This presentation is an attempt to create a broad corporate strategy framework for one of leading financial services companies in India. It is a company which i admire & i think it could be another Kotak Bank in the making once banking license is available on the tap & it gains access to coveted universal banking license.

2. To be a respected Financial Services firm with a
portfolio of high quality growth businesses
Source: Annual Investor Update FY 15

3.  Build a Bank like fully diversified financial services
firm in a non banking company structure
 Build Quality, High growth profitable business’s
Source: Annual Investor Update FY 15 & Management Discussion FY 15

4.  Achieve the objective of building business with
bank like diversification having quality, growth &
profitability by
 Building Strategic Business Units around 3 revenue
clusters and 1 enabling cluster.
 Revenue cluster comprising of Credit Business, Agency Business & Life
Insurance
 Enabling Cluster comprising Liquidity & Balance sheet Management
Source: Annual Investor Update FY 15 & Management Discussion FY 15

5.  Objective (Derived)
 Revenues & Profitability from this cluster to be 65-75% to achieve a bank
like structure
 Strategy (Articulated & Observed)
 Diversified Revenue mix from 3 broad segments comprising of Wholesale
Credit, Agri Business and SME Credit & Retail Credit
 Multiple LOB’s within each broad segment
 Pursue a Risk Adjusted Return approach visible by
 Collateral Coverage articulation
 Gross NPA ‘s compared to peers & Private Banks
 Stated Risk Management Framework
Source: Annual Investor Update FY 15 , Annual Report FY 15, Investor Updates

6.  Objective (Derived)
 Revenues from this cluster to be 20-25% to achieve a bank like
structure
 Strategy (Articulated & Observed)
 Diversified Revenue mix from Knowledge Based & Transaction Based
Services
 Multiple LOB’s within each segment straddling multiple customer
sub- segments
 Capitalize on cyclical upsides
Source: Annual Investor Update FY 15 , Annual Report FY 15, Investor Updates

7.  Objective (Derived)
 To be one of the fastest growing insurance companies
 Strategy (Articulated & Observed)
- Pull based approach as compared to Push based approach followed by
competition
Source: Annual Investor Update FY 15 , Annual Report FY 15, Investor Updates

8.  Situation Analysis using GE McKinsey Framework
 Market Attractiveness
 Competitive Strength of SBU
 Obtaining Strategic Insight on unique SBU’s from the Framework
 Evaluating if Strategic Gap exist on stated revenue objective
 Evaluating if Strategic Gap can be closed by pursuing the Current Product
Market strategy
 Identifying Focus Areas affecting competitive positioning which impact
SBU’s where strategic gap cannot be closed
 Reorienting SBU Positions through Broad Level Product Market & Pricing
Strategy for pursuing the Strategic Insight

9. Sr
No
Factors Weightage Explanation How it affects Market
Attractiveness
1 Yield
Opportunity
15% Ability to charge a higher gross yield
(E.g Credit Cards Business as
compared to a Salaried Personal
Loans Business)
Higher Yield Opportunity would
mean Higher Market
Attractiveness
2 Segment Size 10% Size of Segment expressed in Credit
Outstanding relative to its Category
Bigger the Size Higher the
Market Attractiveness
3 Segment
Growth
15% CAGR Growth of the Segment over a
4 year Period
Higher the CAGR growth of a
segment relative to the other
segment, higher the market
attractiveness
4 Segment
Access defined
through
15% Ease of Access or Reaching out to the
target market within the Segment
Easier the access, lower the
attractiveness
4a Concentration
/Dispersion of
target market
5% Concentration of the target market
of a segment relative to other
segments (Eg Structured Finance
target market is more concentrated
as compared to Retail Housing Loans)
Higher the concentration lower
the attractiveness

10. Sr
No
Factor Weightage Explanation How it affects Market
Attractiveness
4b Ease of Reach 5% Ease of Access to the end
customer in a target market
(Salaried PL target market easier
to access as compared to SME
target market)
Easier the Reach, lower the
attractiveness
4c Digital Channel
Influence on
target market
5% Extent of Digital Channels (
Digital DSA’s, Digital Portals of
financer, Search Engines)
influence on customer
consideration sets & buying
behaviors
Higher the Influence of Digital
Channels Lower the
Attractiveness
5 Ease of
Consumption
15% How easy is to obtain
information on segment & lob’s,
ability to switch over to
competitors
Higher the ease of
consumption, lower the
attractiveness of the segment
5a Pain to Switch 5% How easy is to switch/transfer
over to competitor ( Depository,
Housing Loans are more pain to
switch as compared to Credit
Cards, PL, LAS)
Higher the Pain, More
attractive the market

