Final Report of Summer Training                     In                         Topic            Investment Strategies     ...
Table of ContentsSr. No.   Topic                                                                Page No.1.        Acknowle...
Acknowledgment          I want to place on record my gratitude to theorganization and its people whose generous help andsu...
In the last five decades the field of investments hasreceived considerable attention from academicresearchers keen on unde...
Banking in India originated in the first decade of 18thcentury with The General Bank of India coming intoexistence in 1786...
(Number of banks is in brackets.)Early History:At the end of late-18th century, there were hardly any banks inIndia in the...
stopped from the Americas. Some banks were opened at that timewhich functioned as entities to finance industry, includings...
renamed the State Bank of India. There were also some exchangebanks, as also a number of Indian joint stock banks. All the...
economic activities. At least 94 banks in India failed during the        years 1913 to 1918 as indicated in the following ...
different segments of the economy including banking and finance.The major steps to regulate banking included:  •   In 1948...
Jayaprakash Narayan, a national leader of India, described the stepas a "masterstroke of political sagacity." Within two w...
The new policy shook the Banking sector in India completely.Bankers, till this time, were used to the 4-6-4 method (Borrow...
RBI announced norms in 2005 that any stake exceeding 5% in theprivate sector banks would need to be vetted by them.Current...
Deregulation:This continuous deregulation has made the Banking marketextremely competitive with greater autonomy, operati...
Efficiency:This in turn has made it necessary to look for efficiencies in thebusiness. Banks need to access low cost funds...
Strategic Options with Banks to cope withthe Challenges Leading players in the industry have embarked on a series of strat...
 Improving the asset quality as per Basel II normsPublic sector banksSBI group:State Bank of India, with its seven assoc...
After the amalgamation of New Bank of India with PunjabNational Bank, currently there are 20 nationalized banks in India: ...
•   Ganesh Bank of Kurundwad •   HDFC Bank •   ICICI Bank •   IndusInd Bank •   ING Vysya Bank •   Jammu & Kashmir Bank • ...
•   Bank of Bahrain & Kuwait  •   Bank of Ceylon  •   Bank of Nova Scotia  •   Bank of Tokyo Mitsubishi UFJ  •   Barclays ...
•   Banaskantha Mehsana Gramin Bank•   Bareilly Kshetriya Gramin Bank•   Baroda Uttar Pradesh Gramin Bank•   Bijapur Grame...
•   Kanpur Kshetriya Gramin Bank•   Kapurthala Ferozpur Kshetriya Gramin Bank•   Kashi Gomti Samyut Gramin Bank•   Kisan G...
•   Sri Saraswati Grameena Bank            •   Sri Visakha Grameena Bank            •   Surat Bharuch Gramin Bank         ...
vast network in India and overseasIndias second largest private sector bank and is now the                                ...
Despite its British base, it has few customers in the UnitedKingdom and 90% of its profits come from Asia, Africa,and the ...
In those early years, both banks prospered. Chartered opened itsfirst branches in Bombay, Calcutta and Shanghai in 1858, f...
their commitments. It also began a series of divestments notably inthe United States and South Africa, and entered into a ...
renaming the new entity Standard Chartered Bank (Thailand).Standard Chartered also formed strategic alliances with Fleming...
offers broking, wealth management and investment bankingservices across 60 Indian cities.On 29th February 2008, Standard C...
Standard Chartered Global Presence             Standard Chartered Global PresenceThe Americas      Africa               As...
•   Uganda        •   Laos                            •        Turkey       •   Zambia        •   Macus                   ...
Listed on both the London Stock Exchange and the Hong KongStock Exchange, Standard Chartered PLC is consistently ranked in...
Besides Economic contribution the bank provides services toprotect environment, spread social benefits of economic growtha...
In case you need to withdraw amounts in excess of what is  available in your transaction account, we will break your depos...
Core Service: Standard Chartered is listed on both the LondonStock Exchange and the Stock Exchange of Hong Kong and is int...
Community investment in emerging marketsThis is the area where Standard Chartered has taken a leadershiprole.“The issue of...
having to deal with the effects of HIV / AIDS in theircommunities and other education-focused programmes. The Bank has bee...
operations in the United Kingdom and North America to providecustomers with a bridge between these markets. Secondly, it w...
Problem Statement:To understand the behavior pattern of people of differentage groups, incomes and occupations with respec...
in the investment products which are most suited to  them. This shall be done with the help of conducting a  survey taking...
 Occupation.    We had to analyze the above mentioned Trends behind people’s    Investments depending on the above mentio...
Your Preferred Area of Investment:( )Mutual Funds, ( )ULIP, ( )Shares/Debentures, ( )Real Estate,( )Life Insurance Policie...
Income Profile         2.27%                  27.27%29.55%                                    1.5L to 4L                  ...
Preferred Investment Profile            4.55% 4.55%                            11.36%   11.36%                            ...
Objective Profile                          11.36%        22.73%                                                  Child Mar...
Satisfaction Level Profile                                                     38.64%                                     ...
Drop Page Fields Here          Count of Age     20     18     16     14                                                   ...
Drop Page Fields Here          Count of Income     20     18     16     14                                                ...
Drop Page Fields Here                                Count of Pref ered Investment                       14               ...
Drop Page Fields Here           Count of Age     20     18     16                                                         ...
ULIP                                                                                                                      ...
10                       1                         2                      1                       18                      ...
GrandTotal          20          8                4          12           44                               Drop Page Fields...
Count      ofAge             Objective                Child                                                               ...
Investment                                           Child                                                                ...
Another one of our Assignments was to compare  the services and products offered by different  Banks from one another.Meth...
Debit Card ChargesBranch Transaction ChargesCash Deposit/WithdrawalDemand DraftOutstation Cheque CollectionMaximum Withdra...
Unlimited ATM TransactionHDFCRs5,000FreeFreeFreeNANAFreeRs20 Per TransactionNARs100NARs100Rs100NARs50 Up to 10,000 at Base...
KOTAKRs10,000Weekly Report-Rs300/QuarterDaily Report-Rs1500/QuarterFreeFreeNAFree(Including HDFC)Rs20 Per TransactionRs90F...
FreeFreeFreeRs50NAFreeRs20 Per TransactionRs120Rs180NANARS200NARs50 If Drawn on ABN-AMRO Branches. Foreign Currency D/D-Rs...
Free                   FreeFree                   FreeFree                   FreeFree                   FreeFree          ...
Standard Chartered Banks aXcess Plus is a revolutionary   savings account that provides you with unstinted aXcess to your ...
aXcess all Standard Chartered Bank ATMs and provides instantcash at all Visa Network ATMs in India and abroad.    aXcessP...
v. aaSaan AccountIntroducing the Standard Chartered Banks aaSaan savingsaccount. It is a no maintenance, hassle free and e...
It offers a variety of credit cards, each tailored to yourlifestyle needs.Examples:a) Executive Card is designed for the p...
Standard Chartered offers you a wide range of Life InsuranceProducts from Bajaj Allianz Life Insurance Company, one ofIndi...
   Double protect: “Double Protect” is a 2 years Health       Insurance plan. The plan offers reimbursement of       Hosp...
   Direct credit/debit facilities for all your investments     Periodic meetings with leading fund managers and industry...
best and demand the best and demand the highest standards ofservice in all your banking relationships.SME BankingOne-Stop ...
to provide our customers with effective solutions. The currency ofIndia is the Rupee (SWIFT code: INR).Standard Chartered ...
A mutual fund is a professionally managed firm ofcollective investments that collects money from manyinvestors and puts it...
How Mutual Funds WorkEvery mutual fund has a goal - either growing its assets (capitalgains) and/or generating income (div...
Net Asset Value (NAV)Net Asset Value is the market value of the assets of the schememinus its liabilities. The per unit NA...
