Internship Report On Marketing Strategies of Commercial Bank in Bangladesh: A Study On Jamuna Bank LTD

Marketing strategies and practices of commercial bank in Bangladesh: A study on Jamuna Bank Ltd.
CHAPTER-1
Introduction
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1.1 Introduction
Banks are very important institutions in the financial system of countries and play a fundamental
role in the global economy. For growing and developing countries, nationalized bank already prove
them and play a vital role in the national development. Jamuna Bank Ltd. is one of the largest
privet commercial bank in Bangladesh. The commercial banks not only contribute to the growth
of an economy of a country but also provide some services according to their customers demand.
Now Bank’s offer the widest range of financial services and perform a lot of financial functions.
Coping with the developing economy and comparative environment, Jamuna bank Ltd. follow
proper marketing strategy. An innovative marketing strategy is the key issue of success. This
marketing strategy is very important for profitability and success of a bank.
For the sake of sound marketing strategy, it is necessary to develop a sound frame work and blue
print of techniques to ensure that loans it can reach to the target people and capture the maximum
market share. For this purpose, proper and prior analysis of marketing proposals is required to
assess the risk. In the background of the above things, the issue “Marketing strategies and
practices of commercial bank in Bangladesh-‘A study on Jamuna Bank Ltd.” has been
undertaken as a comprehensive report topic, which will serve the requirement of my BBA
program. Jamuna Bank Limited, a leading commercial bank with 112 outlets strategically located
in almost all the commercial areas throughout Bangladesh. Jamuna Bank Ltd is a 3rd generation
private commercial bank, was established by a group of local entrepreneurs. The Bank aside from
conventional also provides Islamic banking through designated branches. The Bank has real-time
Online banking branches (both Urban and Rural areas) network to provide online banking. It plays
a key role in the modern banking sector in Bangladesh.
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1.2 Origin of the Report

Internship program is a mandatory requirement of the Bachelor of Business Administration [BBA]
program, under Department of Marketing, Jagannath University. Before completion of the degree,
a student must undergo the Internship program. This report is prepared based on practical
knowledge acquired from the internship program and as well as for the fulfillment of degree
requirement of BBA, Jagannath University. As practical orientation is integral part of BBA, I was
sent to the Jamuna Bank Ltd, Islampur Branch to have real life exposure on a 90 days internship
program. This internship report titled “Marketing strategies and practices of commercial bank in
Bangladesh: A study on Jamuna Bank Ltd.” will be able to meet the requirement of the internship
program successfully.
1.3 Objectives of the Report

The objectives of the report is to make us known the practical situation of commercial banks of
Bangladesh in overall activities and prepare me to face the complex situation of banking in this
country .The primary objective of this report is to commonly with the requirement of JBL.
However the objectives of this study are something broader. Objectives of the study are
summarized in the following manner.
Primary objectives:
 Apart from fulfilling the BBA program, I am practicing in this report to learn about
the marketing strategies and practices of Jamuna Bank Limited. The main objective of
the report is to make an in depth analysis and evaluation of current marketing strategies
& practices of Jamuna Bank ltd.
Secondary objectives:
 To apply theoretical knowledge in the practical field.
 To develop our skill on the banking sector
 To know the customer service of banking sector.
 To observed the practice of modern technology in banking sector.
 To know Practical Knowledge about transaction.
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1.4 Methodology of the Study

This report is a permutation of fundamental and substandard data investigation along with the
financial analysis.
 Sources of data: I have collected data from the two unique sources. One is primary sources
and another is secondary sources.
Primary sources
 Face to face conversation with the respective officers and stuffs of the branch and head
office
 Discussing with my supervising teacher and manager
 Practical work experience in the different desk of the department of the branch
Secondary Sources
 Annual Report of Jamuna Bank Ltd.

 Website of the Jamuna Bank Ltd.
 Several books and periodicals related to the banking sector.
 Bangladesh Bank Report about Jamuna Bank Ltd.
 Different circular sent by the head office of Jamuna Bank Ltd.
 Various documentary file of Jamuna Bank Ltd.
 Model Used
The marketing strategy evaluation of the Jamuna Bank Ltd. has been conducted based on
the trend analysis and financial statement analysis. The report is prepared based on
qualitative research method. Some analysis is done by quantitative research method with
convenience sampling technique.
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1.5 Literature Review
The financial service sector in Bangladesh is now quite competitive to deal with changing
environment. There are now 56 private commercial banks operating in Bangladesh and they are
offering different products and services but there are a few basic differences among them in terms
of structure and performance. Thus the competitions among them are increasing day by day and
so marketing of financial products is now becoming an important concern. This paper focus on the
strategies of financial product marketing, first of all it is important to know what a Marketing
Strategy is and what are the financial products banks usually offer.
1.5.1 Marketing Strategy

A Marketing strategy can be defined as the outlines of broad marketing logic by which the business
units hopes to achieve its marketing objectives and the specifics of target markets, positioning and
marketing expenditure levels. It outlines specific strategies for each marketing mix element and
explains how each responds to the threats, opportunities and critical issues spelled out in the
marketing plan.
1.5.2 Understanding Financial Product Consumer

Understanding customers and customer’s needs and requirements is the guiding philosophy of
marketing. A marketing orientation requires the organization to view its business from the point
of view of its customers. This demands an insight into the wider aspects of consumer psychology
and behavior, including what motivates consumers, what their attitude and perceptions of the
company and its products are, as well as an understanding of their decision processes.
1.5.3 Identifying & Targeting Financial Prospects

In addition to understanding the broader pattern of financial services consumer behavior, the
development of an effective marketing strategy requires that financial institutions, especially
commercial banks need to understand the differences among customers and their financial
products requirements. This issue of customer differences can be identified through market
segmentation. The benefits of market segmentation can be an aid in designing marketing strategy.
The accuracy of a financial institution’s identification of market segment contributes to its
competitive advantage since it is one of the conditions of developing an effective marketing
strategy. A number of conditions have been noted to affect the effectiveness of potential
profitability of marketing strategy like measurability, substantiality, accessibility, action- ability
and differentiability of the target. Again commercial banks can formulate the different
segmentation on the basis of geographic and or demographic variables.
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1.5.4 Development & Management of Financial Products

The product is usually the basis on which customer satisfaction is created. As such it is vital
component of the marketing mix. The product provides the basis for competition, it enables the
organization to generate income and it can provide a tangible indication of the strategic direction
of the organization. Thus the financial institutions specially banks have become increasingly
concerned with a number of issues surrounding product strategy, including: the process and
procedure involved in the development of new financial services and products; the factors which
contribute towards the successful adoption of new product; how to manage the product over its
life to protect it from competition; how to use branding to differentiate the product from similar
alternatives; when to withdraw an unprofitable product from the range; and how to best implement
the withdrawal process with minimal adverse effects for the banks as well as customers.
1.5.5 Channels of Distribution

Distribution involves a wide variety of activities culminating in the creation of three types of
utility: time, place and possession. In terms of time, distribution allows the customer to gain access
to financial service when it is convenient for them to buy. In terms of place, distribution makes
products and services available to customers in locations which are accessible and convenient to
them. With regard to possession distribution provides the customer with access to the product for
consumption or future use. In addition to this, distribution function also provides a means of
effectively communicating with the customers, and for customers to communicate with the banks.
1.5.6 Pricing for Financial Products

The price of a financial product can appear in many guises: some prices are obvious, some are not,
some are based on monetary value, and others are not. For example, the price of a financial product
may be the interest rate of a loan, the notice required to withdraw money from an account, a fee
charged for advice given, commission paid to an intermediary such as a broker, the tax paid on a
interest earned on saving etc.
1.5.7 Communication & Promotional Activities of Financial Products

Promotion performs a number of functions and roles, including informing, persuading and
educating individual and groups, works harmony with the other elements of the marketing mix
enabling the acquisition of new customers to take place, retention of existing customers,
improvements of staff morale, and projections of a company image. There are several ways in
which banks can communicate with its customers and prospects. The specific combination of
promotional method is known as “Promotional
Mix”. The mix includes advertising, sales promotion, personal selling, publicity and public
relations, direct mail, direct response advertising.
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1.5.8 Building & Managing Customer Relationship

Relationship marketing encompasses activities of attracting, maintaining, and enhancing customer
relationships with the organization. Building relationships with customers is more than just a
marketing function: it is an organizational philosophy that impacts on operations and processes,
employees, customer service and quality.
1.6 Scope of the Study

This paper will cover the details of Jamuna Bank Limited’s strategies and practices about overall
marketing process of Jamuna Bank Ltd. Now a day’s marketing strategy is the most important for
all banks because it helps to reach to the target customer as well as to get the maximum market
share. In this paper, I will try to focus on the various functions of marketing strategy and recovery
process broadly. It will also cover the total system of marketing channel and evaluate the
performance of Jamuna Bank Ltd. The proper marketing policy will also affect the intermediation
efficiency of the financial institutions and thus the economic growth of a country. This establishes
the fact that banks should provide increasing emphasis on various analytical tools and techniques
for marketing strategy. The marketing performance of bank has analyzed with implementing
marketing policy. After completion of research, it is helpful to me to understand a total loans and
advanced related works of a bank.
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1.7 Limitations of the Study

Marketing department is very sensitive area and it has a very few scope for the internship student
to do work. Most of the works area is based secret marketing strategy and a group performance by
internal and external media and advertising organization controlled by the marketing manager.
Limitations of the report are as follows:
 Limitation of time is one of the most important factors for collecting data. A longer time
period would have ensured to collect more information in details.
 Information secrecy is a critical problem. Disclosing of information in a financial institution

is highly restricted. This hinders to describe the divisional activities in details.
 Customers are very busy and they do not want to answer questions. They try to avoid any
interview and it is a major problem of preparing the report
 Due to lack of experience, there is a chance of having some mistake in the report but best
effort has been applied to avoid any kind of mistake.
 Jamuna Bank Limited is not furnished with adequate written document related to this report.
Annual report of 2016 is not published so that I have to complete my report on the basis of
Annual report of 2014 & 2015. As a result my report will not able to focus on the condition
of the year 2016.
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CHAPTER-2
Company Profile of Jamuna Bank
Ltd.
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2.1 Overview of Jamuna Bank Limited

