This document is a project report submitted by Harsh Raj to fulfill the requirements for a Bachelor of Business Administration degree from Sarala Birla University, Ranchi, India. The project report studies customer relationship management at Indian Overseas Bank. It includes a declaration certifying the work, approval from university guides, an internship completion certificate from Indian Overseas Bank, and acknowledgements. The report contains chapters on the company profile, theoretical background of CRM, objectives and methodology of the study, the author's job profile and observations during their internship, and conclusions.

1. A General study of Customer Relationships
Management
AT INDIAN OVERSEAS BANK
A Project Submitted in the Partial Fulfillment of the
Requirement for the award of Degree of
Bachelor of Business Administration
BY
HARSH RAJ
(SBU210809)
DEPARTMENT OF COMMERCE & MANAGEMENT
Sarala Birla University Ranchi
2022

2. DECLARATION CERTIFICATE
This is to certify that the work presented in the project entitled “A General Study Of
Customer Relationships Management at Indian overseas Bank” in partial fulfillment
of the requirement for the award of Degree of Bachelor of Business Administration of
Sarala Birla University, Ranchi is an authentic work carried out under my supervision and
guidance.
To the best of my knowledge, the content of this project does not form a basis for the award
of any previous Degree to anyone else.
Date
Department of Commerce and Management
Sarala Birla University, Ranchi
Head
Dept. of Commerce and Management
Sarala Birla University, Ranchi

3. CERTIFICATE OF APPROVAL
The foregoing project entitled “A General Study of Customer Relationship
Management at Indian Overseas Bank” , is hereby approved as a creditable study of
research topic and has been presented in satisfactory manner to warrant its acceptance as
prerequisite to the degree for which it has been submitted.
It is understood that by this approval, the undersigned do not necessarily endorse any
conclusion drawn or opinion expressed therein, but approve the project for the purpose for
which it is submitted.
(Internal Examiner) (External Examiner)
(Dean Academics)

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BRANCH MANAGER
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(Dumardaga Branch).

5. ACKNOWLEDGEMENT
I would like to offer my sincere gratitude to various people, who directly or indirectly
contributed in the development of this work and who influenced my thinking, behavior,
and acts during the course of study.
I am indebted to Prof. (Dr.) V. K. Singh, Registrar, SBU, Prof. Sanjeev Bajaj, Associate
Dean – Department of Commerce and Management, Prof.A K Asthana– Dean Student
Welfare, Dr. Mridanish Jha, Co-ordinator BBA, and my internal project guide Prof. Ashok
Kumar Asthana, and entire SBU for their support, co-operation and motivation provided to
me during the study/ internship. Many others had a direct or indirect by no means negligible
contribution in the completion of the project. This acknowledgement would be incomplete
without expressing my heartfelt thanks and gratitude to my organisational reporting
Manager. This internship project has been a learning experience for me and would not have
been possible without the support and guidance of the above-mentioned people. Needless
to say, I alone remain responsible for any errors that might have crept into the pages, despite
of my best possible effort to avoid them.
Harsh Raj BBA (5th
semester)
Registration No: - SBU210809

6. Executive Summary
The internship is designed to bridge the gap between the theoretical Knowledge and real
life experience. It is designed to have a practical experience while passing through the
theoreticalunderstanding. The report is combination of one months of internship
program with Indian overseas bank.
This report has been segmented into five different chapters.
The first chapter contains Introduction, Objective, Methodology,Scope, limitations of the
Report.
The second chapter contains about the Overview of Indian overseas bank, Introduction,
Performance and Achievement, The objectives of the bank are, among others, Core values,
Company Profile,Company Structure, Vision, Mission, Slogan, Objective of
Indianoverseas bank.
In chapter three Theoretical framework of Customer RelationshipManagement, I have
discussed about Introduction, Function, Tools, Loyalty and Process of Customer
RelationshipManagement.
In chapter four Customer Relationship Management of Indianoverseas bank, I have
discussed about Introduction, Services, Function, Customer Charter and SWOT
Analysis of CustomerRelationship Management of the Indian overseas bank in the
better ways. In chapter five mention Findings,Recommendations, Conclusion and
References of the Indianoverseas bank in the better ways.

