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CHAPTER: 1 PART: 1

ORGANIZATION OVERVIEW THE CITY BANK LIMITED

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1.1.1 HISTORICAL BACKGROUND OF THE CITY BANK LIMITED City Bank is one of the oldest private Commercial Banks operating in Bangladesh. It is a top bank among the oldest five Commercial Banks in the country which started their operations in 1983. The Bank started its journey on 27th March 1983 through opening its first branch at B. B. Avenue Branch in the capital, Dhaka city. It was the visionary entrepreneurship of around 13 local businessmen who braved the immense uncertainties and risks with courage and zeal that made the establishment & forward march of the bank possible. Those sponsor directors commenced the journey with only Taka 3.4 crore worth of Capital, which now is a respectable Taka 330.77 crore as capital & reserve.

City Bank is among the very few local banks which do not follow the traditional, decentralized, geographically managed, branch based business or profit model. Instead the bank manages its business and operation vertically from the head office through 4 distinct business divisions namely Corporate & Investment Banking; Retail Banking (including Cards); SME Banking; & Treasury & Market Risks. Under a real-time online banking platform, these 4 business divisions are supported at the back by a robust service delivery or operations setup and also a smart IT Backbone. Such centralized business segment based business & operating model ensure specialized treatment and services to the bank's different customer segments. The bank currently has 88 online branches and 10 SME service centers and 1 SME Agro center spread across the length & breadth of the country that include a full fledged Islami Banking branch. Besides these traditional delivery points, the bank is also very active in the alternative delivery area. It currently has 83 ATMs of its own; and ATM sharing arrangement with a partner bank that has more than 550 ATMs in place; SMS Banking; Interest Banking and so on. It already started its Customer Call Center operation. The bank has a plan to end the current year with 100 own ATMs. City Bank is the first bank in Bangladesh to have issued Dual Currency Credit Card. The bank is a principal member of VISA international and it issues both Local Currency (Taka) & Foreign Currency (US
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Dollar) card limits in a single plastic. VISA Debit Card is another popular product which the bank is pushing hard in order to ease out the queues at the branch created by its astounding base of some 400,000 retail customers. The launch of VISA Prepaid Card for the travel sector is currently underway. City Bank prides itself in offering a very personalized and friendly customer service. It has in place a customized service excellence model called CRP that focuses on ensuring happy customers through setting benchmarks for the bank's employees' attitude, behavior, readiness level, accuracy and timelines of service quality.

Picture 1: CBL milestones

Strongest Banker 2010

April 2010

Offshore Banking

November 2009

Launch of AMEX

November 2009

Launch of City Brokerage Launch of New Logo 2008 Centralization

August 2009 July

January 2008

Inception

March 1983

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City Bank has launched American Express Credit Card and American Express Gold Credit card in November 2009. City Bank is the local caretaker of the brand and is responsible for all operations supporting the issuing of the new credit cards, including billing and accounting, customer service, credit management and charge authorizations, as well as marketing the cards in Bangladesh. Both cards are international cards and accepted by the millions of merchants operating on the American Express global merchant network in over 200 countries and territories including Bangladesh. City Bank also introduced exclusive privileges for the card members under the American Express Selects program in Bangladesh. This will entitled any American Express card members to enjoy fantastic savings on retail and dining at some of the finest establishment in Bangladesh. It also provides incredible privileges all over the globe with more than 13,000 offers at over 10,000 merchants in 75 countries.

City Bank is one of the largest corporate banks in the country with a current business model that heavily encourages and supports the growth of the bank in Retail and SME Banking. The bank is very much on its way to opening many independent SME centers across the country within a short time. The bank is also very active in the workers foreign remittance business. It has strong tie-ups with major exchange companies in the Middle East, Europe, Far East & USA, from where thousands of individual remittances come to the country every month for disbursements through the bank's large network of 99 online branches and SME service centers. The current senior management leaders of the bank consist of mostly people form the multinational banks with superior management skills and knowledge in their respective "specialized" areas. The newly launched logo and the pay-off line of the bank are just one initial step towards reaching that point.

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1.1.2 MISSION, VISIONS AND OBJECTIVE OF CBL CORPORATE MISSION OF CBL o To contribute to the socioeconomic development of the country o To attain the highest level of customer satisfaction through extension of services by dedicated and motivated team of professional o To maintain continuous growth of market share ensuring Quality o To maximize banks profits by ensuring its steady growth o To maintain the high moral and ethical standards o To ensure participative management system and empowerment of Human Resources o To nurture an enabling environment where innovativeness and performance is rewarded.

CORPORATE VISION OF CBL o To be the leading bank in the country with best practices and highest social commitment.

OBJECTIVE OF CBL

Despite extreme competition among banks operating in Bangladesh, both local and international The City Bank Limited made a remarkable progress practically in every sphere of its functions. The active of the CBL are very implicit and vast comparing to that of other banks in the country today. The theme of the bank is For Relationship Banking. The prime objectives of the CBL are to create a strong capital base, to earn good profit and pay satisfactory dividend to honorable shareholders with proper social commitments. To achieve the objectives the management is continuously working for the improvement of banks assets quality by identifying potential depositors and good borrowers. Because it believes The line of excellence never ends. The strategic plans and business will be its strength in this very competitive environment.
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1.1.3 CITY BANK FOOTPRINT


10 39 09

07

16 07

87 branches country-wide: 87 Conventional & 1 Islamic Dhaka Region : 39 Chittagong Region: 16 Sylhet Region : 09 Khulna Region : 07 Bogra Region : 10 Comilla Region : 07 All branches fully online 14 SME Business Centers, 10 SME Agri Branches. 46 City ATMs; shared access to 620 ATMs of DBBL & Q-Cash 1,500 Merchants, 2,200 POS presently Tie up with 21 Exchange Houses for remittances 4 Brokerage Branches in operation
7

1.1.4 FUNCTIONS OF DIFFERENT DIVISION AT CITY BANK FINANCIAL DIVISION o Financial Planning , budget preparation and monitoring o Payment of salary o Controlling inter-branch transaction o Disbursement of bills o Preparation / Review of returns and statement o Preparation of financial reports and annual reports o Maintenance of Provident Fund, Gratuity, Superannuation Fund o Reconciliation

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CREDIT RISK MANAGEMENT (CRM) o Loan administration o Loan disbursement o Project evaluation o Processing and approving credit proposals of the branches o Documentation, CIB (Credit Information Bureau) report etc o Arranging different credit facilities o Providing related statements to the Bangladesh Bank and other department

HUMAN RESOURCE DIVISION (HRD) o Recruiting o Training and development o Compensation, employee benefit, leave and service rules program and purgation o Placement and performance appraisal of employees o Preparing related reports o Reporting to the Executive Committee/Board on related matters o Promotional camping and press release

INFORMATION TECHNOLOGY (IT) DEPARTMENT o Software development o Network management and expansion o Member banks reconciliation o Date entry and processing o Procurement of hardware and maintenance

BRANCH CONTROL & INSPECTION DIVISION o Controlling different function of the branches and search for expansion o Conducting internal audit and inspection both regularly and suddenly

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o Ensuring compliance with Bangladesh Bank(BB), monitoring BBs inspection and external audit reports

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FIGURE 1: ORGANOGRAM (REPORTING LINE) OF CBL


Organogram for Reporting Line Shareholder s Executive Committee Audit Committee Audit & Inspection Division Board of Directors Managing Directors Deputy Managing Directors Company Secretary Central Accounts Division Credit Division
Marketing, Development & General Banking Division

Chief Advisor

H E A D O F F I C E

General Services Division Human Resources Division

International Division Information Technology Division Research & Planning Division Treasury & Money Market Division Board Secretariat & Share Department

Card Cell

Law & Recovery Department

Cost Control Department

1.1.4 SERVICES OF CBL


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The principal activities of the Bank are to provide all kinds of commercial banking, consumer banking trade services, custody and clearing to its customers through its branches in Bangladesh. City Bank is among the very few local banks which do not follow the traditional, decentralized, geographically managed, branch based business or profit model. Instead the bank manages its business and operation vertically from the head office through 4 distinct business divisions namely1. Corporate & Investment Banking; 2. Retail Banking (including Cards);
3. Treasury & Market Risks. &

4. SME Banking;

CORPORATE & INVESTMENT BANKING


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City Bank fully understands the importance of time, convenience and efficiency to the success of your business. We make easy the complex financial world for you and help you maximize every opportunity. In CBL following activities are performed in this divisions Financing o Working Capital Finance o Trade Finance o Short/Mid-term Finance o Project Finance o Islamic Finance o Structured Finance Cash Management Investment Banking Schedule of charges Interest rate on Lending

RETAIL BANKING Retail banking includes the tasks for the following purposes1. DEPOSITS
o o o o o o o

Current Account Savings Account City Onayash City Shomridhdhi City Projonmo City Ichchapurun FDR

2. LOANS
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o o o o o

City Drive City Solution City Express City Double City Scholar

3. CARDS- DEBIT CARD, CREDIT CARD ETC. o Visa Debit Card o Master Debit Card o Amex Credit Card o Visa Credit Card 4. NRB- FOREIGN REMITTANCE o Medical File o Student File o Remittance TREASURY & MARKET RISKS City Bank Ltd. has a dedicated Treasury team who is capable of providing all treasury Solutions. Through their foreign correspondent business partners CBL is providing a wide range of Treasury products. In CBL Treasury, there are four teams who are specialized in their own area to ensure the best possible solution to our customer requirement. CBL has following teams in the Treasury: Foreign Exchange (local & G7) Money Market Corporate Sales Market research

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SME BANKING Considering the potential growth and demand situation the City Bank Limited has extended credit facilities to small and medium enterprises through SME Banking in the year 2006 and 2007.A separate division has established in the Head Office with collaboration of all branches to process and handle loans under SME for attaining a respectable market share and successful operation of the scheme. The bank has organized several training program for development of adequate human resources.