Being a 3rd generation Bank of Bangladesh, it focuses on
 Remaining with time

 Managing change
 Developing human capital
 Creating true customer’s value
Jamuna Bank Limited (JBL) is a Banking Company registered under the Companies Act, 1994 of
Bangladesh with its Head Office currently at Hadi Mansion, 2, Dilkusha C/A, Dhaka-1000,
Bangladesh. The Bank started its operation from 3rd June 2001.
The Bank provides all types of support to trade, commerce, industry and overall business of the
country. JBL's finances are also available for the entrepreneurs to set up promising new ventures
and BMRE of existing industrial units. The bank was established by a group of local entrepreneurs
who are well reputed in the field of trade, commerce, industry and business of the country.
The Bank offers both conventional and Islamic banking through designated branches. The Bank
is being managed and operated by a group of highly educated and professional team with
diversified experience in finance and banking. The Management of the bank constantly focuses on
understanding and anticipating customers' needs. Since the need of customers is changing day by
day with the changes of time, the bank endeavors its best to devise strategies and introduce new
products to cope with the change. Jamuna Bank Ltd. has already achieved tremendous progress
since its beginning. The bank has already built up reputation as one of quality service providers of
the country.
At present the Bank has real-time Online banking branches (of both Urban and Rural areas)
network throughout the country having smart IT-backbone. Besides traditional delivery points, the
bank has ATMs of its own, sharing with other partner banks and consortium throughout the
country.
The operation hour of the Bank is 10:00 A.M. To 6:00 P.M. from Sunday to Thursday with
transaction hour from 10:00 A.M. to 4:00 P.M. The Bank remains closed on Friday, Saturday and
government holidays.
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2.2 Mission & Vision of Jamuna Bank Ltd.
2.2.1 Vision
To become a leading banking institution and to play a significant role in the development of the
country
2.2.2 Mission
The Bank is committed for satisfying diverse needs of its customers through an array of products
at a competitive price by using appropriate technology and providing timely service so that a
sustainable growth, reasonable return and contribution to the development of the country can be
ensured with a motivated and professional work-force.
2.2.3 Nature of Business
JBL is a progressive commercial bank in private sector in Bangladesh. It creates new opportunities
for its clients. It gives customized services and maintains harmonious banker–client relationship.
It contributes towards formation of national capital, growth of savings and investment in trade,
commerce and industrial sectors. It provides different types of commercial banking services to the
customers of all strata in the society within the stipulation laid down in the bank companies Act.
1999, rules and regulations framed by the Bangladesh Bank from time to time.
2.2.4 Corporate Slogan
Your Partner for Growth
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2.3 Corporate Culture of JBL

Employees of JBL share certain common values which help to create a JBL corporate culture
 The client comes first

 Search for professional excellence
 Openness to new ideas & new methods to encourage creativity
 Quick decision making
 A sense of professional ethics
2.4 Values of JBL

 Customer Focus
 Integrity
 Quality
 Teamwork
 Respect for the individual
 Harmony
 Fairness
 Courtesy
 Commitment
 Respectable Citizenship
 Business Ethics
 Unique Culture
2.5 Ethical Practices of JBL
 JBL strictly complies with all rules and regulations.

 JBL provides fair treatment to all stakeholders.
 JBL maintains strict secrecy of customers' accounts.
 JBL authority listens to customers and work for their requirement.
 JBL authority provides adequate disclosure of corporate information and operation results
to shareholders for taking suitable investment decision.
 JBL authority ensures work under highly motivated team spirit and fellowship bond.
 JBL authority does not encourage projects, which are not environment friendly.
 JBL authority extends financial assistance to poor, helpless and distressed people as well
as provides donation/ sponsorships to sports, culture, healthcare and community
development ventures as they are responsible corporate citizen of the country.
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2.6 Objectives of JBL

Be one of the best banks of Bangladesh. Achieve excellence in customer service next to none and
superior to all competitors. Cater to all differentiated segments of Retail and Wholesale Customers.
Be a high quality distributor of product and services. Use state-of the art technology in all spheres
of banking. In addition:
 To earn and maintain CAMEL Rating 'Strong'

 To establish relationship banking and improve service quality through development of
Strategic Marketing Plans.
 To remain one of the best banks in Bangladesh in terms of profitability and assets quality.
 To introduce fully automated systems through integration of information technology.
 To ensure an adequate rate of return on investment.
 To keep risk position at an acceptable range (including any off balance sheet risk).
 To maintain adequate liquidity to meet maturing obligations and commitments.
 To maintain a healthy growth of business with desired image.
 To maintain adequate control systems and transparency in procedures.
 To develop and retain a quality work-force through an effective human Resources
Management System.
 To ensure optimum utilization of all available resources.
 To pursue an effective system of management by ensuring compliance to ethical norms,
transparency and accountability at all levels.
2.7 Strategies of JBL

The strategies of JBL are as follows:
 To manage and operate the bank in the most efficient manner to enhance financial
performance and to control cost of fund.
 To strive for customer satisfaction through quality control and delivery of timely service
 To identify customer's credit and other banking related needs and monitor their perception
towards our performance in meeting those requirements.
 To review and update policies, procedures and practices to enhance the ability to extend
better service to customers.
 To train and develop all employees and provide them adequate resources so that customers’
needs can be reasonably addressed.
 To promote organizational effectiveness by openly communicating company plans,
policies, practices and procedures to employees in a timely fashion.
 To cultivate a working environment that fosters positive motivation for improved
performance.
 To diversify portfolio both in the retail and wholesale market.
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2.8 Organizational Structure of Jamuna Bank Ltd.
Figure: Organizational Structure of JBL
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2.9 Name of Founder & Board of Directors

Board Member Designation
Chowdhury Mohammad Mohsin Independent Director
Shafiqul Alam Director
Narayan Chandra Saha Independent Director
Al-haj M. A. Khayer Director
Md. Rafiqul Islam Independent Director
Mr. Shaheen Mahmud Director
Al-haj Md. Rezaul Karim Ansari Director
Mr. Md. Tajul Islam Director
Al-Haj Nur Mohammed Director
Mr. Fazlur Rahman Director
Mr. Golam Dastagir Gazi, Bir Protik Director
Engr. Md. Atiqur Rahman Director
Engr. A. K. M. Mosharraf Hussain Director
Mr. A. S. M. Abdul Halim Independent Director
Mr. Md. Sirajul Islam Varosha Director
Mr. Md. Belal Hossain Director
Mr.Sakhawat, Abu Khair Mohammad Director
Md. Sirajul Islam Vorsha Director
Mr. Shafiqul Alam Managing Director
Tasmin Mahmud Director
Mr. Gazi Golam Murtoza Chairman
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2.10 Corporate Information of Jamuna Bank Ltd.

Registered Name Jamuna Bank Limited
Official Logo
Known As JBL
Slogan “Your Partner for Growth”.
Category Commercial
Date of Incorporation April 02 2001
Inauguration of First Branch June 03, 2001
Chairman of the JBL Mr. Gazi Golam Murtoza
Number of Branches 112
Banking Operating System Both Conventional & Foreign Exchange System
Registered in Stock Exchange DSE & CSE
Fields of Activity Deposits, Corporate Banking, SME Banking,

Merchant Banking and Remittance Services.
Head Office Hadi Mansion, 2, Dilkusha C/A,

Dhaka - 1000, Bangladesh
Number of ATM Booth 166
Number of Employees 2400(Approx.)
Customer Corporate and Individual Customers
Email info@jamunabank.com.bd
Website Jamunabankbd.com
SWIFT Code JAMUBDDH
Table: Profile of JBL

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2.10.1 Brief Profile of JBL’s Islampur Branch
Name Jamuna Bank Limited, Islampur Branch
Established 27 November, 2006
Location Khales Mansion 108/A, Islampur Road Dhaka
Total Employees 24
Manager Md. Moazzem Hossain
Main Competitors Pubali Bank Ltd. , DBBL
Table: Details of JBL, Islampur Branch
2.11 Division-wise Branch

Jamuna bank Limited 112 Branches in Bangladesh from which 59 branches are located in
Dhaka, 23 branches are located in Chittagong, 18 branches are located in Rajshahi, 07 branches
are located in Khulna, 05 branches are located in Sylhet.
Sylhet, 05
Khulna, 07
Rajshahi, 18
Dhaka , 59
Chittagong, 23
Figure: Division-wise Branch
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2.12 Products & Services Scheme
Since the commencement of banking operation; Jamuna Bank has not yet only gained enormous
popularity but also been successful in mobilizing deposit and loan products. The bank has made
significant progress within a very short time period due to its dynamic management and
introduction of various consumer-friendly loan and deposit products. There are also have other
departments that can be termed as support and these are Operations, Credit Administration,
Financial Control and Human Resource.
All the products and services offered by the bank can be classified under three major heads:
Personal Banking:
Deposit Schemes:
 Saving Account
 Current Deposit Account
 Locker Service
 Fixed Deposit Receipt.
 Bearer Certificate of deposit
 Short Term Deposit
Credit & Loans:

 Consumer Credit Scheme
 Education Credit Scheme
 Multipurpose Loan
 Loan General
 Education Credit Scheme
 Multi-Purpose Loan
 Loan General
Foreign Currency Account:

 Resident Foreign Currency Account
 Non-Resident Foreign Currency Account
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Corporate Banking:
Small & Medium Business:

 Cash Credit Hypothecation (CC Hypo)
 Cash Credit Pledge (CC Pledge)
 Secured Overdraft
 SOD against Work Orders
Large Business:
 Short Term Industrial Loan
 Mid Term Industrial Loan
 Long Term Industrial Loan
 Transport Loan
 Commercial House Building Loan
Foreign Trade:
Jamuna Bank Ltd. provide solutions in the fields of international business and trade finance.
 Letter of Credit (L/C)
 Back to Back Letter of Credit (BTB)
 Loan Against Trust Receipt (LTR)
 Loan Against Imported Merchandise (LIM)
 Packing Cash Credit (PCC)
 Export Development Fund (EDF)
 Payment Against Document (PAD)
 Bank Guarantee
Lease Financing
An entrepreneur, under this scheme, may avail of the lease facilities to procure industrial
machinery (without having to purchase it by down payment) with easy repayment schedule. The
clients also get special rebate in their income-tax payment under the scheme.
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Islamic Banking:
Some of the branches of Jamuna Bank open profit-loss sharing term/savings deposit accounts and
also allow loans on Mudaraba, Musharaka, Murabaha system. Attractive profit is given at the end
of the year after deducting the bank’s service fee through proper accounting.
Financial Products
Financial Products of Jamuna Bank Ltd. are mainly in 03(three) different categories:
 Short Term Financing Products