7. Table of Contents
S.No. CONTENTS Page No.
Chapter 1 Profile of the Company
1.1 Company Details 12
1.2 Nature of the Organization and its Business 13
1.3 Vision, Mission and Objectives 14
1.4 Organizational Structure 15
Chapter 2 Theoretical Background
2.1 Conceptual Framework 16
2.2 Views of Researchers 24
Chapter 3 Problem Statement & Objectives of the Study
3.1 Significance of the Study 26
3.2 Managerial Usefulness of the study 27
3.3 Objectives of the study 28
3.4 Scope of the Study 29
Chapter 4 Methodology
4.1 Research Design 31
4.2 Source of Data Collection 32
4.3 Sampling Procedure 32
4.4 Limitations of the Study 33
Chapter 5 Job Profile and Observation
5.1 Job Description Statement 35
5.2 Detailed Job Profile 35
5.3 Target Assigned 36
5.4 Job Experiences 36
Chapter 6 Conclusion

8. 6.1 Conclusion 39
Annexure
Bibliography 44
Others

9. Chapter - 1
Profile of the Company

10. 1.1 Company Details
The details of the company in which I did my summer training is as following
● Name: INDIAN OVERSEAS BANK
● Address: Dumardaga branch, Near jhumar bridge
● Website: https://www.iob.in
● Origin: Uttar Pradesh State
● Nature: Financial institution
● Area of Operation: All over India

11. 1.2 Nature of the Organization and its Business
Indian Overseas Bank (IOB) is an Indian public sector bank based in Chennai. It has about
3,220 domestic branches, 2 DBUs ( Digital Banking Units) about 4 foreign branches, and
representative office.Founded in February 1937 by M. Ct. M. Chidambaram Chettyar withtwin
objectives of specializing in foreign exchange business and overseas banking, it has created
various milestones in the Indian Banking Sector. During the nationalisation, IOB was one of
the 14 major banks taken over by the government of India. On 5 December 2021, IOB got the
Degidhan Award 2020–21 by the Ministry of Electronics & Information Technology for
achieving second highest percentage of digital payment transactions among public sector
banks. As on 31 March 2022, IOB's total business stands at ₹417,960 crore(US$52 billion).
HISTORY OF INDIAN OVERSEAS BANK
Indian Oveíseas Bank (IOB) was founded in Febíuaíy 1937 with twinobjectives of
specialising in foíeign exchange business and oveíseas banking. It staíted out with thíee
bíanches located at Kaíaikudi and Chennai .
As of Maích 31, 2011, it opeíated a netwoík of appíoximately 2,184 bíanches in India, 2 in
Hong Kong, and 1 each in Singapoíe, SouthKoíea, Síi Lanka, and Bangkok. ľhe company
also opeíates 1,043automated telleí machines.
It was íanked no.1 among public sectoí banks by Business ľoday–PMG suívey and Financial
Expíess– Eínst & Young suívey.
Businesses
Peísonal banking IOB píovides a wide íange of píoducts and seívices such as saving bank
accounts, cuííent accounts, teím deposit, íetail loans, home loans and moítgages, depositoíy
seívices, gold investment píoducts, debit and cíedit caíds, multi city cheque facilities,
insuíance and mutual funds, and íeal time gíoss settlement seívices.
NRI banking It offeís íemittances, íesident foíeign cuííency accounts, NRI home loans and
many otheí píoducts foí its NRI clients.
Coípoíate banking IOB such as teím loans and woíking capital loansfoí micío, small, and