11. Sr
No
Factor Weightage Explanation How it affects Market
Attractiveness
5b Brand Strength 5% Effect of Brand on the Segment
(Brand strength impact on
Advisory Services is higher as
compared to PL)
Segments impacted by Brand
Strength are more attractive
as compared to those which
are not
5c Information
Availability
5% Ability to obtain information on
Segments & LOB (Buying Term
/Health Insurance is more easy
due to ease of comparison on
prices & features as compared to
Fire, Indemnity Insurance)
Easier the availability of
structured information lesser
attractive the market
6 Competition
Rivalry
6% The number of players in a
segment & product/service
differentiations they can offer
within a segment
Higher the rivalry , lower the
attractiveness
6a No of Players 3% More Players in Housing Loan
Segment as compared to
Distressed Assets
More the no of players, lower
the attractiveness

12. Sr
No
Factor Weightage Explanation How it affects Market
Attractiveness
6b Product
Variation
3% Ability to offer differentiated
product offering to the target
market within a segment (
Higher Variation can be offered
in Structured Finance as
compared to Personal Loans)
Higher the ability to present
differentiated offering more
attractive the market
7 Technology
Disruption
15% Impact of Technology on the
segment through Fintech
competition, Digital DSA, Digital
Purchase. (Transactions, Personal
Loans for Salaried, Term
Insurance are most disrupted as
compared to Construction
Finance or Corporate Finance)
Higher the impact of
Technology Disruption, Lower
the Attractiveness of the
segment
8 Cyclicality 3% Impact of Economic cycles on the
segment ( Broking, MF
Distribution more impacted by
economic cycles as compared to
Housing Loans)
Higher the impact of
economic cycles, lower the
attractiveness

13. Sr
No
Factor Weightage Explanation How it affects Market
Attractiveness
9 Price Sensitivity 3% Impact of Price on Decision
Making within a segment ( PL is
most sensitive to Price as
compared to SME Loan)
Higher the price sensitivity in
a segment lower its
attractiveness because it
diminishes pricing power
10 Demographic
Advantage
3% How current & future
demographics will impact
demand in the respective
segments (Demographics more
favorable for Housing Loans as
compared to Loan against
Securities)
Favorable the demographics,
more attractive the segment

14. Sr
No
Factor Weightage Explanation How it affects Market
Attractiveness
1 Market Share 45% Relative Share of the market as
compared to the Segment
Leader
Higher the Relative Share
more competitive the SBU
2 Growth Rate 20% Historical Growth Rate of SBU as
compared to the Segment
growth rate
Higher the relative growth
rate more competitive the
SBU
3 Cost to Income
Ratio
10% Cost to Income Ratio as
Compared to Segment Leader
Better the Cost to Income
Ration as compared to
Segment Leader, more
competitive the SBU
4 Technology
Enablement
15% Adoption of Technology within
the SBU for increasing reach,
improving throughput, pre-
empting Fintech disruption
Higher the Adoption more
competitive the SBU
5 Collateral
Coverage
10% Collateral as mitigant of risk . Higher the collateral cover
more competitive the SBU

16. LAS, 5.25, 5.64
LAP (Retail), 4.3, 5.89
Housing Loans (Retail), 3.7, 5.53
Mortgage (WholeSale), 4.81, 6.58
Corporate Lending, 3.99, 6.71
Agri Lending, 4.76, 6.14
SME Lending, 4.05, 6.69
Distressed Assets, 7.5, 7.44
Retail Broking, 5.67, 5.07
MF Distribution, 5.19, 5.63