CBLS SME-S banking is engaged of servicing for the following facilities1. City Muldhan- Trading Purpose SME business in Bangladesh mostly requires active financial / banking support for their business to grow. To cater various such needs of different trade related business, from July, 08 The City Bank was going introduce a complete tailor made package which surely will meet your specific financial needs and services.

2. City Munafa- 50% FDR backed There are around 106,000 Small and Medium Enterprises in Bangladesh according to a market survey. Based on the estimate, there is a total funding requirements of BDT 200 Billion. A lot of banks are financing for their working capital, fixed asset purchase and other business purposes through complicated or less friendly credit analysis methods by taking land or building as primary collateral. City Bank, as specified in its Small and Medium Enterprise financing policy, would like to offer
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simply structured, process based, yet risk mitigating banking product to the SMEs. CBL MUNAFA has been designed based on the above objectives to achieve. "MUNAFA" is a terminating loan facility (EMI based) for working capital, fixed asset purchase, or any other business purpose. Bank would finance against net cash flow of the socio economic entity derived from cash flow of any creditworthy business and secure the lending against lien of CBL fixed deposit amounting 50% of loan volume. The product will allow the bank to capture the existing market opportunity.

3. City Shulov- Manufacturing Purpose A unique product to facilitate concerns engaged in manufacturing business. The product will facilitate to meet up diversified needs to different manufacturing concerns.

4. City Sheba- Service Purpose


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To facilitate different concerns engaged in service related industry, The City Bank is going to introduce a customized product naming City Bank Sheba. The product will positively satisfy different business related needs of the clients involved in different service sectors.

5. City Nokshi- Women Entrepreneur Women are no more belong for household activities only. Rather their movement started shifting toward ruling nation, leading corporate office, developing as business think tank. In all over the world for the last decade women has proved their capacity and entrepreneurship skill in their respective arena. The state and Bangladesh bank feel to give a comfortable ground for the development of the women in the business entity and are encouraging and inviting the financial facilitators to extend their hands. There are thousands women specially in handicrafts, boutique, agro based industry, beauty parlour, ready made garments, creative works, interior design, entertainment market etc keeping their superb contribution. That's why City Bank introduces City Nokshi an exclusive SME financial facility for women entrepreneur.

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6. City OD & TL-50% FDR backed 7. City Long Term Against Mortgage Loan 8. City Agri

City Khamar: City Khamar is the loan product to assist the growers who are involved in fish and poultry production. Fish & poultry industry has become one of the advance industries in the past decade and many of our growers shifted their focus from crops to fish & poultry production because of scarcity of natural fish & meat to meet the high demand. City Khamar boost this industry in producing more fish & Poultry to meet our demand

City Shosho; Agricultural is the main artery of the nation like Bangladesh. More that 80% of our citizen still depends on agriculture. Agro based products are no more restricted to just producing paddy. The scope of agriculture has been spread from crops to livestock, livestock to fisheries, fisheries to fruit cultivation etc. Till date rice is our staple food and we do have heavy dependency on potato, vegetable, fish, live stocks, fruits etc. In absence of adequate production of all these necessities, we need to live on imported crops and cost of living ultimately goes up and a huge stake of our population is simply lives very hard life because of crisis of the necessities. Private sector facilities are invited to take part in the development of this agro based industry to avoid the deadly sufferings of crisis and City Bank has come forward to

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accept the call and introduced City Shosho to facilitate rural agricultural development.

City Livestock: City Livestock is the loan product to assist the persons involve in farming livestock in different areas in the country. Livestock has a huge demand in our country for our food, milk and cultivation as well. The raw hide of the livestock is also highly demanded for the leather industry. As we cant meet our domestic demand of milk and meat from our local sources, we are hugely dependent in import for livestock products. City Livestock has been aimed to facilitate the people who are involved in livestock business in the country.

City Jantrapati: City Jontropati is aimed to facilitate the farmers to produce different agro based machinery and equipment for their irrigation and cultivation. Production of modern cultivation is heavily dependent on availability facility of equipment and machinery for irrigation and cultivation. This loan product will help the farmers to buy this equipment for cultivation process.

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CHAPTER: 2 PART: 2 SECTION 1

INTRODUCTION TO THE REPORT

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2.2.1.1 INTRODUCTION Consumer expectation is the ideas and feelings that a consumer has about a product or service, based on what he or she needs from it and expects it to do. Consumer expectation can be created by previous experience, advertising, what other people say about it. Perception is the process by which organisms interpret and organize sensation or felling to produce a meaningful experience of the world.

Credit is the trust which allows one party to provide resources to another party where that second party does not reimburse the first party immediately (thereby generating a debt), but instead arranges either to repay or return those resources (or other materials of equal value) at a later date. The resources provided may be financial (e.g. granting a loan), or they may consist of goods or services (e.g. consumer credit). Credit encompasses any form of deferred payment. Credit is extended by a creditor, also known as a lender, to a debtor, also known as a borrower.

Small enterprise credit is a loan that establishes small enterprise credit that is granted for small enterprise business use; usually unsecured, some times partial secured and based on the borrower's integrity and ability to pay.

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2.2.1.2 RATIONALE OF THE STUDY Always a research is designed considering some requirements. Though this research is conducted as a part of MBA program but this study might be very much useful for banks especially in the present banking environment. Now more than 50 banks incorporate in Bangladesh and all have some competitive objectives of their own style. All banks are now facing more competition ever before and so for this all are wanted to offer more attractive service to their clients and trying to attain consumers satisfaction. From same point of view, innovative and creative utilization of small enterprise loan products and improve the bankers aptitude will aid to turn into more modernize bank.

2.2.1.3 STATEMENT OF THE PROBLEM SME plays an important role in the economic and social life and it can generate large numbers of non-agriculture jobs, exports, sales and value addition. They contribute to the employment creation as well as to the improvement of skills by providing on the job training to individuals who have already little experience and knowledge. It is strongly believed that with the right policies and frameworks, SMEs have a crucial role to play for the economy of a developing country like Bangladesh by adopting new technologies and approaches.

There are at least six million (approximately) small and medium enterprises (SMEs), which have employed around 80 percent of the total industrial workforce (excludes agriculture, Financial Institutions and forestry sector) and contribute nearly 25 percent to the Bangladeshs gross domestic products (GDP). Nearly 95 percent of the countrys total business falls under the category of micro, small and medium enterprises that share more than 40 percent of the entire manufacturing output and therefore, SMEs can be termed as the driving force behind the expanding economy.

SME has become a common slogan today around the world including Bangladesh. It is now very much in the public and trade support institutions policy limelight in Bangladesh.
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Financial institutions, including state owned and private commercial banks, are also rendering their support by providing investment facilities and promotional services to SMEs.

In the present era of global competition and free markets, success or failure of SMEs depends largely on their managerial skills, product quality, access of technology, and improved marketing skills and above all making their products more competitive. Here comes the role/ importance of appropriate mode of finance to the SMEs, which can facilitate rapid development of SME towards achieving desired economic and social goals.

2.2.1.4 SCOPE OF THE REPORT Scope of the study can be describe in terms of two grounds like-

ORGANIZATIONAL SCOPE I am working in the Credit SME-Small unit of Credit Risk Management

Division at The City Bank Ltd. since May 10, 2009. I was getting the opportunity to sort & analyze the information regarding Small enterprise financing of the City Bank Ltd.

PRACTICAL OF INSTITUTIONAL KNOWLEDGE

After finishing the 13th subjects of MBA program which would facilitate to do work in City Bank with efficient and confidence through support of institutional knowledge. So that the finance based understanding will assist me to carry on this type Bank oriented research task.

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2.2.1.5 OBJECTIVE OF THE STUDY BROAD OBJECTIVE The broad objective of this research is to get an idea about the wide utilization and knowledge about the small enterprise banking loan products which can improve the ordinary banking services style through applying fundamental finance aspects. Moreover this study tried to reveal the prospect of aptitude on bankers and emotional and brand value actions to the forthcoming small enterprise credit customers.

SPECIFIC OBJECTIVE o To identify the CBL portfolio position. o To identify last five years performance trend of CBL. o To identify the CBL SME-S portfolio position. o To find out the CBL SME-S present delinquency (past dues) position. o To identify the consumer expectation, perception and behavior on small enterprise credit. o To identify the issues to minimizing the customers objection and Service gap. o Observation on SME-S enterprise business.

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CHAPTER: 2 PART: 2 SECTION 2

REVIEW OF RELATED LITERATURE

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2.2.2.1 MINIMUM REQUIREMENTS FOR SMALL ENTERPRISE FINANCING

As according to the revised definition of SME, all are required to consider as accordingly for reporting purpose. A snapshot of the revised definition as under: Table 1: SME Classification Category Value of Assets(other than land and Building) Manufacturing Service Medium 10 30 crore Enterprise: Small Enterprise Micro Enterprise Cottage Industry Trading Manpower Limit Manufacturing Service 50-100 10-25 Trading 50-100 10-25

1-15 crore 1-15 crore 100-250 25-99

50 lac 10 cror 5 lac 1 5 lac 1 crore crore 5 lac- 50 lac

Less than Less than 510-24 5 lac lac Less than 5 lac

Less than Less than 10 10 Not more than 10


SOURCE: BB CIRCULAR, 2011

Apart from the specific regulations given under each mode of financing separately, general requirements laid down here should also be followed by the banks while undertaking Small Enterprise financing. It may by noted that these are the minimum requirements and should not in any way be construed to restrict the role of the management processes through establishing comprehensive credit risk management systems appropriate to their type, scope, sophistication and scale of operations. The Board of Directors of the banks are required to establish policies, procedures and practices to define risks, stipulate responsibilities, specify security requirements, design internal controls and then ensure strict compliance with them.

