Internship Report

CHAPTER: 01
INTRODUCTION
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1.1: Introduction
The internship program is an integral part of the Bachelor of Business Administration (BBA).
This program creates a unique opportunity for the students to apply their theoretical
knowledge into the practical world and gain valuable real-world business experience. During
the program, a student can also realize existing business condition apart from having
opportunities to solve the problem using various analytical tools. In the age of modern
civilization, the bank plays a great role to keep economic development. The corporation of
the bank is needed in every economic activity. There is hardly any aspect of development
activity where state inspired or otherwise where a bank does not have a role to play.
Recently, writings on brand equity indicate that brand equity is the current marketing focus of
many leading companies today. The usefulness of brand equity in the business world is
undeniably important. It is not only important to businesses that offer tangible products but
also to service organizations. With the efforts of many companies to have their service brands
become more internationally recognized it is increasingly important to understand service
brand equity and to become more sophisticated in managing services. Although branding is
often associated with tangible goods, it is just as relevant for intangible goods such as
services. With tangible goods, the physical product is the primary brand. For services, the
service organization or the service provider is the primary brand. There are fundamental
differences between goods and services, which may have implications for brand equity. For
example, the branding efforts for tangible products can be materialized through the product,
packaging, labeling, and logo design.
On the other contrary, the lack of tangibility of services that do not allow packaging, labeling
and displaying. Services are less standardized and are composed largely of abstract
experience attributes, the value of which must be inferred by the consumer (Cobb-Walgren,
Ruble & Donthu, 1995). Brand equity has emerged as one of the crucial issues to be
discussed and understood in marketing (Keller, 1993, Aaker, 1996, Dyson et al., 1996, Kim
and Kim, 2005). Moreover, it has been discussed in some different ways and for various
purposes. A brand’s value is the positive attitude of its customers. The power of a brand or its
equity is in the thoughts, feelings, images, beliefs, attitudes, experiences in the minds of
consumers. All the branding activity vow to initiate a more positive attitude of customers
comparing to competing brands. This process is known to be difficult. The popular marketing
model in building a positive brand is called the customer-based brand equity model (CBBE
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model). CBBE is the power of a brand that resides in the minds of its customers. It involves
establishing six brand-building blocks—brand salience, brand performance, brand imagery,
brand judgments, brand feelings, and brand resonance.
Branding has been immensely important for service-based organizations in the recent days;
for services are identical and difficult to differentiate. Many service organizations such as
banking, telecommunication, airlines, and hotels are facing competition and it is important
for the service providers to establish a strong brand (Kim and Kim, 2005). In Bangladesh,
along with other service-based industries, banks and financial institutions are facing intense
competition and are opting to establish strong brands. With many already financial
institutions such as banks, leasing companies, insurance brokers, cooperative societies,
brokerage houses already in operation, and many others yet to come, it is expected that the
money market of the country is going to be critically competitive soon. To survive in the
competition, in the past, many conventional banks have opened and are operating Islamic
banking services to target and serve pious Islamic customers, while some others have
completely converted into full-fledged Islamic banks. This gives a way to think that financial
institutions are taking on activities to create brands in the marketplace to sustain in the
competition (Sarker,2000). It gives way to academics a path to appraise their branding
techniques.
From 16th December 1971 “Bangladesh Bank (central bank of Bangladesh)” unofficially
started its journey which was officially enlisted in 1972. At that period Bangladesh has 1,094
branches different Pakistani banks. In March 1972 Bangladesh bank nationalized a gazette
which declares that total of 12 Pakistani banks along with their branches will be combined
and make 6 new state-owned banks for the Republic of Bangladesh. Janata Bank Limited was
among those 6 new state-owned banks which started its journey on that particular day. This
report is on “The impact of Brand Equity drivers on consumer-based Brand Resonance on
JANATA BANK LIMITED”. Now Bangladesh is a developing nation which has more than
70 commercials, State-owned and specialized banks. Janata Bank Limited is among those
70+ banks which are currently operating in Bangladesh. This report is done to find out
whether customers of this particular bank are satisfied with the service provided by this bank
or not. For checking the satisfaction levels a survey is done in. Janata Bank Limited in case of
service. A set of questionnaires has been made for asking people about what they think about
JBL. All of them in the survey are JBL account holder or those who pay bills here.
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1.2: Background of the study:
The main reasons for this study are to become familiar with the real business world and to
accomplish the practical knowledge about the banking and corporate world. It is known that
practical knowledge is more important than theoretical knowledge. By the help of the
program, I have got an opportunity to introduce with the corporate world and corporate
culture which will help me to cope with me in job sector as a student of BBA program; this
study was more significant in my practical life. That’s why I have selected topic the impact
of Brand Equity drivers on consumer-based Brand Resonance on the service of public
bank; A case study on Janata Bank at DMCH Corporate Branch. I’ve to work for three
months at DMCH Branch of Janata Bank Ltd. To complete the internship program as an
academic requirement.
1.3: Literature Review

The concept of brand equity has emerged in marketing and management since 1990. The
exploration of brand equity is not in detail yet. The term brand equity refers to the value that
the brand name brings to the producers, retailers, and consumers of the brand. In marketing
brand equity referred to as the intangible brand properties. Brand equity arose from customer
brand name awareness, brand loyalty, perceived brand quality and favorable brand
symbolisms and associations that provide a platform for a competitive advantage and future
earning streams (Aaker, 19991) Brand equity requires extension in the context of marketing
because of the differences between goods and services (Zeithaml et al., 1985).
Krishman and Hartline (2001) inscribed in their study that brand equity is more important
for products than for services; there is a difference in brand equity associated with search
dominant, credence dominant, experience dominant services and, consumer knowledge about
the products effects brand equity. This study described the importance of brand equity
associated with different types of products, did not explain the factors that affect brand equity
of services and goods.
There has been a lack of consensus in regards to defining brand equity in the marketing
Literature. From an organizational perspective, Aaker (1991; 1996) defined brand equity
asset of assets (and liabilities) linked to a brand’s name and symbol that adds (subtracts) to
the value provided by a product or service to the firm and firm’s customers” (p. 7-8).
Companies are responsible for managing numerous brand assets to leverage the value of the
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product for the consumer and the firm. From Aaker’s perspective, a firm should consider the
brand to be represented by the tangible aspects of the product itself, the values and goals of
the organization as a whole, the abstract, person-like attributes that brand may possess, and
symbolic representations of the brand. Cumulatively, these aspects of the brand form an
overall identity or image of the brand in the mind of the consumer (Aaker, 1996).
From a financial perspective, brand equity has been defined as the difference in
incremental cash flow between a branded product and an unbranded competitor (Simon &
Sullivan, 1993). Similarly, financial definitions of brand equity have included the difference
in revenue or profit between a branded product and a private label (Ailawahdi, Lehmann, &
Neslin, 2003; Dubin, 1998). In this regard, the true value of a brand name has been
accounted for by comparing the liquidity of a branded product versus an unbranded
competitor.
Aziz and Yasin (2010) described the brand resonance model which considers six issues of
brand performance, brand judgment, brand feelings, brand resonance, and brand salience to
identify brand equity of services. The study pointed out that only five factors work as the
determinants of brand equity except for brand imagery. They also stated that there is a
relationship between brand performance and brand judgment, between brand feelings and
brand performance, between brand judgment and brand resonance, between brand feelings
and brand resonance, between brand performance and brand resonance. This study only
considered the determinants of brand equity of services. It would also be interesting to
examine the model in the other-service sector such as telecommunication.
Kevin Lane Keller (2001) stated in the study that the Customer-Based Brand Building
Equity model called Brand resonance model provides assistant in building a brand. This
model considers four steps comprise brand identity that establishes breadth and depth of
brand awareness, brand meaning that is established in the minds of customers by linking a
host of tangible and intangible brand associations, eliciting a brand response and forging a
brand relationship with customers that are characterized by intense and active loyalty. Four
steps lead to establishing six brand building blocks – brand salience which relates to how
often brand is used in purchasing and consumption situation, brand performance the extent to
which the products meet customers ’functional needs , brand imagery which relates to the
extrinsic properties of the product, brand judgments which focus on customers’ personal
opinion and evaluations, brand feelings are the customers’ emotional responses and reactions
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toward the brand and brand resonance which refers to the nature of the customer-brand
relationship and the extent to which customers feel that they are “in sync” with the brand
(Kotler & Keller, 2006). Customer-Based Brand Equity (CBBE) model uses to interpret
why some brands fail to be strong brands, how strong brands are in trouble, what makes an
online brand impressive. Young and Rubicam’s Brand Asset Valuator model is attached with
the elements of CBBE model comprises four issues --- differentiation (superiority), relevance
(consideration), esteem (credibility) and knowledge (resonance).
Norzalita et al. (2010) Examined the various factors that determine the brand equity and
analyzed customer perceptions regarding the brand equity of services. The sample included
480 bank customers of private banks of Malaysia. Exploratory factor analysis, correlation as
well as regression analysis were used for the analysis. Factor analysis extracted five factors,
that is, brand salience, brand performance, brand judgment, brand resonance, and brand
feelings. Correlation analysis depicted the strong correlation between brand resonance and
brand judgment. Regression analysis concluded that only three factors have a significant
impact on brand resonance, that is, brand feelings, brand judgment, and positive brand
performance.
Afsar, Rehman, Qureshi, and Shahjehan (2010) attempted to analyze the various
determinants of customer loyalty in the banking industry. The main determinants of customer
loyalty were perceived quality, trust, satisfaction, switching cost and commitment. The main
objective of the study was to analyze the impact of these determinants on customer loyalty.
Data were collected with the help of a structured questionnaire of 49 questions. The sampling
frame was a complete list of all banking customers in Pakistan. A sample of 325 respondents
was selected. Multiple regression analysis was applied. The results indicated that the effect of
satisfaction and trust on commitment is positive and significant. The effect of perceived
quality on satisfaction is positive and significant but low. The effect of satisfaction, switching
cost and commitment on customer loyalty is positive and significant.
Venkatesh (2011) examined the influence of external brand factors on customer’s evaluation
of banking services in India. The sample consisted of 1,468 customers from different parts of
India from 26 different banks operating in the country. Correlation, factor analysis, multiple
regression and discriminate analysis were used. The findings revealed that the associations
between each of the brand factors were positive. The factors which contribute mainly to a
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positive brand verdict are core service, feelings, price/value for money, customer satisfaction
and brand attitude.
Cerri (2012) aimed to measure brand equity in the Albanian banking sector. Nine banks,
which make up more than 98 percent of the domestic market in banking services (according
to the official data of the Bank of Albania), were chosen to be included in the study. Using
direct interviews, 250 bank customers were interviewed. After an extensive literature review
about the branding and services branding, seven measures were chosen to determine the
brand equity, that is, brand recall, brand familiarity, quality of BN, the likelihood of changing
service provider, number of BASs, the origin of BASs and uniqueness. Seven correlation
tests were conducted, aiming to reveal the level of correlation between scores of consumer-
based brand measures for each brand with respective market share indicators for each brand.
The findings revealed that banks with high market shares also had high indicators of CBBE.
This means the CBBE indicators are also good indicators of brand equity since CBBE
showed high correlation with market share.
Dua et al. (2013) examined the interrelationship of Aaker’s CBBE dimensions in the banking
sector. Data were collected with the help of a structured questionnaire from 150 respondents
of Punjab. Structural equation modeling was used. The results stated that all dimensions, that
is, perceived quality, BL, BA, and BAS, have a direct positive effect on brand equity.
Sangeeta Arora (2016) aimed at identifying the various determinants of customer-based

