steps, which
should be taken to make RRBs 'further efficient.

SAMEER (2002) Policies of current phase of financial liberalization have had animmediate, direct,
and dramatic effect on rural credit. There has been a contraction in rural banking in general and in
priority sector landing and preferential landing to the poor in particular.

AJIT PAL (2004) has examined the growth and regional distribution of rural banking over the
period 1975-2002. The documents gains made by historical underprivileged region of east, north-
east, and central kangra during the period of social and development banking. These gains were
reversed in the 1990s.

DUTTA AND BASKAR (2008) suggested that Co-operative banks should improve their recovery
performance, adopt new system of computerized monitoring of loans, implement proper
prudential norms and organize regular workshops to sustain in the competitive banking
environment.

26
CHANDER AND CHANDEl (2010) analyzed the financial efficiency and viability of HARCO Bank and
found poor performance of the bank on capital adequacy, liquidity, earning quality and the
management efficiency parameters.

MOHI-UD-DIN AND NAZIR (2010) stated that sound financial health of a bank is the guarantee not
only toits depositors but is equally significant for the shareholders, employees and whole
economy as well. In thispaper, an effort has been made to evaluate the financial performance of
the two major banks in northern India.This evaluation has been done by using CAMEL Parameters,
the latest model of financial analysis. Through thismodel, it is highlighted that the position of the
banks, under study is satisfactory so far as their Capital adequacy, Assets quality, Management
capabilities and Liquidity is concerned.

REDDY AND PRADSAD (2011) compared the performance of Regional Rural banks in Andhra
Pradesh to check the viability of the banks. The concluded that Andhra Pragathi Gramin Bank is
performing better than the other co-operative banks.

SAMBATH (2014) attempted in his study entitled “Growth and Progress of the Urban Cooperatives
Banks in India” to analyse the growth and development of Urban Cooperatives Banks in India. He
revealed in his study that the future of cooperatives banks in India is challenging because of cut
throat competition from Public and Private sector banks. Public and Private sector banks
concentrating on major expansion activities both are vertically and horizontally. The growth of
cooperative banks depends on transparency in operation and control, governance, customer
centric policies, technology up gradation and efficiency. International Journal of Research and
Analytical

BARWAL AND KUMAR (2015) in their study entitled “Comparative Performance Evaluation of
Himachal Pradesh Cooperative Bank And Kangra Central Cooperative Bank” has analysed the
position of shareholder fund, deposits mobilization and advances of Himachal Pradesh State
Cooperative Bank & Kangra Central Cooperative Bank and to study the financial & operational of
these two banks. They suggested that present study made an attempt to evaluate the both the
banks from different angles so their relative performance can be gauged. After going through all
the parameters it is concluded that Himachal Pradesh State Cooperative Bank had been able to
increase the shareholders wealth during the period under study, as shareholder funds had
increased at a good rate during this period. Kangra Central Cooperative Bank is almost consistent
in these parameters. In terms of deposit Kangra Central Cooperative Bank had performed very
well its average growth during the period under study is almost 15% which is commendable.

27
 RESEARCH
METHODOLOGY

28
 RESEARCH METHODOLOGY

INTODUCTION AND MEANING

Research methodology is way to systematically solve the research problem. The research
methodology includes the various methods and techniques for conducting a research. D. Salinger
and M. Stephenson in the encyclopedia of social sciences define research as “the manipulation o
things, concepts or verify knowledge, whether that knowledge aids in construction of theory or in
the practice of an art”
Research is a careul investigation or inquiry especially through search for new facts in branch of
knowledge: market research specifies information. Required to address these issues: designs the
method for collecting information: manage and implements the data collecting process analyses
the results and communicates the finding and their implications.

RESEARCH OBJECTIVES AND SCOPE OF RESEARCH

PROJECT PROBLEM DEFINATION:

Personal Banker were with good background human being and through rigorous process of
recruitment but still not able to perform up to the expectation level of company, HR is not able to
sort out the problem why the performance is not coming even after giving the full marketing and
operational support. So there is need to study the customers perception and attitude towards the
various products and services provided by the bank.