PRE-OPERATION
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Before embarking upon or undertaking Small Enterprise financing, the banks shall implement/follow the guidelines given below. The banks already involved in Small Enterprise financing will ensure compliance with these guidelines within six month of the date of issuance of Small Enterprise Financing Prudential Regulations. 1. Banks shall establish separate Risk Management capaCity for the purpose of Small Enterprise financing, which will be suitably staffed by personnel having sufficient expertise and experience in the field of consumer finance/business. 2. The banks shall prepare comprehensive Small Enterprise credit policy duly approved by the Board of Directors, which shall interalia cover loan administration, including documentation, disbursement and appropriate monitoring mechanism. The policy shall explicitly specify the functions, responsibilities and various staff positions, powers/authority relating to approval/sanction of consumer finance facility. 3. For every type of Small Enterprise finance activity, the bank shall develop a specific Product Program Guide (PPG). The program shall include the objective/quantitative parameters for the eligibility of the borrower and determining the maximum permissible limit per borrower. The PPG will also indicate the maximum permissible exposure banks will take against each product. 4. Bank shall put in place and efficient computer based MIS for the purpose of Small Enterprise finance, which should be able to effectively cater to the needs of Small Enterprise financing portfolio and should be flexible enough to generate necessary information reports used by the management for effective monitoring of the bank's exposure in the area. The MIS is expected to generate the following periodical reports: basis. Delinquency reports (for 30, 60, 90 180 & 360 days and above) on monthly

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Reports interrelating delinquencies with various type of customers of

various attributes of the customers to enable the management to take important policy decisions and make appropriate modifications in the lending program. Quarterly product wise profit and loss account duly adjusted with the provision on account of classified accounts. These profit and loss statements should be placed before the Board of Director in the immediate next Board Meeting. The branches of foreign banks in order to comply with these conditions shall place the reports before a committee comprising of Chief Executive Officer, Chief Finance Officer and Head of Small Enterprise. 5. The banks shall develop comprehensive recovery procedures for the delinquent loans. The recovery procedures may vary from product to product. However, distinct and objective triggers should be prescribed for taking pre-planned enforcement/recovery measures. 6. The institutions starting consumer financing are encouraged to `impart sufficient training on an ongoing basis to their capability regarding the various aspects of Small Enterprise financing. 7. The banks shall prepare standardized set of borrowing and recourse documents (duly cleared by their legal counsels) for each type of Small Enterprise financing.

OPERATIONS 1. Small Enterprise financing, like other credit facilities, must be subject to the Bank's risk management process setup for this particular business. The process may include, identifying source of repayment and assessing customer' ability to repay his/her past dealings with the bank, the net worth and information obtained from a Credit Information Bureau approved by Bangladesh Bank. 2. At the time of granting facility under various modes of Small Enterprise financing, banks shall obtain a written declaration from the borrower divulging details of various facilities already obtained from other institutions. The banks should carefully study the details given in the statement and allow fresh finance/limit only
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after ensuring that the total exposure in relation to the repayment capacity of the customer does not exceed the reasonable limits as laid down in the approved policies of the banks. The declaration will also help banks to avoid exposure against an enterprise having multiple facilities from different institutions. 3. Internal audit and control function of the bank, apart from other things, should be designed and strengthened so that it can efficiently undertake an objective review of the Small Enterprise finance portfolio from time to assess various risks and possible weaknesses. The internal audit should also assess the adequacy of the internal control and ensure that the required policies and standards are developed and practiced. Internal audit should also comment on the steps taken by the management to rectify the weaknesses pointed out by them in their previous reports for reducing the level of risk. 4. The banks shall ensure that their accounting and computer systems are well equipped to avoid charging of mark-up. For this purpose it should be ensured that the mark-up charged on the outstanding amount is kept separate from the principal. 5. The banks shall ensure that any repayment made by the borrower is accounted for before applying mark-up on the outstanding amount. DISCLOSURE/ETHICS The banks must clearly disclose all the important terms & conditions. Fees, charges and penalties, which are internal including interest rate, pre-payment penalties and the conditions under which that apply. For ease of reference and guidance of their customers, banks are encouraged to publish brochures regarding frequently asked questions.

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CHAPTER: 2 PART: 2 SECTION: III

METHODOLOGY OF THE STUDY

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2.2.3 METHODOLOGY OF THE STUDY 2.2.3.1 METHOD OF DATA COLLECTION 2.2.3.1.1 PRIMARY SOURCES Questionnaires was developed to collect information from regular small enterprise customers of City Bank as well as potential small enterprise customers 2.2.3.1.1.1 SAMPLING PLAN 2.2.3.1.1.1.1 SAMPLE UNIT City Bank, Dhaka cluster SME-S employees and regular customers 2.2.3.1.1.1.2 SAMPLE SIZE This survey was limited within 50 random City Bank Customers. 2.2.3.1.1.1.3 SAMPLING PROCEDURE The sampling procedure was random. 2.2.3.1.1.2 CONTACT METHOD Face-to-face interviewed and telephonic conversation with existing small enterprise customers of The City Bank Ltd. 2.2.3.1.2 SECONDARY SOURCES Secondary information was collected by reviewing reports, Internet, newspapers, journals and other relevant documents of City bank. 2.2.3.2 METHOD OF ANALYZING THE DATA I was used the statistical software SPSS 13.0 & Minitab 14.1 for individual Analysis as well as we will also utilize the graphical presentation such as histograms, pie charts, tables & figures.

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2.2.3.3 ACTIVITY SCHEDULE Activity Weeks 1 2

Identify the topic Search the related information Preparation of the report Contact to the target managers and employees. Questionnaire prepare Interview Data collection Data Process Draft paper preparation Revision of the report Final report submission

2.2.2.4 LIMITATION OF THE STUDY

Time frame for the research was very limited. The actual survey was done within a month. Large-scale survey was not possible due to constraints and restrictions posed by the organization. In many cases, up to date information was not published. The survey only covers the Dhaka City Corporation area due to time constraint. Getting relevant papers and documents were strictly prohibited by organization. Many procedural matters were conducted directly in the operations by the top management level, which also gave some sort of restrictions. To protect the organizational loss in regard of maintaining confidentiality, some parts of the report are not in depth.

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CHAPTER: 2 PART: 2 SECTION: IV

ANALYSIS AND INTERPRETATION OF THE DATA FROM CUSTOMER SURVEY

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CHAPTER: 2 PART: 2 SECTION: IV-1

CBL PORTFOLIO & PERFORMANCE POSITION

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2.2.4.1CBL PORTFOLIO & PERFORMANCE POSITION


Table 2: CBL Portfolio Breakdown Segments Corporate SMEM SMES Retail Card OBU Total Amount in Tk. million 36031.90 6078.90 2683.20 9392.30 2665.80 3691.30 60543.40 % of total Portfolio 59.51% 10.04% 4.43% 15.51% 4.40% 3.10% 100.00%
SOURCE: CBL, ANNUAL REPORT, 2009 & 2010

Table 3: CBL Performance of 2009 & 2010 Criteria Operating Profit Ratio Return on Assets Return on Equity Shareholders Equity Earnings Per share Operating Profit Per Employee Non Performing Loan Cost of Fund Cost to Income Ration Credit Rating (Long Term) Short Term 2010 56.2% 2.2% 21.3% BDT 11,519 M BDT 59.1 BDT 1.5 M 4.4% 4.9% 43.8% A1 ST-2 2009 51.6% 1.2% 16.2% BDT 5,864 M BDT 52.1 BDT 0.9 M 4.9% 6.1% 48.4% A1 ST-2
SOURCE: CBL, ANNUAL REPORT, 2009 & 2010

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CHAPTER: 2 PART: 2 SECTION: IV-2

LAST FIVE YEARS PERFORMANCE TREND ANALYSIS OF CBL

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2.2.4.2 LAST FIVE YEARS PERFORMANCE TREND ANALYSIS OF CBL


Table 4: Last Five Years Performance of CBL (Income Statements)
Taka in Million unless specified

Income Statements Interest Income Interest Expense Non Interest Income Non Interest Expense Profit Before Provision Profit Before Tax Profit After Tax

2006 3,772 2,567 1,445 1,155 1,495 653 240

2007 4,183 3,235 1,624 1,316 1,256 808 343

2008 4,669 3,163 1,874 1,625 1,755 1,014 398

2009 5,743 3,672 2,297 2,112 2,256 1,388 819

2010 7,070 3,516 3,728 3,201 4,100 2,999 1,849

Average 5,087.40 3,230.60 2,193.60 1,881.80 2,172.40 1,372.40 729.80

Range 3,298.00 1,105.00 2,283.00 2,046.00 2,844.00 2,346.00 1,609.00

SD 1330.77 424.63 915.43 822.74 1139.68 950.08 663.36

SOURCE: CBL, ANNUAL REPORT, 2006- 2010

Figure 2: Last Five Years Performance of CBL (Income Statements)