 Mid Term Financing Products
 Long Term Financing Products
Above categories of financing covers the following areas, which are drafts with at General Credit
Division.
 Agricultural Sector.
 Large & Medium Term Loan.
 Working Capital Financing in Industrial Units including small industries.
 Commercial Credit Scheme and any other new product as and when launched for.
 Term Loan in Small Industries.
 Term Loan in Commercial House Building at urban area & Transport Loan.
 Commercial Loan.
Micro Credit Financing: To fulfill its commitment to play a vital role in socio-economic
development of the country Jamuna Bank Ltd has introduce a small and medium scale credit
scheme for its customers. The objective of the scheme is-
a) To encourage and develop medium and small entrepreneurs.
b) To provide credit with minimum complexity and
c) To generate employment.
This scheme covers agricultural sector, small and cottage industry, service industry, household
durable and consumers’ credit, information technology sector and energy sector. The amount of
small and medium credit ranges from Tk. 5 lac to Tk. 50 lac.
The main objective of Jamuna Bank Ltd is to maximize profit through customer satisfaction. To
attain this objective the bank provides following services to customers:
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Online Banking:
Computerization of branches and head office as well is underway with a view to providing quality
and prompt service to the customers. Now, the Bank starts online banking in all branches.
ATM & Credit Card:

The Bank is a member of ATM network along with other Banks which enabled the Bank to extend
modern banking facility to the customers allowing 24 hours accesses to any ATM dispenser
situated at Dhaka, Sylhet and Chittagong and others city. The network will be expanded phase by
phase in another parts of the country.
Delivery Channels of JBL:

Jamuna Bank Ltd. Uses all types of channel third generation banking tools to meet their customer
satisfaction. They generally use this channel for providing services.
 Branch Network
 ATM Network
 POS (Point of Sales) Network
 Internet Banking Network
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2.13 Different Deposit of Jamuna Bank Limited

As the bank has expertise in loan and club financing, JBL management wants to attract more
corporate clients to avail their financing facilities of this nature in the year to come and thereby
system the growth of the loans of type. JBL also targeted Small and Medium Scale Entrepreneur
(SMEs) in the coming years is in the process of signing with SEDF (South Asian Entrepreneur
Development Fund) in collaboration with the World Bank and few other donor agencies for
technical and training assistance. The bank has a plan to explore the market in future through
exposing several loan schemes in IT sectors and various SMEs. JBL’s export, import and guarantee
businesses have been growing at a pretty well compared to the peer.
 Transactional Deposit Accounts
 Current Deposit Account

 Fixed Deposit Account
 Saving deposit Accounts
 Special Saving Deposit Accounts
 Short Term deposit Account
 Resident Foreign Currency Deposit (RFCD) Accounts
 Fixed Deposit Receipts
Generally JBL offer Fixed Deposit for 3 months, 6 months and 12 months tenors at attractive
interest rates.
However, you can have Fixed Deposit having a tenor more than 12 months under different schemes
like:
 Monthly Benefit Schemes (MBS)

 Double Growth Deposit Schemes (DGDS)
 Triple Growth Deposit Schemes (TGDS)
 Other Deposits
 Lakhpati Deposit Scheme

 Millionire Deposit Scheme
 Kotipoti Deposit Scheme
 Triple Growth Deposit Scheme
 Monthly Savings Scheme
 Monthly Benefit Scheme
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 Marriage Scheme
 Pension Deposit Scheme
 Educational Scheme
 Rural Deposit Scheme
 Mudaraba Hajj Saving Scheme
2.14 Functional Division of Jamuna Bank Limited

An organization is like complex machinery consisting of different parts. Different functional
divisions and departments are the different parts of this organizational machinery. Therefore, to
make an organization a success, the divisions and departments must work accordingly. In Jamuna
Bank Limited, all the divisions and departments are closely tied with one another. Those are given
bellow in short:
 Financial Control and Accounts Division (FCAD)

 Credit Division (CD)
 Human Resource Division (HRD)
 Corporate Banking Division (CBD)
 Logistic and General Service Decision
 Marketing Division
 Branches Control Division (BCD)
 Card Division (CD)
 Islamic Banking Division (IBD)
 SME Banking Division (SMEBD)
 NRB Banking Division (NRBBD)
 Foreign Exchange Division (FD)
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CHAPTER-3
Job Responsibilities & Observation
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3.1 Internship Experience

As an intern, I started working in Jamuna Bank Ltd. (Islampur Branch) on January 1, 2017 to
March 3, 2017. JBL gave me the opportunity to work in the banking industry from where I learned
many things. As I worked in the bank, I got a huge idea on how the whole banking system works.
The task that I performed during the tenure of my internship has surely enriched my skills and this
working experience in a bank was very beneficial to me. As it helped me to learn how to work
under pressure, manage time efficiently, deal with clients etc. The tasks, which I have performed
during the tenure of my internship, are briefly described.
There actually I learn two types of learning: i) Primary Learning ii) Secondary Learning. Those
are described below:
3.2 Primary Learning
As this is my first time to work in a corporate world, there are so many things to learn. The things
that I primarily in there
 How to behave with client in corporate world

 Time management
 How to behave with colleagues supervisors, manager and with overall organization
 How to manage different client at the same time and everyone is important for the
organization
3.3 Secondary Learning
3.3.1 Accounts Department

The first department I worked at account department. It is under General banking. My main task
in accounts is sorting the voucher. After voucher sorting me had to attach them with related
supplementary. Voucher is actually a proof of the transaction. There are various types of voucher
and they are categorized by different number. Which I had to separate and sort group wise.
Supplementary is the automated list of all transactions. Each of the transaction has related voucher.
After attaching them next job was to balance. Next step is to make a cover page, which is a brown
color hard paper. Then prepare it for binding in an organized format.
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3.3.2 Cash Department

I was in cash department after account department. My duty in cash was to make entry of cheque
and deposit slip amounts and number in registers and then give the serial number to the cheque
and deposit slip according the register entry number. There were two registers. One was to enter
the cheque number and amount. Another register was for entering deposit slip numbers. Cheques
were entered in debit register because with cheque bank gives money to customer which is debit
and deposit slips are entered in credit register because with using deposit slip customer deposit
money to bank which is earning for bank and that is why it is credited. At the end of the day, I had
to sum up register individually and check them with automated amount got through the computer.
3.3.3 Front Desk

After that I was sent to front desk. I found Front Desk’s tasks are a little bit difficult. My job was
to attain and help the clients directly. I had to help clients by providing information, helping to fill
up account opening, MSS opening, FDR opening forms etc.
• Many clients come to know about different types of accounts. My duty was to give them
information about an account. For opening account different types of documents need like
signature of introducer, photo of nominee, photo of account holder, national ID card of
account holder, national ID card of nominee. For current account trade license, seal of
organization and same as other account’s document.
• During account opening, I took signature of customer on signature card.
• After opening the account, I had to take a cheque requisition for the customers who wanted
to take books.
• When new cheque books will come, my task was to register all the books under current
account and savings account category.
3.3.4 Clearing
At last department, I was appointed in clearing department. In clearing department transactions of
cheques from other banks happens. My job was to entry those transactions in a register and at the
end of the day. Then I had to sum up the amount and check with the automated amount from
computer. The amount had to be the same.
Page | 26
3.4 Critical Observation & Recommendations

Working at Jamuna Bank Limited was a great experience for me. I able to learnt many things
throughout my internship period. I think it will help me when I will work for banks, corporate
house or any other multinational companies. Internship gives me an opportunity to know the real
working environment and get real life experience. Also it allowed us to know, what types of
difficulties we are going to face in the future and how to get rid from those difficulties as well.
From my internship period I have observed some things and from my little knowledge I have made
some recommendation for the bank. Such as-
 All the employees and managers of the bank are very friendly and they are ready to help
me all the time.
 The working environment of the bank is very friendly. Throughout my internship period
they never underestimate me for anything. What I have needed, they are ready to give it.
 They are strictly following the rules, which I really like. They never ignore the rules.
 Chain of command is excellent in the branch, as well as with the other branches of the
bank.
 Jamuna Bank Limited (Islampur Branch) needs to have highly qualified employees. I do
not say that current employees are not good but they need more training about banking
terms and rules.
 They have to arrange more training programs.
 Man power of the branch is not sufficient, so they have to increase the man power.
Page | 27
CHAPTER-4
Marketing Strategies & Practices of
Jamuna Bank Ltd.
Page | 28
4.1 Overview of Marketing Strategy