RESEARCH: - It means search for facts, answers to questions and solutions to problems.

RESEARCH DESIGN:

Research design constitutes the blue print for the collection, measurement and analysis of data.
The present study seeks to identify the perception of consumers on KCC Bank in Kangra. The
research design is exploratory in nature. The research has been conducted on users within
Kangra. For the selection of the sample, convenient sampling method was adopted and an
attempt has been made to include all the age groups and gender within different occupation.

29
 Type of Research

The present study will adopt the exploratory approach wherein, there is a need to gather large
amount of information before making a conclusion.

DEVELOPING THE RESEARCH PLAN:

The data for this research project has been collected through self Administration. Due to time
limitation and other constraints direct personal interview method is used. A structured
questionnaire was framed as it is less time consuming, generates specific and to the point
information, easier to tabulate and interpret. Moreover respondents prefer to give direct
answers.
COLLECTION OF DATA
1: SECONDARY DATA: It was collected from internal sources. The secondary data was
collected on the basis of organizational file, official records, news papers, magazines,
management books, preserved information in the company’s database and website of the
company.

2: PRIMARY DATA: All the people from different profession were personally visited and
interviewed. They were the main source of Primary data. The method of collection of primary
data was direct personal interview through a structured questionnaire .

SAMPLING PLAN: Since it is not possible to study whole universe, it becomes necessary to take
sample from the universe to know about its characteristics.
Sampling Units: Different professionals. Chartered Accountants, Tax Consultants, Lawyers,
Business Man, Professionals and Students of Kangra.

 Sample Technique: Random Sampling.

 Research Instrument: Structured Questionnaire.
 Contact Method: Personal Interview.

30
 SAMPLE SIZE: My sample size for this project was 50 respondents. Since it was not possible
to cover the whole universe in the available time period, it was necessary for me to take a
sample size of 50 respondents.

DATA COLLECTION INSTRUMENT DEVELOPMENT: The mode of collection of data will

be based on Survey Method and Field Activity. Primary data collection will base on personal
interview. I have prepared the questionnaire according to the necessity of the data to be
collected.

LIMITATIONS OF THE STUDY

It is said, “nothing is perfect” and there would be few shortcoming in this project also. Sincere
efforts have been made to eliminate discrepancies as far as possible but few would have
remained due to limitation of the study.
Time seemed to be our most limited resource. To conduct a comprehensive research project in a
6 week period is very difficult.
The absence of appropriate funding limited the extent of our study. With additional financial
resources, the scope of our study could have been enlarged, resulting in a more representative
study.
Interview bias could not be avoided as in case of many surveys open ended questions involve the
use of probing techniques that increase interview bias. However, as our study did not use many
open ended questions, the extent of the bias was reduced.
It was not possible to understand thoroughly about the different marketing aspects of the
Financial Consultant within 45 days. As stipend, money was not given it was difficult to continue
the project work. All the work was limited in some limited areas of Kangra so the findings should
not be generalized. The area of research was Kangra and it was too vast an area to cover within 45
days.

31
OBJECTIVE

32
 OBJECTIVES OF THE STUDY

The objective behind the conducting project exercise was to get useful insight about the banking
sector. I have prepared this report with some specific objectives. The primary objective of our
study is to analyze the efficiency and effectiveness by the kcc bank. The objective of our study is
as under:

PRIMARY OBJECTIVES:

 .To studies the customer’s perception about KCC Bank.

 .To measure the awareness level of people regarding direct banking channels, products
offered by KCC bank.
 .To study brand image of the bank.
 .To increase the business of the bank.

SECONDARY OBJECTIVES:

 To evaluates the overall satisfaction level of customers regarding services and products
offered by the bank.
 To acquire new customer by convincing them and to promote the benefits of those which
are provided by the bank.
 To find the different way of convincing customers.
 To assess the customer contribution towards the growth of the bank (in terms of
recommendations for changes and improvements).
 To determine the need and purpose of a personal banker

33
 QUESTION WITH ANALYSIS AND INTERPRETATION:

A questionnaire was used as the primary source of data collection and the detailed question wise
analysis of the data is given below:-

Q.1 You’re Occupation?