Interpretation: Above figure shows the performance of The CITY Bank Ltd. for last 5 fiscal years. Deliberately they are doing better in their performance every year which reached the highest, during fiscal year of 2010. Exploratory chart shows the Income, Expense and Taxes which were below the average in 2006 but within 4 years it became above average and by 2010 it burst into almost 200%

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Table 5: Last Five Years Performance of CBL (Balance Sheet)


Taka in Million unless specified

Balance Sheet Authorized Capital Paid up Capital Reserve Fund & Surplus Shareholder Equity Deposits Loan and Advanced Investments Fixed Assets Total Assets Off Balance Sheet Exposure

2006 1,750 1,080 1,451 2,531 40,881 30,789 6,405 1,282 47,446 12,902

2007 1,750 1,188 1,686 2,874 40,540 26,788 7,551 1,391 48,755 8,278

2008 1,750 1,366 2,851 4,217 45,034 34,421 9,074 2,514 57,115 10,921

2009 1,750 1,571 4,293 5,864 62,384 43,486 10,586 2,788 76,467 10,447

2010 10,000 3,889 7,630 11,519 67,420 60,327 12,474 3,206 90,898 20,387

Average 3,400.00 1,818.80 3,582.20 5,401.00 51,251.80 39,162.20 9,218.00 2,236.20 64,136.20 12,587.00

Range 8,250.00 2,809.00 6,179.00 8,988.00 26,880.00 33,539.00 6,069.00 1,924.00 43,452.00 12,109

SD 3689.51 1172.17 2527.95 3662.95 12711.15 13344.98 2407.57 858.35 18925.41 4659.99

SOURCE: CBL, ANNUAL REPORT, 2006- 2010

Figure 3: Last Five Years Performance of CBL (Balance Sheet)

Interpretation: Above figure shows the growth of The City Bank Ltd. in some specific operation such as Capital, Fund, Deposit, Investment and Asset. Where the capital were constantly same for 2006 to 2009 but at 2010 the growth became noticeably higher which results a high variation in average. On the other hand the growth of the asset raised appreciably it almost doubled by the fiscal year of 2010 from 2006.
Table 6: Last Five Years Performance of CBL (Foreign Exchange Business)
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Taka in Million unless specified

Foreign Exchange Business Export Import Remittance

2006 2007 2008 2009 2010 28,21 19,15 14,76 13,81 18,6 1 1 6 5 46 3,09 20,30 30,89 28,71 38,1 6 9 4 8 55 8,47 4,93 9,82 17,93 24,4 3 2 8 3 96

Average 18,917.8 0 24,234.4 0 13,132.4 0

Range 14,3 96 35,0 59 19,5 64

SD 5695.78 13420.85 7938.09

SOURCE: CBL, ANNUAL REPORT, 2006- 2010

Figure 4: Last Five Years Performance of CBL (Foreign Exchange Business)

Interpretation: Akin to other performance of The City Bank Ltd. also made a significant improvement in their foreign exchange transaction. Above figure is the proof of that. By 2006 the remittance was 8473 million Tk. and at 2010 it became 24496 million Tk. which is almost 200% more then 2006 and 2007 respectably. It is also identical for import as well. However in export though it is negative but it is an improvement.

Table 7: Last Five Years Performance of CBL (BIS* Capital Measures)


Taka in Million unless specified

BIS Capital Measures Risk Weighted Assets

2006 28,23

2007 25,03

2008 35,91

2009 45,71

2010 111,04

Average 49,191.8

Range 86,012.0

SD 35486.06

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9 1,96 Core Capital (tier I) Supplementary Capital (Tier II) Tier I Capital Ratio Tier II Capital Ratio Total Capital Adequacy Ratio 9 63 2 7.0% 2.2% 9.2%

7 2,31 3 84 4 9.20% 3.4% 12.6%

9 2,71 1 1,24 3 7.50% 3.5% 11.0%

5 3,53 5 1,62 5 7.70% 3.6% 11.3%

9 9,26 0 3,12 0 8.30% 2.8% 11.2%

0 3,957.6 0 1,492.8 0 7.94% 3.10% 11.06%

0 7,291.0 0 2,488.0 0 2.2% 1.4% 3.4% 986.10 0.84% 0.59% 1.22% 3021.06

SOURCE: CBL, ANNUAL REPORT, 2006- 2010

Table 8: Last Five Years Performance of CBL (Credit Quality)


Taka in Million unless specified

Credit Quality Provision for Unclassified Loans Provision for Classified Loans Percentage of NPL over Total Loans and Advances

2006 3 34 9 43 7.2%

2007 5 01 4 63 6.2%

2008 4 20 7 80 6.3%

2009 7 99 7 08 4.9%

2010 1,0 40 9 70 4.4%

Average 618.8 0 772.8 0 5.80%

Range 706 .00 507 .00 2.8%

SD 293.42 204.99 1.13%

SOURCE: CBL, ANNUAL REPORT, 2006- 2010

Table 9: Last Five Years Performance of CBL (Share Information)


Taka in Million unless specified

Share Information No. of Share Outstanding (in Million) Earning Per Share Basic Diluted Cash Dividend Stock Dividend Market Value per Share (Taka) Price Earning Ratio (Times) Net Asset Value Per Share (Taka)

2006 10.8 0 20.2 0 0 0

2007 11.9 0 25.1 0

2008 13.7 25.3

2009 15. 70 52. 10

2010 38. 90 59. 40

10.0% 39 0 1 9 23 4

15.0% 72 5 2 5 2 4

15.0% 45 2 1 8 30 9

25.0% 7 30 1 4 3 73

30.0% 1,0 00 1 7 2 96

Average 18. 20 36. 42 19.00% 659. 40 18. 60 247. 20

Range 28. 10 39. 20 20.0% 610. 00 11. 00 349. 00

SD 11.72 17.95 8.22% 245.40 4.04 134.18

SOURCE: CBL, ANNUAL REPORT, 2006- 2010

*BIS: Bank for International Settlement

Table 10: Last Five Years Performance of CBL (Operating Performance Ratio)
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Taka in Million unless specified

Operating Performance Ratio Credit Deposit Ratio Cost to Income Ratio Total Operating Income per employee Total Profit Per Employee Cost of Fund Yield on Loan and Advances Return on Assets Return on Equity

2006 75.3% 43.6% 1.3 0 0.8 0 6.9%

2007 66.1% 51.2% 1.3 0 0.6 0 7.6%

2008 76.4% 48.1% 1.6 0 0.8 0 6.9%

2009 69.7% 48.4% 1. 80 1. 20 6.1%

2010 Average Range SD 89.5% 75.40% 23.4% 8.93% 43.8% 47.02% 7.6% 3.26% 2. 1.7 1 70 4 .40 0.58 2. 1.1 1 20 2 .60 0.64 4.9% 6.48% 2.7% 1.03% 13.16% 1.10% 10.42% 0.8% 1.6% 14.9% 0.30% 0.66% 5.53%

13.3% 13.2% 13.5% 13.1% 12.7% 0.6% 0.7% 0.8% 1.2% 2.2% 10.7% 12.7% 11.2% 16.2% 1.3%

SOURCE: CBL, ANNUAL REPORT, 2006- 2010

Table 11: Last Five Years Performance of CBL (Distribution Network)


Taka in Million unless specified

Distribution Network Number of Branches Number of SME Centers Number of ATM Number of Employees Number of Foreign Correspondents 9 8

2006 7 3 1,98 48 3 6 4

2007 8 3 1,99 1 49 1 4 5

2008 8 7 0 2 3 2,13 50 0

2009 8 8 1 1 5 2 2,4 24 5 13

2010 8 1 7 2,6 85 5 33

Average 83.8 0 5.2 0 29.8 0 2,244.6 0 505.2 0

Range 10. 00 11. 00 72. 00 696. 00 50. 00

SD 3.96 5.26 30.78 303.32 18.90

SOURCE: CBL, ANNUAL REPORT, 2006- 2010

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CHAPTER: 2 PART: 2 SECTION: IV-3

SME-SMALL ENTERPRISE PORTFOLIO & PAST DUES (DELINQUENCY) POSITION

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2.2.4.3 SME-SMALL ENTERPRISE PORTFOLIO & PAST DUES (DELINQUENCY) POSITION


Table 12: SME Center wise SME-S portfolio position as on 30-06-2011

SME Center Dhaka Chamber Dhanmondi Sadarghat Pragati Sarani Bandarbazar Agrabad Bogra Khulna Mirpur Tanbazar Jamalpur Kishoregonj Jatrabari Jubilee Road Gazipur Maijdi Hobigonj Bhatiary Savar Narsingdi Comilla Banani Women Cell Total

No. of A/C 327 162 521 219 78 103 137 262 35 101 170 81 48 41 134 100 22 20 104 143 53 14 2,875

No. of A/C(%) 11.37% 5.63% 18.12% 7.62% 2.71% 3.58% 4.77% 9.11% 1.22% 3.51% 5.91% 2.82% 1.67% 1.43% 4.66% 3.48% 0.77% 0.70% 3.62% 4.97% 1.84% 0.49%

Disbursed (BDT) 487,485,854 335,755,927 673,258,917 276,866,510 59,734,901 109,432,062 112,555,047 213,270,781 42,205,848 127,210,000 109,760,000 48,220,000 36,290,000 41,930,000 111,120,540 57,009,675 12,621,000 27,700,000 91,790,000 168,390,000 24,618,000 19,350,000 3,186,575,061

