The document provides a communication strategy and plan for DCB Bank to rise above competition. It begins with understanding the banking industry and DCB Bank. A SWOT analysis identifies strengths like stability and weaknesses like low awareness. The objectives are to strengthen the bank's equity, increase awareness, and position DCB as the preferred partner. The strategy involves engaging, educating, and evangelizing stakeholders through marketing, intellectual, employee, and community capital. Initiatives include media outreach, thought leadership, employee programs, and CSR activities. The big idea is to connect with masses through supporting a popular sport.

1. Communication Thought Process
For
Rise above the cut-throat competition
A presentation by V.Ganapathy

2. The presentation path
• Understanding the category and brand
• Situation analysis & SWOT
• Communication Approach /Strategy
• Suggestive Engagement Program
• Big Idea

3. Our Relationships
Over 85
Relationships
Client
Retention
Average
4.5 years
Brand Understanding

4. A glance at the Banking industry
• Banking industry stronger in terms of capital
and industry
• Globally competitive and diverse ,aiming at
higher productivity and efficiency
• De-regulation of financial sector has led to
emergence of better quality products &services
• The sector has improved manifolds in
technology

5. A glance at Banking …. contd
• Rural banking, Bancassurance , financial cards,
mobile banking will fuel the growth for all
banks.
• Focus has moved to strong customer service and
innovative products and schemes
• Banking sector consists of Nationalized banks,
Private Banks, Foreign Banks, Regional Rural
and Cooperative Banks.

6. About DCB Bank
• Founded in 1930‟s from a series of cooperative
bank mergers
• Its promoter The Agha Khan fund for
Economic Development holds 23% stake
• A new generation private sector bank with 82
branches ,132 ATMs across 10 states and 2
union territories
• Operates in Corporate, SME, Retail , Agri and
Wealth management

7. Product Differentiation
Product Differentiation
• Enhance reach and launch exciting products
• Customer service
• Think beyond banking and giving total solutions
in financial super market
• Satisfy every customer's need

8. Our Relationships
Over 85
Relationships
Communication Approach
Client
Retention
Average
4.5 years

9. Communication Objectives
1
2
3
4
• To strengthen and build the equity of the bank.
• To heighten the awareness about DCB Bank has the
emerging bank amongst the private sector banks
• To position DCB as the preferred banking partner
• To attract quality talent to the bank

10. Target Audience
Normative Groups
•
•
•
•
•
•
Government
Regulatory Agencies
Shareholders
Board of Directors
Financial Community
Ministry of Finance
Customer Groups
• Corporates
• Retail Customers
• Students
Functional Groups
• Employees
•Current
•Potential
• Business Partners
Diffused Groups
• Media
• Educational institution
• Special Interest Groups
•Consumer Forums

11. SWOT
STRENGHTS:
• Now seen as a profitable bank
• Stability in Management and leadership
established
• Backing of Agha Khan
•Wide gamut of services offered
• Continuously investing in ultra modern
technology to gain first mover advantage
• Investing on training and motivating
employees to deliver quality output
WEAKNESS:
•Low awareness of Bank
• Product offering are me too
• Leadership issue in the past
• No easy connect with leadership team
• Some baggage of a co -operative bank
exists
OPPORTUNITIES:
•Growing Indian Economy and the middle
class population
• Government encouraging the finance
sector and banks
• Emergence of young entrepreneurs
•Indian companies going global
THREATS:
• High vigilance and constant monitoring
and interference by the Government
• Nationalized banks also raising their bars
and becoming competitive
• Recession in Europe and US

12. Bridging The Gap
Current Scenario
• A small player
amongst the private
sector banks with no
distinct identity
• Bank has low TOM
recall across audiences
• Very Low awareness
of Leadership team
•Diffused positioning of
the bank
Desired Scenario
• To be a formidable
player among the
private sector bank
delivering value to its
customers
• Get DCB into the
consideration set
• Create a strong human
face for the bank
•Focus on core values

13. Desired Positioning
An innovative and responsive
neighborhood community
bank in India serving
entrepreneurs, individuals and
businesses.