Category No. of Respondents Percentage

Business 14 28
Profession 12 24
Service 18 36
6 12
Students

%age
40%
36%
35%

30% 28%

25% 24%
%age
20%

15%
12%
10%

5%

0%
Business Profession Service Student

Interpretation From above response it can be seen that.

• 28% respondents Occupation is Business.

• 24% respondents Occupation is Profession.
34
 • 36% respondents Occupation is Service.
• 12% respondents Occupation is Student.
Q.2 From which bank you have bank account?

Category No. of Respondents Percentage

KCC Bank 17 34

Others 33 66

%age

34%

66% KCC Bank

Other

Interpretation From above response it can be seen that

34% respondents have account with KCC bank.
66% respondents have account with others bank.

35
Q.3. Why you want to open an account in bank?

Category No. of Respondents Percentage

Efficient service 24 48
Convenient location 14 28
Acquaintance 8 16
Others 4 8

%age
48%

50%
45%
28%
40%
35%
16%
30% %age

25%
20% 8%
15%
10%
5%
0%
Efficient service Convenient location Acquaintance Other

Interpretation From above response it can be seen that

• From the survey we came to know that 48% people prefer services of the bank for opening
the account.

• About 28% people open account in the bank for the convenient location.

• 26% people open account because of acquaintance with the bank officers
• Only 8% people open account because of other reason.

36
Q.4. Do you want to open an account with KCC bank?

Category No. of Respondents Percentage

Yes 12 24
No 21 42
Not Idea 17 34

%age

24%
34%

YES
NO
Not Idea

42%

Interpretation From above response it can be seen that

24% respondents want to open an account in KCC bank.
42% respondents do not want to open an account in KCC bank.
34% respondents are already customers of KCC bank.

37
Q.5. what is your perception about different products/services provided by KCC
bank?

Category No. of Respondents Percentage

Lucrative 24 48
Not Lucrative 21 42
No Idea 5 10

%AGE
48%
50% 42%
45%
40%
35%
%AGE
30%
25%
20%
10%
15%
10%
5%
0%
LUCRATIVE NOT LUCRATIVE NO IDEA

Interpretation From above response it can be seen that.

48% respondent’s perception about different products is lucrative.
42% respondent’s perception about different products is not lucrative.
10% respondent’s have no idea.

38
Q.6.Are you aware that the KCC bank provides you free phone banking &
net banking services.

Category No. of Respondents Percentage

Yes 32 64
No 18 36

%AGE

36%

YES
NO

64%

Interpretation From above response it can be seen that

64% respondents are aware of it.
36% respondents are not aware of it.

39
Q.7. Are you aware of different terms and conditions which are very much
essential to maintain an account at KCC Bank?

Category No. of Respondents Percentage

Yes 17 34
No 33 66

%AGE
66%
70%

60%
34%
50%

40% %AGE

30%

20%

10%

0%
YES NO

Interpretation From above response it can be seen that.

 34% respondents are familiar with different terms and conditions which are very
much essential to maintain account with the bank.
 66% respondents have no idea about it.

40
Q.8. Is the staff of KCC bank is co-operative?

Category No. of Respondents Percentage

Yes 34 68
No 11 22
No Idea 5 10

68%
%AGE

70%

60%

50%
%AGE
40% 22%
30%
10%
20%

10%

0%
YES NO NO IDEA

Interpretation From above response it can be seen that.

68% respondents believe that staff of KCC bank is co-operative.
22% respondents believe that staff of KCC bank is not co-operative.
10% respondents have no idea.

41
Q.9. Do you think that KCC bank provides innovative products and superior services?

Category No. of Respondents Percentage

Yes 37 74
No 13 26

Sales
26%

YES
NO

74%

Interpretation From above response it can be seen that

74% respondents believe that KCC bank provides innovative products and superior
services.
26% respondents believe that KCC bank does not provide innovative products and
superior services.