Disbursed (%) 15.30% 10.54% 21.13% 8.69% 1.87% 3.43% 3.53% 6.69% 1.32% 3.99% 3.44% 1.51% 1.14% 1.32% 3.49% 1.79% 0.40% 0.87% 2.88% 5.28% 0.77% 0.61%

Total EMI (BDT) 14,836,314 9,587,571 21,721,066 8,827,928 2,210,519 3,605,054 6,401,464 7,809,059 1,374,289 4,084,829 5,930,788 3,098,665 1,342,124 1,386,790 4,023,419 4,573,397 1,610,320 841,703 3,637,348 6,011,335 4,848,737 767,409 118,530,130

Total EMI (%) 12.52% 8.09% 18.33% 7.45% 1.86% 3.04% 5.40% 6.59% 1.16% 3.45% 5.00% 2.61% 1.13% 1.17% 3.39% 3.86% 1.36% 0.71% 3.07% 5.07% 4.09% 0.65%

Total Outstanding (BDT) 319,900,567 246,508,862 484,922,379 191,811,792 48,431,079 81,710,272 73,258,003 155,830,818 27,391,749 99,585,139 79,750,445 29,115,355 27,885,996 32,001,447 73,807,858 38,907,007 8,968,114 24,379,282 71,767,500 125,475,307 20,430,029 16,478,796 2,278,317,796

Total Outstanding (%) 14.04% 10.82% 21.28% 8.42% 2.13% 3.59% 3.22% 6.84% 1.20% 4.37% 3.50% 1.28% 1.22% 1.40% 3.24% 1.71% 0.39% 1.07% 3.15% 5.51% 0.90% 0.72%

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Figure 5: SME Center wise SME-S portfolio position as on 30-06-2011 (Geographical distribution of portfolio)

Interpretation: Above figure shows the possition and the individual progress of all the SME Centers of CITY Bank Ltd. in SME. until now Shadarghat SME center is in lead. It is leading by holding 521 ac which is almost 18.12% of the whole. Consicequencely Dhaka Chamber is holding 327 account and Pragati Sharani Center is holding 219 which is respecetively 11.37% and 7.62%

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Table13: SME Center wise SME-S past dues (delinquency) breakdown as on 30-06-2011 SME Center Dhaka Chamber Dhanmondi Sadarghat Pragati Sarani Bandarbazar Agrabad Bogra Khulna Mirpur Tanbazar Jamalpur Kishoregonj Jatrabari Jubilee Road Gazipur Maijdi Hobigonj Bhatiary Savar Narsingdi Comilla Banani Women Cell Total No. of A/C 67 28 30 28 9 10 7 4 11 5 2 2 7 4 4 1 1 1 PD Amount (BDT) 4,987,491 2,729,975 1,584,096 1,858,322 PD (%) 34% 19% 11% 13% No. SMA of (%) A/C 16 3,515,725 40.39% 6 2,119,326 24.35% 5 735,383 8.45% 7 1,199,092 13.77% 1 4 2 137,305 752,537 245,676 1.58% 8.64% 2.82% SMA Amount (BDT) No. of A/C 25 12,642,206 10 15 9 4 3 1 4 2 1 3 1 1 6,198,916 6,004,167 3,236,002 1,830,759 965,553 392,472 708,980 731,654 489048.46 623,230 380,207 193,094 NPA Amount (BDT) NPA (%) 37% 18% 17% 9% 5.32% 3% 1% 2% 2.13% 1.42% 1.81% 1.11% 0.56% Total PD No. Total PD Total PD of Amount Amount A/C (BDT) (%) 108 21,145,422 36.70% 44 11,048,217 50 8,323,647 44 6,293,417 4 13 15 13 6 11 6 5 3 7 5 4 1 1 1 1,830,759 1,705,292 1,400,570 1,366,446 1,017,778 807,891 737139.15 703,016 423,135 252,048 250,726 114,934 48,666 46,723 32,088 19.17% 14.45% 10.92% 3.18% 2.96% 2.43% 2.37% 1.77% 1.40% 1.28% 1.22% 0.73% 0.44% 0.44% 0.20% 0.08% 0.08% 0.06%

602,433 4.15% 255,561 1.76% 411,791 2.84% 286,124 1.97% 807,891 5.56% 248090.69 1.71% 79,786 0.55% 42,928 0.30% 252,048 1.74% 57,632 0.40% 114,934 0.79% 48,666 0.34% 46,723 0.32% 32,088 0.22%

1 72,321 222 14,518,901

0.50% 41 8,705,044 79 34,396,289


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1 72,321 342 57,620,234


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0.13%

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Figure 6: SME Center wise SME-S past dues (delinquency) breakdown as on 30-06-2011

SOURCE: CBL, DATABASE, JAN-JUN,2011

Interpretation: Above figure shows the past dues (delequency) possition of all the SME Centers of The City Bank Ltd. Until now Dhaka Chamber SME Center is in lead of past dues which creat bad impact on CBL portfolio. It is leading by holding above 35%. Consicequencely Sadarghat also is holding almost 20% PDand Pragati Sharani is holding 11%.

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Table 14: Product wise portfolio position of SME-S as on 30-06-2011 SME-S Loan Product Muldhan Munafa Sheba Shulov Nokshi Term Loan Moushumi LTAM Agri (Shosho) Agri (Khamar) Agri (Livestock) Agri (Jontropati) Total No. of A/C (%) 74.75% 11.37% 0.42% 5.77% 2.75% 2.05% Total Disbursement (BDT) 1,778,497,525 1,050,048,619 12,588,455 148,400,949 92,195,513 88,700,000 Total Disbursement (%) 55.78% 32.93% 0.39% 4.65% 2.89% 2.78% Total Outstanding (BDT) 1,185,846,882 819,051,557 7,388,056 101,097,089 66,830,820 81,820,273 Total Outstanding Total EMI (%) (BDT) 52.02% 35.93% 0.32% 4.43% 2.93% 3.59% 66,054,732 26,955,908 460,338 5,546,677 3,562,694 2,653,149 Total EMI (%) 55.69% 22.73% 0.39% 4.68% 3.00% 2.24%

No. of A/C 2,149 327 12 166 79 59

1 30 29 19 4 2,875

0.03% 1.04% 1.01% 0.66% 0.14%

4,000,000 2,504,000 6,380,000 4,450,000 830,000 3,188,595,061

0.13% 0.08% 0.20% 0.14% 0.03%

3,979,217 2,026,580 6,467,362 4,532,581 637,377 2,279,677,794

0.17% 0.09% 0.28% 0.20% 0.03%

74,116 2,504,000 6,380,000 4,450,000 37,920 118,679,534

0.06% 2.11% 5.38% 3.75% 0.03%

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Figure 7: Product wise portfolio position of SME-S as on 30-06-2011:

SOURCE: CBL, DATABASE, JAN-JUN,2011

Interpretation: Above figure shows the portfolio possition of SME-S product. Muldhan (Trading purpose) is holding almost 75% of total account & 52% of the SME-S portfolio other hand in the second position is Munafa which is holding 11% of total accounts & 35% of the SME-S portfolio.

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Table 15: Product wise SME-S past dues (delinquency) breakdown as on 30-06-2011 PD SME-S Loan Product Muldhan Munafa Sheba Shulov Nokshi Term Loan Moushumi LTAM Agri (Shosho) Agri (Khamar) Agri (Livestock) Agri (Jontropati)
Total

SMA % 39.03% 49.10% 0.44% 6.91% 2.89% 1.55% 2 190,085 2.18 % 6 3 A/C 27 12 Amount (BDT) % A/C 63 7

NPA Amount (BDT) 24,373,228 6,664,110 % 70.86 % 19.37 % 5.92% 3.84% A/C 217 77 1 2,036,778 1,322,173 27 10 6

Total PD Amount (BDT) 34,006,300 18,341,926 64,023 3,229,669 1,742,429 225,149 59.02% 31.83% 0.11% 5.61% 3.02% 0.39% %

A/C 127 59 1 19 7 6

Amount (BDT) 5,666,91 9 7,129,01 0 64,023 1,002,80 7 420,256 225,149

3,966,153 45.5 6% 4,548,806 52.2 5%

10,738

0.07%

10,738

0.02%

223

14,518,90 1

41

8,705,044

79

34,396,289

342

57,620,234

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Figure 8: Product wise SME-S past dues (delinquency) breakdown as on 30-06-2011

SOURCE: CBL, DATABASE, JAN-JUN,2011

Interpretation: Above figure shows the delequency position of SME-S product. Muldhan (Trading purpose) is holding almost 59.02% of total past dues & other hand in the second position is Munafa which also holding 32% SME-S past dues concentration.

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Figure 9: SME-S past dues (delinquency) trend (percentage)


S E P T M -S D ren (P en g d erc ta e) 4 0 .0 % Percentage (%) 3 5 .5 %

3 0 .5 % 3 6 .1 % 3 0 .0 % 2 9 .6 % 2 0 .5 % 2 5 .0 % 2 9 .3 %

3 0 .4 %

2 0 .0 %

1 0 .5 % Jn 1 a -1 Fb 1 e -1 M r-1 a 1 Mn 0 th
SOURCE: CBL, DATABASE, JAN-JUN,2011

Ap 1 r-1

M y-1 a 1

Jn 1 u -1

Interpretation: Above figure shows the delequency trend of SME-S product in the year of 2011 (up to Jun). PD is the upward trend & which is holding 3.55% of the total SME-S portfolio.