A project report on investment strategies of general public and comparative analysis of mutual funds and uli ps
A project report on investment strategies of general public and comparative analysis of mutual funds and uli ps
A project report on investment strategies of general public and comparative analysis of mutual funds and uli ps
A project report on investment strategies of general public and comparative analysis of mutual funds and uli ps
A project report on investment strategies of general public and comparative analysis of mutual funds and uli ps
A project report on investment strategies of general public and comparative analysis of mutual funds and uli ps
A project report on investment strategies of general public and comparative analysis of mutual funds and uli ps
A project report on investment strategies of general public and comparative analysis of mutual funds and uli ps
A project report on investment strategies of general public and comparative analysis of mutual funds and uli ps
A project report on investment strategies of general public and comparative analysis of mutual funds and uli ps
A project report on investment strategies of general public and comparative analysis of mutual funds and uli ps
A project report on investment strategies of general public and comparative analysis of mutual funds and uli ps
A project report on investment strategies of general public and comparative analysis of mutual funds and uli ps
A project report on investment strategies of general public and comparative analysis of mutual funds and uli ps
A project report on investment strategies of general public and comparative analysis of mutual funds and uli ps
A project report on investment strategies of general public and comparative analysis of mutual funds and uli ps
A project report on investment strategies of general public and comparative analysis of mutual funds and uli ps
A project report on investment strategies of general public and comparative analysis of mutual funds and uli ps
A project report on investment strategies of general public and comparative analysis of mutual funds and uli ps
A project report on investment strategies of general public and comparative analysis of mutual funds and uli ps
A project report on investment strategies of general public and comparative analysis of mutual funds and uli ps
A project report on investment strategies of general public and comparative analysis of mutual funds and uli ps
A project report on investment strategies of general public and comparative analysis of mutual funds and uli ps
A project report on investment strategies of general public and comparative analysis of mutual funds and uli ps
A project report on investment strategies of general public and comparative analysis of mutual funds and uli ps
A project report on investment strategies of general public and comparative analysis of mutual funds and uli ps
A project report on investment strategies of general public and comparative analysis of mutual funds and uli ps
A project report on investment strategies of general public and comparative analysis of mutual funds and uli ps
A project report on investment strategies of general public and comparative analysis of mutual funds and uli ps
A project report on investment strategies of general public and comparative analysis of mutual funds and uli ps
A project report on investment strategies of general public and comparative analysis of mutual funds and uli ps
A project report on investment strategies of general public and comparative analysis of mutual funds and uli ps
A project report on investment strategies of general public and comparative analysis of mutual funds and uli ps
A project report on investment strategies of general public and comparative analysis of mutual funds and uli ps
A project report on investment strategies of general public and comparative analysis of mutual funds and uli ps
A project report on investment strategies of general public and comparative analysis of mutual funds and uli ps
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A project report on investment strategies of general public and comparative analysis of mutual funds and uli ps

  1. 1. Final Report of Summer Training In Topic Investment Strategies of General Public & Comparative Analysis of Mutual Funds and ULIPsByInstitute for Integrated Learning in ManagementGraduate School of Management16, Knowledge Park-11,Greater Noida - 201306 1
  2. 2. Table of ContentsSr. No. Topic Page No.1. Acknowledgement 32. Synopsis 43. Banking in India 54. Challenges faced by Banking Industry 145. Strategic Options to cope with the Challenges 166. List of Banks in India 187. Fact File of Banks in India 248. Company Profile(Worldwide) 259. Company Profile(India) 3210. SWOT Analysis 3811. Problem Statement & Objective 4012. Investment Strategies of General Public 4113. Data Collection and Research 4114. Investment Strategy Questionnaire 4215. Data Profile 4316. Findings of The Research 4717. Comparison of the Services and Products offered by different Banks 5718. Products Offered by Standard Chartered Bank 6219. Mutual Funds 7120. Concept 7121. How Mutual Funds Work 7322. Frequently used Terms with Mutual Funds 7323. Return 7424. Risk 7525. Types of Mutual Funds 7826. Advantages of Mutual Funds 8327. Disadvantages of Mutual Funds 8828. Standard Chartered Mutual Fund 9229. Unit Linked Insurance Plan 9330. Features of ULIP 9531. Latest IRDA Guidelines for ULIPs 9632. Guideline to Select The Right ULIP 9833. Life Insurance Products at Standard Chartered 10134. Comparative Analysis of Mutual Funds and ULIP 104 2
  3. 3. Acknowledgment I want to place on record my gratitude to theorganization and its people whose generous help andsupport enabled me to complete this project within thestipulated time period.My special thanks to ……………………………..,Standard Chartered Bank Limited, Wealth Management-Consumer Banking, New Delhi for his active help,guidance and support in making me understand Bankingoperations.I am greatly indebted to all those people who have helpedme in some way or other in the completion of the project. Iam also grateful to the staff members of STANDARDCHARTERED BANK for their support and co-operationduring the course of my summer training.The Faculty of my institute deserves the praise for theirrole in shaping this summer training project.In the end, I take the responsibility for all my shortcomings. Synopsis 3
  4. 4. In the last five decades the field of investments hasreceived considerable attention from academicresearchers keen on understanding issues like: • How do people select an Investment option? • How successful are the various strategies followed by investment practioners? • How much Risk do people take up while investing?With the coming up of large number of multinationalcorporations, the competition in the investment sectorhas increased tremendously. Today, an investor hasmany investment products to choose from accordingto his / her needs and preferences.By keeping in mind all these points the analysis ofthe investment pattern is done through sample surveyin this project report. BANKING IN INDIA 4
  5. 5. Banking in India originated in the first decade of 18thcentury with The General Bank of India coming intoexistence in 1786. This was followed by Bank ofHindustan. Both these banks are now defunct. The oldestbank in existence in India is the State Bank of India beingestablished as "The Bank of Bengal" in Calcutta in June1806. A couple of decades later, foreign banks like CreditLyonnais started their Calcutta operations in the 1850s. Atthat point of time, Calcutta was the most active tradingport, mainly due to the trade of the British Empire, and dueto which banking activity took roots there and prospered.The first fully Indian owned bank was the Allahabad Bank,which was established in 1865.By the 1900s, the market expanded with the establishmentof banks such as Punjab National Bank, in 1895 in Lahoreand Bank of India in 1906, in Mumbai- both of which werefounded under private ownership. The Reserve Bank ofIndia formally took on the responsibility of regulating theIndian banking sector from 1935. After Indiasindependence in 1947, the Reserve Bank was nationalizedand given broader powers.Structure of the Organized Banking Sector in India 5
  6. 6. (Number of banks is in brackets.)Early History:At the end of late-18th century, there were hardly any banks inIndia in the modern sense of the term. At the time of the AmericanCivil War, a void was created as the supply of cotton to Lancashire 6
  7. 7. stopped from the Americas. Some banks were opened at that timewhich functioned as entities to finance industry, includingspeculative trades in cotton. With large exposure to speculativeventures, most of the banks opened in India during that periodcould not survive and failed. The depositors lost money and lostinterest in keeping deposits with banks. Subsequently, banking inIndia remained the exclusive domain of Europeans for next severaldecades until the beginning of the 20th century.(The Bank of Bengal, which later became the State Bank of India.)At the beginning of the 20th century, Indian economy was passingthrough a relative period of stability. Around five decades haveelapsed since the Indias First war of Independence, and the social,industrial and other infrastructure have developed. At that timethere were very small banks operated by Indians, and most of themwere owned and operated by particular communities. The bankingin India was controlled and dominated by the presidency banks,namely, the Bank of Bombay, the Bank of Bengal, and the Bank ofMadras - which later on merged to form the Imperial Bank ofIndia, and Imperial Bank of India, upon Indias independence, was 7