Marketing strategy has the fundamental goal of increasing sales and achieving a
sustainable competitive advantage. Marketing strategy includes all basic, short-term, and long-
term activities in the field of marketing that deal with the analysis of the strategic initial situation
of a company and the formulation, evaluation and selection of market-oriented strategies and
therefore contributes to the goals of the company and its marketing objectives.
The process usually begins with a scan of the business environment, both internal and external,
which includes understanding strategic constraints. It is generally necessary to try to grasp many
aspects of the external environment, including technological, economic, cultural, political and
legal aspects. Goals are chosen. Then, a marketing strategy or marketing is an explanation of what
specific actions will be taken over time to achieve the objectives. Plans can be extended to cover
many years, with sub-plans for each year, although as the speed of change in the merchandising
environment quickens, time horizons are becoming shorter. Ideally, strategies are both dynamic
and interactive, partially planned and partially unplanned, to enable a firm to react to unforeseen
developments while trying to keep focused on a specific pathway; generally, a longer time frame
is preferred. There are simulations such as customer lifetime value models which can help
marketers conduct "what-if" analyses to forecast what might happen based on possible actions,
and gauge how specific actions might affect such variables as the revenue-per-customer and
the churn rate. Strategies often specify how to adjust the marketing mix; firms can use tools such
as Marketing Mix Modeling to help them decide how to allocate scarce resources for different
media, as well as how to allocate funds across a portfolio of brands. In addition, firms can conduct
analyses of performance, customer analysis, competitor analysis, and target market analysis. A
key aspect of marketing strategy is often to keep marketing consistent with a company's
overarching mission statement.
Marketing strategy should not be confused with a marketing objective or mission. For example, a
goal may be to become the market leader, perhaps in a specific niche; a mission may be something
along the lines of "to serve customers with honor and dignity"; in contrast, a marketing strategy
describes how a firm will achieve the stated goal in a way which is consistent with the mission,
perhaps by detailed plans for how it might build a referral network, for example. Strategy varies
by type of market. A well-established firm in a mature market will likely have a different strategy
than a start-up. Plans usually involve monitoring, to assess progress, and prepare for contingencies
if problems arise.
(Source: Principal of Marketing & Wikipedia)
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4.1.1 The “Why” of Bank Marketing
Banking circles in Bangladesh are talk of marketing. Every bank, big or small, closely-held,
widely-held, or even government held is a marketing its services to customers by evolving
financial instrument and adopting new strategies.
 Evaluation of Bank Marketing Facilitating factors
Some of more important facilitating factors which have given an impetus to bank marketing
movement in the country are discussed below:
 Financial Intermediation
The basic job of the banker is to accept deposits from investors and to extend loan to the borrowers
for meeting their production and consumption needs. The difference between the deposit interest
rate and the loan interest rate in the banker’s profit.
Deposit Borrower
Banker
 Rising Customers’ Needs and Expectation
Another fact of the growth of Bangladesh economy in recent years has been the phenomenal
increase in needs and expectation of banking customers. The reasons for this developing are many.
Such given bellow:
 Wide spread of different media of communication, including satellite

 Improvement in general standard of living
 The recent rise of the middle class with considerable financial resources
 Entry of foreign and privet bank in the domestic economy
 Government intervention for protecting the interest of customers
 Rising financial clout and hence, expectations of banking sectors
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 Government Policies: The government under took a major program of economic

liberalization and restricting. The objective was that the economic activities be
determined increasingly by market forces of demand and supply to integrate in
Bangladeshi economy with the global economy and gradually eliminate the system of
government control and regulation of different sectors of economy.
 Competition: A fair number of privet sector banks with a considerable financial might
have either already made an entry or are waiting in the pipe line. We already have a
presence of foreign banks in our country. Now under the government policy to integrate
the Bangladeshi economy with the world economy, these banks are bound to have a more
effective presence in the country’s banking sectors
4.1.2 The “What” of Bank Marketing
Bank Marketing:
When I ask to the bank manager about the bank marketing, they will response in many way, such
as:
 Marketing is selling the bank schemes

 Marketing is creating demand for our products
 Persuading the prospective customer to bank with us is marketing
 Marketing is finding out customer needs
 Deposit mobilization is marketing
 Talking nicely and politely to the customer is marketing
 Marketing aims at customers satisfaction
 Marketing is highlighting positive features of our products
 Features of the products of our competitors
 Going out of the branch to contact customers is marketing
“Bank marketing is aggregate of functions, directed at providing service to satisfy customer’s

financial needs and wants, more effectively and effectively the competitors keeping in view the
organizational objectives of the bank”
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 Marketing Concept
The basic components of marketing concept-
(1) Identifying customers’ needs

(2) Managing delivery to customer
(3) Achieving customer
These can be represented as figure.
Achive
Customer Delivery To
Customer
Needs Customer
Satisfaction
 Selling concept
One of the definitions of marketing given by operating bankers is that marketing is the selling of
bank products. Therefore, it appears that marketing and selling are interchangeable terms.
Design Promotion Design the

Product the Product product
The difference between marketing and selling concepts are quite fundamental in nature. In the
development banking period perhaps the selling concept was more relevant.
 Marketing Orientation:
Another basic concept in bank marketing is market orientation. Marketing orientation is basically
an additional disposition of banker which enables him to anticipate customer’s needs and also
inspire him to satisfy that needs. Two main ingredients of marketing orientation, which stand out,
are:
Page | 32
(a) An ability to anticipate customer needs

(b) A willingness to satisfy them
Williness to
Customer satisfy the
customer
Ability to
Anticipate Marketing
Customer Orientation
Needs
Figure: Marketing Orientation Concept
Page | 33
4.2 Marketing Research in Banking

Marketing research is the function that links the consumer, customer, and public to the marketer
through information used to identify and define marketing opportunities and problems; generate,
refine, and evaluate marketing actions; monitor marketing performance; and improve
understanding of marketing as a process. Marketing research specifies the information required to
address these issues, designs the method for collecting information, manages and implements the
data collection process, analyzes the results, and communicates the findings and their implications.
 Scope of marketing research in banking:
Some specific areas of marketing research in banks given bellow:
 Bank selection criteria: In a scenario where a large number of players operate in banking
field, what attracts the customer to a particular bank could be criteria to input a decision
making. Marketing research could provide useful clues here for incorporation in the
marketing strategy of bank
 Market segmentation: Bank has to divide their target market into different small parts, it
is segmentation. On the other hand, market segmentation is a marketing strategy which
involves dividing a broad target market into subsets of consumers, businesses,
or countries that have, or are perceived to have, common needs, interests, and priorities,
and then designing and implementing strategies to target them. Market segmentation
strategies are generally used to identify and further define the target customers, and provide
supporting data for marketing plan elements such as positioning to achieve certain
marketing plan objectives. Businesses may develop product differentiation strategies, or
an undifferentiated approach, involving specific products or product lines depending on
the specific demand and attributes of the target segment.
 Image Study: how banks perceived by a customer, which areas do it excel in and in which
can be examined in an image study using marketing research.
 Other Areas: There are some other areas of marketing research like product specific
studies, customer service measurement, product development etc.
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4.3 Framework of Bank Marketing

 Analyzing of business environment: Business environment is the sum total of all external
and internal factors that influence a business. You should keep in mind that external factors
and internal factors can influence each other and work together to affect a business. For
example, a health and safety regulation is an external factor that influences the internal
environment of business operations. Additionally, some external factors are beyond your
control. These factors are often called external constraints. Let's take a look at some key
environmental factors. Bank marketer’s environment can be divided into five major
components. Those are:
 Global Environment
 Socio-culture Environment
 Economic Environment
 Technological Environment
 Legal Environment
 Know your customer (KYC) is the process of a business verifying the identity of its
clients. The term is also used to refer to the bank regulation which governs these activities.
Know your customer processes are also employed by companies of all sizes for the purpose
of ensuring their proposed agents, consultants, or distributors are ant bribery compliant.
Banks, insurers and export creditors are increasingly demanding that customers provide
detailed anti-corruption due diligence information, to verify their probity and integrity.
Know your customer policies are becoming much more important globally to
prevent identity theft, financial fraud, money laundering and terrorist financing.
 The Basis of Segmentation: Marketing literature is replete with information about the
different bases on which market segmentation may be attempted. Some of popular bases
of segmentations are;
 Geographic
 Demographic
 Psychographic
 Volume
 Benefit etc.
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 Bank Marketing Strategy:
In classical marketing literature there are four components of marketing strategy like product,
price, place, promotion. But when we come to the service marketing the context is different. Due
to the intangible nature of service products, tangible they become important.
 Channels of Distribution of Bank:
The channels of distribution in financial service perform a number of key functions, are given
bellow;
 Sales and offer of service and products, as well as advising customer.

 Contract and liaison with advertising and public relation agencies to assist in designing
more effective advertising campaigns.
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 Gathering of information necessary for planning marketing activities, strategy decisions

and product development.
 Service provided by the ATM
 Mobile Banking
 Internet Banking
 Service by Branch
 Extension Counter
Figure: Delivery Channels of Jamuna Bank Ltd.
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4.4 Marketing Strategies of Jamuna Bank Ltd.

 Product strategy: The service is an integral part of product items and indivisible part of
any banking product. This products planning process consists of:
1. Product line
2. Product Mix
3. Branding
4. Packaging
4.5 Corporate Marketing Strategies of Jamuna Bank Ltd.

Corporate Marketing of Jamuna Bank Limited offers customized corporate banking solution for
both its local Business Houses as well as Multinational Companies. The axiom of JBL’s Corporate
Banking services is to nurture Relationship Banking by maintaining strong relationship with
premier corporate business houses of the country providing their requirement based financial and
other banking services. Its Corporate Banking Division is well equipped with skilled and
experienced personnel who have vast exposure in this area and who being Relationship Managers
maintain one to one relationship with all corporate business houses having relationship with the
Bank. Relationship Managers are relentless in meeting the exact need and any emergency
requirement of the corporate customers.
 Areas of Corporate Banking
JBL’s Corporate Banking exposure is concentrated in diversified areas of business that include:
 Spinning
 Textile
 Garments
 Garments Accessories
 Iron & Steel
 Cement
 Building Materials
 Furniture & Furniture materials
 Edible Oil
 Food & Beverage items
 Various Trading
 Ship Building
Page | 38
 Ship Breaking
 Infrastructure Building & Construction
 Electronics & Electrical Equipment’s
 Agro
 Agro Products
 Transport
 Real Estate
 Telecommunication
Corporate Banking
JBL Corporate Banking offers a wide range of financial solutions through both Conventional and
Islamic Banking products that include-
 Project Finance is allowed for both new project and expansion of existing project by
financing mainly capital machinery at a desired debt-equity in the form of Term Loan
preferably up to 5 years, Hire Purchase, Lease Finance. However, for exceptionally desired
Project, JBL also extends financing for factory building. For promoting Green Banking,
JBL gives priority for financing ETP and other environmental friendly arrangements.
 Working Capital Finance is the preferred area for JBL Corporate Banking. It offers wide
range of products for meeting the working capital requirement of all types of industrial
units, trading houses and commercial houses. JBL meets the working capital requirement
not only of local but also of international businesses requiring import-export supports
through Trade Finance.
Various working capital modes of Finances that Jamuna Bank offers for those business houses that
procure raw materials/ Stocks-in-trade from local market are as follows:
 Cash Credit (Hypothecation) popularly known as CC (Hypo) that requires mainly for
financing local procurement of raw materials/ Stocks-in-trade.
However, CC (Hypo) is not a preferred mode of working capital finance for Jamuna
Bank, instead, JBL prefers for offering Time Loan. CC (Hypo) is revolving in nature
given for one year and is renewed for further period based on satisfactory turnover.
 Time Loan is a preferred mode of working capital finance for procuring local raw
materials/stocks-in-trade. Time Loan is given for a specific period matching with the
operating cycle i.e. 30 to 60 days for trading and 90 to 180 days for manufacturing houses.
Page | 39
 Cash Credit (Pledge) known as CC (Pledge) is offered for those business houses which
cannot offer adequate/requisite collateral security. In this case, the Bank allows finance for
purchasing raw materials/stocks-in-trade from local market allowing drawing through Pay
Order directly in the name of supplier(s). Goods procured are stored in the go down under
lock & key of the Bank. Customers release goods through Delivery Order (DO) by making
proportionate payment against goods. However, this is not a popular mode of Finance for
JBL.
(Source: Jamuna Bank Official Website)
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4.6 Islamic Banking Marketing Activities of Jamuna Bank Ltd.