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CHAPTER: 2 PART: 2 SECTION: IV-4

CONSUMER SURVEY 0N ESIXTING CLIENTS PERSONAL INFORMATION

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2.2.4.4 CONSUMER SURVEY 0N ESIXTING CLIENTS PERSONAL INFORMATION


Figure 10: Distribution of resp. gender

R s . Gn e ep e dr
Percent
8 0 6 0 4 0 2 0 0 M le a F m le e a

7 6 2 4

* Interpretation: Above chart shows the percentage of the gender of my servey. Delibaretly the percentage of the male are 76% and female are 24%. Figure 11: Distribution of resp. age
Rs . A e ep g
Percent
4 0 3 0 2 0

3 2
1 0 0 1- 0 82 Y as er 2- 5 12 Y as er 2- 0 63 Y as er 3- 0 14 Y as er 4- 0 15 Y as er 5- 0 16 Y as er 6+ 0 Y as er

1 4

1 4

1 6

1 0

1 2

* Interpretation: Above graph shows the percentage of the grouping of ages. It says the age between 18-20 was 14% , 21-25 was 32%, 26-30 was 14%, 31-40 was 16%, 41-50 was 10%, 51-60 was 12% and 60+ was 2%. The bracket of 21-25 was the highest number. It can be understandable that most of the customers are early young ages.
SOURCE: FIELD SURVEY, JULY 15-28, 2011

Figure 12: Distribution of resp. marital status


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Rs .M i i lS t s ep a ta t u r a

6 0

Percent

4 0

6 2
2 0

3 2 6
Um re n ai d r M re ai d r Wo i w d

Interpretation: Above chart shows the maritial status of the consumers It says above 62% of them were marriade and 32% of them were unmarried and other 6% were those who were unwilling to express their maritial status or any other situation.

Figure 13: Distribution of resp. income level


6 0 5 0 4 0 3 0 2 0 1 0 0 B lo B T ew D 2 ,0 0 0 0 B T2 ,0 0 D 1 04 ,0 0 5 0 B T4 ,0 0 D 6 07 ,0 0 5 0 B T7 ,0 0 D 6 010 0 0 ,0 0 BT D 11 00 ,0 0 10 0 5 ,0 0

Percent

5 6 2 0 8 1 4 2

Interpretation: Above chart shows the income of the customers of my survey. It shows that above 56% of the consumer are highly interest to receive the facility who earn bellow 20000. And 20% earn 210000-45000 other than that those who earn 46000+ they are less interested to receive the facility.
SOURCE: FIELD SURVEY, JULY 15-28, 2011

Figure 14: Distribution of resp. educational status


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50

40

Percent

30

20

42 24 6 6
SSC HSC Bachelor Degree/ Graduate Master Degree

10

22

0 Primary Level

Interpretation: Educational status are the big factor for the customers. In this matter 42% of the customers are graduate and 22% customers are post graduate and respectly 24% are higher scendory passed and 6% of them are both in primary and secondary level.
SOURCE: FIELD SURVEY, JULY 15-28, 2011

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CHAPTER: 2 PART: 2 SECTION: IV-5

CONSUMER SURVEY 0N SME-S BUSINESS ENTITY RELATED ISSUES

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2.2.4.5 CONSUMER SURVEY 0N SME-S BUSINESS ENTITY RELATED ISSUES


Figure no 15: Distribution of resp. business legal status
D trib tio o re p b s e sle a s tu is u n f s . u in s g l ta s
1 % 1% 3

8% 6 P p to ip ro rie rsh P rtn rsh a e ip L ite L b im d ia ility C m a y o pn

Interpretation: Majority of the responded are involved with propietorship business which consider 86%. Figure no 16: Distribution of resp. partners in business
D t ib t no r s . p r n r inb s e s isr uio f e p a t e s u in s
10 0% 9% 0 8% 0 7% 0 6% 0 5% 0 4% 0 3% 0 2% 0 1% 0 0 % 15p r o s - es n 6 0p r o s -1 es n 1 -1 p r o s 1 5 es n

Interpretation: 13% of total reponded are enhgaged with partnership business. And from them 85% have 1-5 partners in their business.

SOURCE: FIELD SURVEY, JULY 15-28, 2011

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Figure no 17: Distribution of resp. scale of business


D tr u no r s . s a o b s e s is ib tio f e p c le f u in s

1% 3

2% 9

5% 8

S a E te r e m ll n rpis

M d mE te ris e iu n rp e

L rg E te ris a e n rp e

Interpretation: Majority 58% is involved with small scale business & 29% is belong to medium scale business. Figure no18: Distribution of resp. total investment in the business

Distribution of resp. total investm ent in the business


9% 13% 17%

25% 36% below .5 M .5M -1 M 2 M- 4 M 4M- 6M 6 M+

Interpretation: Majority 36% repondend are investes 2-4 million taka in their business. In the second position is holding 17% which is belong to below 0.5 million.

SOURCE: FIELD SURVEY, JULY 15-28, 2011

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Figure no 19: Distribution of resp. number of employees in business


Distribution of resp. number of employees in business
58 60 50 Percentage 40 30 20 10 0 0 person 1-5 persons 6-10 persons 4 0 16-20 persons 0 21-25 persons 0 25+ persons 23 15

11-15 persons

Employee Size

Interpretation: Majority of the business employee size is 58% which is 1-5 persons. Other hand 23% is belong to 6-10 employees.

Figure no 20: Distribution of resp. types of business


D t ib t no r s . t p so b s e s isr uio f e p y e f u in s
4 % 1% 2 3% 0

5% 4 Fm a ily Ta itio a r d nl I n v tiv n oa e O es th r

Interpretation: 54% of the total responded are doing traditional type business & 30% are involved in the family business (succession business).

SOURCE: FIELD SURVEY, JULY 15-28, 2011

Figure no21: Distribution of resp. basic operations in business


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Distribution of resp. basic operations in business

Operations type

others Serv + M ice anufacturing Sector T rading + M anufacturing Sector Manufacturing Sector Serv Sector ice T rading Sector

0 0 15 7 12 66 0 10 20 30 40 50 60 70

Percentage

Interpretation: Majority 66% involved with trading type buisness and 15% is both trading & manufacturing.

Figure no 22: Distribution of resp. raw materials/goods procurement source


D tr u no r s . r wm te ia /g o s is ib tio f e p a a r ls o d po u e e ts u c r c r mn o r e
1% 8

8% 2

Lc l oa

F r ig oe n

Interpretation: Majority 82% of the total responded are procuring their rawmaterial or inventories from local market where only 18% from foreign market. (its a good sign for country economic).

SOURCE: FIELD SURVEY, JULY 15-28, 2011

Figure no 23: Distribution of resp. projected monthly profit from business

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Distribution of resp. projected monthly profit from business


50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0%

Percentage

Below BDT 50,000

BDT 51,00075,000

BDT 76,000100,000

BDT 100,000+

Monthly Income

Interpretation: Majority above 45% are expected to earn monthly profit from their buisness which is below BDT 50,000 and in the second position is holding almost 25% belong to BDT. 51,000 to BDT. 75,000.

SOURCE: FIELD SURVEY, JULY 15-28, 2011

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CHAPTER: 2 PART: 2 SECTION: IV-6

CONSUMER SURVEY 0N SME-S LOAN REALTED ISSUES OF CBL

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2.2.4.6 CONSUMER SURVEY 0N SME-S LOAN REALTED ISSUES OF CBL


Figure 24: Distribution of resp. association with CBL

4 0

Percent

3 0

2 0

3 6 2 6 2 6

1 0

6
0 Ls1 ot at M h n 2 Mt - oh 6 n 7 2 ot - M h 1 n 2 er + Ya s

6
3 Ya - er 5 s

Interpretation: It is highly recommended that customers maintain a healthy transaction through their banking service in or outside of the abode. But still I considered the affiliation of the customers. Above 36% of the customers are maintaining relation with CITY Bank Ltd for 2-6 months and 26% are for 1 or 2-6 months. And 6% are for more than 2 years. Figure 25: Distribution of resp. business location near to SME Center
6 0 5 0
Percent

4 0 3 0

5 2
2 0 1 0 0

4 8

Ys e

N o

Interpretation: Above chart shows the distance between the customers business premises and the CBL. Above 52% are near from the bank and 48% are far away.
SOURCE: FIELD SURVEY, JULY 15-28, 2011

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Figure 26: Distribution of resp. thought that more SME center required in their locality

6 0 5 0
Percent

4 0 3 0 2 0 1 0 0 5 6 4 4

Ys e

N o

Interpretation: Above chart shows the percentage of the customer who thinks about the distance of the SME service. About 56% of them think it would be better if they get a booth in their locality and 44% of them thinks far is better. Figure 27: Distribution of resp. CBL SME-S product facilities are suitable for their business requirement

5 0 4 0 3 0
4 8

Percent

2 0
2 8

1 0 0

1 8 6

A as lw y

O n fte

R g laly eu r

S m tim s o e e

Interpretation: This chart shows the interest fo the customers towards this service. Above 48% of the customers think the facility is always suitable for their business and 28% think it is suitable often nad 18% of them would like to use it regularly and 6% of them will use it sometimes.
SOURCE: FIELD SURVEY, JULY 15-28, 2011

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Figure 28: Distribution of resp product limit for unsecured loan (max BDT 9.90 lac) is suitable for their business
5 0
Percent

4 0 3 0 2 0 1 0
1 0 4 6 3 0 1 4

A as lwy

Oe f n t

Rg laly eu r

Smt e o eims

Interpretation: This chart shows the verdict fo the customers towards this loan bracket of SME. Above 46% of the customers think the facility is always suitable for their business and 30% think it is suitable often and 10% of them would like to use it regularly and 14% of them will use it sometimes. Figure 29: Distribution of resp interest rate of CBL are suitable for their business growth

5 0 4 0
Percent

3 0 2 0 1 0 0
2 6 4 2 2 2 1 0

A as lw y

O n fte

R g la e u rly

S m tim s o e e

Interpretation: Above chart shows the percentage of the customers those who think the interse rate is suitable for their business growth. Above 42% of them think its often favorable for them and 26% of them think it is always favourable and rest 22% and 10% think it is regular or sometimes favorable.
SOURCE: FIELD SURVEY, JULY 15-28, 2011

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Figure 30: Distribution of resp CBL maintains any hidden charges for SME-S loan facilities

4 0
Percent

3 0 2 0 1 0 0

3 6

3 4 2 4

A as lwy

Oe f n t

Rg laly eu r

Smt e oe s im

Interpretation:

This chart shows the perception of the customers about the hidden

charges of CBL. 36% of them think there is always some hidden charge. 34% of them think CBL charge often and 24% of them think they charge moderately and 6% of them think they charge sometimes.