  8. 8. renamed the State Bank of India. There were also some exchangebanks, as also a number of Indian joint stock banks. All thesebanks operated in different segments of the economy. Thepresidency banks were like the central banks and discharged mostof the functions of central banks. They were established undercharters from the British East India Company. The exchangebanks, mostly owned by the Europeans, concentrated on financingof foreign trade. Indian joint stock banks were generally undercapitalized and lacked the experience and maturity to compete withthe presidency banks, and the exchange banks. There was potentialfor many new banks as the economy was growing. Lord Curzonhad observed then in the context of Indian banking: "In respect ofbanking it seems we are behind the times. We are like some oldfashioned sailing ship, divided by solid wooden bulkheads intoseparate and cumbersome compartments."Under these circumstances, many Indians came forward to set upbanks, and many banks were set up at that time, a number of whichhave survived to the present such as Bank of India and CorporationBank, Indian Bank, Bank of Baroda, and Canara Bank.During the WarsThe period during the First World War (1914-1918) through theend of the Second World War (1939-1945), and two yearsthereafter until the independence of India were challenging for theIndian banking. The years of the First World War were turbulent,and it took toll of many banks which simply collapsed despite theIndian economy gaining indirect boost due to war-related 8
  9. 9. economic activities. At least 94 banks in India failed during the years 1913 to 1918 as indicated in the following table: Number of banks Authorised capital Paid-up CapitalYears that failed (Rs. Lakhs) (Rs. Lakhs)1913 12 274 351914 42 710 1091915 11 56 51916 13 231 41917 9 76 251918 7 209 1 Post-Independence The partition of India in 1947 had adversely impacted the economies of Punjab and West Bengal, and banking activities had remained paralyzed for months. Indias independence marked the end of a regime of the Laissez-faire for the Indian banking. The Government of India initiated measures to play an active role in the economic life of the nation, and the Industrial Policy Resolution adopted by the government in 1948 envisaged a mixed economy. This resulted into greater involvement of the state in 9
  10. 10. different segments of the economy including banking and finance.The major steps to regulate banking included: • In 1948, the Reserve Bank of India, Indias central banking authority, was nationalized, and it became an institution owned by the Government of India. • In 1949, the Banking Regulation Act was enacted which empowered the Reserve Bank of India (RBI) "to regulate, control, and inspect the banks in India." • The Banking Regulation Act also provided that no new bank or branch of an existing bank may be opened without a licence from the RBI, and no two banks could have common directors.However, despite these provisions, control and regulations, banksin India except the State Bank of India, continued to be owned andoperated by private persons. This changed with the nationalizationof major banks in India on 19th July, 1969.NationalisationBy the 1960s, the Indian banking industry has become animportant tool to facilitate the development of the Indian economy.At the same time, it has emerged as a large employer, and a debatehas ensued about the possibility to nationalize the bankingindustry. Indira Gandhi, the-then Prime Minister of India expressedthe intention of the GOI in the annual conference of the All IndiaCongress Meeting in a paper entitled "Stray thoughts on BankNationalisation." The paper was received with positiveenthusiasm. Thereafter, her move was swift and sudden, and theGOI issued an ordinance and nationalised the 14 largestcommercial banks with effect from the midnight of July 19, 1969. 10
  11. 11. Jayaprakash Narayan, a national leader of India, described the stepas a "masterstroke of political sagacity." Within two weeks of theissue of the ordinance, the Parliament passed the BankingCompanies (Acquition and Transfer of Undertaking) Bill, and itreceived the presidential approval on 9th August, 1969.A second dose of nationalization of 6 more commercial banksfollowed in 1980. The stated reason for the nationalization was togive the government more control of credit delivery. With thesecond dose of nationalization, the GOI controlled around 91% ofthe banking business of India.After this, until the 1990s, the nationalized banks grew at a pace ofaround 4%, closer to the average growth rate of the Indianeconomy.LiberalisationIn the early 1990s the then Narsimha Rao government embarkedon a policy of liberalization and gave licenses to a small number ofprivate banks, which came to be known as New Generation tech-savvy banks, which included banks such as Global Trust Bank (thefirst of such new generation banks to be set up) which lateramalgamated with Oriental Bank of Commerce, UTI Bank(now re-named as Axis Bank), ICICI Bank and HDFC Bank. This move,along with the rapid growth in the economy of India, kick startedthe banking sector in India, which has seen rapid growth withstrong contribution from all the three sectors of banks, namely,government banks, private banks and foreign banks.The next stage for the Indian banking has been setup with theproposed relaxation in the norms for Foreign Direct Investment,where all Foreign Investors in banks may be given voting rightswhich could exceed the present cap of 10%,at present it has goneup to 49% with some restrictions. 11
  12. 12. The new policy shook the Banking sector in India completely.Bankers, till this time, were used to the 4-6-4 method (Borrow at4%; Lend at 6%; Go home at 4) of functioning. The new waveushered in a modern outlook and tech-savvy methods of workingfor traditional banks. All this led to the retail boom in India. Peoplenot just demanded more from their banks but also received more.Current SituationCurrently (2008), banking in India is generally fairly mature interms of supply, product range and reach-even though reach inrural India still remains a challenge for the private sector andforeign banks. In terms of quality of assets and capital adequacy,Indian banks are considered to have clean, strong and transparentbalance sheets relative to other banks in comparable economies inits region. The Reserve Bank of India is an autonomous body, withminimal pressure from the government. The stated policy of theBank on the Indian Rupee is to manage volatility but without anyfixed exchange rate-and this has mostly been true.With the growth in the Indian economy expected to be strong forquite some time-especially in its services sector-the demand forbanking services, especially retail banking, mortgages andinvestment services are expected to be strong. One may also expectM&As, takeovers, and asset sales.In March 2006, the Reserve Bank of India allowed WarburgPincus to increase its stake in Kotak Mahindra Bank (a privatesector bank) to 10%. This is the first time an investor has beenallowed to hold more than 5% in a private sector bank since the 12
  13. 13. RBI announced norms in 2005 that any stake exceeding 5% in theprivate sector banks would need to be vetted by them.Currently, India has 88 scheduled commercial banks (SCBs) - 28public sector banks (that is with the Government of India holding astake), 29 private banks (these do not have government stake; theymay be publicly listed and traded on stock exchanges) and 31foreign banks. They have a combined network of over 53,000branches and 17,000 ATMs. According to a report by ICRALimited, a rating agency, the public sector banks hold over 75percent of total assets of the banking industry, with the private andforeign banks holding 18.2% and 6.5% respectively.Challenges faced by Indian BankingIndustryThe banking industry in India is undergoing a majortransformation due to changes in economic conditions andcontinuous deregulation. These multiple changes happening oneafter other has a ripple effect on a bank trying to graduate fromcompletely regulated sellers market to completed deregulatedcustomers market. 13
  14. 14. Deregulation:This continuous deregulation has made the Banking marketextremely competitive with greater autonomy, operationalflexibility, and decontrolled interest rate and liberalized norms forforeign exchange. The deregulation of the industry coupled withdecontrol in interest rates has led to entry of a number of players inthe banking industry. At the same time reduced corporate credit offtake thanks to sluggish economy has resulted in large number ofcompetitors battling for the same pie.New rules: As a result, the market place has been redefined with new rules of the game. Banks are transforming to universal banking, adding new channels with lucrative pricing and freebees to offer. Natural fall out of this has led to a series of innovative product offerings catering to various customer segments, specifically retail credit. 14