brand equity in the banking industry and to verify whether these determinants vary across
bank types. For this purpose, a structured questionnaire was developed, and a sample of 120
respondents was taken from selected public sector banks and private sector banks of
Jalandhar. Factor analysis produced six factors, that is, brand investments, brand
performance, brand salience, brand verdict, brand feelings and brand unfamiliarity, which
accounted for 73 percent variance. The findings revealed that out of the six factors extracted
from the study, brand verdict emerged as the most significant factor that led to the
determination of customer-based brand equity. The results of independent sample t-test
showed no significant differences in the perceptions of customers of public and private banks
concerning customer-based brand equity. Correlation analysis was also conducted on the
study variables, and the results indicated that there are strong, positive and significant
relationships between brand performance and brand feelings, and between brand performance
and brand verdict. The multiple regression results showed that only brand performance, brand
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salience, and brand feelings have a significant influence on the brand verdict, whereas brand
investment had a significant negative impact on the brand verdict.
According to Yoo and Donthu (2001), consumer-based brand equity scale is functional for
processing information and building confidence in the purchase decision and for enhancing
efficiency and effectiveness of marketing programs, price, profits and brand extensions, and
trade leverage. In their study, they stated that a new brand equity scale is applicable, reliable
and relevant in different product categories in the different culture. They pointed out that
three- and four-dimensional models comprise brand loyalty, perceived quality, brand
awareness, and brand associations are valid to identify brand equity. This study assessed only
the measurement scale of customer-based brand equity but didn’t assess corporate equity,
organizational equity, retail equity, and chain equity.
David A Aaker (1996) mentioned that brand equity measure could be applicable across
products and markets. Two major efforts work to measure brand equity across product class.
One is Brand Asset Valuator, and another one is Equity Trend. This study also inscribed that
brand equity measures guide brand objectives and program and sufficient to rationalize and
defend brand building activities.
According to M’zungu, Merrilees & Miller (2010), corporate and product brands are the
important brands when mergers and acquisitions are taken into consideration. They proposed
a three-stage conceptual model in safeguarding brand equity and it would also be interesting
to examine the model in a non-service context such as manufacturing.
Keller and Moorthi (2003) inscribed that global power brands often face an unacceptable
condition in promising markets. Two main problems bring an unacceptable situation in front
of global brands. They are valued dysfunctional and image dysfunctional, and awareness can
lead managers to avoid pitfalls of the global power brands.
Biedenbach, Bengtsson, and Wincent (2010) stated that buyer-seller dependency affected
overall brand equity in B2B and described the interdependency factors that affect brand
loyalty. This study only considered interdependency factors, did not consider the overall
determinants of brand equity.
Kim, Bongran Jin and Kim (2008) inscribed the relationship between hotel brand equity
and guests' perceived value and revisited intention. This study only considers brand equity of
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hotel business. It is also possible to identify brand equity of other service-oriented business
such as airlines, tourism.
Glynn and Little (2006) described a theory that integrates the concepts of brand equity,
customer equity, and network equity into the dominant service logic. It is also possible to
integrate the concepts of brand equity, customer equity, and network equity into the non-
service dominant logic.
None of the publications, researchers have used a conceptual model of brand equity to
investigate the factors involved in building a strong brand based on the Brand Resonance
Model which is the most commonly cited model proposed by Keller (2001) in Bangladesh. In
this study, Brand equity is examined in the banking sector in Bangladesh. We also examined
the relationship between the components of brand equity. Also, we examine the extent of
Brand Feelings, Brand Judgments, brand Performance, and Brand Salience account for the
variance in Brand Resonance.
1.4: Objectives of the Study
(a) Primary Objective: Primary objective of the report is fulfilling the course
requirement for the Completion of the degree of Bachelor of Business
Administration (BBA) program at the Department of Marketing under
Jagannath University.
(b) Secondary Objective:
To get an idea about the customer based brand equity model.
To examine the extent that Brand Feelings, Brand Judgments, Brand
Performance, and Brand Salience account for the variance in Brand
Resonance.
To verify the determinants of brand equity of services in Janata Bank Ltd.
To provide recommendations on the basis of findings.
1.5: Data Collection:
There are mainly two data collection sources. Majority of the information is collected from
secondary sources.
a) Primary Sources
The “primary sources” are as follows-
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1. Discuss with Managers
2. Face-to-face interviews with the employees of the bank.
3. Discuss with supervisor
4. Customers
5. Conversations with my classmates.
b) Secondary Sources
The “Secondary Sources” of data and information are:
1. Annual Report of Janata Bank Limited.

2. Reports published by Bangladesh Bank
3. Different internship report and presentation
4. Websites of the Bank
1.6 Methodology of the Report:
Without their own employee, it is very much difficult to collect relevant data. In the Branch
office, there is no historical data in accordance with the bank. Although these difficulties, I
have tried my best to present an efficient report to submit to the department. The report is
fully exploratory in nature. Data have been collected from both primary and secondary
sources. Both the primary as well as the secondary form of information is used to prepare the
report. The details of these sources are highlighted. The data is used for the first time or not
used before is called primary data. Primary data are collected from the people by their views,
opinion, comment, etc. The primary data are collected by interviewing employees, managers
by the process assigned by Janata Bank Ltd. Observing various organizational procedures,
structures. Primary data are mostly derived from the discussion with the employees &
through surveys on customers of the organization.
1.6.1: Sampling Technique
A non-probability sampling technique ‘Convenience Sampling”- is used. When using this