Figure 31: Distribution of resp. CBL takes long period to approved & disbursed the facilities

5 0
Percent

4 0 3 0 2 0 1 0 0
4 2 2 8 2 2 8

A as lwy

Oe f n t

Rg laly eu r

S mt e o eims

Interpretation: This chart shows the perception of the customers about CBL takes long period to approve & disburse the loan. 42% of them think there is always take long times. 28% of them think delay the process often and 22% of them think they take time moderately and 8% of them think they delay the process sometimes.
SOURCE: FIELD SURVEY, JULY 15-28, 2011

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CHAPTER: 2 PART: 2 SECTION: IV-7

CONSUMER SURVEY 0N PERCEPTION TOWARD CITY BANK & ITS EMPLOYEES

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2.2.4.7 CONSUMER SURVEY 0N PERCEPTION TOWARD CITY BANK & ITS EMPLOYEES
Figure 32: Distribution of Resp. employees of CBL SME center is not too busy to respond their request
4 0

Percent

3 0

2 0
3 2

3 8

1 0
1 6 1 4

A as l y w

On fe t

R u ry e l l ga

Smi e o em t s

Interpretation: Majority 38% of the total responded are commented that ofenly they found that employees of CBL SME center are not too busy to respond their request. Figure 33: Distribution of Resp. employees of CBL is always willing to help to customers
5 0

4 0
Percent

3 0 4 6 2 0 3 4 1 0

1 8

2
A as l y w On fe t R u ry e l l ga Smi e o em t s

Interpretation: Majority 46% of the total responded are commented that always found that employees of CBL is always willing to help to customers. (Its a positive sign for CBL)
SOURCE: FIELD SURVEY, JULY 15-28, 2011

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Figure 34: Distribution of Resp. employees of CBL understand customer's specific needs
R esp. em ployees of C L understand custom B er's specific needs
50

Percent

40 30 20 10 0 Alw ays O ften R egularly

48 28 18 6
Som etim es

* Interpretation: Majority 48% of the total responded are commented that always found that employees of CBL understand customer's specific needs.

Figure 35: Distribution of Resp. employees of CBL has proper knowledge to face customer's queries R s . e p y e o C L h v p p r K o le g e p m lo e s f B a e ro e n w d e to fa e c s m r's q e s c u to e u rie
6 0

Percent

5 0 4 0 3 0 2 0 1 0 0 A a lw ys O n fte R g la e u rly

5 2 2 6 1 2 1 0
S m tim s o e e

* Interpretation: Majority 52% of the total responded are commented that always found that employees of CBL has proper knowledge to face customer's queries

SOURCE: FIELD SURVEY, JULY 15-28, 2011

Figure 36: Distribution of Resp. CBL maintain error- free records


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Resp. CBL maintain error- free records


50 40 30 20 10 0 Always Often Regularly Sometimes

Percent

48 28 12 12

*Interpretation: Majority 48% of the total responded are commented that always found that CBL maintain error- free records

Figure 37: Distribution of Resp. employees behavior is encouraging to build up confidence in their transaction with CBL

Resp. employees behavior are encouraging to build up confidence in their transaction with CBL
50 40 30 20 10 0 Always Often Regularly Sometimes

Percent

48 24 26 2

Interpretation: Majority 48% of the total responded are commented that always found that employees behavior is encouraging to build up confidence in their transaction with CBL.

SOURCE: FIELD SURVEY, JULY 15-28, 2011

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Figure 38: Distribution of Resp. CBL employees keep informed the customer about service performed
R s . C Le p y e k e inomdt ec so e e p B mlo e s e p f r e h u t mr a o t s r ic p r omd b u ev e ef r e
4 0

Percent

3 0

2 0

3 4

4 0

1 0

1 2
0 A as lw y O n f te R g laly eu r

1 4
S mtims o e e

Interpretation: Majority 48% of the total responded are commented that ofenly found that CBL employees keep informed the customer about service performed

SOURCE: FIELD SURVEY, JULY 15-28, 2011

Figure 39: Distribution of Resp. feels safe to transaction with CBL

Resp. Feel safe to transaction with CBL


50

Percent

40 30 20 10 0 Always Often Regularly

44 24 22 10
Sometimes

Interpretation: Majority 44% of the total responded are commented that ofenly found that they feels safe to transaction with CBL

SOURCE: FIELD SURVEY, JULY 15-28, 2011

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CHAPTER: 2 PART: 2 SECTION: V-1

FINDINGS OF STUDY

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2.2.5.1 FINDINGS OF STUDY


CBL has lager portfolio on corporate banking which is 59.51% (Year of 2010). SME-small portfolio only 4.43% (BDT 2683.20 million) of total portfolio BDT 60543.40 million. Compare to year 2009 & 2010, year of 2010 was much better & their performance was very much positive. Year of 2010, operating profit 56.2%. Operating profit per employee BDT 1.5 M & share holder equity BDT 11,519 M (year of 2009: BDT 5,864 M). Interest income of CBL has increased 3,772 million (Year of 2006) to 7,070 million (Year of 2010), Standard Deviation 1330.77 Profit after tax of CBL has increased 240 million (Year of 2006) to 1,849 million (Year of 2010), Standard Deviation 663.36 Reserve fund & surplus of CBL has increased 1,451 million (Year 2006) to 7,630 million (Year of 2010), Standard Deviation 2527.95 Total assets of CBL has increased 47,446 million (Year of 2006) to 90,898 million (Year of 2010), Standard Deviation 18925.41 Shareholder equity of CBL has increased 2,531 million (Year of 2006) to 11,519 million (Year of 2010), Standard Deviation 3662.95 Import business of CBL has increased 3,096 million (Year of 2006) to 38,155 million (Year of 2010), Standard Deviation 13420.85 Remittance business of CBL has increased 8,473 million (Year of 2006) to 24,496 million (Year of 2010), Standard Deviation 7938.09 Total Profit Per Employee of CBL has increased 0.80 million (Year of 2006) to 2.20 million (Year of 2010), Standard Deviation 0.64 These studies considered male were 76% and female are 24% randomly. Large age group 21-25 years old was 32%. From them 62% were married and 56% of the consumer are highly interest to received the facility who earn bellow 20,000. In this matter 42% of the responded are graduate of teir educational bacground. 86% of total responded were doing proprietorship business & 13% of them were doing partnership business (above 80% had 1-5 partners). 58% of total responded were doing small scale enterprise business (above 58% business had 1-5 employees in their business to assist) & their investment in business 2-4 million initially (54% were doing traditional type business).
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66% of total responded were involving with trading type business (Above 40% had projected monthly operating profit below BDT 50,000) which is most popular business sector for small enterprise (82% procure goods/inventories from local market). 36% of total responded (existing & potential SME-S customers) were association with CBL since 2-6 months & 52% responded business location near to CBL SME center (56% of total responded were demanding additional SME center in their locality for easy transaction/getting facilities from CBL. Above 48% of total responded always believed that CBL SME-S product facilities are suitable for their business requirement and also 46% always believed that product limit for unsecured loan (max BDT 9.90 lac) were suitable for their business. Above 42% of total responded always believed that interest rate of CBL are suitable for their business growth. Above 36% of total responded always believed that CBL maintains any hidden charges for SME-S loan facilities. Above 42% of total responded always believed that CBL took longer periods to approved & disbursed the facilities. Majority 38% of total responded often & 14% sometimes believed that employees of CBL SME center were not too busy to respond their request. Majority 46% of total responded always & 2% sometimes believed that employees of CBL were always willing to help to customers. Above 48% of total responded always & 6% sometimes believed that employees of CBL understand customer's specific needs. Above 52% of total responded always & 10% sometimes believed that employees of CBL have proper Knowledge to face customer's queries. Above 48% of total responded always & 12% sometimes believed that CBL maintain error- free records. Above 42% of total responded always & 4 % sometimes believed that Employees of CBL have proper Knowledge to face customer's queries. Above 48% responded always & 2% sometimes believed that employees behavior was encouraging to build up confidence in their transaction with CBL. Above 34% responded always & 14% sometimes believed that CBL employees keep informed the customer about service performed.
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Above 44% responded always & 10% sometimes believed that they feel safe to transaction with CBL.