Besides conventional banking, Jamuna Bank Limited is carrying Islamic Banking activities based
on Islamic Shaiah principles. The first Islamic Banking branch of the Bank opened on October 25,
2003 at Nayabazar in Dhaka. Afterwards its second branch opened on November 27, 2004 at
Jubilee Road in Chittagong. Jamuna Bank Limited is committed to conduct business of its Islamic
Banking branches strictly complying Shariah requirements. To achieve this goal a Shariah
Supervisory Committee has been constituted with renowned Islamic scholars of the country and
senior banker having Islamic Banking experiences in depth knowledge of conventional and Islamic
Banking. All activities of Islamic Banking branches are carried out under the guidance of this
Committee. A separate division has also been created at Head Office.
Mode of Deposits
Islamic Banking branches receive deposits under two principles:
 Al-Wadeeah Principal
 Mudaraba Principal
 Al-Wadeeah Principal:
Fund which is deposited with Bank by the depositors with clear permission to utilize /invest the
same is called Al-Wadeeah. Islamic Banking branches receive deposits in Current Accounts on
the basis of this Al-Wadeeah Principle. Islamic Banking branches obtain permission from the Al-
Wadeeah depositors to utilize the Funds at its own responsibility and the depositors would not
share any profit or loss earned/incurred out of using of this funds by the bank. The bank have to
pay back the deposits received on the principle of Al-Wadeeah on demand of the holders. The
depositors have to pay govt. taxes and other charges, if any.
 Mudaraba Principal:
Mudaraba is a partnership of labor and capital, where one partner provides full capital and the
other one manages the business. The capital provider is called Sahib-Al-Maal and the user of the
capital is called Mudarib. As per Shariah principles, the Mudarib will conduct the business
independently following Shariah principles. The Sahib-Al-Maal may provide advices, if he deems
fit but he can’t impose any decision over the Mudarib. Profit, if any, is divisible between the Sahib-
Al-Maal and the Mudarib at a predetermined ratio, while loss, if any, is borne by the Sahib-Al-
Maal. Mudarib can not avail of any salary or remuneration against his labor as a manager or
conductor of the enterprise/business. The deposits, received by Islamic Banking branches under
this principle are called Mudaraba Deposits. Here, the depositors are called Sahib-Al-Maal and the
bank is called Mudarib.
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4.7 NRB & FRD Marketing Activities of Jamuna Bank Ltd.
JBL is one of the fast growing private commercial bank in the country having wide Branch &
Associate network throughout the Country. All the branches are running with real-time Online and
ATM facilities to settle their transaction from remote areas. We have dedicated NRB Banking
Division to ensure personalized services to the valued customers at branch & Head Office Level.
JBL have an admirable Remittance Tie-up with a good number of world renowned Exchange
Houses and Banks throughout the World to facilitate the Remittance services to the Beneficiaries.
Besides we have 112+ Branches network and 3,000+ ATM outlets (own & shared) throughout the
Country.
JBL have also a strong Remittance Settlement/distribution Network with different Associate Banks
& BEFTN (Bangladesh Electronic Fund Transfer Network) covering more than 9500 remote
locations throughout the Country. To ensure our reach to the doorstep of our valued customers /
Beneficiaries we have arranged M-Remittance facilities with Grameenphone, Banglalink, ROBI
etc.
JBL’s main purpose is to cater to the needs of NRBs & their beneficiaries offering deposit and
loan & investment products and services. Prioritizing the needs of NRBs, we are in process to offer
different personalized products & services by establishing JBL own Exchange Houses in different
Countries like UK, USA, Malaysia, Singapore, Italy, Spain, Australia, Japan, etc. To serve the
NRBs in the best possible manner, Jamuna Bank Limited has deployed NRB community
consultants in Exchange Houses around the globe. They encourage potential customers to use legal
channels to remit their money to the loved ones as well as to invest their savings in the productive
sectors.
JBL have wide range of Correspondent Banking Network & Remittance drawing arrangement with
different International reputed Money Transfer Companies & Exchange Houses throughout the
world to facilitate Bangladesh bound Remittance Globally. We value our customers to provide
prompt & efficient services offering best competitive price for their hard-earning foreign
currencies.
Page | 42
 Facilities of Account & Scheme
NRB FC A/C 3 months, 6 month, 1 year
NFCD A/C 3 months, 6 months and 1 year
NRB Monthly FC Savings Scheme (FC-MSS) 1,2,3 & 5 years
NRB FC Term Deposit 6 months, 1,2 & 3 years
NRB Offshore FC Term Deposit A/C 6 months, 1,2 & 3 years
Source: Jamuna Bank Official Website
4.8 Loan Marketing Activities of Jamuna Bank Ltd.

Jamuna bank offer different types of loan facilities towards toward their customer. They offer loans
in your need. The loan provided by the Jamuna bank ltd given bellow.
 Auto Loan
 Any Purpose Loan
 Personal Loan
 Salary Loan
 Doctors Loan
 Education Loan
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4.9 Pricing Strategy of Jamuna Bank Ltd.

Jamuna Bank Ltd follows different types of pricing methods in their daily activities. Those pricing
methods can be defined into 6 major classes. Those are given bellow:
(1) Cost plus pricing

(2) Breakeven and profit impact target pricing
(3) Value in use pricing
(4) Market rate pricing
(5) Market penetration pricing
(6) Skimming pricing
 Factors Modifying Price Structure:
 Bank Image
 Impact on third parties
 Geographical condition
 Discounts
 Price Discrimination
 Customer Discrimination
 Place Discrimination
 Time Discrimination
 Investment pricing:
Profit on various investment category will depend on the level of risk and type of security
offered. It should be kept in mind that rate of profit is the reflection of the transaction. The
higher is the risk, the higher is the profit. Profit rate of JBL given bellow.
Investment Sector Profit (%)

Agriculture 8%
Term Investment 13-15%
Working Capital 14-15%
P.C. 7%
ECC 13-16%
SOD 13-16%
Commercial Investment 14-15%
House Building 18-20%
Special project 14-16%
Others 20%
Page | 44
4.10 Communication Strategies of Jamuna Bank Ltd.

Communication strategy has become an important part in bank marketing strategy. Since early
1995s when banks paid a little attention to communication, they become focused on spending more
money. That strategy helps a lot to the bankers to gain more attention of the customer and clients.
The communication strategy of JBL given bellow.
 Advertising
In recent year the role of advertising in banking industry in both personal and corporate markets
has expanded dramatically and the financial service industry is now one of the most important
sources of advertising revenue. The process of developing advertising strategy then consists of
following steps;
 Set Advertising
 Establish copy platform
 Develop the media plan
 Set the advertising expenditure level
 Measure advertising effectiveness
 Sales promotion and public relation:
Sales promotions are the set of marketing activities undertaken to boost sales of the product or
service. There are two basic types of sales promotions: trade and consumer sales promotions. The
schemes, discounts, freebies, commissions and incentives given to the trade to stock more, push
more and hence sell more of a product come under trade promotion. These are aimed at enticing
the trade to stock up more and hence reduce stock-outs, increase share of shelf space and drive
sales through the channels. Public relations (PR) is the practice of managing the spread
of information between an individual or an organization. Public relations may include an
organization or individual gaining exposure to their audiences using topics of public interest and
news items that do not require direct payment. This differentiates it from advertising as a form
of marketing communications. Public relations are the idea of creating coverage for clients for
free, rather than marketing. The aim of public relations is to inform the public, prospective
customers, investors, partners, employees and other stakeholders and ultimately persuade them to
maintain a certain view about the organization, its leadership, products, or political decisions.
 Personal selling
Personal selling is where businesses use people (the "sales force") to sell the product after
meeting face-to-face with the customer. The sellers promote the product through their attitude,
appearance and specialist product knowledge. They aim to inform and encourage the customer to
Page | 45
buy, or at least trial the product. The efficient JBL worker meets the target customer directly and
try to convince them. It helps a lot in the branding and communication process.
At a glance the communication strategies of JBL given bellow:
Advertising Public relation Sales Promotion Personal selling

Print Ads Press Kits Give Away Branch Manager
Cinema Ads Seminar Fairs Account Officer
TV & Radio Ads Speeches Exhibits Relationship Manger
Mailing Annual report Demonstration Personal Invoice
Manager
Directories Sponsorship Special Documents Tele Marketing
Display Signs Free Banking Seminar Selling
Promotional Special Investment
Magazine
4.11 Place Strategies of Jamuna Bank Ltd.

One of the simplest methods of segmenting markets is by their geographical location. Jamuna
Bank offer banking activates towards the mass people of Bangladesh. As a result the open hundred
plus outlet all over the Bangladesh. The geographical location of the JBL given bellow:
0.6
0.5
0.4
0.3
Dhaka , 59
0.2
0.1 Chittagong, 23
Rajshahi, 18
Khulna, 07 Sylhet, 05
0
Dhaka Chittagong Rajshahi Khulna Sylhet
Figure: Location of Branch

Page | 46
4.12 Promotion Strategies of Jamuna Bank Ltd.

Several activities are involved in designing the promotion strategy including:
 Setting communication objectives.