42
Q.10. If you get opportunity in future would you like to be attached with KCC bank ?

Category No. of Respondents Percentage

Yes 38 76
No 12 24

24 Sales
%

YES
NO

76
%

Interpretation From above response it can be seen that

76% respondents want to attach with KCC bank.
24% respondents don’t want to attach with KCC bank.

43
CONCLUSIONS

44
 CONCLUSIONS

KCC Bank, the banking arm of KCC is expected to go on stream. The bank already has good
number of employees on board and is recruiting personal banker heavily to take the headcount to
many more. It is on the brim of increasing its customers through its attractive schemes and offer.
The project opportunities provided was market segmentation and to know the perception of
prospective customers in potential geographical location and convincing them to attract more
customers so that new business opportunities of the bank can be explored. Through this project,
it could be concluded that people are not much aware about the various products of the bank and
many of them not interested to open an account, to invest money at all. Majority of people have
more faith in public sector banks as compare to private banks. Professionals and businessman are
more attracted towards the products and services provided by the KCC bank as compare to
people in services and students. Services was considered as unsought good which require hard
core selling, but in changing trend in income and people becoming financially literate, the demand
for banking sector is increasing day by day.
So, at last the conclusion is that there is tough competition ahead for the company from its major
competitors in the banking sector. Last but not the least I would like to thank KCC Bank for giving
me an opportunity to work in the field of Marketing and Operation. I hope the company finds my
analysis relevant

CONCLUSION

This evaluation set out to assess whether the operational self-evaluation systems of the World
Bank Group are suited to their stated purposes. The evaluation found several positive aspects:
The design and operation of the systems adhere to relevant good practice standards, coverage is
comprehensive, and many evaluation experts consider the Bank Group’s systems as good as or
better than those in comparable organizations. The systems produce corporate results measures
that are easy to report externally and to compare across time, contexts, and sectors. Guidelines
and review processes exist, and there is ongoing, process-driven use of the information generated
for performance management and accountability. The systems mesh well with the Bank Group’s
independent evaluation systems for which they provide information.
Compliance with requirements is mostly strong. Stakeholders have unparalleled access to the
ratings, self-evaluations, and validation documents.1 Staff and managers engage seriously and
responsibly, and considerable resources go into feeding and using systems (a low-end estimate
puts the cost of producing self-evaluation at $15 million, 0.6 percent of the Bank Group’s annual
administrative budget).
Yet the emphasis in the 2013 World Bank Group Strategy on developing a “Solutions Bank” and
learning to enhance performance is not well-served by existing self- evaluation systems.

45
Information generated through the current systems is not systematically mined for learning
except by the Independent Evaluation Group (IEG) and use of the systems for project and
portfolio performance management can be improved. The focus on corporate results reporting
for accountability has sidelined use of the systems for these other purposes.
Some of the shortcomings identified by this evaluation are inherent in the design of the systems,
others relate to how they are used. The systems are mostly project- focused, objective-based, and
geared toward accountability (“did activities achieve their stated objectives?”), and thus have
built-in limitations for driving performance (“what needs to change so that we can deliver better
for clients?”) or generating learning (“what worked well and what could we have done better?”).
Also, using results-based management systems blindly can lead to excessive focus on simple
outputs and underinvestment in complex, long-term strengthening of client systems. Finally,
ratings are a useful part of the systems but tensions associated with IEG’s rating validation
process are unnecessarily prominent and distracting.
In economics, it is well-established that multiple goals cannot be achieved with a single
instrument. The same applies to self-evaluation. In the current organizational environment, it is
unrealistic to expect that self-evaluation systems can

Simultaneously and fully deliver on performance management, robust measurement of results for
accountability, and learning. There are trade-offs among these objectives that have been
insufficiently recognized and, in practice, the main thrust has been on results measurement for
external reporting.