survey, one criterion needs to be meet in defining the qualified respondents: Respondents
who have had service encounters in Janata Bank Ltd. The sample was drawn from 50
respondents who have had service encounters in Janata Bank Ltd. So, this study is intended to
investigate the brand resonance model in the context of financial services provided by Janata
Bank Ltd. DMCH Corporate Branch, Dhaka. Which is chosen as a sampling area? Data are
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collected by using the instruments developed by Aziz and Yasin (2010). The original scale is
slightly modified for the sake of clarity and relevance to the context of the research in hand.
All the instruments measuring the various components of the brand resonance model contain
five-point Likert scaled items.
1.6.2: Sample Size and Distribution
The sample has been drawn from 50 respondents who have had service encounters in Janata
Bank Ltd. Corporate Branch. 50 respondents were contacted for the survey by using a self-
administered questionnaire.
1.6.3: Demographic Data
Gender
Frequency Percent
Male 35 70
Female 15 30
Total 50 100
Age
18-25 23 45.1
25-30 22 43.1
30-40 5 9.8
Total 50 100.0
Type of account
Current 10 19.6
Savings 34 66.7
Fixed 6 11.8
Total 50 100
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Level of education
SSC 10 20
HSC 20 40
HONOR’S 10 20
MASTER’S 10 20
Total 50 100
Occupation
Govt. Service 20 40
Private Service 20 40
Housewife 5 10
Own Business 5 10
Total 50 100
Monthly income
Below 5000 5 10
5000-15000 10 20
15000-25000 20 40
25000-35000 5 10
above 35000 10 20
Total 50 100
Source: Primary data Table: 1.6.3
Table: 1.6.3. Shows about the percentage & frequency of age, gender, income level,
occupation, education and type of account of customers.
1.6.4: Method of Analysis
The collected data have been analyzed using different statistical methods. The statistical
techniques were used including descriptive analysis; Pearson Correlation Analysis SPSS to
conduct these analyses.
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1.6.5: Research Hypotheses
On the basis of the objectives and after reviewing the extensive literature the following
research hypotheses were framed.
H1: There is a relation between salience level and resonance level.
H2: There is a relation between Performance level and resonance level.
H3: There is a relation between image level and resonance level.
H4: There is a relation between Judgment level and resonance level.
H5: There is a relation between feelings level and resonance level.
Brand
Salience
H1
Brand Brand
Perfomance Image
H2 H3
Brand
Resonance
Brand Brand
Feeling Judgment
H5 H4
Figure:1.6.5
1.7: Research Gap
1. The time frame of the research was limited.
2. The survey has been done in only one particular branch of JBL. So, it does not show
the overall view of JBL.
3. Respondents unwillingness to participate and give specific information.
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4. Because of the limitation of time, research is conducted only on a small size of the
sample.
5. Due to lack of experience, there is a possibility of having some mistakes in the report
though I have given my best efforts to avoid any sort of mistake.
1.8: Scope of the Study

As mentioned, customers are getting conscious day by day in our country. The banking sector
is also very much competitive in today’s world. New banks are established and provided
better service to their customers. The services provided by the banks also influence
customers. They run after the better services. So, I have a greater opportunity to work on my
selected topics and gathering information from the customers. For collecting information, I
get help from the different level of customers as well as educational and occupational
background, male and female as my respondent. Another thing is that brand equity varies
from customers to customers. Besides, I have taken the help of the internet from where I have
collected a lot of information. I’ve analyzed the data of my respondent who have an account
in the bank and take service from that branch.
Finally, I would conclude the critical analyzing the brand equity of the customers at the
DMCH branch. This study will help me to understand how analyzing brand equity in that
specific branch and why I have a good chance and scope to work on this topic.
1.9: Limitations in work
The present study was not out of limitations. But as an internship, it was a great opportunity
for me to know the banking activities of Bangladesh specially Janata Bank Ltd. To acquire
data to prepare this report I faced some constraints that are listed below:
➢ The main obstacle of the study is inadequate access to information, which has
hampered the scope of analysis required for the study.
➢ The period for this study is concise.
➢ Due to time limitations, many of the aspects could not be discussed in the present
report.
➢ Every organization has its secrecy that is not revealed to others. While collecting data
they did not disclose much information for the sake of organizational confidentiality.
➢ Since banks personnel were very busy, they could provide me very little time
especially for my study.
➢ It is too much difficult to comment and suggest based on only information supplied
by the organization.
➢ I carried out such a study for the first time so inexperience is one of the main
constraints of the study
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CHAPTER-02
AN OVERVIEW OF JANATA BANK LTD.
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2.1: Introduction of JBL:
Banks are the mainstay of the financial system of a country like Bangladesh. Because of the
close relationship between economic and financial development, the banking system must be
robust, resilient and sound for efficient inter-mediation of financial recourses. For this
required sound and prudential financial regulations.
Although our banking sector is so strong and healthy, the role played by it in our economy is
remarkable. Banking sector of Bangladesh exhibited a resilience performance in spite of
comparative economic sluggishness. It has been playing a vital in the economy by providing
credit for performing economic activities and at the sometime conglomerate the surplus
capital from the general public through different types of depository incentives
In the recent year, Government has taken initiatives to reform in the financial sectors, such as
maintaining discipline in the banking sector, steps for prevention of money laundering, loan
write-off policy and effective measures to gain accountability and transparency in the
banking sector. These timely steps have made the banking operations more transparent,
acceptable and modern. As a result, the image of the banking sector has been elevated.
I worked as an intern at Janata Bank Ltd. It is a govt — commercial bank. Among four
government commercial banks, it provides services in both extensive (with more than 900
branches throughout the country) and intensive manner (with comparatively good financial
position and corporate governance). The bank has already created brand loyalty towards its
customers.
2.2: Background of Janata Bank
Janata Bank Limited is the 2nd largest state-owned commercial bank in Bangladesh.
Immediately after the liberation of Bangladesh in 1971, the erstwhile United Bank Limited
and Union Bank Limited were renamed as Janata Bank. The established of Janata Bank
happened under the Bangladesh Bank order 1972. It was incorporated as a Public Limited
Company on 21, May 2007 vide certificate of incorporation No-C66933 (4425) 07 in the
early era of privatization. The Bank has taken over the business of Janata Bank at a purchase
consideration of Tk. 2593.90 million as a going concern through a vendor agreement signed
between the Ministry of Finance of the Peoples’ Republic of Bangladesh and the Board of
Directors on behalf of Janata Bank Limited on 15th November 2007. At present, the number
of total employees of the bank stands at 15,485. The bank had to spend a considerable
amount of money on account of salaries, allowances and other incidental expenses for such a
large number of employees. In this year Janata Bank has strengthened its position further in
the banking sector. As a player of money market JBL is also playing its due role. So, earning
a profit is not its sole consideration, rather contributing significantly to the national economy
ultimately increasing shareholders’ wealth are its prime objectives.
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Name Janata Bank Ltd
Legal Status Public Ltd Company
Sloan Your Committed Partner in Progress
Registered Address Janata Bhaban, 110, Motijheel Commercial Area Dhaka – 1000.
Position 2nd (Deposit/Asset)
Corporatization 15 November, 2007
Date of Commencement 31 May 2007

of Business
Chairman Luna Shamsuddoha
CEO & MD Md. Abdus Salam Azad (F.F.)
Chief Risk Officer Mr. Omar Farooque (DMD)
Head of Internal Control Mrs. Mahtab Zabin (GM)

and Compliance
Chief Financial Officer Mr. Md. Nuru lAlam FCA, FCMA (GM)
(CFO)
Tax Identification No 001-200-2732
Vat Registration No 9011050160
Branches (Countrywide) 906
Branches (Overseas) 4
Subsidiary • Janata Capital and Investment Limited, Dhaka

• Janata Exchange Company srl, Italy
• Janata Exchange Inc, USA
Employee 12,182
Authorized Capital BDT 30,000 Million
Paid up Capital BDT 19,140 Million
Share Ownership Fully (100%) owned by Bangladesh-Government
Table-2.1: Description of JBL; Source: Website of JBL
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2.3: Award
Recently the Bank has been recognized internationally and domestically for its good
Performance.
International Award -"World's Best Bank Award-2009 in Bangladesh
Janata Bank Limited was awarded Best Bank-Bangladesh in the Global Finance, World's
Best Bank Awards, 2009 by New York-based Financial Magazine "Global Finance." "Global
Finance" has identified winning banks based on some criteria including growth Assets,
Profitability, Strategic Relationships, Customer Service, Competitive pricing and innovative
products.
Finance" has identified winning banks based on some criteria including growth in Assets,
Profitability, Strategic Relationships, Customer Service, Competitive pricing and innovative
products.
Profitability, Customer Service, Product innovation and Advanced Technology.
Profitability, Customer Service, Product innovation and Advanced Technology. Besides the
awards mentioned above, Janata Bank has achieved numerous awards from the beginning of
its establishment.
Janata Bank Limited receives "Asian Banking Awards 2005" on Credit Scheme for
Handicapped People:
The Awards were presented by the Asian Bankers Association (ABA) and Bank Marketing
Association of the Philippines (BMAP) in the Asia Pacific Bankers Congress (APBC) 2005
on June 17, 2005, in Manila, Philippines. It got this award in 2004.
International Award -The Bank of the Year-2004 in Bangladesh:
Janata Bank Limited has been awarded as 'The bank of the year 2004 in Bangladesh' by the
London based Financial Magazine the Banker of the Financial Times Group. This is for the
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second consecutive year that the Janata Bank Limited has been awarded 'Bank of the year'.
Janata Bank Limited shows remarkable progress in the year 2003. Its return on assets was
1.36%, and the return on investment was 6.47% respectively. Janata Bank Limited is also
emerging as a strong and innovative bank within the country. The profile of its success is
enriched by a package of new qualitative product lines, prudent liability and assets
management, and others. Most of the key financial indicators of the bank showed a very
positive improvement at the year ended December 2003. The Bank got this award in 2003,
2002 and in 2001.
2.4: Corporate level of organization structure:
The Corporate Headquarter of The Janata Bank has nine divisions and each comprising of
various departments. The major divisions in headquarter are as follows:
Human Resource Department:
In the Janata Bank, this department deals with the employees as the core resources of the
organization. This department mainly emphasizes on the recruitment, selection of the
employees. They are also motivating the employee to work efficiently and effectively.
I.T Department:
This department mainly deals on the computer’s hardware and software relates problems.
This department also works on the network system establishment in all branches. They store
up-to-date information on their website.
Marketing Department:
The Marketing department mainly works for -
o To promote the different types of services of information to people