 Deciding the role of each of the components that make up the promotion program.
 Determining the promotion budget.
 Selecting the strategy for each promotion component.
 Integrating and implementing the promotion component strategies.
 Evaluating the effectiveness of the integrated promotion strategies.
Figure: Promotion Strategy
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4.13 Promotional activities of JBL through CSR

Promotional activity of a bank can include anything that will promote the bank to the people.
Normally, these can include advertisement in Billboards, TV commercials or paper ads etc.; CSR
activities, brandings, sponsorships. Jamuna Bank Ltd. occasionally gives advertisement and
notices in daily newspapers. For example, any new branch opening information or new products
etc. Billboards of Jamuna Bank Ltd. are not that much visible in the road. Jamuna Bank Ltd has
many CSR activities all over the country. At least 2% of our annual profit of every year is put aside
for the foundation to conduct Corporate Social Responsibilities (CSR) activities.
These include –
 Healthcare service.
 Scholarship program for brilliant poor student.
 Education Promotion Scheme (Interest free loan).
 Helping people affected by natural calamities.
 Helping people in slum areas.
 Donation to educational institutions to setup computer lab.
4.14 Ethical Standards of Jamuna Bank Ltd.

 Be Trustworthy: They believe in mutual trust and treat their customers in a way so that
they can trust JBL.
 Keep an Open Mind: For continuous improvement of their Bank They keep their minds
open to new ideas. They seek opinions and feedback from both customers and team
members through which their Bank will continue to grow.
 Meet Obligations: Regardless of the circumstances, they do everything to gain the trust
and confidence of customers and clients by honoring their commitments and obligations.
 Be Transparent: They are transparent in their dealings with customers and all
stakeholders. They ensure transparency by furnishing information through print and
electronic media as well as in Bank’s website, journals and reports.
 Be involved with the Community: They remain involved in community-related issues
and activities, thereby demonstrating that their business is socially responsible.
 Be Respectful: They treat all stakeholders with utmost respect and courtesy regardless of
differences, positions, titles, ages, or other types of distinctions.
 Be Environment Conscious: They provide industrial financing decorously to keep the
environment free from pollution and health hazard. They also ensure setting up ETP before
installation of industries to keep environment safe. They are pro-active and foresighted for
green office and green economy.
Page | 48
4.15 Three Themes for Growth

 Introducing Card Network and electronic banking.
 Expanding personalized services
 Building strong presence in the market with reputation.
4.16 Porter's Five Forces of Jamuna Bank Limited

The Porter's Five Forces tool is a simple but powerful tool for understanding where power lies in
a business situation. This is useful, because it helps you understand both the strength of your
current competitive position, and the strength of a position you're considering moving into. JBL
always follow this marketing concept properly.
With a clear understanding of where power lies, you can take fair advantage of a situation of
strength, improve a situation of weakness, and avoid taking wrong steps. This makes it an
important part of your planning toolkit.
Conventionally, the tool is used to identify whether new products, services or businesses have the
potential to be profitable. However it can be very illuminating when used to understand the balance
of power in other situations.
Five Forces Analysis assumes that there are five important forces that determine competitive
power in a business situation. These are:
1. Supplier Power: Here you assess how easy it is for suppliers to drive up prices. This is driven
by the number of suppliers of each key input, the uniqueness of their product or service, their
strength and control over you, the cost of switching from one to another, and so on. The fewer
the supplier choices you have, and the more you need suppliers' help, the more powerful your
suppliers are. In Bangladeshi banking market depositors are the main suppliers of money.
2. Buyer Power: Here you ask yourself how easy it is for buyers to drive prices down. Again,
this is driven by the number of buyers, the importance of each individual buyer to your
business, the cost to them of switching from your products and services to those of someone
else, and so on. If you deal with few, powerful buyers, then they are often able to dictate terms
to you. Jamuna bank provides enough facilities to their customer and clients.
3. Competitive Rivalry: What is important here is the number and capability of your
competitors. If you have many competitors, and they offer equally attractive products and
services, then you'll most likely have little power in the situation, because suppliers and buyers
will go elsewhere if they don't get a good deal from you. On the other hand, if no-one else can
Page | 49
do what you do, then you can often have tremendous strength. Different national and private
commercial bank is the main competitor of Jamuna Bank Ltd. So JBL have to provide more
attention about the comparative strategy.
4. Threat of Substitution: This is affected by the ability of your customers to find a different
way of doing what you do – for example, if you supply a unique software product that
automates an important process, people may substitute by doing the process manually or by
outsourcing it. If substitution is easy and substitution is viable, then this weakens your power.
5. Threat of New Entry: Power is also affected by the ability of people to enter your market. If
it costs little in time or money to enter your market and compete effectively, if there are few
economies of scale in place, or if you have little protection for your key technologies, then new
competitors can quickly enter your market and weaken your position. If you have strong and
durable barriers to entry, then you can preserve a favorable position and take fair advantage of
it. Recently our government approved a number of new bank. So the new bank will provide a
threat on the JBL daily performance. It will be more difficult in the next few days.
Supplier
Power
Threat of Buyer
New Entry Power
Threat of Competitive
Substitution Rivalry
Figure: Porter's Five Forces
Page | 50
4.17 Strategic Priority of JBL

 Delivering customer’ desired products
and services to create true customers’
value.
 Focusing on export of both traditional
and nontraditional items and remittance
to ensure a comfortable position of
foreign exchange all the time.
 Doing businesses that have higher risk
adjusted return.
 Focusing on maintenance of assets
quality rather than its aggressive
expansion.
 Changing the deposit mix thereby
reduce the cost of deposits.
 Ensuring all modern alternative delivery channels for easy access to our services by
customers.
 Taking banking to the doorstep of our target group.
 Restructuring existing products and introducing new products to meet the demand of time
and the target group.
 Entering into new avenues of business to increase profitability.
 Bringing unbanked people into our delivery channels.
 Increasing fee based service/activities where costly capital is not changed.
 Ensuring organizational efficiency by continuous improvement of human capital and
motivation level, dissemination of information and thereby ensuring a sustainable growth
of the organization.
 Maximizing shareholders’ value at all times alongside ensuring a sustainable growth of the
organization.
 Pursuing CSR activities for our continued support to future generation, distressed people
and for advancement of underprivileged people of the country.
 Establishing the brand image as a growth supportive and pro-customers’ bank.
 Strengthening risk management techniques and ensuring compliance culture.
 Remaining cautious about environment and supporting for maintaining a green and clean
soil.
Page | 51
CHAPTER-5
Financial & Competitive Analysis
Page | 52
5.1 Annual Financial Analysis

Balance Sheet-2015
2011 2012 2013 2014 2015

(Year) (Year) (Year) (Year) (Year)
Cash 4,874,884,4 6,962,970,33 6,650,521,13 10,040,992,7 11,807,420,437
21 8 5 26 .00
In hand 685,214,03 1,031,726,72 1,272,521,26 1,246,746,01 1,435,720,629.
(Including 0 8 4 9 00
foreign
currencies)
Balances with 4,189,670,3 5,931,243,61 5,377,999,87 8,794,246,70 10,371,699,808
Bangladesh 91 0 1 7 .00
bank and sonali
bank (Including
foreign
currencies)
Balance with 5,866,826,9 3,522,002,49 4,278,985,19 6,336,937,56 2,920,940,540.
other banks and 67 1 2 6 00
financial
institution
In Bangladesh 5,072,858,1 2,282,895,65 4,090,850,52 5,454,580,28 771,949,131.00
87 6 0 7
Outside 793,968,78 1,239,106,83 188,134,672 882,357,279 2,148,991,409.
Bangladesh 0 5 00
Money at call -- 570,000,000 -- -- 1,040,000,000
and short notice
Investment in 16,541,774, 39,175,415,3 31,494,780,4 40,166,616,5 34,926,339,742
shares & 503 60 30 36 .00
securities
Government 15,987,083, 38,792,095,0 30,716,749,3 39,616,508,6 34,353,193,898
174 89 20 02 .00
Others 554,691,32 383,320,271 778,031,110 550,107,934 573,145,844.00
9
Loans and 56,800,243, 55,441,731,1 68,439,839,5 79,032,296,9 88,428,802,008
advances/Invest 434 88 34 41 .00
ment
Loans, cash 45,072,970, 46,136,914,1 60,352,010,7 70,487,739,8 80,464,426,360
credits, 629 69 15 18 .00
Page | 53
overdrafts/Gene
ral Investments
Bills discounted 11,727,272, 9,304,817,01 8,087,828,81 8,544,557,12 7,964,375,648.
and purchased 805 9 9 3 00
Land, building, 2,257,847,8 2,368,064,30 2,481,998,87 2,564,341,45 2,512,993,862.
furniture and 10 3 0 8 00
fixtures
(Including
leased assets)
Other assets 825,689,10 1,216,113,85 2,294,323,49 1,754,240,10 1,797,520,422.
6 9 2 3 00
Total assets 87,167,733, 109,256,297, 115,640,448, 139,895,425, 143,434,017,01
700 539 653 330 1
Borrowings 5,750,713,2 17,088,212,5 3,677,276,37 9,359,855,19 1,104,724,893.
from other 33 75 7 2 00
banks, financial
institutions and
agents
Deposits and 70,513,499, 79,024,515,0 97,083,287,9 114,626,459, 118,843,998,10
other accounts 566 24 15 435 1.00
Current /Al- 7,876,768,7 8,741,877,72 9,586,841,11 12,703,747,2 15,439,585,382
Wadeeah 18 9 4 52 .00
current and
other deposit
accounts
Savings 4,473,698,1 5,046,423,12 5,835,906,06 7,894,489,91 10,154,755,625
deposits/Mudar 54 7 2 5 .00
aba Savings
Deposits
Mudarabba/ 42,857,038, 44,101,064,2 54,729,538,6 57,955,482,1 49,668,192,528
Term and Fixed 468 00 47 69 .00
deposits
Other Deposits/ 14,316,559, 19,923,184,9 25,656,782,1 5,577,705,81 41,619,818,607
Mudarabba 647 53 93 3 .00
Deposits
Bearer -- -- -- 28,061,993,2 --
certificates of 98
deposits
Page | 54
Bills payable 989,434,57 1,211,965,01 1,274,219,89 2,433,040,98 1,961,645,959.