Evolution of the Self-Evaluation Systems

The Bank Group has not had a coherent approach to how, how often, and in what direction
systems ought to evolve. Several documents establish the current expectations for the systems as
encompassing support for performance management, accountability and rigorous measurement
of results, and learning, but no single document sets out guiding principles or priorities. The 2013
Strategy adds an ambition of linking evaluation to the institution’s twin goals, which are yet to be
achieved. The International Finance Corporation (IFC) has expressed a desire to reform its
monitoring and evaluation (M&E) system to better meet its learning and business needs but
reconciling this with the reporting and accountability functions provided by the existing systems
proved contentious. The Bank has simplified the Implementation Status and Results Report (ISR),
whereas the most recent major change to the Implementation Completion Report (ICR) was in
2006.
There has been talk about integrating the diverse results measurement systems in place across
the Bank Group institutions and product lines. Doing so would be misguided. Already, corporate
results reporting overshadow other purposes so that information from systems is less useful and
less used for performance management and learning. Different product lines differ in their
information needs and, to be relevant and useful, systems should respond to these needs in the

46
first place. Also, the International Development Association (IDA) needs an IDA-specific results
framework for demonstrating its results.

Mapping Behaviors and Incentives

Key groups of people engage with the systems in ways that are fueled by a compliance mindset
more than a learning mindset. Levels of frustration and mistrust are high, and many perceive
systems to add little value. The systems map (figure 5.1) illustrates in three loops the ways in
which behaviors and incentives for staff and managers constrain the usefulness of the systems
There is excessive focus on ratings in how the systems are used, exacerbated by a competitive
organizational culture. This can make staff focus on avoiding negative ratings and disconnect and
can limit candor and lead to attempts at “gaming the process,” making results reporting less than
fully accurate (first loop).
Attention to volume overshadows attention to results. The push for new deals, lending, and
disbursements displaces incentives to invest in M&E and, without good data, systems create little
value and are only partially used for project performance management. Thus, many managerial
tasks rely on other data and occur outside the systems (second loop).
The perceived value of the knowledge created is low, too many risks and
failures are hidden, safe spaces to learn from failure are missing, lessons and knowledge are not
mined, and systems therefore create little organizational learning (third loop).

47
Behaviors, Incentives, and Motivations

48
 Interactions with systems need to more often trigger reflection, course correction,
and learning and less often trigger frustration and mechanical reporting. The user
experience for staff must improve Interview respondents from across the
 Bank Group characterized the self-evaluation processes as an elaborate
architecture to “feed the bureaucratic beast” with data that add little value. Staff
did not understand how management and the Board use information produced by
the systems. Consistent with the external panel review of IEG (see box 3.4), people
who were interviewed or participated in focus groups were eager for reform that,
in their view, should not result in additional work pressure and complexity and
needed to address incentives. As one manager said: “Self-evaluations are only as
good as the intention, candor, and use to which they are put. Systems may change
at the margin, but unless signals and other factors change, not much will improve.”

 Staff is not the only group for whom systems fail to produce much value. The main
focus is on the Board, donors, senior management, and arguably IEG, to some
extent at the expense of other stakeholders, particularly governments,
implementing agencies, firms, and even beneficiaries and citizens. In some cases
these stakeholders do not find the value they are looking for and instead find the
systems to be burdensome, bureaucratic, and irrelevant. It may not be possible for
the Bank Group to realize all of the potential value for all potential stakeholders,
but systems need to produce value to the primary beneficiaries of the “Solutions
Bank,” and to the team and line management where the need for learning
arguably is strongest.

 Many staff are intrinsically motivated to help clients deliver results, and value
working toward improvement and learning, but managerial signals and
organizational habits distract. IEG’s report Learning and Results in World Bank
Operations: Toward a New Learning Strategy suggests that the Bank needs a fresh
approach to learning and knowledge sharing, one that that affords sufficient
weight to behavioral drivers, to rigorous measurement of results so that
meaningful

 Learning can take place, and to achieving results so that learning for learning’s sake
is avoided. Both this evaluation and IEG’s two evaluations on Bank learning call for
wide-ranging changes to deep-rooted organizational habits. How should such
reforms be designed? This evaluation was not able to identify any comparable
organization with clearly better systems that could be imitated. The four user-
centric design workshops conducted as part of this evaluation indicate that

49
 reforms will be hard to design because many different systems are intertwined,
stakeholders have conflicting needs, and, for people deeply familiar with existing
systems, it is hard to visualize what highly functioning systems look like.