17. RETAIL CREDIT BUSINESS
SBU Strategic Position Strategic Insight
Housing
Loans
Home Loans SBU is in an Medium Attractiveness zone
characterized by a Medium Market Attractiveness a
Business Strength which is bordering at lower end
Identify segments for growth
LAP
LAP SBU is in Medium Attractiveness Zone characterized
by Medium Market Attractiveness & Medium Business
Strength
Invest for Managing Earnings
a) Protect existing program
b) Identify Segment for higher
profitability
LAS
LAS SBU is in a Medium Attractiveness Zone characterized
by Medium Market Attractiveness & Medium Business
Strength
Invest for Managing Earnings
a) Protect existing program
b) Identify Segment for higher
profitability
• Not suitable to invest for growth
because of cyclicality of the
business

18. RETAIL CREDIT BUSINESS
SBU Is there a Strategic Gap
Housing
Loans
Yes because Stated Revenue Objective of emulating a private bank cannot be
met. The revenue objective can be expressed as
• Retail Credit Business to be 40%-45% of overall credit book
• Retail Mortgages (Housing + LAP) is currently 40%-60% of Retail Credit book
for private sector banks
LAP
• Yes because inspite of LAP SBU being in a Medium Attractiveness Market
the relative revenue (expressed by size of circle ) as compared to other
credit business’s is small
• LAP forms 20-70% of Retail Mortgage Book for private sector banks
• A Balanced approach would be have 60-40 breakup of Housing Loan & LAP
LAS
Yes because there is cyclicality in the business which will impact long term
stated revenue objective

19.  Increasing revenue of Housing Loans Business will help close the
strategic gap
 Strategic Insight of SBU position points to Identifying Segments to
Invest for Growth
Ansoff Product Market mix can help identity areas for revenue
Products
Markets
Existing New
Existing
Market Penetration
• Objective is to increase
market share
New Product Development
• Objective is to target existing
markets with newer products
New
Market Development
• Objective is to develop new
market for existing products
• Diversification

20. • Using Existing Product Market strategy to close the strategic gap.
– The strategy would be to increase penetration (increase market share) which would
primarily be driven by
a) Increasing Sales
b) Increasing System Efficiency (Throughput )
c) Improving Sales Productivity
Products
Markets
Existing New
Existing
• Housing Loan of Small Tickets (10-12 lacs) aimed at Semi
Urban market catering to Middle Income Group
comprising of self employed businessmen & wage
earners in SME space
• New Product
Development
New
• Market Development • Diversification

21.  The articulated objectives are likely
to breached
 Stated Risk Objective will not be
completely met
 Market Segment is characterized by
unstable incomes & lesser availability of
credit history.
 Increased acquisition (Volume Share)
will result in lesser ability to pick &
choose . Maintaining current risk
appraisal will increase CI ratio as
throughput & productivity will decline
as geographic dispersion increases.
– Meeting Stated Profitability
Objective will be a challenge
a) Improvement in Credit Scoring will result
in such segments amenable to Banks &
Large HFC’s.
b) Increasing Branch Network to achieve
penetration may result in higher CI ratios
as competition in segment will increase.
c) Lower Ticket Sizes will warrant higher
volume share adversely affecting the
current CI ratio of 46% which is higher
than Industry average.

22.  Increasing revenue of LAP will help close the strategic gap
 Strategic Insight of SBU position points to Investing for
Managing earnings with a view to Protecting existing
position & or Identifying profitable segments for Growth

23. • Using Existing Product Market strategy to close the strategic gap.
• The generic strategy would be to increase penetration (increasing market
share).
Products
Markets
Existing New
Existing
• LAP aimed at Business Men in Small
Medium Enterprise business who are
unable to raise money on balance sheet
• New Product Development
New
• Market Development • Diversification

24.  The articulated objectives are likely
to breached
 Stated Risk Objective will not be
completely met
The fact that end use of retail LAP is primarily
aimed for capital expansion or bridging
working capital by business, there is a clear
need to segment the market which offers
better risk adjusted return. This will allow
development of segment matter expertise
which will also help SME loan acquisition.
– Meeting Diversification Objective
of a bank
Retail LAP straddles at median of 40% of retail
mortgages portfolio of private sector banks.