  15. 15. Efficiency:This in turn has made it necessary to look for efficiencies in thebusiness. Banks need to access low cost funds and simultaneouslyimprove the efficiency. The banks are facing pricing pressure,squeeze on spread and have to give thrust on retail assetsDiffused Customer loyalty:This will definitely impact Customer preferences, as they arebound to react to the value added offerings. Customers havebecome demanding and the loyalties are diffused. There are ultiplechoices, the wallet share is reduced per bank with demand onflexibility and customization. Given the relatively low switchingcosts; customer retention calls for customized service and hasslefree, flawless service delivery.Misaligned mindset:These changes are creating challenges, as employees are made toadapt to changing conditions. There is resistance to change fromemployees and the Seller market mindset is yet to be changedcoupled with Fear of uncertainty and Control orientation.Acceptance of technology is slowly creeping in but the utilizationis not maximised.Competency Gap: Placing the right skill at the right place will determine success. The competency gap needs to be addressed simultaneously otherwise there will be missed opportunities. The focus of people will be on doing work but not providing solutions, on escalating problems rather than solving them and on disposing customers instead of using the opportunity to cross sell. 15
  16. 16. Strategic Options with Banks to cope withthe Challenges Leading players in the industry have embarked on a series of strategic and tactical initiatives to sustain leadership. The major initiatives include:  Investing in state of the art technology as the back bone of to ensure reliable service delivery  Leveraging the branch network and sales structure to mobilize low cost current and savings deposits  Making aggressive forays in the retail advances segment of home and personal loans.  Implementing organization wide initiatives involving people, process and technology to reduce the fixed costs and the cost per transaction.  Focusing on fee based income to compensate for squeezed spread, (e.g. CMS, trade services)  Innovating Products to capture customer ‘mind share’ to begin with and later the wallet share. 16
  17. 17.  Improving the asset quality as per Basel II normsPublic sector banksSBI group:State Bank of India, with its seven associate banks commands thelargest banking resources in India. SBI and its associate banks are: • State Bank of India • State Bank of Bikaner & Jaipur • State Bank of Hyderabad • State Bank of Indore • State Bank of Mysore • State Bank of Patiala • State Bank of Saurashtra • State Bank of Travancore 17
  18. 18. After the amalgamation of New Bank of India with PunjabNational Bank, currently there are 20 nationalized banks in India: • Allahabad Bank • Andhra Bank • Bank of Baroda • Bank of India • Bank of Maharashtra • Canara Bank • Central Bank of India • Corporation Bank • Dena Bank • Indian Bank • Indian Overseas Bank • Oriental Bank of Commerce • Punjab & Sind Bank • Punjab National Bank • Syndicate Bank • Union Bank of India • United Bank of India • UCO Bank • Vijaya BankPrivate sector banks • Axis Bank (formerly UTI Bank) • Bank of Rajasthan • Bharat Overseas Bank • Catholic Syrian Bank • Centurion Bank of Punjab (Merged with HDFC bank) • City Union Bank • Development Credit Bank • Dhanalakshmi Bank • Federal Bank • Kumfu Blade Bank 18
  19. 19. • Ganesh Bank of Kurundwad • HDFC Bank • ICICI Bank • IndusInd Bank • ING Vysya Bank • Jammu & Kashmir Bank • Karnataka Bank Limited • Karur Vysya Bank • Kotak Mahindra Bank • Lakshmi Vilas Bank • Lord Krishna Bank ( now Centurion Bank of Punjab) • Nainital Bank • Nedungadi Bank (now Punjab National Bank) • Ratnakar Bank • Rupee Bank • Saraswat Bank • SBI Commercial and International Bank • South Indian Bank • Tamilnad Mercantile Bank Ltd. • Thane Janata Sahakari Bank • Bassein Catholic Bank • United Western Bank( now IDBI Bank) • YES BankForeign banks • ABN AMRO Bank N.V. • Abu Dhabi Commercial Bank Ltd • American Express Bank • Antwerp Diamond Bank • Arab Bangladesh Bank • Bank International Indonesia • Bank of America 19
  20. 20. • Bank of Bahrain & Kuwait • Bank of Ceylon • Bank of Nova Scotia • Bank of Tokyo Mitsubishi UFJ • Barclays Bank • BNP Paribas • Calyon Bank • ChinaTrust Commercial Bank • Cho Hung Bank • Citibank • DBS Bank • Deutsche Bank • HSBC (Hongkong & Shanghai Banking Corporation) • JPMorgan Chase Bank • Krung Thai Bank • Mashreq Bank • Mizuho Corporate Bank • Oman International Bank • Société Générale • Standard Chartered Bank • State Bank of Mauritius • Scotia • Taib BankTotal: 88 Banks.Regional Rural Banks (RRBs) • Adhiyaman Grama Bank • Alaknanda Gramin Bank • Aligarh Gramin Bank • Avadh Gramin Bank • Aryavart Gramin Bank • Balasore Gramya Bank • Ballia Kshetriya Gramin Bank 20
  21. 21. • Banaskantha Mehsana Gramin Bank• Bareilly Kshetriya Gramin Bank• Baroda Uttar Pradesh Gramin Bank• Bijapur Grameena Bank• Bilaspur-Raipur Kshetriya Gramin Bank• Bolangir Anchalik Gramya Bank• Bundelkhand Kshetriya Gramin Bank• BundiChittorgarh KshetriyaGraminBank• Cauvery Grameena Bank• Chaitanya Grameena Bank• Chambal Kshetriya Gramin Bank• Champaran Kshetriya Gramin Bank• Chhatrasal Gramin Bank• ChhindwaraSeoniKshetriyaGraminBank• Chitradurga Gramin Bank• Cuttack Gramya Bank• Damoh Panna Sagar Kshetriya Gramin Bank• Devipatan Kshetriya Gramin Bank• Dhenkanal Gramya Bank• Dungarpur Banswara Kshetriya Gramin Bank• Ellaquai Dehati Bank• Farrukhabad Gramin Bank• Gaur Gramin Bank• Gurgaon Gramin Bank• Hadoti Kshetriya Gramin Bank• Himachal Gramin Bank• Hissar-Sirsa Kshetriya Gramin Bank• Indore Ujjain Kshetriya Gramin Bank• Jaipur Nagaur Aanchalik Gramin Bank• Jamnagar Rajkot Gramin Bank• Jamuna Gramin Bank• Jhabua-Dhar Kshetriya Gramin Bank• Kakathiya Grameena Bank• Kalpatharu Grameena Bank• Kamraz Rural Bank 21
  22. 22. • Kanpur Kshetriya Gramin Bank• Kapurthala Ferozpur Kshetriya Gramin Bank• Kashi Gomti Samyut Gramin Bank• Kisan Gramin Bank,Budaun• Kolar Gramin Bank• Krishna Grameena Bank• Kshetriya Gramin Bank, Hoshangabad• Kutch Grameen Bank• Malaprabha Grameena Bank• Mandla Balaghat Kshetriya Gramin Bank• Manjira Grameena Bank• Marwar Ganganagar Bikaner Gramin Bank (Previously : Marwar Gramin Bank)• Mewar Aanchalik Gramin Bank• Nagarjuna Grameena Bank• Netravati Grameena Bank• Nimar Kshetriya Gramin Bank• North Malabar Gramin Bank• Panchmahal Vadodara Gramin Bank• Pandyan Grama Bank• Pinakini Grameena Bank• Pragjyotish Gaonlia Bank• Prathama Bank• Raigarh Kshetriya Gramin Bank• Rani Lakshmi Bai Kshetriya Gramin Bank• Ratlam Mandsaur Kshetriya Gramin Bank• Rayalaseema Grameena Bank• Rewa-Sidhi Gramin Bank• Sahyadri Gramin Bank• Samyut Kshetriya Gramin Bank• Sangameshwara Grameena Bank• Shahjahanpur Kshetriya Gramin Bank• Shivpuri Guna Kshetriya Gramin Bank• South Malabar Gramin Bank• Sree Anantha Grameena Bank 22
  23. 23. • Sri Saraswati Grameena Bank • Sri Visakha Grameena Bank • Surat Bharuch Gramin Bank • Thar Aanchalik Gramin Bank • Tripura Gramin Bank • Tungabhadra Gramin Bank • Vidur Gramin Bank Other Public Sector Bank • IDBI BANK Fact File of Banks in India:The first bank in India to be given an ISO Certification Canara BankThe first bank in Northern India to get ISO 9002 Punjab and Sind Bankcertification for their selected branchesThe first Indian bank to have been started solely with Punjab National BankIndian capitalThe first among the private sector banks in Kerala to South Indian Bankbecome a scheduled bank in 1946 under the RBI ActIndias oldest, largest and most successful commercial State Bank of Indiabank, offering the widest possible range of domestic,international and NRI products and services, through its 23
  24. 24. vast network in India and overseasIndias second largest private sector bank and is now the The Federal Bank Limitedlargest scheduled commercial bank in IndiaBank which started as private shareholders banks, Imperial Bank of Indiamostly Europeans shareholdersThe first Indian bank to open a branch outside India in Bank of India, founded inLondon in 1946 and the first to open a branch in 1906 in Mumbaicontinental Europe at Paris in 1974The oldest Public Sector Bank in India having branchesall over India and serving the customers for the last 132 Allahabad BankyearsThe first Indian commercial bank which was wholly Central Bank of Indiaowned and managed by Indians Bank of India was founded in 1906 in Mumbai. It became the first Indian bank to open a branch outside India in London in 1946 and the first to open a branch in continental Europe at Paris in 1974. Company Profile STANDARD CHARTERED BANK Standard Chartered Bank is a British bank headquartered in London with operations in more than seventy countries. It operates a network of over 1,700 branches and outlets (including subsidiaries, associates and joint ventures) and employs 73,000 people. 24
  25. 25. Despite its British base, it has few customers in the UnitedKingdom and 90% of its profits come from Asia, Africa,and the Middle East. Because the banks history is entwinedwith the development of the British Empire its operationslie predominantly in former British colonies, though overthe past two decades it has expanded into countries thathave historically had little British influence. It aims toprovide a safe regulatory bridge between these developingeconomies.It now focuses on consumer, corporate, and institutionalbanking, and on the provision of treasury services—areasin which the Group had particular strength and expertise.Standard Chartered is listed on the London Stock Exchangeand the Hong Kong Stock Exchange and is among the top25 constituent members of the FTSE 100 Index. HistoryThe name Standard Chartered comes from the two original banksfrom which it was founded—The Chartered Bank of India,Australia and China, and The Standard Bank of British SouthAfrica.The Chartered Bank was founded by James Wilson following thegrant of a Royal Charter by Queen Victoria in 1853, while TheStandard Bank was founded in the Cape Province of South Africain 1862 by John Paterson. Both companies were keen to capitaliseon the huge expansion of trade and to earn the handsome profits tobe made from financing the movement of goods from Europe tothe East and to Africa. 25