12. medium enteípíises; and loans foí píofessional and self employed individuals, and
infoímation technology (Iľ) andIľes BPO sectoís, as well as NRI accounts, and Inteínet and
mobilebanking seívices. In addition, it píovides agíicultuíal shoít teím loans and agíi business
consultancy seívices; and foíex collection seívices.
It also conducts goveínment businesses like payment of diíect taxes,indiíect taxes, pension
payment scheme, sales tax collections, píovidentfund scheme, etc
Milestones
In 1964, it intíoduced computeíisation in the areas of inteí–bíanch íeconciliation and
píovident fund accounts.
HISTORY OF INDIAN OVERSEAS BANK
Indian Oveíseas Bank (IOB) was founded in Febíuaíy 1937 with twinobjectives of
specialising in foíeign exchange business and oveíseas banking. It staíted out with thíee
bíanches located at Kaíaikudi and Chennai .
As of Maích 31, 2011, it opeíated a netwoík of appíoximately 2,184 bíanches in India, 2 in
Hong Kong, and 1 each in Singapoíe, SouthKoíea, Síi Lanka, and Bangkok. ľhe company
also opeíates 1,043automated telleí machines.
It was íanked no.1 among public sectoí banks by Business ľoday–PMG suívey and
Financial Expíess– Eínst & Young suívey.
Businesses
Peísonal banking IOB píovides a wide íange of píoducts and seívices such as saving bank
accounts, cuííent accounts, teím deposit, íetail loans, home loans and moítgages, depositoíy
seívices, gold investment píoducts, debit and cíedit caíds, multi city cheque facilities, m
insuíance and mutual funds, and íeal time gíoss settlement seívices.
NRI banking It offeís íemittances, íesident foíeign cuííency accounts, NRI home loans and
many otheí píoducts foí its NRI clients.
Coípoíate banking IOB such as teím loans and woíking capital loansfoí micío, small, and
medium enteípíises; and loans foí píofessional and self employed individuals, and
infoímation technology (Iľ) andIľes BPO sectoís, as well as NRI accounts, and Inteínet and
mobilebanking seívices. In addition, it píovides agíicultuíal shoít teím loans and agíi
business consultancy seívices; and foíex collection seívices.

13. It also conducts goveínment businesses like payment of diíect taxes,indiíect taxes, pension
payment scheme, sales tax collections, píovidentfund scheme, etc
Milestones
In 1964, it intíoduced computeíisation in the areas of inteí–bíanch íeconciliation and
píovident fund accounts.
Departments of the Organization
Some of the major departments of Indian overseas Bank are as following:
● Human Resource Department - The HRD in any organization is mainly
responsible for the overall development of the human resource of that organization.
This development is done by providing proper training opportunity to each and
every employee so that they are equipped with so many skills and traits which not
only help them performing their current job efficiently but also make them a
treasure or wealth for the organization
● Marketing and Sales Department - This department is concerned with responding
to customers requirement and enquiry, Interaction with transporters, their
performance, evaluation and allocation of orders, packaging, Preparation of
invoice, Pre-shipment, Document and other related marketing functions
●
● Safety Department - The setting up of special department for taking care and
account for all safety measures, following the statutory requirements. This
department follows some set of predefined rules, to protect the organizational
infrastructure, resources from any kind of mishap (accident) theft or loss
● Finance – This department takes care of finances, salary, capital and other related
financial functions of the organization.

14. 1.3 Vision, Mission and Objectives
According to the vision statement of the Bank 2013-2020, it aims to be amongst the top
five nationalized banks in terms of the volume of business and sustained profitability. It
also seeks to attain global recognition, led by high standards f governance and ethics.
The Bank focuses on emerging as the “Most Preferred Banking Partner” to unlock value
to all its stakeholders. The core values of IOB are customer centricity, honest, integrity,
fairness, and transparency, innovation and risk appetite, Green banking, etc. It
endeavours to build leaders for the banking industry, equipped with a team ofskilled and
dedicated employees.
The mission statement 2013-2020 lays down that the Bank would strive to deliver the
best of competitive products with regard toquality, range, utility, and cost effectiveness.
Optimization of HR resources, expansion of IT infrastructure, and engineering of CRM
(Customer Relationship Management) are also the chief goals of the Bank. It stresses
immensely on a policy-oriented and rule-driven culture, wherein the evolving needs of
thecustomers are met efficiently. It also attempts to streamline the process of service
delivery from time to time, besides encouraginga problem-solving climate so as to
resolve
customers’ grievances. IOB believes in adopting a multi disciplinary approach to
propel itself to further growth and evolve as “banks with the Bank”.