14. Strategy
Engage
Educate
Through our
various
communication
initiatives we
need to build
the relationship
with all the
audience
Build a
platform to
convey the
benefits of
banking with
DCB
Evangelize
Build thought leadership around
the brand to evangelize
stakeholders

15. Message House
DCB Bank
DCB Bank is one of India‟s leading private sector bank offering a basket of services
Robust corporate strategy: quality driven , vertically integrated, presence across country
Robust Strategy
• Focused Corporate
strategy with leadership
positioning
• Vertically integrated –
Presence across
the country
• Focus on specific, high
potential segments
Quality
• Clientele
• Innovative Products
• Continuous training
Values
• Strong corporate ethics
• Values: Ethical , Fair ,
Energetic & Dynamic
• Continuous learning
• Building employability
and competence
Customer /Media/Employees/Financial Community
Financial Management
• Corporate
Governance
• Stakeholder value
• Consistent revenue
growth
• Leadership

16. Communication Roadmap
16-24 months
9-15 months
A
C
T
I
V
I
T
Y
6-8 months
Short Term:
• Initiate
relationship
building with
media across cities
• Aggressive media
outreach
FOCUS:
On promoting the
leadership team
Mid Term:
• Establish domain
expertise
•Trend Stories
• Leadership
profiling
• Vertical specific
case study
FOCUS:
To showcase core
services
Phase II
Phase I
TIME LINES
Long-term:
• Speaker’s
opportunity
• Case
Study/reports/
White paper
• Build Thought
leadership
FOCUS:
To showcase
thought leadership
Phase III

17. Approach
Marketing
Capital
Intellectual
Capital
Employee
Capital
Community
Capital

18. Marketing Capital
• Activity:
– Media Outreach program
• Corporate Image Management
• Senior Management profiling
• Internal Seminars & Conferences
• Message
– Leadership, professional management, management
excellence
• Outcome
– Showcase “capability & expertise”

19. Marketing Capital
• Management Profiling
– International Banking trends
– Comment on trends in the industry/government policies
(highlight role/contribution and achievements)
– Advertorials/Placement of articles in select
publications/magazines
• Increase industry voice share Dial-a-quote
– Increase industry voice share especially related to policy &
growth drivers pertaining to industry/vertical
– Map industry articles and contribute to them

20. Marketing Capital
• Corporate image management
-
New Alliances & Tie up
Corporate achievements
Merger & Acquisitions
HR Policies
Corporate strategy
Media Tools:
One-on-One Interviews/ Press Releases /Contributory articles/ Press Conference/ Press Meets

21. Spokesperson's Focus
Spokesperson
Focus
Mural .M. Natarajan CEO and Managing
Director
Company's vision, philosophy and values,
comments on policy matters relating to the
industry, India vision and strategy
Mr Bharat Sampat Chief Financial Officer
Long term goals and financial matters.
Outlook on company‟s performance &
operational issues, India growth story,
development and plans
Mr. Praveen Kutty – Head Retail & SME Banking
Growth plans, New products in retail. DCB‟s role
in SME Banking
Mr. R. Venkattesh – Head Operations,
Technology & HR
HR policies, industry, trends and best practices at
DCB. Technology related insights

22. Build Thought Leadership Through Intellectual Capital

23. Intellectual Capital: Speaker Engagement/Participation
Event
Time Frame
Hosts 2011
Feb 2012, Mumbai
Banking Summit India
30-31 May, Delhi
Banking World
June, Mumbai
Finance & Banking –South
1-3 June, Bengaluru
Banking Expo 2011
20-22 June, Delhi
Foregin Exchange seminar
8-10 Dec, Delhi

24. Building the Employee Capital , be seen as a preferred employer

25. Employee Capital: Recommendations
• Come up with a program called, „The Corporate University of
DCB a tie up with ISB Hyderabad
for middle – senior management team. This program will have:
- Leadership Development Programs
- Long-term Education Program
- Certification Courses
- Training Programs
- Organization Development Initiatives
- Learning Resources
- Knowledge sharing platform
• Award and scholarships