  26. 26. In those early years, both banks prospered. Chartered opened itsfirst branches in Bombay, Calcutta and Shanghai in 1858, followedby Hong Kong and Singapore in 1859. With the opening of theSuez Canal in 1869 and the extension of the telegraph to China in1871, Chartered was well placed to expand and develop itsbusiness.In South Africa, Standard, having established a considerablenumber of branches, was prominent in financing the developmentof the diamond fields of Kimberley from 1867 and later extendedits network further north to the new town of Johannesburg whengold was discovered there in 1885. Half the output of the secondlargest gold field in the world passed through The Standard Bankon its way to London.Both banks – at that time still quite separate companies – survivedthe First World War and the Depression, but were directly affectedby the wider conflict of the Second World War in terms of loss ofbusiness and closure of branches. There were also longer termeffects for both banks as countries in Asia and Africa gained theirindependence in the ‘50s and ‘60s.Each had acquired other small banks along the way and spreadtheir networks further. In 1969, the banks decided to merge, and tocounterbalance their existing network by expanding in Europe andthe United States, while continuing their expansion in theirtraditional markets in Asia and Africa. All appeared to be goingwell, when in 1986 Lloyds Bank of the United Kingdom made ahostile takeover bid for the Group.After having defeated the bid, Standard Chartered entered a periodof change. It made provisions against Third World debt exposureand loans to corporations and entrepreneurs who could not meet 26
  27. 27. their commitments. It also began a series of divestments notably inthe United States and South Africa, and entered into a number ofasset sales.From the early 1990s, Standard Chartered has focused ondeveloping its strong franchises in Asia, Africa and the MiddleEast, using its operations in the United Kingdom and NorthAmerica to provide customers with a bridge between thesemarkets. Secondly, it would focus on consumer, corporate andinstitutional banking and on the provision of treasury services -areas in which the Group had particular strength and expertise.Since 2000, Standard Chartered has achieved several milestoneswith a number of strategic alliances and acquisitions.Recent Alliances and Strategic AcquisitionsIn 2000, Standard Chartered acquired Grindlays Bank from ANZBank, increasing its presence in private banking and furtherexpanding its operations in India and Pakistan. Standard Charteredretained Grindlays private banking operations in London andLuxembourg and the subsidiary in Jersey, all of which it integratedinto its own private bank. This now serves high net worthcustomers in Hong Kong, Dubai, and Johannesburg under thename Standard Chartered Grindlays Offshore Financial Services.In India, Standard Chartered integrated most of Grindlaysoperations, making Standard Chartered the largest foreign bank inthe country, despite Standard Chartered having cut some branchesand having reduced the staff from 5500 to 3500 people.On 15th April 2005, the bank acquired Korea First Bank, beatingHSBC in the bid. Since then the bank has rebranded the branchesas SC First Bank.Standard Chartered completed the integration of its Bangkokbranch and Standard Chartered Nakornthon Bank in October, 27
  28. 28. renaming the new entity Standard Chartered Bank (Thailand).Standard Chartered also formed strategic alliances with FlemingFamily & Partners to expand private wealth management in Asiaand the Middle East, and acquired stakes in ACB Vietnam,Travelex, American Express Bank in Bangladesh and Bohai Bankin China.On 9th August 2006 Standard Chartered announced that it hadacquired an 81% shareholding in the Union Bank of Pakistan in adeal ultimately worth $511 million. This deal represented the firstacquisition by a foreign firm of a Pakistani bank and the mergedbank, Standard Chartered Bank (Pakistan), is now Pakistans sixthlargest bank.On 22 October, 2006 Standard Chartered announced that it hasreceived tenders for more than 51 per cent of the issued sharecapital of Hsinchu International Bank (“Hsinchu”), established in1948 in Hsinchu province in Taiwan. Standard Chartered, whichhad first entered Taiwan in 1985, acquired majority ownership ofthe bank, Taiwan’s seventh largest private sector bank by loansand deposits as at 30 June, 2006. Standard Chartered merged itsexisting three branches with Hsinchus 83, and then delistedHsinchu International Bank, changing the banks name to 渣打國際商業銀行股份有限公司 (Standard Chartered Bank (Taiwan)Limited). Prior to the merger, Hsinchu had suffered extensivelosses on defaulted credit card debt.In 2006, Standard Chartered in Bangladesh announced an alliancewith Dutch Bangla Bank to share their respective ATM operations.On 23 August, 2007 Standard Chartered entered into an agreementto buy a 49 percent of an Indian brokerage firm (UTI Securities)for $36 million in cash from Securities Trading Corporation ofIndia Ltd., with the option to raise its stake to 75 percent in 2008and, if both partners agree, to 100 percent by 2010. UTI Securities 28
  29. 29. offers broking, wealth management and investment bankingservices across 60 Indian cities.On 29th February 2008, Standard Chartered PLC announced it hasreceived all the required approvals leading to the completion of itsacquisition of American Express Bank Ltd (AEB) from theAmerican Express Company (AXP). The total cash considerationfor the acquisition is US$ 823 million.The acquisition of AEB provides Standard Chartered with anopportunity to add capability, scale and momentum in thestrategically important Financial Institutions and Private Bankingbusinesses. It will add 19 more markets to the Standard Charteredfootprint, while deepening presence in some core markets andproviding access to several new growth markets.Position todayToday, the bank is a leading player throughout the developingworld.Standard Chartered Bank is one of the three banks issuingbanknotes for Hong Kong (Standard Chartered Bank (Hong Kong)Limited became a note-issuing bank from 2004), the other twobeing the Bank of China (Hong Kong) and The Hongkong andShanghai Banking Corporation.The bank supports marathons in many cities, including London(The City Run), Jersey, Singapore, Dubai, Lahore, Mumbai, HongKong, and Nairobi. 29
  30. 30. Standard Chartered Global Presence Standard Chartered Global PresenceThe Americas Africa Asia Middle-East Europe • Argentina • Botswana • Afghanistan • Bahrain • The Falklands • Bahamas • Cameroon • Australia • Jordan (classified as • Brazil • Gambia • Bangladesh • Lebanon "Europe" for • Canada • Ghana • Brunei • Oman Standard • Colombia • Ivory Coast • Cambodia • Qatar Chartered • Mexico • Kenya • China purposes) • Peru • Nigeria • Hong Kong • UAE • Ireland • US • Sierra Leone • India • Jersey • South Africa • Indonesia • Switzerland • Venezuela • Tanzania • Japan 30
  31. 31. • Uganda • Laos • Turkey • Zambia • Macus • Malaysia • UK • Zimbabwe • Mauritius • Nepal • Pakistan • Philippines • Singapore • South Korea • Sri Lanka • Taiwan • Thailand • Vietnam Standard Chartered Bank Limited IndiaThe Standard Chartered Group was formed in 1969 through amerger of two banks: The Standard Bank of British South Africafounded in 1863 and the Chartered Bank of India, Australia andChina, founded in 1853. The Chartered Bank opened its firstoverseas branch in India, at Kolkata, on 12 April 1858. In 1969,the decision was made by Chartered and by Standard to undergo afriendly merger. The Grindlays Bank from the ANZ Group and theChase Consumer Banking operations in Hong Kong were acquiredin 2000.Business of the Company: 31
  32. 32. Listed on both the London Stock Exchange and the Hong KongStock Exchange, Standard Chartered PLC is consistently ranked inthe top 25 FTSE 100 companies by market capitalization.Personal Banking: Offers personal financial solutions to meet theneeds of more than 14 million customers across Asia, Africa andthe Middle East through a global network of over 1,700 branchesand outlets.SME Banking: The division offers a wide range of products andservices to help small and medium-sized enterprises manage thedemands of a growing business.Wholesale Banking: Headquartered in Singapore and London,provides corporate and institutional clients with innovativesolutions in trade finance, cash management, securities services,foreign exchange and risk management, capital rising, andcorporate finance.Islamic Banking: Standard Chartered Saadiqs dedicated IslamicBanking team provides comprehensive international bankingservices and a wide range of Shariah compliant financial productsthat are based on Islamic values.Private Banking: Provides customized solutions to meet theunique needs and aspirations of high net worth clients.Special features: 32
  33. 33. Besides Economic contribution the bank provides services toprotect environment, spread social benefits of economic growthand contributes to better governance.INTEREST RATESWith a wide variety of options to suit different needs, includingShort Term Deposit, Reinvestment Deposit, Simple Fixed Depositand Monthly Income Plan, they can be opened by individuals,proprietors, partnership and limited companies, societies, clubs,associations and HUFs. 33
  34. 34. In case you need to withdraw amounts in excess of what is available in your transaction account, we will break your deposit for the exact amount you require. The rest of the deposit continues earning the original high interest. 1. Tenor ranges from 15 days to 5 years (For deposits of Rs. 15Lakhs and above, minimum tenor is 7 days) 2. Options of simple interest and compound interest 3. Auto renewal facility 4. Overdraft facility available against deposit 5. Preferential rates given for large value deposits of Rs.15 Lakhsand above BUSINESS INSIGHTS OF STANDARD CHARTERED Turnover: Net revenue: US$5.37 billion (2004) 34