User centric analysis offers several important and additional insights into the practice of
self- evaluation more generally, and into the challenges specific to the World Bank Group’s
self- evaluation systems. User-centric analysis considers “usability” as a sub-set of the user
experience. Usability describes the extent to which a system, product, or service can be
deployed by specified users to achieve specified goals with effectiveness, efficiency, and
satisfaction.
Unique to user-centric analysis is the dimension of “satisfaction.” The “nudge team” of the
United Kingdom has proposed four dimensions for user satisfaction—“easy,” “attractive,”
“social,” and “timely” (EAST).
Do the World Bank Group’s self-evaluation systems offer “user satisfaction”? There are
two kinds of users—those users that feed the system and those users that look to finding
the ratings or the records to offer a realistic description of the past. Neither user
experience appears to be anywhere close to being easy, attractive, social, or timely:

Usability Dimensions User Experience: Feeding User Experience: Taking

the systems ratings, records, and
lessons from the systems
Effectiveness Users do not trust the Data and lessons are not
system overall consistently of high quality
and systems do not serve
well the “Solutions Bank”
Efficiency Users find the data input Efficient for using the
experience costly in terms ratings for corporate
of time. Templates do not performance reporting.
support efficient recording Inefficient for using records
of lessons for learning purposes
Satisfaction (easy, Users find feeding the Users describe the process
attractive, social, timely) system a lonely and on a range between “time
unsatisfying experience consuming” to a “waste of
with little if any time”
personal rewards

In interviews with users, dissatisfaction was the dominant theme and few if any cited
positive attributes to their actual experience with systems. There was a lack of trust and
little sense that systems provide a service to the user. Positive aspects named, if any,

50
 pertained more to the overall function of having accountability, which is needed, and not
to the actual experience.

Unleashing the Potential of Self-Evaluation

Staff and management perceive IEG’s validation function as yet another obstacle to overcome and
many staff erroneously believe IEG to be the “owner” of systems that, in fact, are owned by
management. Yet because IEG has worked collaboratively with management over the years in
designing, maintaining, evolving, and refining systems, the current state of affairs is a shared
responsibility between management, IEG, and to some extent the Board on whose behalf IEG
conducts validations.
Realizing the potential of self-evaluation to support the Bank Group’s strategy and the twin goals
will require greater clarity and better balance between accountability, performance management,
and learning objectives. The accountability function of mandatory self-evaluation is essential and
should not be sacrificed, so when reforming systems, options to enhance learning should be
explored while maintaining the accountability function. There is a need to work toward a more
learning-oriented culture where users trust systems and have dramatically more positive
experiences interacting with them.

51
RECOMMENDATION

52
 RECOMMENDATION

Finally some recommendations for the company are as follows:

 To make people aware about the benefit of becoming a customer of KCC Bank, following
activities of advertisement should be done through

 The bank should provide life time valid ATM card to all its customers.

 Minimum balance for savings account should be reduced from Rs 5000 to Rs 1000, so
that people who are not financially strong enough can maintain their account properly.

 The company should provide a pass book to all its customers.

Other facilities must be providing to the customer:

 The bank should provide life time valid ATM card to all its customers.

 Minimum balance for savings account should be reduced from Rs 5000 to Rs 1000, so
that people who are not financially strong enough can maintain their account properly.

 The company should provide a pass book to all its customers.

 Make people understand about the various benefits of its products.

 Company should organize the program in the society, so that people will be aware
 about the company and different products of the bank.

 Company should open more branches in different cities.