26. Employee Capital: Recommendations
• Activity:
– Spirit of Excellence Awards
– Single window communication – group newsletter
– Lets Chat – Interactive Intranet
– Town Halls
– Painting competition for children of employees
– Specials day – smile/care/save
• Objective
– Employee integration; Develop common purpose
– Encourage dialogue
• Outcome
– Motivated, shared purpose, pride in success

27. Employee Capital: Recommendations
• Attract the ‘best talent’
– Tie-up with an Indian business school to identify talent
• International scholarship for higher studies
– Integrate learning and development
• Research chair with a leading business school
• Identified research on:
– Financial management/retain quality

28. Employee focus article and interviews
Publication
The Times of India
Deccan Chronicle
Opportunity
Ascent
Career Chronicle
Theme
Tool
Transparency in
Organizations
Media
interview/quote
Empowerment to Women
Contributory article
The Hindu
Opportunity
Team building &
Collaboration
Contributory article
Hindustan Times
Horizon
How to grow ; nurture
talent
Media
interview/Quote
DNA Academy
The new age mantra?
Contributory article
Career in Banking world
Contributory article
Best practices at DCB
Contributory article
DNA
Human Factor
Opinion
Human Capital
HR practices

29. Build Community Capital to showcase Social Responsibility

30. Community Capital
• Activity:
– Media Outreach program
• Showcase DCB‟s commitment to contributing to a sustainable
economic development and responsible business practice
• Highlight DCB‟s approach to Corporate Social Responsibility
• Message
– DCB Corporate Responsibility means its commitment to
contributing to sustainable economic development and responsible
business practices.
– DCB continuously support and work with NGO‟s
– Outcome
– To be seen as socially responsible and caring company

31. The Big Idea

32. Big Idea to connect with mass
• To promote DCB‟s retail brands we need to
connect with the mass
• Therefore DCB needs to connect with a sport
which is popular and familiar
• Sports option available : Table Tennis,
Badminton, Football, Cricket, Athletics and
Hockey

33. Objective
• To come out has a true Banking brand in the
eyes of its customers and partners.
• Increase the level of engagement across the key
stake holders
• Clearly spell out the goal or ambition to create a
world class champion in 5 years. Like what Sania
Nehwal is to Badminton

34. Go with Table Tennis

35. Go with Table Tennis

36. Why Table Tennis
Game/Sport
Indoor
Outdoor
Familiar
Played-once
Entertaining
Health &Fitness
Appeal
Badminton
Y
Y
Y
Y
Y
Y
Limited
Cricket
N
Y
Y
Y
Y
Y
Mass
Tennis
N
Y
N
N
Y
Y
Limited
Hockey
N
Y
Y
Y
Y
Y
Limited
Football
N
Y
Y
Y
Y
Y
Limited
Table tennis
Y
Y
Y
Y
Y
Y
Popular
Basketball
Y
Y
N
N
N
Y
Limited

37. Why Table Tennis
•
•
•
•
Easy sport to gain fitness and stamina
Simple and friendly game for recreation
Low cost of implementation
Encourage more kids and youth to play the
game and build world class champions. ( Today
champions are created from small towns MS
Dhoni is a live example )

38. Strategy Approach
• Educate and popularize the game
• Show the Dream
• Bring out the champion for India in next 5 years

39. Stage I – Educate
• Install tables at pivotal places – for example
interstate bus terminus
• Demonstration and camps in schools
• Bring it has part of the sports curriculum
• Launch a website which gives you some tips
about the game
• Have a live chat with renowned TT player
• Attack all touch points ( Like Post offices )

40. Stage- II- Showcase the dream
• Run a vision 2017 champion program
• Spot the talent program
• Select prospects and train them and if found
world class material send them abroad
• Get international champions to play exhibition
matches
• Run a mini IPL with some international players

41. Stage III- Demonstrate
• Aim to build a TT academy to nurture the talent
identified
• Make them participate in foreign tournaments
• Keep updating media on the action
• Patiently wait for the D- DAY for the champion
to emerge

42. Thank you