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CHAPTER: 2 PART: 2 SECTION: V-2

SWOT ANALYSIS OF CBL

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2.2.5.2 SWOT ANALYSIS OF CBL


SWOT is an acronym for the internal strength and weakness of a firm and the environmental Opportunity and Threat facing by that firm. So if we consider The City Bank Limited as a business firm and analyze its strength, weakness, opportunity and threat the scenario will be as follows: STRENGTH Trustworthiness Good Management Cooperation with each other Regular Customers Membership with SWIFT Good banker-customer relationship Strong Financial Position Large Network- both nationally & Internationally Real- Time On-Line Banking Dual-Currency City Visa Card- Unique in Bangladesh

WEAKNESS Lack of proper motivation, training and job rotation. Lack of experienced employees in junior level management. Still a Problem Status Bank Lack of own ATM services. Large Branch Network in Rural Area

OPPORTUNITIES SME Finance Huge business area High growth of sales & trade Finance volume
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Internship report on Customer Expectation & Perception on Small Enterprise Loan of City Bank

Steps taken by Bangladesh Bank High growth of sales & trade Finance volume Steps taken by Bangladesh Bank Investments on technology.

THREATS FCBs and Third Generation Banks Aggressive SME Finance by New CBs Losing customers Entrance of new Private CBs Huge FDI flow

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CHAPTER: 2 PART: 2 SECTION: V-3

OBSERVATION FROM THIS STUDY

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2.2.5.3 OBSERVATION FROM THIS STUDY


Small enterprise business engages an important point in the industrial arrangement of our country. In a country like Bangladesh, in which on one hand there is the discriminating problem of unemployment and on the other hand insufficiency of capital and natural resources, it is the only the small enterprise business sector, which is suited under these business condition.

OBSERVATIONS ON SMALL ENTERPRISE BUSINESS


Small enterprise business can be started with lesser investment, which can be contribute by promoter or arranged from friend and relatives. Small enterprise business carried on business on a small scale and as such the element of risk too is less. Small enterprise business generally based on local resources and as such there is no problem regarding their availability. Small enterprise entrepreneur adopts labor intensive technology. Thus he generates employment for himself as well as for others. Small enterprise business can be located any where and thus help in the development of backward areas of the country. Small enterprise businesses generally cater to local demand and necessary modification can be made in the products keeping in mind the changing demand of people. Small enterprise businesses provide ample opportunities for creativity and experimentation. Small enterprise businesses have shorter growth period and hence waiting period for getting return on investment is less.

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Small enterprise businesses are relatively more environmental friendly.

Small enterprise businesses help in building achievement motivation amongst entrepreneur.

Small enterprise businesses are viewed favorably by the government and society because these help in equitable distribution on income & wealth.

FOUR MAIN REASONS FOR SMALL ENTERPRISE BUSINESS


Employment creation. Equitable distribution Mobilization of resources Balanced regional development

OBJECTIVE OF SMALL ENTERPRISE BUSINESS


To create more employment opportunities with less investment. To mobilize and ensure the best consumption of inactive resources. To ensure fair allocation of income and wealth. To solve joblessness issues. To reach self confidence. To get better standard of living. To eliminate economic backward of rural and less develop areas. To reduced regional unprovoked. To adopt latest technology aimed at producing better quality products at lower cost & earn more through effective business.
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IMPORTANCE OF SMALL ENTERPRISE BUSINESS


Employment creation Self Employment Optimum use of capital Facilitates entrepreneurial development. Use of local resources Balanced regional development. Maintenance of foreign exchange Equitable speared of income and wealth. Contribution towards Bangladesh economy.

PROBLEMS OF SMALL ENTERPRISE BUSINESS


Investment skill Resources Inactive capacity Communications Marketing Experienced manpower Managerial excellence Business arrangement

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CHAPTER: 2 PART: 2 SECTION: VI

RECOMMENDATIONS

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2.2.6 RECOMMENDATIONS
We are believed in surprising contest of new era, must have to important considered of the marketing to generate constructive exclusivity and uniqueness opportunity of the banking sector. So, CBL should start strategic planning to increase the infrastructures and also important constructs needed to support its large customer base. So, considering the service sector of Bangladesh, CBL should be more conscious to deal with its customers as the customers have now more choice to bank with and there are institutions that are intensifying competition by focusing more on superb customer service.

To identify these bank needs proper information system is required badly. Customer feedback can make value to increase right services and relations to the right customers and increase precise commitment, loyalty, trust and satisfaction to become with huge good relationship. CBL has several services gap to authentic of considerate the consumer behavior and their potential attitude, which made them deficient in modern banks. CBL has to minimize their service gap though strong study on customer objection, expectation, perception and critical internal marketing aspects to construct a new environment of error free genuine SME-S business to actual customers.

In considering the customer satisfaction on the SME-small enterprise loan, the following recommendations are also made, which will benefit both CBL and its customers; Corporate (almost 60%) is the largest potion of the CBL portfolio where SMESME-S (only 5%). So More concentration of SME-S is required to build up stable market & minimizing the greater risk from corporate. CBL is holding a major portfolio of SME-S unit in Dhaka City Corporation, so it should diversify for avoiding risk regarding delinquency tendency of customer.

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CBL should introduce more flexible SME-S products as per consumer demand. Because SME is the rising sector of Bangladesh.

CBL should recruit more capable & experiences employees to speared the SME-S products all over the country.

Delinquency behavior is higher in the DCC area so need to concentrate on semiurban area or rural area.

Women entrepreneur is the one of the key customer for SME. So need more concentration on women entrepreneur business.

CBL should maintain errors-free customers record & database which will help to identify the major customers facility requirements.

Employees should get proper knowledge on SME-S products & facilities to deliver the customer regarding right time, right facilities as per their requirements.

Customers are confused about the SME-S loan pricing & hidden charges, so CBL should informed the customer about the different fees & installment size.

Sales register & bank statements 9one year) are mandatory for SME-S loan, so CBL employees will help the customer to maintain regular transaction pattern to get loan facilities.

Customers are demanding more SME Service Center & Branches in their locality which will help them regular transaction with them.

Partial secured loan is hampering the SME-S portfolio (due to huge delinquency level in this portion). So; try to reduce the concentration on partial secured loan.

Agriculture is the backbone of the country. As per BB policy; CBL should increase their more concentration on Agri loan.

More focus on actual farmer whos are demanding the agri loan instead of fund diversion.

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Try to minimize the delinquency level of SME-S unit to protect the share holder interest.

As per customer response, CBL is taking long time to process & disbursed the loan. More easy way should find to minimize the duration for loan process.

SME-S loan market is so competitive in the Bangladesh. CBL should provide competitive pricing to hold greater part of this industry.

CBL is needed to reach the brand value to the customers for building up ideal relationship to create loyal customer.

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CHAPTER: 2 PART: 2 SECTION: VII

CONCLUSION

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2.2.7 CONCLUSION
The world is becoming a global village now. All things are fully automated; businesses and SME-S are facing massive competition. Therefore, in day-to-day operations, the importance of relationship is indescribable to attract the customer. Moreover, Banking is a sensitive issue with its vast sector, highly regulatory business; Public money is always vulnerable to different risks and returns. Risks come from both internal and external sources. To identify these risks, bank needs proper information system badly. Customer feedback can make value to increase right services and relations to the right customers and increase precise commitment, loyalty, trust and satisfaction to become with huge good relationship. Now Bangladesh has more than 55 banks in countrywide and most of them are private so competition arises with saturated market. Maintaining relationship, CBL will concentrate the customers to capture and serve the market share within right manner.

The City Bank Limited (CBL) is committed to being a sophisticated prominent and professional institution, providing a one window service to its customers. During the last few years The City Bank Limiteds strategy was focused on continuing in provident of internal procedures and operating structures, to have a greater control on the quality of their business and to provide better management direction. But the new philosophy behind repositioning, CBL will keen to achieve leadership in customer satisfaction by continually improving its processes, products and services to ensure they consistently exceed customers requirements. The City Bank Limited brand will need so nursing and little internal research to build up the proper utilization the bank marketing in the present modern banking period.

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CHAPTER: 2 PART: 2 SECTION: VIII

REFERENCES

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2.2.8 REFERENCES
1. Dr. R.M Debnath, Banks and Legal Environment First Edition, Nabajuga Prokashani, 2003. 2. M. R. Sinha, Md. Waliul Islam, Principal of Management First Edition, Puthi Pottro Prokashani, 2002. 3. A Group of Bankers, Business Correspondence in English First Edition, Bankers Prokashani, 2003 4. Scott Robinette, Claire Brand with Vicki Lenz, Emotion Marketing- The hallmark way of winning customer for life, First Edition, Mc Graw Hill, 2002 5. Valarie A. Zeithaml, Mary Jo Bitner, Dwayne D. Gremler Services marketing Integrating Customer Focus Across the Firrm. Fourth Edition, Mc Graw Hill, 2006. 6. Abdul Jalil Chaudhury, Ashraf Al Mamun, Bank Marketing Bangladesh Institute of Bank Management, 1999 7. Leon G. Schiffman, Leslie Lazar Kanuk, Consumer Behavior Eighth Edition, Prentice Hall of India, 2004. 8. Prof. E. Gordon, Dr. K. Natarajan, Banking Theory, Law And Practice Eleventh Revised Edition, Himalaya Publishing House, India, 1995 9. Annual report-2006, The City Bank Limited. 10. Annual report-2017, The City Bank Limited. 11. Annual report-2009, The City Bank Limited. 12. Annual report-2010, The City Bank Limited. 13. Consumer loan credit policy manual 14. www.thecitybank.com (From May 24, 2011 August 10, 2011) 15. www.google.com (From May 24, 2011 August 10, 2011) 16. www.bangaldesh-bank.org (From May 24, 2011 August 10, 2011)

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