  35. 35. Core Service: Standard Chartered is listed on both the LondonStock Exchange and the Stock Exchange of Hong Kong and is inthe top 25 FTSE-100 companies, by market capitalization.It serves both Consumer and Wholesale Banking customers.Consumer Banking provides credit cards, personal loans,mortgages, deposit taking and wealth management services toindividuals and small to medium sized enterprises. WholesaleBanking provides corporate and institutional clients with servicesin trade finance, cash management, lending, custody, foreignexchange, debt capital markets and corporate finance.Employees: Standard Chartered employs 38,000 people in over9505 locations in 56 countries and territories in the Asia PacificRegion, South Asia, the Middle East, Africa, the United Kingdomand the Americas. It is one of the worlds most international banks,with a management team comprising 70 nationalities.Vision: "Our goal is simple - We want to be The Worlds BestInternational Bank.TRANSFORMATIONThe Bank clearly states its commitment to making a difference inthe communities in which it operates. Evidence of this isdemonstrated on the company’s website through the wide array ofcommunity projects it is engaged in, across the world.As Chris Smith, Head of Corporate Responsibility explains: “Ourwork in the community is a major part of our overall approachto Corporate Responsibility. Understanding how we are able tocontribute to the sustainable economic development of thecommunities we operate in is also fundamental to our business. 35
  36. 36. Community investment in emerging marketsThis is the area where Standard Chartered has taken a leadershiprole.“The issue of poverty has a direct economic impact on ourbusiness. If we are able to remove people from poverty theypotentially become a viable customer of the bank,” says, ChrisSmith.The Bank set up the Community Partnership for Africa in2001 with an annual budget for Africa of US$1million whichhas subsequently risen to US$1, 5 million. The Partnership istasked with developing community partnerships, based on donationguidelines of youth, health and education for the economicallydisadvantaged.Just some of the projects that the Bank has engaged in withinthis partnership: • Botswana: House-building initiative (Received acclaim from national organization, Habitat for Humanity) • Kenya: Community “Clean up” activities, involving staff. • Uganda: A community project, which aims to prevent Malaria transmission through donation and awareness campaign on Insecticide Treated Nets (ITNs).SOCIAL RESPONSIBILITIESThe company has historically been very active in its socialresponsibility activities, such as through its programmes to helpblind and partially sighted people, employees suffering from or 36
  37. 37. having to deal with the effects of HIV / AIDS in theircommunities and other education-focused programmes. The Bank has been recognized for its efforts through awards andexternal recognition. The company has begun taking a morestrategic approach to its activities through more carefulmeasurement and monitoring of activities. This is ensuring itdelivers more effectively to its business objectives and to thecommunities in which it operates.Business in the Community gained input from the Bank onhow it felt its programmes had impacted on the business andon the communities it served: • Strengthened relationships with local Governments and local authorities • Improved relationships with customers and suppliers, attracting new customers, including a high amount of donor inflow funds channeled through the Bank as a result of the newly established initiatives • Long term sustainable programmes were established that addressed physical needs of local people, including electricity, shelter and water, educational needs including material and equipment and healthcare facilities and equipment • Projects set up that were income generating to enable local communities to help themselves SWOT ANALYSIS:1. Expansion of Standard Chartered:From the early 90s, Standard Chartered has focused on developingits strong franchises in Asia, the Middle East and Africa using its 37
  38. 38. operations in the United Kingdom and North America to providecustomers with a bridge between these markets. Secondly, it wouldfocus on consumer, corporate and institutional banking, and on theprovision of treasury services – areas in which the Group hadparticular strength and expertise.In the new millennium they acquired Grindlays Bank from theANZ Group and the Chase Consumer Banking operations in HongKong in 2000.2. Strategic Alliances and Acquisitions:For extending the customer or geographic reach and broadeningthe product range standard chartered had done a no. of strategicalliances & acquisitions. • They completed, rebranded and successfully integrated SC First Bank in Korea, which to date is the biggest acquisition in our history. • They completed full integration between Standard Chartered Bank Thailand and Standard Chartered Nakornthon Bank. • They formed strategic alliances with Fleming Family & Partners to expand private wealth management in Asia and the Middle East • They acquired stakes in ACB Vietnam and Travelex • They acquired the business operations of American Express Bank in Bangladesh • They acquired a stake in Bohai Bank in Tianjin, China, making us the first foreign bank to be allowed a stake in a local bank in China. 38
  39. 39. Problem Statement:To understand the behavior pattern of people of differentage groups, incomes and occupations with respect to theinvestment they make thereby.Objective:To make a comparison of different investment productsdiscussed above. This will enable the investors to invest 39
  40. 40. in the investment products which are most suited to them. This shall be done with the help of conducting a survey taking a sample size of 44 people. Investment Strategies of General PublicThe tasks in hand for us were to understand: • What Investments do people prefer? • How much risk do they want to take? • The Objective of Investments? • The Satisfaction attained from Investments? • Tenure of Investment?Depending Upon Their:  Income,  Age,  Sex, 40
  41. 41.  Occupation. We had to analyze the above mentioned Trends behind people’s Investments depending on the above mentioned Factors so that we can understand which Investments suits which kind of an Investor.Data collection and Research:For this we made a questionnaire and conducted a survey ofpeople. We took a sample of size 44 through random sampling ofdifferent age groups and occupations and by doing the analysis wewill be able to find out the pattern on which customers chooserespective Investments and also to understand their needs better .Investment Strategy Questionnaire(Please Mark the appropriate Option)Name:Age:( )Below 25, ( )25 to 40, ( )40 to 60, ( )Above 60.Income:( )Below 1,50,000 ( )1,50,000 to 4,00,000 ( )4,00,000 to 6,50,000( )Above 6,50,000Occupation:( )Private Sector Employee, ( )Govt. Employee, ( )Businessman/SelfEmployed, ( )Others………….. 41
  42. 42. Your Preferred Area of Investment:( )Mutual Funds, ( )ULIP, ( )Shares/Debentures, ( )Real Estate,( )Life Insurance Policies, ( )Bullion, ( )Fixed Deposits, ( )Others………...Risk Level undertook:( )Low, ( )Medium, ( )High.Objective of Investment:( )Growth/Return, ( )Savings, ( )Tax Savings, ( )Child Marriage,( )Others…………Tenure:( )Less than 1 yr, ( )1 yr to 3 yrs, ( )3yrs to 5 yrs, ( )More than 5 yrs.Level of Satisfaction with Investments:( )Low, ( )Medium, ( )High. Data Profile Gender Profile 36.36% Female Male 63.64% 42
  43. 43. Income Profile 2.27% 27.27%29.55% 1.5L to 4L 4L to 6.5L Above 6.5L Below 1.5L 40.91% Occupation Profile 4.55% 36.36% Business/Self Employed Government Employee 40.91% Private Sector Employee Retired 18.18% 43
  44. 44. Preferred Investment Profile 4.55% 4.55% 11.36% 11.36% Bullion 6.82% Fixed Deposits Kisan Vikas Patra Life Insurance Policies25.00% 9.09% Mutual Funds Real Estate Shares/Debentures ULIP 27.27% Risk Profile 6.82% 45.45% High Low Medium 47.73% 44
  45. 45. Objective Profile 11.36% 22.73% Child Marriage Growth/Returns N/A9.09% Safety Savings 50.00% Tax Savings 2.27% 4.55% Tenure Profile 27.27% 45.45% 1 to 3 Yrs 3 to 5 Yrs Less than 1 Yr 9.09% More than 5 Yrs 18.18% 45
  46. 46. Satisfaction Level Profile 38.64% High 56.82% Low Medium 4.55% Findings of the Research: 1. Relationship between Age & TenureCount ofAge Tenure More than 5 GrandAge 1 to 3 Yrs 3 to 5 Yrs Less than 1 Yr Yrs Total25 to 40 7 3 2 6 1840 to 60 4 2 3 9Above 60 2 1 2 5Below 25 7 2 2 1 12GrandTotal 20 8 4 12 44 46
  47. 47. Drop Page Fields Here Count of Age 20 18 16 14 Tenure 12 More than 5 Yrs 10 Less than 1 Yr 8 3 to 5 Yrs 6 1 to 3 Yrs 4 2 0 25 to 40 40 to 60 Above 60 Below 25 Age 2. Relation between Income & RiskCount of Income RiskIncome High Low Medium Grand Total1.5L to 4L 1 7 4 124L to 6.5L 11 7 18Above 6.5L 2 3 8 13Below 1.5L 1 1Grand Total 3 21 20 44 47
  48. 48. Drop Page Fields Here Count of Income 20 18 16 14 Risk 12 Medium 10 Low 8 High 6 4 2 0 1.5L to 4L 4L to 6.5L Above 6.5L Below 1.5L Income3. Relation between Investment &SatisfactionCount of Preferred Investment SatisfactionPreferred Investment High Low Medium Grand TotalBullion 1 1 2Fixed Deposits 3 2 5Kisan Vikas Patra 1 2 3Life Insurance Policies 1 3 4Mutual Funds 6 6 12Real Estate 5 6 11Shares/Debentures 1 4 5ULIP 1 1 2Grand Total 17 2 25 44 48