25.  The Strategic GAP may be difficult to close due to cyclical
nature of Business
 Strategic Insight of SBU position points to Investing for
Managing earnings by way of protecting existing position
& or identifying profitable segments for growth

26. • Using Existing Product Market strategy to close the strategic gap.
• The generic strategy would be to maintain penetration (maintain market share)
Products
Markets
Existing New
Existing
• Small Ticket LAS primarily aimed at
Margin Finance
• New Product Development
New
• Market Development • Diversification

27. The articulated objective is likely to be
breached
– Meeting Diversification Objective
of a bank
a) Retail LAS straddles at around 1-2%
of Retail Loan Portfolio of Banks
Whereas it stands at around 7% for
Edelweiss
b) Primarily Secondary market driven
for banks as compared primary
market driven
c) Segment focus for banks is HNI as
compared to Retail Mass market

28. Wholesale Lending ( Corporate) Business
SBU Strategic Position Strategic Insight
Structured
Credit
Structured Credit is in a High Attractiveness Zone
characterized by High Market Attractiveness & Medium
Business Strength
• Invest for growth
a) Build on strength
b) Aim for Segment Leadership
Distressed
Assets
Distressed Assets SBU is in High Attractiveness Zone
characterized by High Market Attractiveness & High
Business Strength
• Protect Position
a) Invest to grow for protecting
position
b) Sustain Strength
c) Aim for Leadership
Wholesale
Mortgages
(Construction
Finance /
Builder LAP
WholeSale LAP is in a High Attractiveness Zone
characterized by High Market Attractiveness & Medium
Business Strength
• Invest for Growth
a) Build Selectively on Strengths
b) Reinforce Vulnerable areas
CV Loans (
Opportunity)
CV Loans is in a Medium market attractiveness zone
but represents an opportunity for diversification in the
Whole Sale Lending Cluster
• CV Loans may orient to a High
Attractiveness Zone due to the
Infra push of the government

29. Wholesale Lending Business’s
SBU Is there a Strategic Gap What Broad Level Strategy to Pursue
Structured
Credit
• No because the SBU is in a High
Attractiveness Market and the relative
revenue (expressed by size of circle ) as
compared to other credit business’s is
significant.
• Maintain the current product market &
competitive strategy
• Invest for Growth
Distressed
Assets
• No because the SBU is in a High
Attractiveness Market with significant
Competitive Strength
• Maintain the current product market &
competitive strategy
• Invest for Growth & Protecting Position
Mortgages
Wholesale
• No because the SBU is in a High
Attractiveness Market & the relative
revenue as compared to other credit
business is significant
• Maintain the current product market &
competitive strategy
• Invest for Growth

30. Non Corporate CREDIT & AGENCY BUSINESS
SBU Strategic Position Strategic Insight
SME
LOANS
SME SBU is in a High Attractiveness Zone
characterized by High Market Attractiveness &
Medium Business Strength
• Invest for growth
a) Build on strength
b) Aim for Segment Leadership
AGRI LOANS Agri Loans SBU is in High Attractiveness Zone
characterized by High Market Attractiveness &
Medium Business Strength
• Invest for growth
a) Build on Strengths
b) Aim for Segment Leadership
MUTUAL
FUNDS
(Agency
excluding
AMC)
Mutual Funds (Wealth Mgt) SBU is in a
Medium Attractiveness Zone characterized by
Medium Market Attractiveness & Medium
Business Strength
• Manage for Earnings
a) Protect existing position
b) Selective Investment to improve market
share in profitable segments
RETAIL
BROKING
Retail Broking SBU is in a Medium
Attractiveness Zone characterized by Medium
Market Attractiveness & Medium Business
Strength
• Manage for Earnings
a) Protect existing position
b) Selective Investment to improve market
share in profitable segments
Education
Loans
(Opportunit
y)
Education Loans SBU is in a High Market
Attractiveness Zone & presents an opportunity .
• Synergy with LAP, SME Business as
collateral will be property
• Synergy for Customer Life Cycle
management (Housing to LAP to Wealth &
Education Loan for Kids)

31. Non Corporate Credit & Agency Business
SBU Is there a Strategic Gap
SME Loans • Yes because inspite of LAP SBU being in a High Attractiveness Market the relative revenue
(expressed by size of circle ) as compared to other credit business’s is small
Agri Loans • Yes because inspite of SBU being in a High Attractiveness Market the relative revenue
(expressed by size of circle ) as compared to other credit business’s is small
Mutual
Funds
(Wealth
Mgt
Business
excluding
AMC)
• Yes, Tech Disruption on account of Robot advisory will impact the General Mass Market
primarily SIP market. As on date the current strategy does not show evidence of
mitigating potential fallout
Retail
Broking
• Yes, Tech enabled Discount Broking is & will adversely impact the Retail Mass Market and
Trader Segment.