o To improve the marketing network throughout the country
o To implement the marketing strategies and the concept of Trade marketing
Audit & Inspection Department:
Head Office Audit and Inspection Division comprising sufficiently experienced and skilled
manpower carried out internal audit and inspection work regularly. In 2002, all the branches
of the Bank were audited at least once. Surprise inspections were also undertaken in many
branches. Bangladesh Bank audit teams also conducted comprehensive and foreign exchange
related inspections on the affairs of many branches during the year under report.
Credit Department:
The credit department mainly deals with different types of loan and advances. This
department analysis the proposal, approvable, monitoring the credit, disbursement, credit
recovery position and credit policy that is given by all branches.
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International Banking Department:
The foreign exchange department mainly deals with export, import and foreign currency of
different branches of the Bank.
Common Services Department:
They take care of Banks assets and utilize their assets properly.
Public Relation & Protocol Department:
This department deals with people & coveys people’s views of the management.
Dead Stock & Stationery:
This department prints all security documents of Bank & looks after of these security items.
2.5: Management
The management of the bank is vested on a Board of Directors, subject to overall supervision
and directions on policy matters by the board that is constituted in terms of Bangladesh Bank
(Nationalization) Order 1972. Board of Directors, constituted by 13 (Thirteen) members, has
authority to organize, operate and manage its affairs on commercial consideration within the
Board Policy of government. There are directors appointed by the Government. Other
members of the Board including M.D are also government appointed out of that at least three
have the experience in the field of Finance, Banking, Trade, Commerce, Industry, and
Agriculture. The managing director is the Chief Executive of Bank.
2.6: Organization
Janata Bank is the largest commercial bank in the country. It has 906 branches throughout the
country and abroad to serve the nation. There are four overseas branches at U.A.E. The Head
Office of the bank is located at Janata Bhaban 110 Motijheel C/A, Dhaka. It has 15 GM, 77
DGM 192 AGM, 576 First AGM, 1037 SEO, 3085 EO, and 460 AEO. Principal Offices are
headed by First AGM and each department is headed by AGM.
Head Office
G.M. Office
Area Office
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↓
Regional Office
Branch
Figure: 2.1 Functional Hierarchies
2.7: Hierarchy of the Janata Bank
Chairman
Vice Chairman
Directors
Managing Directors & CEO
Deputy General Manager
General Manager
Assistant General Manager
Senior Principal Officer
Principal Officer
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↓
Senior Officer
Provisionary Officer
Figure-2.2: Organizational structure of Janata Bank
2.8: Vision of Janata Bank
To become the effective largest commercial bank in Bangladesh to support the socio-
economic development of the country and to be a leading bank in South Asia.
2.9: Mission of Janata Bank
Janata Bank Limited will be an effective commercial bank by maintaining a stable growth
strategy, delivering high-quality financial products, providing excellent customer service
through an experienced management team and ensuring good corporate governance in every
step of banking.
2.10: Objective of the Janata Bank:
o To earn customer satisfaction through diversified banking activities and the introduction
of innovative banking.
o To improve customer services in recent times by introducing some IT-based reform
measures.
o To remain one of the best banks in Bangladesh in terms of profitability and Assets
Quality.
o To ensure an adequate rate of return on investment.
o To maintain adequate liquidity to meet maturing obligations and commitments.

o To maintain healthy growth of business with the desired image.
o To maintain adequate control systems and transparency in procedures.

o To ensure optimum utilization of all available resources
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2.11: Products & Services of Janata Bank
Products:
Deposit Products Credit Products
Current Deposit Account Term Loan
Short Term Deposit Trade Finance
Savings Bank Deposit Account Import Finance
Foreign Currency Deposit Export Finance
Monthly Savings Scheme SME Financing
Monthly Profit Based Savings Scheme Micro Credit
Janata Bank Savings Pension Scheme Agricultural & Rural Credit
(JBSPS)
Janata Bank Deposit Scheme (JBDS) Consumer Credit
Education Deposit Scheme (EDS) Home Loan
Medical Deposit Scheme (MDS) Loan for Merchant Banking
Janata Bank Monthly Savings Scheme
(JBMSS)
Janata Bank Special Deposit Scheme
(JBSDS)
Janata Bank School Banking Savings
Karjakram
New/Special Products:
Financing IT Sector Loan to Diagnostic Centers
Financing of Industries NRB Gift Cheque
Ready Cash Loan to Travel Agencies
Windows for SMEs
Table 2.2: — (Products of Janata Bank Ltd.)
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Services
Bills Collection: Payments made on behalf of Govt. to
Gas bills of Titas, Bakhrabad and Jalalabad Non- Govt. teachers’ salaries
Gas Transmission Co.
Electricity bills for Dhaka Electricity Girl Students scholarship/stipend & Primary
Supply Authority, Dhaka Electricity CO. Student Stipend.
Bangladesh Power Development Board and Army pension
Rural Electrification Board.
Telephone-bills Of Telegraph And Widows-divorcees and destitute Women
Telephone Board. Allowances
Water/Sewerage bills of Water and Old-age Allowances
Sewerage Authority.
Municipal Holding Tax of City Food procurement Bills
Corporation/Municipalities.
A pilot scheme is underway to provide
personalized services to the clients.
Table 2.3: (Services of Janata Bank Ltd.)
2.12: Ethical Principals of Janata Bank Ltd.
Bank deals with public money where ethical compliance is essential. JBL follows and
maintains moral values in every sphere of its banking operation and customer services. The
core ethics of JBL business are as follows:
▪ Implement justice and fairness;

