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The IUP Journal of Bank Management
Service Quality of Indian Bank in Thanjavur District: Evidence from Survey Data
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'Quality Services' is the key to win global competition. It influences customer value and customer satisfaction which in turn leads to customer loyalty. Customer perceptions of service quality have greater potential to make correct decisions and to deliver true value services to customers. This paper identifies the critical quality dimensions of banking services based on the quality scale proposed by Parasuraman et al. (1991a and 1991b). The paper investigates the five different service quality dimensions and presents the results.

 
 
 

The concept of banking was first introduced in medieval Florence in 1397, as a network of shops to transfer large sums of money from one place to another against the risk of robbery. Modern banking has come a long way from those humble beginnings in Florence. The origin of the Indian banking system began in the later part of the 18th century with the establishment of General Bank of India in 1786. Today, banks have become a part and parcel of every individual. They cater to the needs of agriculturists, industrialists, traders and all other sections of the society. Banks are competing in providing a variety of noble services to their customers. Service quality is an important aspect which determines the success of such services and the organization as a whole. Today, the customers are trying to make a choice among suppliers which leads to a trade off between relationship and economies, trust and products, service and efficiency, etc. In addition, improved technologies are resulting in customer service breakthrough that significantly alters customers' expectations and perceptions. `Perceived service quality' has been defined as the consumers' global attitude or judgment of the overall excellence or superiority of the services, which can be measured by service quality dimensions. These factors increase the speed of processes such as solving customer problems, handling of customer complaints, service delivery, handling of applications, etc.

The Indian banking industry is now in a position to face the challenges of increased competition, complexity of business and highly demanding consumers. Entry of new private banks and foreign banks with updated technology is another challenge to the existing banks. Though the public sector holds a major share of the industry, its performance is lagging behind the private and foreign banks. Private banks are gradually eroding and capturing the share of public sector banks. The Indian economy under Liberalization, Privatization and Globalization (LPG) throws a mind-boggling process for existence and growth of the sector. WTO was established in 1995 and the signing of WTO agreement by the Indian government meant greater competition from foreign and domestic bankers in terms of speed, sophistication and professionalism. The banks are now expected to maintain transparency in their operational and financial statements. However, in the deregulated virtual market, small banks with high return on equity will have an edge over the large banks. In fact, modern commercial banks have to be much more agile to stay in the competitive market. Adoption of information technology and improved services are vital for survival and growth of the sector and will fix the future of commercial banks in the LPG economy.

 
 
 

Bank Management Journal, Indian Bank in Thanjavur District, Customer Loyalty, Banking Services, Modern Banking, Indian Banking System, Liberalization, Privatization and Globalization, Commercial Banks, Information and Communications Technology, Multiple Regression Analysis, Private Organizations, Principal Component Analysis.