32.  Increasing revenue of SME Loans Business will help close
the strategic gap
 Strategic Insight of SBU position points to Investing for
Growth & Aiming Segment Leadership

33. Using Existing Product Market strategy to close the strategic gap.
The strategy would be to increase penetration (increase market share) which would
primarily be driven by
a) Increasing Sales
Products
Markets
Existing New
Existing
• Funding to Business with property as
collateral
• New Product Development
New
• Market Development • Diversification

34.  The articulated objectives are likely to
breached
 Stated Risk Objective will not be
completely met
 SME is a very broad market segment . It
is imperative to identify segments
where adverse impact of economy are
lesser than the Median market. Current
slowdown in nominal GDP may hurt
some segments more than the other.
 Collateral criteria cannot be a primary
determinant .

35.  Increasing revenue of Agri Loans Business will help close the strategic
gap
 Strategic Insight of SBU position points to Investing for Growth &
Aiming Segment Leadership

36. • Using Existing Product Market strategy to close the strategic gap.
• The strategy would be to increase penetration (increase market share) which
would primarily be driven by
a) Increasing Sales within the current segment
Products
Markets
Existing New
Existing
• Lending against stock owned by Agri
Business’s, Traders wherein stock is
managed & monitored by Edelweiss
• New Product Development
New
• Market Development • Diversification

37.  The articulated objectives are likely to
be met
The revenue diversification objective, risk
mitigation objective can be met using market
penetration as
1) There is a clearly identified market
segment
2) Risk is mitigated as there is control on
inventory
3) Pricing power can be exercised due to
segment matter expertise
4) Technology enablement is visible

38.  Maintaining Revenue will close the Strategic Gap
 Strategic Insight of SBU position points to Investing for Managing
Earnings with a view to preserving current position

39. • Using Existing Product Market strategy to close the strategic gap.
• The strategy would be to maintain penetration (maintaining market share)
Products
Markets
Existing New
Existing
• Wealth Advisory Services for HNI’s &
Retail Mass Market
• New Product Development
New
• Market Development • Diversification

40.  The articulated objectives are likely to
breached
 Stated Revenue & Diversification
Objective will not be completely
met
 Fin-tech Disruption is going to be highest in
Retail Capital Markets Space affecting Retail
Broking & Retail MF distribution. This is going
to be more pronounced in GEN Y ( Do it
yourself generation) who will find robot
advisory more attractive along with people
who are investing for wealth creation & not
tax savings.
 Value additions over & above wealth advise
which cannot get easily replicated by Robot
advisors will need to get augmented

41.  Maintaining Earnings will close the Strategic Gap
 Strategic Insight of SBU position points to Investing for Managing
Earnings with a view to Preserving Current Position

42. • Using Existing Product Market strategy to close the strategic gap.
• The strategy would be to maintain market share Which would primarily be
driven by
a) Increasing Reach in the HNI Segment
b) Preventing retail mass market movement to cheaper alternative by Discount Brokers
Products
Markets
Existing New
Existing
• Retail Mass Market, HNI & Traders • New Product Development
New
• Market Development • Diversification

43.  The articulated objectives are likely to
breached
 Stated Revenue Objective will not
be met
Fin-tech Disruption led by discount brokers
will impact the Traders & Retail Mass Market
the highest. Increasing penetration in the HNI
space will not be a sufficient counter balance
to sustain market share.