▪ Ensure optimal customer services;
▪ Maintain privacy and secrecy of customer’s information;
▪ Prevent money laundering and corruption;
▪ Protects and upholds corporate values
▪ Maintain accuracy and transparency in financial reporting.
▪ Protect the natural environment
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CHAPTER-03
THEORETICAL BACKGROUND
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3.1 What is brand?
A brand is a product, service, or concept that is publicly distinguished from other products,
services, or concepts so that it can be easily communicated and usually marketed. A brand
name is the name of the distinctive product, service, or idea. Branding is the process of
creating and disseminating the brand name. Branding can be applied to the entire corporate
identity as well as to individual product and service names. (Kotler P. and Keller L.K, 2010,
Marketing Management, p.274)
An organization brand and the public's awareness of them is often used as a factor in
evaluating a company.Sometimes, Corporations hire market research firms to study public
recognition of brand names as well as attitudes toward the brands.
3.2What is branding?
As noted by Kotler P. and Keller L.K, (2010) “Branding is the process involved in creating a
unique name,sign,symbil and image for a product in the consumers' mind, mainly through
advertising campaigns with a consistent theme. Branding aims to establish a significant and
differentiated presence in the market that attracts and retains loyal customers.”
3.3 What is Brand Resonance?
Keller's Brand Equity Model is also known as the Customer-Based Brand Equity (CBBE)
Model. Kevin Lane Keller developed the model. The concept behind the Brand Equity Model
is simple: to build a strong brand, one must shape how customers think and feel about the
product. One has to build the right type of experiences around the brand so that customers
have specific, positive thoughts, feelings, beliefs, opinions, and perceptions about it. (Kotler.
P and Keller, L.K, 2010, Marketing Management, p.280)
When someone has strong brand equity, the customers will buy more, they'll recommend to
other people, they're more loyal, and the marketers are less likely to lose them to competitors.
The four steps of the pyramid represent four fundamental questions that customers will ask –
often subconsciously – about the brand.
The four steps contain six building blocks that must be in place for a marketer to reach the
top of the pyramid, and to develop a successful brand.
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The first level of the pyramid deals with establishing the identity of the brand. Keller
suggests a single building block for this phase and terms it brand salience. In building a
highly salient brand, he argues that it is important that awareness campaigns build not only
depth (ensuring that a brand will be remembered and the ease with which it is) but also
breadth (the range of situations in which the brand comes to mind as something that should
be purchased or used).
The second layer of the pyramid deals with giving meaning to the brand, and here Keller
presents two building blocks: brand performance and brand imagery. Brand performance is
the way the product or service attempts to meet the consumer’s functional needs. The brand
performance also has a significant influence on how consumers experience a brand as well as
what the brand owner and others say about the brand.
Brand imagery deals with how the brand attempts to meet customers’ psychological and
social needs. Brand imagery is the intangible aspects of a brand that consumers pick up
because it fits their demographic profile (such as age or income) or has psychological appeal
in that it matches their outlook on life (conservative, traditional, liberal, creative, etc.). Brand
imagery is also formed by associations of usage (at work or home) or via personality trait
(honest, lively, competent, rugged, etc.).
It is in this building block that advertising plays a major role in shaping the image of the
brand, although word-of-mouth recommendations and a consumer’s own experience are
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equally important. However, brand imagery is built; it is vital that brand managers and
strategists craft strong, favorable and unique associations for a brand.
Having dealt with brand identity and meaning, we move upwards to the third tier of the
pyramid to develop a consumer response to the brand. Keller proposes two building blocks
for this tier, namely brand judgments and brand feelings. Judgments about a brand emerge
from a consumer pulling together different performance and imagery associations. These
judgments combine into a consumer’s opinion of a brand and while there are multiple
judgments that an individual can make, Keller believes there are four that companies must
pay attention to in their brand-building efforts. They are the perceived quality of the brand;
brand credibility (the extent to which the brand is perceived as having the expertise, being
trustworthy and likable); brand consideration (the brand must be relevant to the consumer so
that they are likely to purchase or use it); and brand superiority (the extent to which
consumers view the brand as being unique and better than other brands).
The final tier of the pyramid deals with the consumer’s relationship with the brand and here
Keller introduces the sixth building block which he calls brand resonance. Resonance is
Characterized by the intensity of the psychological bond that customers have with the brand
and their level of engagement with the brand. The challenge for the brand manager and
strategist is to develop the bond and increase the number of interactions (repeat purchases of
a product or service) through the development of marketing programs that fully satisfy all the
customers’ needs provides them with a sense of community built around the brand and even
empowers them to act as brand champions.
Now we can explain this Pyramid to see how Janata Bank LTD. and its business
development maintain brand resonance with ultimate clients.
➢ Brand Salience: The brand salience means, how well the customer is informed about
the product and how often it is revoked under the purchase situations. As Keller
pointed out in 2001, the best brands that mark the highest quality is the soul and
effortlessly reviewed or perceived under different buying or using conditions (Keller,
2001). Also, he also demonstrated the brand’s superior quality as to how easily and
regularly customers think about brands under different buying or using environments.
Aaker (1991) defines the excellent quality of the brand mindset. He also characterized
it as the ability of potential buyers to perceive and examine brands as individuals from
a specific project category. From Keller point of view, iconic nature has a vital role to
play in primary client leadership by conveying three pressing concerns; these are
Learning about a favorable environment, mindset preferences and decision-making
focus (Keller, 2003).
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➢ Brand Performance: The Brand performance means, how well the functional needs
of customers are met. Lassar et al. (1995) Presented the fact about brand performance.
According to their arguments, itis the performance that uses for the future judgment
of the company. Alternatively, Keller (2003) defined brand performance as the
performance of a brand in a specific situation. Further, Keller suggests that brand
performance has a significant influence on brand resonance. Arora and Neha (2016)
conducted a study to identify various determinants of CBBE in the banking industry.
➢ Brand Imagery: The Brand Imagery means, what product image the customer
creates in their minds. According to Keller (2003), the image that is associated with
the extrinsic factor of the products and services is known as Brand Image. This
particular aspect is essential to maximize the image of the brand accordingly and
maximize the potential of the consumers. He additionally clarified that brand picture
is a method by which individuals consider marks uniquely, not what they think the
brand does. Consequently, as indicated by Keller’s (2003) examination, pictures
include more immaterial parts of the brand, and buyers can shape a picture affiliation
specifically from their understanding or by implication through publicizing or
different wellsprings of data, For example, Verbal exchange.
➢ Brand Judgment: The Brand Judgement means, what customer decides concerning
the product. According to Keller (1993), the judgment that presumes by the end users
relating to a product is known as Brand Judgment. It usually based on the manner of
the quality and other factors of the product. Keller (2003) believes that a brand with
the highest level of customer brand judgment will result in the highest level of
behavioral loyalty. The consumer may make all sort of judgments about a brand,
among them are the four important judgments about the quality, credibility,
consideration, and superiority of the brand (Keller et al., 2008).
➢ Brand feelings: The Brand feelings mean, what customers feel, for the product or
how the customer is emotionally attached to the product. The fifth step in building a
brand’s credibility among customers is to mark emotions. Keller (1993) characterized
that the brand emotion is the shopper’s warm response to the brand and response. The
brand sentiment is also linked to brand-induced social cash. Brand or alternative
means of promotion plan triggered by the kind of emotions. How does the brand
affect the buyer’s relationship with one another and with others? These emotions can
be slight or solid, or they can be positive or negative (Keller et al., 2008). Aziz and
Yasin (2010) researched customer resonance in banking services and found a strong
connection of brand feeling on behavioral loyalty.
➢ Brand Resonance: The Brand Resonance means, what psychological bond, the
customer has created with the brand. Resonance is defined as being loyal and sincere
with a specific thing. It is a feeling that could be applied to anything, including a
brand or anything, that could be purchased. The factor of loyalty, which applies to a
brand, is known as Brand Loyalty. It does not allow the consumers to divert their
attention towards any other brand, other than a respective brand (Oliver, 1997). As
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indicated by Aaker (1991), how likely a client is to change to another brand, is
particularly when the brand is changing in cost or item includes. Keller (2003)
contends that brand reliability is the term under brand reverberation. This alludes to
the idea of client mark connections and the degree to which clients think they are in a
state of harmony with the brand. To achieve the best level of brand reverberation,
branches must have behavioral faithfulness, state of mind connection, group
mindfulness and dynamic investment (Keller, 2003). Behavioral reliability is
characterized by the number and recurrence of buyers acquiring a specific brand.
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CHAPTER-04
PROJECT PART
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4.1: What I have learned:
I have learned many things from the internship program:
Services of Janata Bank for increasing brand equity. Janata Bank provides all sort of
commercial banking services to its customers. The primary services offered by JBL are:
4.1.1 Retail Banking:
Retail services are regular saving accounts with different schemes such as short-term deposit,
long term deposit, fixed deposit, etc.
4.1.2. Credit Banking:
Credit banking means the facilities of the loan provided by banks. Janata Bank offers its
clients credits based on their term and condition. These credits are the agricultural loan,
educational loan, house loan, car loan, etc.
4.1.3 Rural Banking:
Janata Bank Limited provides loans to rural people how the unemployed or who has no
money to do any business or agricultural works. They give a minimal amount of money at
first to those people and increase the amount of credit based on the performance done by the
creditor.
4.1.4. Micro Enterprise Credit: This is one kind of business loan provided by Janata Bank.
They give loans to the entrepreneurs for starting a business. However, this service is not
provided by all branches of JBL and this service not for all the entrepreneurs. There are
different terms and conditions.
4.1.5. International Banking:
Janata Bank has four branches in the UAE and has 1198 correspondent banks around the
world. They provide loans in import and export trades. They also provide LC services.
4.1.6. Foreign Remittance & NRB Services:
JBL provides foreign remittance services. It helps the Bengalis who are working outside
Bangladesh to send their money in Bangladesh.
4.1.7. Bill Collection:
Every JBL branch has bill booths to collect different kinds of bills from the users such as
electric bill, gas bill, water bill, telephone bill and also school fees.
4.1.8. Online Services:
Currently, JBL is also providing online banking services to its customers. Though only a few
branches of JBL has these service facilities, most of the branches do not have online service.
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4.1.9. ATM Service: JBL also provides ATM services to its customers. Janata Bank was the
1st among all state-owned banks to start ATM Booth service. 174 branches out of 904 have
ATM services.
Besides:
➢ I have gathered information about the customers of Janata Bank Ltd.

➢ I have learned about the employees of Janata Bank Ltd.
➢ I have learned about the application of the CBBE model in Janata Bank.
4.2: SWOT Analysis of Janata Bank Limited
The 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 its existing line of performance and also foresee the future to improve its
performance in comparison to its 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.
SWOT Analysis of Janata Bank from the viewpoint of “DMCH corporate Branch of Janata
Bank”:
4.2.1: Strengths
➢ One of the oldest and trusted Bank of Bangladesh. It has been serving us after our
independence.
➢ Janata Bank Limited has already established a favorable reputation in the banking
sector of the country. It is one of the leading commercial banks in Bangladesh.
➢ State Owned Bank so less threat of losing business or being bankrupt.
➢ Always get support from the government and no risk for fund crisis.
➢ Janata Bank has the reputation of being the provider of good quality services to its,
potential customers.
➢ Janata Bank has an interactive corporate culture. The working environment is very
friendly, interactive and informal.
4.2.2: Weakness.
➢ The internal environment of the branches is not up to the mark.

➢ Employees are not well trained and qualified.
➢ Not aware of the need and demands of the customer.
➢ The technologies used in the bank are not update.
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➢ The bank failed to provide a robust quality-recruitment policy in the lower and some
mid-level position. As a result, the services of the bank seem to be dues in the present
days.
➢ Poor service quality has become a significant problem for the bank. The quality of the
service at Janata Bank is lower than that of the Dhaka Bank, Prime Bank or Dutch
Bangla Bank, etc.
4.2.3 Opportunities
➢ To reduce business risk, Janata Bank has to expand its business portfolio. The
management can consider options of starting merchant banking or diversify into
leasing and insurance sector.
➢ The activity in the secondary financial market has a direct impact on the primary
financial market. Banks operate in the primary financial market. Investment in the
secondary market governs national economic activity. Activity in the national
economy controls the business of the bank.
➢ Opportunity in retail banking lies in the fact that the country’s increased population is
gradually learning to adopt consumer finance. The bulk of our population is middle
class. Different types of retail lending products have great appeal to this class. So, a
wide variety of retail lending products has a very large and easily pregnable market.
➢ A large number of private banks coming into the market in recent time. In this
competitive environment, Janata Bank must expand its product line to enhance its
sustainable competitive advantage.
➢ Also to those things, Janata Bank can introduce a special corporate scheme for the
corporate customer or officer who has an income level higher from the service holder.
At the same time, they can introduce a scheme or loan for various service holders.
And the scheme should be separate according to the professions, such as engineers,
lawyers, doctors, etc.
4.2.4: Threats
➢ All sustain multinational banks and upcoming foreign, private banks posse’s
enormous threats to Janata Bank Limited. If that happens, the intensity of competition
will rise further, and banks will have to develop strategies to compete.
➢ The default risks of all terms of the loan have to be minimized to sustain in the
financial market because default risk leads the organization towards to bankrupt.
➢ The low compensation package of the employees from mid-level to lower level
position threats the employee motivation. As a result, good quality employees leave
the organization and its effects on the organization as a whole.
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CHAPTER-05
FINDINGS & ANALYSIS
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Table5.1.1: Brand Salience Analysis
Std.
Brand Salience N Sig T-value Mean Deviation Comment
The symbol of Janata bank High favorable
helps me to identify the bank. 50 3.94 .767 attitude
I can quickly remember the High favorable

symbol of Janata bank 50 4.02 .769 attitude
I can easily recognize Janata Low favorable

bank among other competing 50 1.64 .485 attitude
banks.
Compared to other Medium favorable
commercial banks Janata bank 50 3.60 .670 attitude
gives me better service.
I know the color that High favorable
symbolizes Janata bank. 50 3.74 .633 attitude
Valid N (list wise) 50 0.00 35.39 3.39 0.66
Source: Primary data