53
Recommendation 1: Reform the ICR system and its validation to make it more compatible with
innovation and course corrections. As the report explains, project teams should be able to change
course faster and more often. The ICR system should better account for unintended positive and
negative outcomes, beneficiaries’ perspectives, and unforeseeable shocks in how results are
measured and projects are rated (applies to the World Bank and to IEG’s role in validation).
Measuring and rating project outcomes at closing against objectives stated at design years earlier has
become a source of tension and perceived rigidity, given that the quality assurance of results
frameworks at the time of project design is insufficient and that the options of restructuring and
adaptive project management have not taken root.

Recommendation 2: Help staff understand that project objectives pertaining to innovating,

piloting, and testing are feasible and that projects with such objectives are rated appropriately,
provided the project development objective and indicators are set in the right way (applies to World
Bank and IFC, with implications for IEG). Second Loop: Attention to Volume Sometimes Overshadows
Results Demand from the Bank Group Board and management for knowledge and evidence to
enhance development effectiveness has not been matched by a corporate learning culture.
Managerial signals emphasize business volume more than they do results, performance, and good
self-evaluation; tensions over ratings and disconnects distract from learning; and there is room to
more consistently infuse existing learning, strategic, and planning processes with evaluative evidence.
The Board has a role also to reinforce these signals.

Recommendation 3: Strengthen rewards and leadership signals at all levels of the organization
to reinforce the importance of self-evaluation. For example, this can be done by promoting use of
the knowledge generated from self-evaluations by teams, practices, and senior management, and by
balancing the current excessive focus on outcome ratings and disconnects with more deliberative use
of monitoring and self-evaluation information by teams and managers (applies to World Bank and
IFC). Identification of problems and solutions could be strengthened by having more reliable
monitoring data and using that data more consistently in safe space deliberative meetings aimed at
identifying and discussing problems. The M&E systems that generate the underlying evidence for
results have long-standing shortcomings, despite various initiatives to strengthen M&E and results
orientation. Strengthening M&E is especially important for projects with new or innovative designs
and will also require building client M&E capacity in collaboration with partners.

Recommendation 4: Formulate a more systematic approach to improving M&E quality. As the

report explains, this would entail building staff and clients’ M&E capacity, demonstrating to clients
the value of M&E, and provisioning of specialized M&E skills at key moments of the project cycle for
targeted projects (applies to the World Bank and IFC).

54
QUESTIONNAIRE

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Dear Sir/Madam,
Name:

1. Your Age: ____________________

2. Education Qualification.
Undergraduate □
Graduate □
Postgraduate □

3. Marital Status.
* Married □
* Single □

4. Number Of year’s Are You in Kangra.

* Less than five year’s □
* More than five year’s □

5. Occupation.
* Business □
* Profession □
* Service □
* Student □

6. Your annual household income.

* <than 2 lack □
* between 2 to 5 lack □
* between 5 to 8 lack □
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* >than 8 lack □

7. From which bank you have account?

* KCC □
* Others □

8. Why you want to open an account in bank?

• Efficient Service □
• Convinient location □
• Acquaintance □
• Others □

9. What is your perception about different products and services

offered by KCC Bank?

* Lucrative □
* Not lucrative □
* No idea □

10. Do you want to open a savings account with KCC Bank?

* yes □
* No □

11. Are you aware of that KCC Bank provide you free phone banking
& net banking services.
If you open a new savings account with KCC bank?
* yes □
* No □

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 12. Are you aware of different terms and conditions which are
Very much essential to maintain an account at KCC Bank?
* Yes □
* No □

13. Is the staffs of KCC bank is co-operative?

* Yes □
* No □

14. Do you think that KCC bank provides innovative products and
Superior services?
* Yes □
* No □

15. If you get opportunity in future would you like to be

attached with KCC bank?
* Yes □
* No □

WEB REFERENCES
http:www.kccb.com/consumer perception_rshn.htm
http:[email protected]/profile/paper.htm
http:www.faculty.rsu.edu/history/mgtfayol.html
http:www.mr-guide.com/data/G510.htm
http:www.sancharnet.com/lo_index.htm

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