44.  Situational Analysis points to
Investing for Growth &
Managing Earnings with the
aim to increase Sales across
Majority SBU’s.
 Increasing Market Share
though Current Product
Market Strategy is not
completely effective for
Majority SBU’s
a) Increase Market Share and or
Segment Shares
b) Improve Productivity
 Re-define Product Market
framework for SBU’s.
 Improve Capabilities which
impact competitive position in
market

45. Management
Capabilities
Portfolio &
Capital
Management
Mergers/JV
Risk &
Regulatory
Management
Business Unit
Strategy
Talent &
Culture
Operational
Capabilities
Risk Selection
& Pricing
Core
Processes &
Operations
Product &
Service
solutions
Tech enabled
Support
(Communication,
Service & Selling)
Customer
Centricity
Prop Capabilities
Asset & Capital
Base
Data &
Technology
Brand Distribution Points
Customer
Relationships
Balance Sheet
Capability
Back Office/Middle Office
Capability
Front End ( Sales & Service
Capability

46. Management
Capabilities
Portfolio &
Capital
Management
Mergers/JV
Risk &
Regulatory
Management
Business Unit
Strategy
Talent &
Culture
Operational
Capabilities
Risk Selection &
Pricing
Core
Processes &
Operations
Product &
Service
solutions
Tech enabled
Support
(Communication,
Service & Selling)
Customer
Centricity
Prop Capabilities
Asset & Capital
Base
Data &
Technology
Brand Distribution Points
Customer
Relationships
Balance Sheet
Capability
Back Office/Middle Office
Capability
Front End ( Sales & Service
Capability

47. Focus Area SBU’s which are Impacted
Why should this be a
Focus Area
What is to be done
Portfolio &
Capital
Management
All existing SBU’s . New SBU’s for
achieving diversification within
Retail & Corporate Credit such
as Education Loans and
Commercial Vehicle Loans
Reorienting OS in Credit
Business & LOBs within
Credit Business’s will
necessitate changes
Creating Access to Cheaper Long Term
Funds for growing Housing, LAP & SME
business
Risk
Selection &
Pricing
Housing Loans (Retail), LAS
(Retail) , Education Loans
The Product Market mix
changes will warrant this
Low Ticket – High Spread – High
Collateral will need to get re-oriented
to Medium Ticket – Competitive Spread
– Competitive Collateral
Data &
Technology
Mutual Funds ( Wealth),
Housing Loans (Retail),
Education Loans, LAP (Retail),
Broking (Retail)
a) Consideration Sets being
influenced by queries
driven through Search
Engines
b) Digital DSA’s simplifying
information & access
c) Technology driving down
cost of transactions &
substituting Human Advise
a. Working towards real time
approval of Credit in Housing,
Education & LAP
b. Robot Assisted Human Advise for
HNI segment in Wealth
c. Robot Only models for Retail Mass
Market in Broking & MF
d. Self Service tools & dashboards
for asset lending & wealth
products

48. Focus Area
SBU’s which are
Impacted
Why should this be a Focus Area What is to be done
Distribution
Points
Retail Credit &
Retail Agency
Re-orientation of Customer segments
within Retail LOB’s will require expansion,
rationalization.
a) Digital Channels
augmentation for lack of
physical presence
b) Balance of Branch & Third
Party Driven Acquisition in
area of LAP, Home Loans ,
SME credit
Customer
Relationships
LAP, MF, SME, Agri
Lending &
Education Loans
The dominant market straddling across all
the stated SBU’s would be High Income
Non Salaried Urban Dwellers with non
movable property being the common
thread
Model to map customer to RM’s
which will open opportunity to
cross-sell & upsell

49. SBU Strategic Insight Does it require a
Change in
Product Market
Strategy
New Product
Market Strategy
Pricing Strategy Specific Actions
as part of
Capabilities
Improvement
Housing
Loans
(Retail)
Identify
Segments for
Growth
Yes Non Salaried
Customers in Urban,
Extended Suburbs
having Credit
History in Middle ,
Upper Middle
Income Group with
Average Loan Ticket
Size of 20-25 lacs
Imitator ( Price
to Match
Leaders in the
segment)
a) Increase
focus on
Third Party
Model for
Acquisition
b) Leverage
Builder
POS
through
Digital
Channels
c) Tactical
Pricing for
Balance
Transfer

50. SBU Strategic Insight Does it require
a Change in
Product Market
Strategy
New Product
Market Strategy
Pricing Strategy Specific Actions
as part of
Capabilities
Improvement
Loan Against
Property (Retail)
Invest for
Managing
Earnings
Yes. Targeting
Segments with
a higher degree
of relative
insulation from
economy as end
use of funds
very likely for
business rather
than general
mass market
who can offer
property as
collateral.
Price Leaders in
the Segment
chosen for
operation
Referral
channel
enhancement
for increasing
throughput