N=50; Maximum score = (5); Low favorable attitude= (1.00-2.33), medium favorable
attitude= (2.33-3.66), high favorable attitude= (3.66-5.00)
Table 5.1.1 shows descriptive statistics for the attitude statements in the first factors of
‘Brand Salience’ and the result of one sample t-test. The analysis in this table shows that
customers were the medium attitude about brand salience with an overall mean score for the
factors as a whole being medium favorable attitude (2.33-3.66) and the relatively low
standard deviation is (0.48). More specifically, the table shows that 3 out 5 attitude
statements received high favorableness of which highest mean score value (4.02) relating to
the statements I can recognize Janata bank among other competing brands. Even though
lowest mean score statements in this factor, which scored (1.64) relating to the statements
easily recognize Janata bank among other competing banks not close to high favorable
attitude. According to decision rule, we can reject H1. These results were further enhanced by
one-sample t-test for the factors as a whole which indicate that low t-value (35.39) with low
statistical (significance 0.000). This means that the overall mean score for this factor as a
whole was significantly different from the criterion value, which didn’t support for H1.
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Table: 5.1.2: Brand Performance Analysis
Std.
Brand Performance N Sig t-value Mean Deviation Comment
The services of Janata High favorable
bank are effective. 50 4.12 .824 attitude
Compared to other Low favorable

commercial banks, Janata attitude
50 2.02 .795
bank satisfies my basic
needs.
Janata bank has special Low favorable
features. 50 2.34 .961 attitude
Janata bank uses high Medium favorable

technology in the 50 3.66 .717 attitude
services.
Valid N (listwise) 50
0.00 26.65 3.035 0.82
N=50; Maximum score = (5); Low favorable attitude = (1.00-2.33), medium favorable
Table 5.1.2 shows descriptive statistics for the attitude statements in the second factors of
‘Brand Performance’ and the result of one sample t-test. The analysis in this table shows that
customers were the medium attitude about brand performance with an overall mean score for
the factors as a whole being medium favorable attitude (2.33-3.66) and the relatively low
the statements the services of Janata bank are effective. Even though lowest mean score
statements in this factor, which scored (2.02) relating to the statements Compared to other
commercial banks, Janata bank satisfies my basic needs, which was not close to high
favorable attitude. According to decision rule, we can reject H2. These results were further
enhanced by one-sample t-test for the factors as a whole which indicate that low t-value
(26.65) with low statistical (significance 0.000). This means that the overall mean score for
this factor as a whole was significantly different from the criterion value, which didn’t
support for H2.
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Table: 5.1.3: Brand Image Analysis
Std.
Brand Image N Sig t-value Mean Deviation Comment
Compared to other Low favorable
commercial banks, the attitude
services of Janata bank are 50 3 1.90 .678
high.
Compared to other High favorable
commercial banks, the rate 50 5 3.68 .683 attitude
of interest is high.
My overall opinion about Low favorable
Janata bank is good. 50 3 1.96 .727 attitude
I can trust the Janata bank High favorable

more than other commercial 50 5 3.72 .607 attitude
banks.
The quality of Janata bank is Low favorable
consistent. 50 3 2.16 .584 attitude
It is easy to get services from High favorable

Janata bank. 50 5 4.06 .767 attitude
Valid N (list wise) 50 0.00 30.64 2.91 0.67

Table 5.1.3 shows descriptive statistics for the attitude statements in the third factors of
‘Brand Image’ and the result of one sample t-test. The analysis in this table shows that
customers were the medium attitude about brand image with an overall mean score for the
the statements It is easy to get services from Janata bank. Even though lowest mean score
statements in this factor, which scored (1.90) relating to the statements Compared to other
commercial banks, the services change of Janata bank are high which was not close to high
favorable attitude. According to decision rule, we can reject H3. These results were further
enhanced by one-sample t-test for the factors as a whole which indicate that low t-value
(30.64) with low statistical (significance 0.000). This means that the overall mean score for
this factor as a whole was significantly different from the criterion value, which didn’t
support for H3.
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Table: 5.1.4: Brand Judgment Analysis
Std.
Brand Judgment N Sig t-value Mean Deviation Comment
I feel comfortable to High favorable
recommend Janata bank to 50 3.80 .670 attitude
others.
Personally, Janata bank is Low favorable
relevant to me. 50 2.06 .740 attitude
Janata bank plays an Low favorable

innovative role. 50 2.18 .774 attitude
The staffs of Janata bank High favorable

are knowledgeable. 50 3.94 .793 attitude
Janata bank gives me a High favorable

feeling of self-respect. 50 3.72 .730 attitude
Valid N (list wise) 50 0.00 30.17 3.14 0.74

Table: 5.1.4 shows descriptive statistics for the attitude statements in the fourth factors of
‘Brand Judgment’ and the result of one sample t-test. The analysis in this table shows that
customers were the medium attitude about brand judgment with an overall mean score for the
the statements the staffs of Janata bank are knowledgeable. Even though lowest mean score
statements in this factor, which scored (2.06) relating to the statements Personally Janata
bank is relevant to me, which was not close to high favorable attitude. According to decision
rule, we can reject H4. These results were further enhanced by one-sample t-test for the
factors as a whole which indicate that low t-value (30.17) with low statistical (significance
0.000). This means that the overall mean score for this factor as a whole was significantly
different from the criterion value, which didn’t support for H4
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Table: 5.1.5: Brand Feelings Analysis:
Brand Feelings Std.

N Sig t--value Mean Deviation Comment
Janata bank helps me to Medium favorable
feel social approval. 50 3.54 .613 attitude
Janata bank helps me to High favorable

feel of excitement. 50 3.90 .735 attitude
Janata bank gives me a High favorable

feeling of security. 50 3.84 .738 attitude
I like Janata bank. Medium favorable

50 3.63 .648 attitude
Janata bank is the one bank Medium favorable

that I prefer. 50 3.65 .740 attitude
Valid N (list wise) 50 0.00 37.92 3.71 0.69

Table 5.1.5 shows descriptive statistics for the attitude statements in the fifth factors of
‘Brand Feelings’ and the result of one sample t-test. The analysis in this table shows that
customers were the high favorable attitude about brand feelings with an overall mean score
for the factors as a whole being medium favorable attitude (2.33-3.66) and the relatively low
the statements Janata bank helps me to feel of excitement. Even though the lowest mean
score statements in this factor, which scored (3.54) relating to the statements Janata bank
helps me to feel social approval which was close to high favorable attitude. According to
decision rule, we can accept H5. These results were further enhanced by one-sample t-test for
the factors as a whole which indicate that low t-value (37.92) with low statistical
(significance 0.000). This means that the overall mean score for this factor as a whole was
significantly different from the criterion value, which support for H5
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Table: 5.1.6: Brand Resonance Analysis
Std.
Brand Resonance N Sig t-value Mean Deviation Comment
I feel that Janata bank is the Medium favorable
only bank that I need. 50 2.54 .835 attitude
I am proud to others for Medium favorable

being a customer of Janata 50 2.65 .860 attitude
bank.
I consider myself loyal to Medium favorable
Janata bank. 50 3.00 .678 attitude
I often feel to comfort being Medium favorable

a club with other customers 50 3.40 .904 attitude
of Janata bank
I am always interested in High favorable
learning more about Janata 50 3.78 .864 attitude
bank.
Valid N (list wise) 50 0.00 26.41 3.07 0.82
Table 5.1.6 shows descriptive statistics for the attitude statements in the sixth factors of
‘Brand Resonance’ and the result of one sample t-test. The analysis in this table shows that
customers were the medium attitude about brand resonance with an overall mean score for
the factors as a whole being medium favorable attitude (2.33-3.66) and the relatively low
the statements I am always interested in learning more about Janata bank. Even though
lowest mean score statements in this factor, which scored (2.54) relating to the statements I
feel Janata bank is the only bank that I need which was close to high favorable attitude.
According to decision rule, we can accept H6. These results were further enhanced by one-
sample t-test for the factors as a whole which indicates that low t-value (26.41) with low
statistical (significance 0.000). This means that the overall mean score for this factor as a
whole was significantly different from the criterion value, which support for H6.
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5.2.1: Mean and Standard Deviation of various components of Brand Resonance
Table5.2.1
Mean Std. Deviation N