9 5 9 8 00
Other liabilities 3,600,515,7 4,813,447,51 5,984,368,45 5,078,236,46 5,756,019,418.
79 8 6 8 00
Subordinated -- -- -- -- 2,000,000,000
Debt/Mudaraba
bond
Total liabilities 79,864,903, 100,926,175, 106,744,932, 129,064,551, 127,704,742,41
875 117 748 095 2
Shareholders' 7,302,826,5 8,330,120,31 8,895,513,88 10,830,874,2 15,729,274,599
equity 34 4 4 35
Minority 3,290 2,108 1,823 -- --
Interest
Total liabilities 87,167,733, 109,256,297, 115,640,448, 139,895,425, 143,434,017,01
and 699 539 455 330 1
shareholders'
equity
Book Value Per 20.02 18.56 19.82 20.99 25.61
Share
Paid up capital 3,648,400,0 4,487,536,62 4,487,536,62 5,160,667,11 6,141,193,860
00 0 0 0
Regulatory 7,552,791,0 8,605,282,80 9,259,799,46 -- --
Capital 43 2 4
Risk weighted 67,041,400, 70,448,600,0 83,421,378,4 -- --
assets 000 00 45
Non-performing 1,618,730,0 5,337,873,26 5,133,754,00 -- --
loan 00 5 0
Total 1,721,416,0 970,952,602 558,423,000 -- --
provisioning 00
Cost of 0.09 0.08 0.09 -- --
deposits/funds
Interest earning 62,667,070, 59,533,733,6 72,718,824,7 85,369,234,5 92,389,742,548
assets 401 79 26 07 .00
No. of 1,786 2,006 2,206 2273 2412
Employees
No. of Branches 73 83 91 102 112
Source: DSE & Lanka Bangla Websites
Page | 55
5.1.1 Summary of Financial Analysis

2011 2012 2013 2014 2015
(Year) (Year) (Year) (Year) (Year)
Balance Sheet
Total assets 87,167,733, 109,256,297 115,640,448, 139,895,425 143,434,017,0
700 ,539 653 ,330 11.00
Total 79,864,903, 100,926,175 106,744,932, 129,064,551 127,704,742,4
liabilities 875 ,117 748 ,095 12.00
Shareholders' 7,302,826,5 8,330,120,3 8,895,513,88 10,830,874, 15,729,274,59
equity 34 14 4 235 9.00
Total 87,167,733, 109,256,297 115,640,448, 139,895,425 143,434,017,0
liabilities and 699 ,539 455 ,330 11.00
shareholders'
equity
Book Value 20.02 18.56 19.82 20.99 25.61
Per Share
Paid up capital 3,648,400,0 4,487,536,6 4,487,536,62 5,160,667,1 6,141,193,860.
00 20 0 10 00
Income statement
Net interest 2,175,714,7 1,916,682,0 1,125,014,85 1,591,209,8 1,713,560,189.
income 21 42 4 23 00
Total 4,916,984,0 5,375,791,4 5,781,442,24 6,277,958,5 7,123,777,525.
operating 41 67 4 48 00
income
Total 2,056,305,0 2,097,240,8 2,688,700,79 3,047,298,7 3,376,157,712.
operating 00 15 4 26 00
expenses
Profit before 2,860,679,0 3,278,550,6 3,092,741,45 3,230,659,8 3,747,619,813.
provision 41 52 0 22 00
against loans
and advances
Total 365,762,15 1,147,936,6 720,128,248 1,296,701,9 1,516,646,483.
provision 7 02 62 00
Profit before 2,494,916,8 2,109,808,8 2,349,764,27 1,897,010,4 2,187,237,231.
tax 84 40 5 83 00
Net profit after 1,351,760,7 1,040,316,8 1,144,478,93 1,352,735,5 1,642,852,574.
tax 81 78 4 89 00
Audited EPS 3.71 2.32 2.55 2.62 2.68
Page | 56
Cash Flow
Net cash from 3,532,205,9 9,858,172,9 3,171,803,11 5,402,400,3 (3,267,215,432
operating 76 85 7 29 .00)
activities
Net cash used 948,615,06 1,127,664,4 2,603,831,73 (5,635,823,1 8,912,656,815.
in investing 0 88 5 83) 00
activities
Net Cash used 5,677,031,7 12,003,497, (14,039,191, 5,682,578,8 (6,255,130,299
in financing 81 645 325) 15 .00)
activities
Net 10,525,267, 22,989,335, (8,263,556,4 5,449,155,9 (609,688,916.0
increase/(decr 622 118 73) 61 0)
ease) in cash
and cash
equivalents
Cash & Cash 16,345,209, 26,870,477, 49,859,812,1 10,930,922, 16,380,078,69
Equivalents at 380 002 20 727 1.00
beginning of
the year
Cash and cash 26,870,477, 49,859,812, 41,596,255,6 16,380,078, 15,770,389,77
equivalents at 002 120 47 688 5.00
end of the year
Source: DSE & Lanka Bangla Websites
Page | 57
5.2 SWOT Analysis

SWOT analysis is the detailed study of an organization’s exposure and potential in perspective of
its strength, weakness, opportunity and threat. This facilitates the organization to make their
existing line of performance and also foresee the future to improve their performance in
comparison to their competitors. As though this tool, an organization can also study its current
position, it can also be considered as an important tool for making changes in the strategic
management of the organization.
Strengths Weaknesses Opportunities Threats
3rd Generation Bank Lacks experienced High demand of Number of potential

competent as well as credit. competitors in home
Wide image proficient manpower and abroad is
in some departments. High demand of increasing day by
High commitments small enterprise day.
for customers. Absence of service financing.
providing mentality. Competitive deposit
Qualified and High demand of
experienced market
Lack Of number of remittance facility.
personnel ATM. Market pressure for
High demand of narrow down spread.
Proper Use of Digital Depending on Head investment by
Banking Technology office. depositing. New financial
Quick One stop institution approved
Lack of Branches in Increasing foreign by the government
service Facilities rural economy. trade day by day.
Proper Interest Rate
Page | 58
5.3 Competitors Analysis

Once the firm’s internal strengths and weaknesses are realized and the external opportunities and
threats are identified, next it is important to turn to a process of evaluating the competition
competitor evaluation not only gives more insight into the strategies and goals of the competition
but it also provides a bird’s-eye view of the trends and future of the industry in which the firm
operates.
Jamuna Bank is operating its business in a monopolistic market; where many buyer and seller
exist who trade over a range of prices rather than a single market price and can differentiate their
product to buyers. It has many competitors with whom the company needs to compete to sustain
in this business industry and earn more profit.
The company takes into account all the members of financial business as its competitors. Among
them Brac Bank, DBBL, IBBL, EBL, SIBL, IFIC etc. are considered as the main competitors.
5.4 Competitiveness and Market Analysis

In the Financial market of Bangladesh there are huge variations in investments. Small & Medium
firms also participate in the industry along with the big firms.
In this section, Porter’s five factors model have been used to provide more insights of the
Bangladesh financial market operations. It will show the forces that well describe the financial
market in Bangladesh. The model states that there are five forces of competition in any industry.
The first is rivalry amongst competitors. The second is the threat of new entrants into the
industry. This is always a threat whenever there is something profitable going on. If they do
enter, they are going to erode the profitability of that segment. The third and fourth forces are
the bargaining power of the buyer suppliers, from whom companies are purchasing critical
inputs, and the bargaining power of the buyer whom they are trying to sell. The fifth one is the
threat of substitute products or services.
Rivalry among Existing Firms

This refers to the intensity of competition within an industry. This is all about competition in the
market. By nature Bangladesh market is free for all and anyone can invest here. Therefore there
are lots of companies in the market who compete among themselves. However competition is
much fiercer in the urban areas like Dhaka city compared to the suburban areas like Gazipur. So
the rivalry among the financial companies in our country in higher.
Threat of New Entrants

Day by day the financial industry is getting new orientation in the Bangladesh market. So in this
firm new entrants is a threat for the existing firm.
Page | 59
Threat of Substitutes
This refers to the extent by which buyers can replace their current products to another one. Here
Substitutes means not only core product but also service. All financial company try to give best
core product and services. So Jamuna Bank face high threat of substitutes.
Bargaining Power of Buyers

In a bank buyer hasn’t any bargaining power. But they can aspect their desire things at a
minimum cost. As a result a bank need to give more service to the customer.
Bargaining Power of Suppliers

On the suppliers side bank don’t need to face much pressure. But for opening a branch or ATM
booth they have to bargain with land owner or market owner.
Figure: Competitiveness and Market Analysis
Page | 60
CHAPTER-6
Findings, Recommendations
& Conclusion
Page | 61
6.1 Major Findings