  49. 49. Drop Page Fields Here Count of Pref ered Investment 14 12 10 Satisf action 8 Medium 6 Low High 4 2 Shares/Debentures Kisan Vikas Patra Fixed Deposits Mutual Funds 0 Life Insurance Real Estate ULIP Bullion Policies Pref ered Investment 4. Relation between Age of Investor and Objective of InvestmentCount ofAge Objective Child GrandAge Marriage Growth/Returns N/A Safety Savings Tax Savings Total25 to 40 2 9 2 2 3 1840 to 60 1 6 2 9Above 60 2 2 1 5Below 25 5 2 5 12GrandTotal 5 22 2 1 4 10 44 49
  50. 50. Drop Page Fields Here Count of Age 20 18 16 Objective 14 Tax Savings 12 Savings 10 Safety 8 N/A 6 Growth/Returns 4 Child Marriage 2 0 25 to 40 40 to 60 Above 60 Below 25 Age 5. Relation between Investment & TenureCount of PreferedInvestment Tenure More than 5 GrandPrefered Investment 1 to 3 Yrs 3 to 5 Yrs Less than 1 Yr Yrs TotalBullion 2 2Fixed Deposits 3 1 1 5Kisan Vikas Patra 1 1 1 3Life Insurance Policies 1 3 4Mutual Funds 8 3 1 12Real Estate 3 3 5 11Shares/Debentures 2 3 5 50
  51. 51. ULIP 2 2 Grand Total 20 8 4 12 44 Drop Page Fields Here Count of Prefered Investment 14 12 Tenure 10 More than 5 Yrs 8 Less than 1 Yr 6 3 to 5 Yrs 4 1 to 3 Yrs 2 0 Mutual Funds ULIP Bullion Fixed Deposits Life Insurance Real Estate Kisan Vikas Patra Shares/Debentures Policies Prefered Investment 6. Relation between Investment and OccupationCount of Occupation Prefered InvestmentOccupation Bullion Fixed Deposits Kisan Vikas Patra Life Insurance PoliciesBusiness/Self Employed 1 1 1 2Government Employee 1 2 1Private Sector Employee 1 2 1Retired 1Grand Total 2 5 3 4Mutual Funds Real Estate Shares/Debentures ULIP Grand Total2 5 3 1 16 4 8 51
  52. 52. 10 1 2 1 18 1 212 11 5 2 44 Drop Page Fields Here Count of Occupation 20 Prefered Investment 18 ULIP 16 14 Shares/Debentures 12 Real Estate 10 Mutual Funds 8 Life Insurance Policies 6 Kisan Vikas Patra 4 Fixed Deposits 2 0 Bullion Business/Self Government Private Sector Retired Employed Employee Employee Occupation 7. Relation between Age of Investor & Tenure Count of Age Tenure More than 5 Grand Age 1 to 3 Yrs 3 to 5 Yrs Less than 1 Yr Yrs Total 25 to 40 7 3 2 6 18 40 to 60 4 2 3 9 Above 60 2 1 2 5 Below 25 7 2 2 1 12 52
  53. 53. GrandTotal 20 8 4 12 44 Drop Page Fields Here Count of Age 20 18 16 14 Tenure 12 More than 5 Yrs 10 Less than 1 Yr 8 3 to 5 Yrs 6 1 to 3 Yrs 4 2 0 25 to 40 40 to 60 Above 60 Below 25 Age 8. Relation between Age of Investor & Objective of Investment 53
  54. 54. Count ofAge Objective Child GrandAge Marriage Growth/Returns N/A Safety Savings Tax Savings Total25 to 40 2 9 2 2 3 1840 to 60 1 6 2 9Above 60 2 2 1 5Below 25 5 2 5 12GrandTotal 5 22 2 1 4 10 44 Drop Page Fields Here Count of Age 20 18 16 Objective 14 Tax Savings 12 Savings 10 Safety 8 N/A 6 Grow th/Returns 4 Child Marriage 2 0 25 to 40 40 to 60 Above 60 Below 25 Age 9. Relation between Investment & Objective of Investment Count of Prefered Objective 54
  55. 55. Investment Child Tax GrandPrefered Investment Marriage Growth/Returns N/A Safety Savings Savings TotalBullion 2 2Fixed Deposits 1 1 3 5Kisan Vikas Patra 3 3Life Insurance Policies 1 1 1 1 4Mutual Funds 7 5 12Real Estate 2 8 1 11Shares/Debentures 5 5ULIP 1 1 2Grand Total 5 22 2 1 4 10 44 Drop Page Fields Here Objective Count of Prefered Investment 14 Tax Savings 12 10 Savings 8 6 Safety 4 N/A 2 0 Grow th/Returns ULIP Bullion Real Estate Child Marriage Mutual Funds Fixed Deposits Life Insurance Kisan Vikas Patra Shares/Debentur Policies es Prefered Investment 55
  56. 56. Another one of our Assignments was to compare the services and products offered by different Banks from one another.Methodology (Problem Definition, Research / DataCollection)Detailed Features Of Savings A/cAverage Quarterly Balance(AQB)Quarterly StatementMonthly StatementPass BookPersonalised Cheque BookMulticity Cheque BookATM ChargesOwn ATMs within IndiaOther ATMs within IndiaATMs Outside IndiaDebit Card Charges1st Year FeeAnnual Fee Per CardReissuance ChargesATM Card 56
  57. 57. Debit Card ChargesBranch Transaction ChargesCash Deposit/WithdrawalDemand DraftOutstation Cheque CollectionMaximum Withdrawal LimitUnique FeatureBANKSICICIRs10,000FreeRs200/yrFree1st is Free,Rs50 Per Additional C/BNAFreeRs20 Per TransactionNARs99Rs99FreeRs200Rs50 Per Transaction at Base Branch,Rs50(Min) If Drawn on ICICI BankFreeRs50,000/day-SelfRs15,000/day-Third Party 57
  58. 58. Unlimited ATM TransactionHDFCRs5,000FreeFreeFreeNANAFreeRs20 Per TransactionNARs100NARs100Rs100NARs50 Up to 10,000 at Base BranchFreeRs50,000/day-SelfNo Balance Required On 1,00,000F.D 58
  59. 59. KOTAKRs10,000Weekly Report-Rs300/QuarterDaily Report-Rs1500/QuarterFreeFreeNAFree(Including HDFC)Rs20 Per TransactionRs90FreeNARs100Rs100NARs50 (Min) or Rs2.50 Per 1000 after that. Foreign Currency D/D-Rs500FreeRs25,000-SelfKotak 2-Way Sweep BenefitABN-AMRORs10000 59
  60. 60. FreeFreeFreeRs50NAFreeRs20 Per TransactionRs120Rs180NANARS200NARs50 If Drawn on ABN-AMRO Branches. Foreign Currency D/D-Rs200Rs50(Min) or 0.25% of The Transaction AmountNAStandard Chartered HSBCRs10,000 Rs25,000 60
  61. 61. Free FreeFree FreeFree FreeFree FreeFree NAFree ATM Cash Withdrawal Limit-Rs25,000 Per DayRs20 Per Transaction NARs140 NARs200 Debit Card Purchase Limit-Rs10,000 Per DayRs200 NARs100 NARs200 NARs50 NARs50 NAFree NANA NAProducts Offered by Standard Chartered Bank1. Accountsa) Savings Account: i. aXcess Plus Account: 61
  62. 62. Standard Chartered Banks aXcess Plus is a revolutionary savings account that provides you with unstinted aXcess to your money. FeaturesExclusive benefits of an aXcess Plus savings account:  FREE Unlimited Visa ATM transactions* (Cash withdrawal)  FREE Standard Chartered Bank branch access across the country  FREE Doorstep Banking*  FREE Demand Drafts/Pay Orders* (drawn at SCB locations)  FREE Payable at Par Cheque book*Available on maintenance of average quarterly balance of Rs15,000/-Additional FeaturesGet instant cash at over 20,000 ATMs across India and over10,00,000 ATMs across the world through the Visa network. Andget a globally valid Debit Card that lets you shop at over 3,26,000outlets in India and at over 14 million outlets across the world.And that’s not all, with the aXcess Plus account you also get:  International Debit Card  Phone Banking  Online Banking  Extended Banking Hours*Terms and Conditions apply. Certain features are currently notavailable in all branchesThe Standard Chartered aXcessPlus Account comes with aglobally valid debit - cum - ATM card which allows customers to 62
  63. 63. aXcess all Standard Chartered Bank ATMs and provides instantcash at all Visa Network ATMs in India and abroad.  aXcessPlus customers get FREE* aXcess to cash withdrawals at over 20,000 Visa ATMs in India up to four free transactions per month.  This is over and above unlimited free aXcess to all Standard Chartered Bank ATMs.  The Debit Card can be used to make purchases at over 3,26,000 merchant outlets in India. ii. Super Value AccountThe unique SuperValue savings account from Standard Charteredis proof that the best things in life come free. With an averagequarterly balance of just Rs. 50,000, you get a host of servicesfrom Standard Chartered absolutely free. iii. Parivaar AccountParivaar is a unique Wealth Management Solution from StandardChartered Bank that offers your family flexibility, convenience andessential tools for wealth accumulation and preservation. iv. No Frills AccountIf you want banking made easy, we give simple solutions. TheStandard Chartered Bank No Frills Account is designed to meetyour basic banking requirements. You need to maintain an averagequarterly balance of just Rs. 250 with this account.What’s more – you can avail of Anywhere Banking, by which youcan access your account from any branch of Standard CharteredBank in India. 63
  64. 64. v. aaSaan AccountIntroducing the Standard Chartered Banks aaSaan savingsaccount. It is a no maintenance, hassle free and easy solution to allyour banking needs. vi. 2 in 1 AccountIntroducing a unique account that offers you a double advantage –it lets you earn the high interest rate of a fixed deposit while youenjoy the flexibility of a savings or current account.b) Current a/c i) Business Plus AccountStandard Chartered Bank presents the Business Plus Account. Acurrent account that helps you get more out of your business. ii) Enhanced Business Plus AccountYou run your business efficiently, and effectively. Thats why youneed a current account that does the same. The Enhanced BusinessPlus Account from Standard Chartered is designed to make betterbusiness sense and make your money work most effectively.Its all you have ever wanted from a current account and more.Every business has different needs and complexities. Thats whythe Enhanced Business Plus Account has been developed to suityour business needs.2. Credit Cards: 64
  65. 65. It offers a variety of credit cards, each tailored to yourlifestyle needs.Examples:a) Executive Card is designed for the professional on the move. It’sa card that travels like you do.b) Gold Card is for special deals at your favorite restaurants,privileged access to exclusive areas when you’re traveling,worldwide acceptance.3. Debit & Prepaid Cards:It offers Debit cards.Examples:a) ShopSmart Card gives unparalleled aXcess to your money.b) Gold Debit Card includes privileges like high spending limitsand worldwide acceptance.4. Loans & Mortgages:It offers wide range of loans:Examplea) Personal Loan: Best suited for people requiring loan for anyrequirement whatsoever that too at competitive interest rates. Loanamount ranges from 50,000 to 15,00,000. No collaterals orsecurities are required. Any SCB customer can avail of specialrates with less documentation and priority processing.Other Loans are Home loans, Loan against property, Loan againstsecurities etc.5. Insurance & Investment Services 65