Mean_Saliance 3.3880 .30881 50
Mean_Performance 3.0350 .39451 50
Mean_Image 2.9133 .29207 50
Mean_Judgement 3.1400 .33866 50
Mean_Feelings 3.7134 .30679 50
Mean_Resonance 3.0730 .39644 50
According to Keller (2001), the six building blocks are: (1) Brand salience, which relates to
how often the brand is evoked in purchasing and consumption situations, (2) Brand
performance, the extent to which the product meets customers’ functional needs, (3) Brand
imagery, which relates to the extrinsic properties of the product, (4) Brand judgments, which
focuses on customers’ personal opinions and evaluations, (5) Brand feelings that are
customers’ emotional responses and reactions towards the brand, and (6) Brand resonance,
which refers to the nature of the customer-brand relationship and the extent to which
customers feel that they are “in sync” with the brand (Keller, 2001; Kotler & Keller, 2006).
The above Table 5.2.1 shows that the mean and standard deviation value of a different
component of brand resonance model. Brand salience mean is 3.38 and the standard deviation
is .308, Brand performance mean is 3.03 and the standard deviation is .394. Brand image
mean is 2.91 and the standard deviation is .292, brand judgment mean is 314 and the standard
deviation is .338 and brand feelings mean is 3.71, and the standard deviation is .306, brand
resonance mean is 3.07 and the standard deviation is .396. Data were collected by using the
instruments developed by Aziz and Yasin (2010)
42 | P a g e
5.3.1 Correlation Analysis
Table:5.3
Correlations
mean_Sal mean_Per mean_Img mean_Judg mean_Fel mean_Res
mean_Sal Pearson
1 -.022 .267 .087 .188 -.178
Correlation
Sig. (2-tailed) .882 .061 .550 .191 .217
N 50 50 50 50 50 50
mean_Per Pearson
-.022 1 .219 .108 .402** .249
Correlation
Sig. (2-tailed) .882 .127 .457 .004 .081
N 50 50 50 50 50 50
mean_Img Pearson
.267 .219 1 .166 .058 -.119
Correlation
Sig. (2-tailed) .061 .127 .248 .687 .410
N 50 50 50 50 50 50
mean_Judg Pearson
.087 .108 .166 1 .345* .138
Correlation
Sig. (2-tailed) .550 .457 .248 .014 .339
N 50 50 50 50 50 50
mean_Fel Pearson
.188 .402** .058 .345* 1 .074
Correlation
Sig. (2-tailed) .191 .004 .687 .014 .611
N 50 50 50 50 50 50
mean_Res Pearson
-.178 .249 -.119 .138 .074 1
Correlation
Sig. (2-tailed) .217 .081 .410 .339 .611
N 50 50 50 50 50 50
**. Correlation is significant at the 0.01 level (2-tailed).
*. Correlation is significant at the 0.05 level (2-tailed).
Correlation Analysis
The means and standard deviations of the study variables are shown in Table 5.3 Pearson
correlation was performed to obtain an understanding of the relationship between all the
variables in the study. The values of the correlation coefficients given in Table 5.3 reflect the
degree of association between each of these variables. From this table, it is evident that there
is a significant and positive correlation between brand feeling and brand performance (r =
0.75) at a significance level of 0.01. There is also a significant and positive correlation
between brand feelings and brand judgment (r = 0.70) at a significance level of 0.01 and
between brand performance and brand image (r = 0.65). Correlation is also significant and
43 | P a g e
positive (r = 0.70) at a significance level of 0.01 for brand image and brand salience, and also
between brand resonance and brand performance (r = 0.24). The correlations between some
of the variables are weak, for example, between brand performance and brand judgments (r =
0.10), between brand salience and brand feelings (r = 0.18), and between brand judgment and
brand image (r = 0.16).
5.3.2: Summary of the Findings of Research Hypotheses
Table: 5.3.2
H1: There is a relation between Salience level and Resonance level. Not supported
H2: There is a relation between Performance level and Resonance Supported

level.
H3: There is a relation between Image level and Resonance level. Not supported
H4: There is a relation between Judgment level and Resonance level. Supported
H5: There is a relation between feelings level and Resonance level. Not supported
5.4: Problem Statement
While I was working as an intern in Janata bank limited, I had the opportunity to observe
their banking activities and could find out some problems in their actions. The main job of
mine is working under the Janata bank deposit section and general banking section. I also do
some other activities. I noticed some problems with the application of the CBBE model, and
hence my research is developed to find out the problems of
CBBE model in Janata bank. The followings are the problems which affects the brand
resonance of Janata Bank ltd. I observed these are given below:
• Janata Bank brand Salience level is not good among customers.

• Janata Bank brand Image level is not good among customers.
• Janata Bank brand Performance level is not good.
• Janata Bank brand judgment level is not good.
44 | P a g e
CHAPTER-06
RECOMMENDATION & CONCLUSION
45 | P a g e
6.1: Recommendation
From the results of descriptive and correlation analyses, it proves that only five factors are
relevant in building brand resonance of services, particularly in the banking service. These
five factors, which form the determinants of service resonance are brand salience, brand
performance, brand judgment, brand feelings, and brand judgement. Among these variables,
brand performance is significantly related to brand performance, brand feelings, and brand
resonance. Similarly, brand judgment is also significantly related to brand feelings and brand
resonance. There is also a strong relationship between brand feelings and brand resonance.
The creation of significant Brand Equity requires a company to achieve the top of the brand
pyramid (Kotler, 2006). As explained previously, Brand Resonance refers to the nature of the
relationship customers will have with the brand, while Brand Feelings relate to customers’
emotional responses and reactions towards the brand. Brand Feelings are involved with the
intrinsic value that the customers have towards the service provided. This is the most
important factor that influences the relationship building between the company and customer
Brand Resonance involving feelings of self-respect, security, social approval, and excitement.
Brand judgments focus on customers’ own opinions that relate to customers’ trust, experience
and perception after receiving the service. Brand Performance is related to how well the
product or service meets the customers’ functional needs. It is related to functional activities
of Janata bank usage such as how to satisfy basic banking needs.
Janata Bank Limited started its journey 46 years ago. In this long time, they have hardly
changed their way of doing business. So, it is very difficult for me to suggest something to
this bank. However, I have come up with a few recommendations. They are as follows:
Adopt Marketing Strategies & Marketing Research: JBL or any state-owned bank
of Bangladesh are not involved in any marketing strategies. As they are not doing
marketing, people do not get information about their offers, schemes, interest rates
and many other things. For this JBL loses many customers. They should do marketing
so that we can get to know about them.
Go Online: Only a few branches of JBL have online banking facilities. In this current
world, if a bank does not have online banking facilities than it cannot survive in the
long run. Even many banks have mobile banking facilities which help the customers
to do banking chores just in second. That’s why JBL should go online to cope with
the current situation.
Increase ATM Booths: Only 174 out of 904 branches of JBL have ATM Booth
Facilities. ATM Booth helps the bank account owner to get money at any time from
anywhere. No one likes to stand in a cue for long hours to get money. People like to
deposit their money in that bank which has more ATM booths; this is why Dutch
Bangla Bank has more customers in Bangladesh because it has the highest number of
ATM booths. So JBL should increase their ATM Booths.
Recruited Qualified Employees: JBL has 16,000 employees, but all of them are not
well qualified. Most of the employees do not have commerce background or
BBA/MBA degree. They follow a very old recruitment system where they hire
anyone who has done graduation from any background. This thing should be changed.
46 | P a g e
Improve Office Environment: Office environment of JBL should be changed. It is
not that attractive which may attract the customers to visit this bank. They do not
focus on the decoration 28 of office. All branches of JBL have old furniture and other
accessories. This makes the environment of JBL unattractive. So JBL should improve
the office environment.
Should Ask Feedback from Customers: JBL should ask for feedback from their
customers after providing a service. They can do this at least twice a year. It will help
them to get an idea about the quality of their services. They can improve their services
according to the feedback of customers.
Build Strong Networking Among All Branches: There is no networking between
branches of JBL. They do not keep information about what nearby branch is doing.
Different branch runs in a different way according to the order of their Branch
Managers. So, the service of different branches differs from each other. This should
be changed because all branches of a particular bank should work in the same way. So
JBL should build networking among their branches, and all branch managers should
seat for meeting twice in a year so that they can keep collaboration in the work
process.
Chain of command should increase: There is a gap in the chain of command.
Sometimes I have observed because of having the employees job security they avoid
their duties. But it is essential for creating goodwill of an organization.
Update products and services: Nowadays, customers are very sensitive to get new
services and products. Though various private banks provide customized product and
services, JBL is unable at this point. So, they should be careful about it.
Customer service Centre: They can create new customer service centers which will
helpful for them to better services and get the feedback. It also creates a better brand
image to the clients.
6.2: Conclusion:
From this study, the Brand Resonance model, which is also a customer-based brand equity
model maintains that building a strong brand involves a series of logical steps as suggested
by Keller. Such as establishing brand identity, creating appropriate brand meaning, eliciting
the right brand response and forging appropriate brand relationships with customers. It
implies that consumer awareness contributes to building the purpose of the brand, which will
influence consumer responses towards the brand, which, in turn, will contribute to the
establishment of a consumer-brand relationship. The importance of this model is that it
provides a road map and guidance to marketers in building strong brands. It also implies that
marketers must take responsibility to design and implement effective and efficient brand
building programs to achieve resonance with their customers. The brand is an important
relational tool in the service firms’ customer relationship management and brands are
valuable to consumers because they reduce the perceived risk of consumption. The results of
the study cannot be generalized without reservation because of practical limitations. The
following limitations are noteworthy:
47 | P a g e
➢ Non-probability sampling technique was used in the absence of a formal sampling
frame
➢ Some respondents showed a tendency to give biased information by giving all
positive responses because they wanted to finish filling up the questionnaire.
➢ The inclusion of more areas/cities might lead to better generalization of the
findings.
However, it was my privilege to do an internship in the DMCH Corporate Branch of Janata