Successful marketing planning should identify human resource needs. Once these needs are
identified, one can able to do meet them. The next step is the acquisition function of marketing
management. On the basis of practical work experience with the bank and the general findings, the
following major findings are identified:
 As commercial bank JBL maintain their performance and improve their product and
service.
 JBL also increase their branches every day.
 JBL try to give better price to attract their customers and maintain standard profit.
 They always analysis their comparative organization and up to date their services.
 They maintain their relationship to their clients and create positive image to their
organization.
 JBL publish their annual report to attract their customer and clients.
 To attract more clients JBL improve marketing strategy, which will increase the total
performance of the bank and help to achieve goal.
 Effective and efficient initiative is help to maintain the sustainability.
 Effective and efficient package for the clients help to increase the investment and achieve
profit.
 Long term tanning helps to implement the marketing strategy very well.
 Computerization banking system and latest communication device are available in JBL
 Banking operations of banks are more dynamic and less time consuming.
 The clearing house orientation in house in Bangladesh should be fully atomized system.
Bank and business organizations especially corporate house should have adequate
research, shelled manpower and technology driven strategies in regard.
 Jamuna bank Ltd. charge normal profit to enlarge the market size on the banking product
and service.
 Jamuna bank Ltd. have their own strategic plan to implement on line banking system.
Creating awareness and consciousness among the clients of the branches are also required.
 Jamuna Bank Ltd. always gives incentives to motivate their employees. They also motivate
their clients to maintain their truncation regularly.
 JBL try to satisfy their client’s long run.
Page | 62
6.2 Recommendations
Present banking business is very comparative. In the comparative market to provide market service
bank always have to find some new business strategy to provide service. In the light of my study
I am providing some recommendation
 Expand branch network not only the urban areas but also the rural areas of the
different zone of the country.
 Train employees to work more effacingly and confidently to provide quality service
to their customer.
 Bank should offer more facilities to increase the customer and have to receive the
customer.
 Need to increase more ATM Booths in everywhere in the country
 To provide better service bank have to use more powerful and advanced
technology.
 Response time during customer’s problem need to reduce.
 Need to provide quick response call center facilities to their customer.
 An authorized dealer they have to start to provide cash dollar, travelling cheque to
their customer.
 Advertisement program need to increase in different print and electronic media.
 JBL can provide small gifts to their customer in different occasion like Eid, Puja,
and New Year to maintain good relation.
 Jamuna Bank Ltd. should have their own strategic plan to implement on line
banking system.
 Creating awareness and consciousness among the customer and clients of JBL
services.
 Moreover gather emphasis should be given on security and to prevent fraud so that
any short of financial transaction including on line banking payment or any other
electronic fund transfer can be properly handle.
Page | 63
6.3 Conclusion
Marketing Policy of Jamuna Bank has been shown to be an important element that relates to
organizations performance. This study has provided some evidence for the positive, significant
relationship that exists between Marketing performance- the case of bank-and marketing policies.
In particular this study has found a significant positive link between organizational performances.
Among the control variables having a link with marketing and organizational performance, Bank
size turns out to have significant positive relationship with bank assets, bank capital and deposits.
This result seems intuitive, as the size of the operation is practically endogenous to the equation
that has assets and capital as dependent variables. Along with Bank size, assistance in career
planning and offering opportunities for professional growth turn out to be highly correlated to
marketing performance. This may be explained by the possibility that Bank size exerts a mediating
influence in the impact of rewards and recognition, training programs and performance-based
evaluations on Bank performance. Likewise, private Banks seem to exert a mild influence on the
marketing relationship.
Jamuna Bank Ltd. a fast-growing banking company. It is also in need of a well-equipped marketing
department to keep pace with its expansion. The Bank has a good record of training its employees.
If it is necessary they should send their employees outside the organization for training. The Bank
has a practice of motivating employees through giving increment; but there are other motivational
factors. It should tries to full-fill the love and safety needs, esteem needs and self-actualization
needs, but most of the time Jamuna Bank cannot provide these motivational things. In performance
appraisal and reward system, increment cannot be a good reward for all situations; they should
provide rewards like ‘Employee of the year’ by arranging a program. Jamuna Bank Ltd. is in quite
a good condition in maintaining its benefit packages. The Company provides enough benefits for
its employees and these benefits sometimes work as motivators besides the increment. The
compensation packages of the Bank are satisfactory to the employees compared with some other
private Banks.
Jamuna Bank can focus on their strengths to materialize the opportunities hidden for them in the
Banking industry and also they can work on their weaknesses to develop the product effectively and
grab more opportunity hidden in the Banking Industry. With their strengths Jamuna Bank
can also reduce the threats existing in the market. The Bank has strength with its solid brand image,
experience and skills as well, with which it can able to satisfy the customers with its wide range of
products and services.
This research has provided some interesting insights into what kind of services the customers give
importance. The study also reveals that some of the customer requirements are not fully met and
they are very dissatisfied with some of the aspects of the bank (location, saving rates, credit
Page | 64
services, investment services etc. Again the research revealed that only one third of customers
were more of less satisfied with the services of the bank and more than half of the respondents
were on the neutral side of satisfaction line. Jamuna Bank Ltd. should attract this half and bring
them to the positive side of the road so that strong relationship with the customers can be
maintained.
Though the Bank has a very good reputation in the market due to its good Management but in the
long run, the Bank will also have to face the competition with other commercial Banks. Due to
this it must develop its administration specially the marketing Department which is the nerve
center of the Bank for the appointment and retaining the knowledgeable, efficient and skilled
persons in the right posts at the right time. And this will only be possible when the Bank will be
able to develop its marketing department both in manpower and providing other facilities.
Finally, I would say that this report on Jamuna Bank Ltd. has increased my knowledge Bachelor
of Business Administration and made my (BBA) education more complete and applied. In this
report, I got the opportunity to apply various tools and concepts that I have learned in my BBA
courses.
Page | 65
7.1 References
Books:
 Marketing Research: An Applied Orientation, 6/E by Naresh K. Malhotra,

published by Pearson Education, Inc.
 Philip Kotler & Garry Armstrong “Principles of Marketing 13th Edition” (2012-
13)
 Ghauri, P. & Gronhaug, K. (2005), Research Methods in Business Studies. Prentice
Hall: London
 William G. Zikmund (2010), Business Research Method 8th ed. South-Western
Cen gage Learning.
 Alam, M. (1997), ‘Budgetary process in uncertain contexts: a study of state-owned
enterprise in Bangladesh’, Management Accounting Research, vol.8, no.2 pp147-
167.Chiwhury, L R. A Textbook in Banker’s Advances. 2nded. Dhaka: Fair Corporation,
2003
 Dess, G., Lumpkin, G. & Eisner, A. (2008), Strategic Management: text and cases.
4th edition McGraw-Hill/Irwin: New York.
 Cooper, D. & Schindler, P. (2008), Business Research Methods. 10th ed. McGraw-
Hill: New York.
 Zikmund, G. William. (2003) Business Research Methods. 7th ed. Singapore:
Thomson Learning South Western
 Services Marketing, 6/e by Valarie A. Zeithaml McGraw-Hill Education (India)
Limited, 2012
Reports:
 Annual Report of Jamuna Bank Limited - 2015

 Annual Report of Jamuna Bank Limited, - 2014
 Annual publications of Bangladesh Bank (2016), Available from:
https://www.bb.org.bd/
 Marketing strategies of Jamuna Bank Ltd. (2014), Report, Available from:
http://www.academia.edu
 General Banking Activities of Jamuna Bank Ltd.(2015), Available from:
http://www.academia.edu
Page | 66
 An Analysis of Financial Performance, (2016) Available from:

http://lankabd.com/dse/stock-market/JAMUNABANK/jamuna-bank-limited/financial-
statements?companyId=25&stockId=25
Websites:
 Jamuna Bank official website: http://jamunabankbd.com

 Bangladesh Bank official Website: https://www.bb.org.bd/
 http://www.bangladeshinfo.com/business/banking01.php
 www.banglapedia.org/httpdocs/HT/D_0149.HTM
 www.en.wikipedia.org/wiki/Jamuna_Bank_Limited
Page | 67
8.1 Appendix
Abbreviations
JBL- Jamuna Bank Ltd.
BB- Bangladesh Bank
SME - Small & Medium Enterprise
CRM- Credit Relationship Management
KYC- Know Your Customer
ATM - Automated Teller Machine
CIB - Credit Information Bureau
CD- Current Deposit Account
STD- Short Term Deposit Account
MSS- Monthly Saving Scheme
MBS- Monthly Benefit Scheme
LDS- Lakhopati Deposit Scheme
MDS- Millionaire Deposit Scheme
SOD- Secured Overdraft
LDBP- Local Documentary Bill Purchased
SND- Short Notice Deposit
PBD- Personal Banking Division
CRG- Credit Rating Grading
ECC- Export Credit Cash
PC- Packing Credit
CSR- Corporate Social Responsibility
Page | 68

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Marketing strategies and practices of commercial bank in Bangladesh: A study on Jamuna Bank Ltd.

1.2 Origin of the Report

1.3 Objectives of the Report

1.4 Methodology of the Study

 Annual Report of Jamuna Bank Ltd.

1.5 Literature Review

1.5.1 Marketing Strategy

1.5.2 Understanding Financial Product Consumer

1.5.3 Identifying & Targeting Financial Prospects

1.5.4 Development & Management of Financial Products

1.5.5 Channels of Distribution

1.5.6 Pricing for Financial Products

1.5.7 Communication & Promotional Activities of Financial Products

1.5.8 Building & Managing Customer Relationship

1.6 Scope of the Study

1.7 Limitations of the Study

 Information secrecy is a critical problem. Disclosing of information in a financial institution

2.1 Overview of Jamuna Bank Limited

 Remaining with time

2.2 Mission & Vision of Jamuna Bank Ltd.

2.2.3 Nature of Business

2.2.4 Corporate Slogan

Your Partner for Growth

2.3 Corporate Culture of JBL

 The client comes first

2.4 Values of JBL

2.5 Ethical Practices of JBL

 JBL strictly complies with all rules and regulations.

2.6 Objectives of JBL

 To earn and maintain CAMEL Rating 'Strong'

2.7 Strategies of JBL

2.8 Organizational Structure of Jamuna Bank Ltd.

Figure: Organizational Structure of JBL

2.9 Name of Founder & Board of Directors

Shafiqul Alam Director

Narayan Chandra Saha Independent Director

Al-haj M. A. Khayer Director

Md. Rafiqul Islam Independent Director

Mr. Shaheen Mahmud Director

Al-haj Md. Rezaul Karim Ansari Director

Mr. Md. Tajul Islam Director

Al-Haj Nur Mohammed Director

Mr. Fazlur Rahman Director

Mr. Golam Dastagir Gazi, Bir Protik Director

Engr. Md. Atiqur Rahman Director

Engr. A. K. M. Mosharraf Hussain Director

Mr. A. S. M. Abdul Halim Independent Director

Mr. Md. Sirajul Islam Varosha Director

Mr. Md. Belal Hossain Director

Mr.Sakhawat, Abu Khair Mohammad Director

Md. Sirajul Islam Vorsha Director

Mr. Shafiqul Alam Managing Director

Tasmin Mahmud Director

Mr. Gazi Golam Murtoza Chairman

2.10 Corporate Information of Jamuna Bank Ltd.

Slogan “Your Partner for Growth”.

Date of Incorporation April 02 2001

Inauguration of First Branch June 03, 2001

Chairman of the JBL Mr. Gazi Golam Murtoza

Number of Branches 112

Banking Operating System Both Conventional & Foreign Exchange System

Registered in Stock Exchange DSE & CSE

Fields of Activity Deposits, Corporate Banking, SME Banking,