  66. 66. Standard Chartered offers you a wide range of Life InsuranceProducts from Bajaj Allianz Life Insurance Company, one ofIndias leading Insurance companies.At Standard Chartered, you can avail of the services of trained &certified professional consultants from Bajaj Allianz Insurancecompany, who can guide you in ascertaining your insurance needs,and assist you in making an insurance plan that is just right foryou.Some of the key plans are:a) New SecureFirst:An investment that offers double advantagewith flexibility.b) New Unit Gain Plus:Flexible investments never so easy.We offer the range of innovative general Insurance products inassociation with Royal Sundaram to our customers.Royal Sundaram Alliance Insurance Company Limited is a jointventure between Sundaram Finance and Royal & SunAlliance plc,UK, where the former holds 74% and the latter holds 26% of theequity of the venture. Royal Sundaram currently has over 2.1million customers in its fold. Its products are distributed in over150 cities across India.Some key products are:  Health shield: A comprehensive health insurance package designed to offer complete protection to the insured and his family.  Car shield: A comprehensive motorcar insurance package, designed to cover your car in most adverse situations.  Home shield: Provides complete coverage for damage to your building.  Accident shield: Designed to take care of you and your family in the unfortunate event of a fatal accident. 66
  67. 67.  Double protect: “Double Protect” is a 2 years Health Insurance plan. The plan offers reimbursement of Hospitalisation expenses in the event of illness or accident Investment ServicesInvestments, unlike works of art, cannot afford the luxury ofexperimenting. Investing is not guesswork. It takes more than justa tip it needs training to plan, instinct to pick and sheer intellect tomake it work for you. That extra mile assures you that your hardearned money is with the right people.Standard Chartered Bank, using over 150 years of expertise,promises to guide you through the world of exciting newinvestment opportunities in India and overseas.From shortest-term deployment of funds to planning yourretirement, we pledge to go the extra mile to ensure that you reachyour chosen financial goals.When you deal with Standard Chartered, you can expect the best.We are, after all, the leading global bank in Asia, Africa and theMiddle East. We look after investments for over 5 millioncustomers across in 57 countries. From world class services to themost sought after talent pool, we provide an unmatched foundationwhich you can trust.Weve invested in professional talent that can provide you with acontinuous, thorough and insightful guidance with your money. Allthis so you can rest easy when you put your money into our hands.We offer a wide range of professional services with a team oftrained, experienced professionals. Our team has a Wide capitalmarkets and investment advisory experience and is dedicated tomaking your investments work for you.  Consolidated portfolio statements of all your mutual fund investments  Online, internet access to PMS portfolios 67
  68. 68.  Direct credit/debit facilities for all your investments  Periodic meetings with leading fund managers and industry experts  SCIS Research Edge6. Other Services:NRI BankingUnder this banking SCB offers accounts like NRE, NRO &FCNRaccounts.NRE accounts: Funds remitted from abroad and which are ofrepatriable nature can be credited to NRE accounts. It is best suitedto park overseas savings remitted to India by converting to INR. Inaddition it can open as Savings account, Current account or Fixeddeposit.NRO accounts: Local funds which do not qualify, under theexchange control regulations, for remittance outside India can becredited to NRO accounts. These are best suited to park Indianearnings like rent, Indian salary, dividends etc. It can open asSavings account, Current account or Fixed deposit.PRIORITY BankingDesigned specifically for those who appreciate only the finestthings in life, Priority Banking offers the very highest levels ofpersonalized banking to match unique status.Bank is committed to helping a plan ,build and protect wealth byoffering individual attention as well as international banking andinvestment opportunities to meet current and future needs.Standard Chartered Bank Priority Banking is created specificallyfor a chosen few individuals, who will settle for nothing but the 68
  69. 69. best and demand the best and demand the highest standards ofservice in all your banking relationships.SME BankingOne-Stop Financial Solution for Your Growing BusinessWith years of banking experience, Standard Chartered isundoubtedly in a strong position to help growing businesses sailthrough the complexities they may face. As an international bankwith offices in more than 50 countries, we provide the global reachand international recognition that your company deserves.SME Banking offers one of the widest range of banking productsand services in the market today. Managing a growing businessdemands most of your time and energy. Our relationship managersunderstand your business requirement and help you manage yourbusiness better.SCB offers product like FOREX services, Term Loan,International Trade Account, Trade Services & Working Capitaletc.Commercial BankingStandard Chartered has maintained a long local presence, since1858, with particular emphasis on relationship banking. Significantnetworks have been established with vendors and financial-relatedorganisations to enable us to offer our customers a comprehensiverange of flexible financial services, with special focus ontransactional banking products. Supported by state-of-the-artoperations, Standard Chartered is pro-active in improving everypart of our services. Electronic Delivery system has been put inplace to ensure that transactions are handled speedily. We have ourCash Product Specialists and dedicated Customer Service Centres 69
  70. 70. to provide our customers with effective solutions. The currency ofIndia is the Rupee (SWIFT code: INR).Standard Chartered fully understands the importance of time,convenience and efficiency to the success of your business. Wemake easy the complex financial world for you and help youmaximise every opportunity.With over 140 years of experience in trade finance and anextensive international branch network, Standard Chartered iscommitted to help you succeed in every competitive environment.To keep pace with your changing needs, we will constantly reviewour comprehensive cash, trade and treasury products and services,ensuring that a full range of flexible and innovative services isalways available for you wherever you trade. Mutual Fund Concept A Mutual Fund is a trust that pools the savings of a number of investors who share a common financial goal. The money thus collected is then invested in capital market instruments such as shares, debentures and other securities. The income earned through these investments and the capital appreciation realized is shared by its unit holders in proportion to the number of units owned by them. Thus a Mutual Fund is the most suitable investment for the common man as it offers an opportunity to invest in a diversified, professionally managed basket of securities at a relatively low cost. The flow chart below describes broadly the working of a mutual fund: 70
  71. 71. A mutual fund is a professionally managed firm ofcollective investments that collects money from manyinvestors and puts it in stocks, bonds, short-term moneymarket instruments, and/or other securities. The fundmanager, also known as portfolio manager, trades thefunds underlying securities, realizing capital gains orlosses and passing any proceeds to the individual investors.Currently, the worldwide value of all mutual funds totalsmore than $26 trillion. Organization of a Mutual Fund There are many entities involved and the diagram below illustrates the organizational set up of a mutual fund: 71
  72. 72. How Mutual Funds WorkEvery mutual fund has a goal - either growing its assets (capitalgains) and/or generating income (dividends) for its investors.Distributions in the form of capital gains (short-term and long-term) and dividends may be passed on (paid) to shareholders asincome or reinvested to purchase more shares. For taxpurposes, keep track of your distributions and cost basis ofpurchased/reinvested shares.Like any business, mutual funds have risks and costs associatedwith returns. As a shareholder, the risks of a fund and theexpenses associated with funds operation directly impact yourreturn.FREQUENTLY USED TERMS 72
  73. 73. Net Asset Value (NAV)Net Asset Value is the market value of the assets of the schememinus its liabilities. The per unit NAV is the net asset value ofthe scheme divided by the number of units outstanding on theValuation Date.Sale PriceIs the price you pay when you invest in a scheme. Also calledOffer Price. It may include a sales load.Repurchase PriceIs the price at which a close-ended scheme repurchases its unitsand it may include a back-end load. This is also called BidPrice.Redemption PriceIs the price at which open-ended schemes repurchase their unitsand close-ended schemes redeem their units on maturity. Suchprices are NAV related.Sales LoadIs a charge collected by a scheme when it sells the units. Alsocalled, ‘Front-end’ load. Schemes that do not charge a load arecalled ‘No Load’ schemes.Repurchase or ‘Back-end’ LoadIs a charge collected by a scheme when it buys back the unitsfrom the unit holders.Returns 73

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