Bank Limited. I have learned a lot of things; I believe which will be helpful in my future life.
My work experience in this bank was exciting and memorable. I have come to know about
many practical things about job life which the book cannot teach.
48 | P a g e
References:
1. https://www.jb.com.bd/
2. Keller, KL 1993, ‘Conceptualizing, measuring, and managing customer-based brand equity’,
Journal of Marketing, vol.57, pp.1-22.
3. Keller, KL 2001, ‘Building Customer-Based Brand Equity: A Blueprint for Creating Strong
Brands’, Marketing Science Institute working paper series, pp 1-107.
4. Keller, KL and Moorthi, YLR 2003, ‘Branding in Developing Markets,’ Business Horizons, May-
June, pp 49-60.
5. Kim, H, and Kim, W 2005, ‘The relationship between brand equity and firm’s performance in
luxury hotels and chain restaurants’, Tourism Management, vol.26, pp.549-560.
6. Aziz, NA and Yasin, NM 2010, ‘Analyzing the brand equity and resonance of banking services:
Malaysian consumer perspective’, International Journal of Marketing Studies, vol. 2, no. 2, pp.
180-189.
7. Sarker, AA 2000, ‘Regulation of Islamic Banking in Bangladesh: Role of Bangladesh Bank’,
International Journal of Islamic Financial Services, Bhubaneswar, India, vol 2, no 1, pp 155-160.
M'zungu, Simon, DM, Merrilees, Bill, Miller, Dale 2010, ‘Brand management to protect brand
equity: A conceptual model’, Journal of Brand Management.vol.17, no.8, pp.605-617.
8. Wood, L 1995, ‘Brands and brand equity: Definition and management’, Management Decision,
vol.38. Yoo, B and Donthu, N 2001, ‘Developing and validating multidimensional consumer-
based brand equity scale’, Journal of Business Research, vol. 52, no.1, pp. 1-14.
49 | P a g e
Appendix:
The impact of Brand Equity drivers on Consumer-based Brand Resonance on the
service of public bank; A case study on JANATA BANK LTD at DMCH Corporate
Branch, Dhaka.
Questionnaire For an academic survey
Dear Respondents,
It’s my pleasure to inform you that I’m a student Dept. of Marketing of Jagannath University
and doing an internship on the impact of Brand Equity drivers on Consumer-based
Brand Resonance on the service of public bank; A case study on JANATA BANK LTD
at DMCH Corporate Branch, Dhaka
For this reason, I need your active co-operation which will contribute to my research work.
So, your honest co-operation is necessary.
I pledge you that the information collected from you will be utilized only for the academic
purpose. Your response would be most helpful in making this project work successfully.
Thanking you,
Mizanur Rahaman
Department of Marketing
Jagannath University
Section-A
Name ……………………………………………………….
Age Below 18/ 18-25/ 25-30/ 30-40/ above 40
Gender Male / Female
Marital Status Married / Unmarried
1. Level of education
Below SSC SSC HSC Honors Masters or

above
50 | P a g e
2. Occupation
a) Govt. Service b) Private Service c) Agriculturist d) Housewife e) Own Business f)

Professional G. Others
3. Monthly income
a) Below 5000 b) 5000-15000 c) 15000-25000 d) 25000-35000 e) above 35000
4. Do you have an account in Janata Bank at DMCH Corporate Branch?
• Yes
• No
5. What type of account do you have?
• Current
• Savings
• Fixed
• Others
Questionnaire for Analyzing The impact of Brand Equity drivers on

consumer-based Brand Resonance on the service of public bank
About these, I’m sending you some statements. With those statements, please show your
agreement or disagreement. For the following questions, you should answer whether you
(Strongly Disagree-1), (Disagree-2), (Indifferent-3), (Agree-4), (Strongly Agree-5).
Section -B
Salience level
Statement 1 2 3 4 5
Strongly Disagree Indifferent Agree Strongly

Disagree agree
The symbol of Janata bank helps

me to identify the bank.
I can quickly remember the

symbol of Janata bank
I can easily recognize Janata bank

among other competing banks.
Compared to other commercial

banks Janata bank gives me better
51 | P a g e
service.
I know the color that symbolizes

Janata bank.
Brand Performance
Statement 1 2 3 4 5

disagree agree
The services of Janata bank are

effective.

banks, Janata bank satisfies my
basic needs.
Janata bank has special features.
Janata bank uses high technology

in the services.
Brand Imaginary
Statement 1 2 3 4 5

disagree agree

banks, the services of Janata bank
are high.

banks, the rate of interest is high.
My overall opinion about Janata

bank is good.
I can trust the Janata bank more
52 | P a g e
than other commercial banks.
The quality of Janata bank is

consistent.
It is easy to get services from

Janata bank.
Brand Judgement
Statement 1 2 3 4 5

disagree agree
I feel comfortable to recommend

Janata bank to others.
Personally, Janata bank is relevant

to me.
Janata bank plays an innovative

role.
The staffs of Janata bank are

knowledgeable.
Janata bank gives me a feeling of

self-respect.
Brand Feelings
Statement 1 2 3 4 5

disagree agree
Janata bank helps me to feel social

approval.
Janata bank helps me to feel of

excitement.
Janata bank gives me a feeling of
53 | P a g e
security.
I like Janata bank.
Janata bank is the one bank that I

prefer.
Brand Resonance
Statement 1 2 3 4 5
Indifferent Strongly
Strongly Disagree Agree agree
disagree
I feel that Janata bank is the only

bank that I need.
I am proud to others for being a

customer of Janata bank.
I consider myself loyal to Janata

bank.
I often feel to comfort being a

club with other customers of
Janata bank
I am always interested in learning

more about Janata bank.
Thank you very much for your excellent cooperation
Signature
---------------------------------------
54 | P a g e

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CHAPTER: 01

1.3: Literature Review

Sangeeta Arora (2016) aimed at identifying the various determinants of customer-based

1.4: Objectives of the Study

The “primary sources” are as follows-

The “Secondary Sources” of data and information are:

1. Annual Report of Janata Bank Limited.

1.6 Methodology of the Report:

1.6.1: Sampling Technique

A non-probability sampling technique ‘Convenience Sampling”- is used. When using this

1.6.2: Sample Size and Distribution

1.6.3: Demographic Data

Source: Primary data Table: 1.6.3

1.6.4: Method of Analysis

H2: There is a relation between Performance level and resonance level.

H3: There is a relation between image level and resonance level.

H4: There is a relation between Judgment level and resonance level.

H5: There is a relation between feelings level and resonance level.

1.8: Scope of the Study

1.9: Limitations in work

➢ The period for this study is concise.

2.2: Background of Janata Bank

Legal Status Public Ltd Company

Sloan Your Committed Partner in Progress

Position 2nd (Deposit/Asset)

Corporatization 15 November, 2007

Date of Commencement 31 May 2007

Chairman Luna Shamsuddoha

CEO & MD Md. Abdus Salam Azad (F.F.)

Chief Risk Officer Mr. Omar Farooque (DMD)

Head of Internal Control Mrs. Mahtab Zabin (GM)

Tax Identification No 001-200-2732

Vat Registration No 9011050160

Branches (Countrywide) 906

Subsidiary • Janata Capital and Investment Limited, Dhaka

Authorized Capital BDT 30,000 Million

Paid up Capital BDT 19,140 Million

Share Ownership Fully (100%) owned by Bangladesh-Government

Table-2.1: Description of JBL; Source: Website of JBL

International Award -"World's Best Bank Award-2009 in Bangladesh

International Award -"World's Best Bank Award-2008 in Bangladesh

International Award -"World's Best Bank Award-2007 in Bangladesh

International Award -"World's Best Bank Award-2006 in Bangladesh

International Award -The Bank of the Year-2004 in Bangladesh:

2.4: Corporate level of organization structure:

Human Resource Department:

The Marketing department mainly works for -

o To promote the different types of services of information to people

Audit & Inspection Department:

Common Services Department:

Public Relation & Protocol Department:

Dead Stock & Stationery:

Figure: 2.1 Functional Hierarchies

2.7: Hierarchy of the Janata Bank

Managing Directors & CEO

Deputy General Manager

Assistant General Manager

Senior Principal Officer

2.8: Vision of Janata Bank