51. SBU Strategic
Insight
Does it require a
Change in
Product Market
Strategy
New Product Market
Strategy
Pricing Strategy Specific Actions
as part of
Capabilities
Improvement
LAS
(Retail)
Invest for
Managing
Earnings
Yes. a) New Market Segment
would mean targeting
HNI’s who will borrow
for investing into
Secondary Markets
which will enable an
opportunity to Upsell &
Cross sell on Asset
Lending Products such
as LAP, SME.
b) New Product Strategy
involving lending against
MF’s & Insurance
Premium Pricing
as ability to
understand
market risk &
stock specific
risk is higher as
compared to
banks
Pre-approved
Credit Line for
HNI Wealth
Customers
against the MF
& Insurance
portfolio being
managed.

52. SBU Strategic
Insight
Does it require a
Change in
Product Market
Strategy
New Product Market
Strategy
Pricing Strategy Specific Actions
as part of
Capabilities
Improvement
SME
Lending
Invest for
Growth
Yes. Synergize with LAP as
customer segments
would be common

53. SBU Strategic
Insight
Does it require a
Change in
Product Market
Strategy
New Product
Market
Strategy
Pricing Strategy Specific Actions
as part of
Capabilities
Improvement
Agri
Lending
Invest for
Growth
No NA Premium Pricing as ability
to understand market risk
& collateral risk is higher as
compared due to end to
end control, management
& monitoring of underlying
agri commodity.
NA

54. SBU Strategic
Insight
Does it require a
Change in
Product Market
Strategy
New Product Market
Strategy
Pricing Strategy Specific Actions
as part of
Capabilities
Improvement
Mutual
Funds
Advise &
Distribut
ion
(Wealth
Manage
ment)
*Does
not
cover
AMC
Managing for
Earnings
Yes • HNI targeted Wealth
Advisory
• Robot assisted
Wealth Advisory for
Upper Income
Segment
• Robot assisted
advise for Mass
Market aimed at
SIP’s
• Change in
Pricing
Strategy to
reflect
Distribution
& Advise
based
Models.
• General
Mass
Market
pricing for
SIP’s based
on ROBO
advisory &
Advise
based fees
for HNI’s

55. SBU Strategic
Insight
Does it
require a
Change in
Product
Market
Strategy
New Product Market
Strategy
Pricing Strategy Specific Actions
as part of
Capabilities
Improvement
Retail
Broking
Managing
for
Earnings
Yes • Tech Enabled
Discount Broking for
Trader & Retail Mass
Market specifically
GEN Y.
• Advise based Model
for HNI led by Branch
RM’s
• Depository Services
Led acquisition
because of higher
exit barrier
associated with
product
Tiered Pricing for Tech
Led Model
a) Match pricing of
Discount Brokers
wherein the only
value add is the
platform offered for
Trade
b) Value plus pricing
for tech enabled
features beyond
trading platform
c) Subscription cum
transaction based fee
structure for HNI’s
a) Min SBU
creation
which will
emulate
Fintech
Setup for
offering
discount
broking
services
b) Rationaliza
tion of
Branches

56. Supporting Slides

57. 0%
5%
10%
15%
20%
25%
CAGR
CAGR
Housing Loans, LAP & Whole Sale Real Estate covers NBFC Data

58. 0
1000
2000
3000
4000
5000
6000
7000
8000
9000
10000
OutStanding in Billion
OutStanding in Billion
Housing Loans, LAP & Whole Sale Real Estate covers NBFC Data

59. 0
1000
2000
3000
4000
5000
6000
7000
8000
OS in Cr
OS in Cr

60. LAS
6%
LAP (Retail)
2%
Housing (Retail)
9%
Mortgage
Wholesale
22%
Structured
Finance
29%
Agri Business
2%
SME
5%
Distressed
Assets
9%
Others
3%
Retail Broking
8%
Distribution
(Wealth)
5%
Revenue in Cr

61. 0%
20%
40%
60%
80%
100%
120%
140%
Mortages Structured
Finance
Distressed
Assets
SME & Agri
Lending
LAS & Others
CAGR %
CAGR %