15. 1.4 Organizational Structure

17. Chapter – 2
Theoretical Background

18. 2.1 Conceptual Framework
Concept of CRM
CRM (customer relationship management) is the combination of practices, strategies and
technologies that companies use to manage and analyze customer interactions and data
throughout the customer lifecycle. The goal is to improve customer service relationships and
assist with customer retention and drive sales growth.
CRM systems compile customer data across different channels and points of contact between
the customer and the company. These can include the company's website, telephone, live chat,
direct mail, marketing materials and social networks. CRM systems can also give customer-
facing staff detailed data on customers' personal information, purchase history, buying
preferences and concerns.
Objectives of CRM
Customer relationship management (CRM) platforms are quickly becoming an
essential component of sales planning in any business. As a business, your main
goal is to build customer relationships and that process begins with the ability to
track your customers’ data. Adding a CRM platform allows you to streamline this
tracking process, as well as allow you to easily follow your customer’s journey and
develop engaging customer experiences.
Goals and objectives of the CRM
The goal of a CRM is to create a better customer experience. When your customers
have a good sales experience, you are more likely to experience an increase in sales
as a result. To get the most out of your CRM, you must have a clear set of goals and
objectives. The top five CRM goals to keep in mind include:

19. ● improving business efficiency
● improving customer satisfaction
● expanding your customer base
● enhancing your sales and
● supporting teams
● building long-term relationships
1) Improve business efficiency
CRM platforms can help you eliminate day-to-day redundancies when it comes to
customer relationships. Your CRM platform collects and organizes customer data
that allows you to easily determine which stage of the purchasing process each
customer is in, as well as other key information such as demographics, interests,
etc. With this information, you can create and send targeted marketing material out
in batches to customers based on this data.
2) Improve customer satisfaction
Happy customers become loyal customers that also contribute to free word-of-mouth
advertising. A quality CRM allows you to make customer satisfaction a primary goal
through areas such as increased direct engagement, social networking
engagement, automated surveys, and much more.
3) Expand customer base
Lead generation is a critical component of every successful business. A CRM
platform allows you to track, manage, and improve the quality of your leads. In
addition, a good CRM can help identify actions that are converting those leads into
potential clients, allowing your business to fast-track your sales process and
increase your customer base.

20. 4) Enhance sales and support teams
A quality CRM not only benefits your bottom line, but it helps to support your sales
and support teams by making it easier for them to build and nurture lead and client
relationships. For example, you know that lead follow-up in a timely manner is
essential to convert. With CRM lead tracking, you can assign tasks and your team
can record leads and progress for each opportunity through the sales pipeline. Every
member has full visibility to closely monitor all new leads to ensure no follow-up is
missed.
5) Build long-term relationships
Using a CRM platform gives you and your team the ability to identify, prioritize, and
implement activities that have the most significant impact on your customer
relationships for the long term. Your CRM can help you track and implement actions
such as customer referrals and loyalty programs

21. Scope CRM
1. A complete 360-degree view of every customer
A comprehensive overview of each customer can be obtained through a banking
CRM. This is achieved by integrating the CRM with various banking software
applications, creating a unified system that offers a single view of all customer
accounts.
Any pre-determined actions taken by customers, such as using an ATM or
inquiring about a specific loan, can be recorded in the CRM. This allows
businesses to gain deeper insights into customers’ habits and personal
preferences, enabling them to match financial products to their goals more easily.
2. Personalize customer journeys
Given the abundance of private banks available, customers often use multiple
banks to meet their various financial needs, rather than relying on a single bank.
To stand out from the competition, providing a personalized customer experience
is crucial.

22. A banking CRM eliminates gaps in the customer journey and allows banks to offer
assistance from the moment a customer opens an account until they make
transactions, apply for loans, and beyond. This helps banks value their customers’
business and meet their financial needs in a timely and efficient manner.
Additionally, regularly following up with customers demonstrates that the bank
cares about their relationship.
3. Better customer segmentation
Banks should aim for a customer-focused business model that is tailored to their
needs. A banking CRM helps categorize customers based on various factors such
as gender, demographics, age, income, credit rating, and more. It also facilitates
segmentation based on investment preferences, investment size, and length of the
customer relationship.

23. This classification serves as a specific parameter to build a personalized approach.
Doing so, significantly aid banks in reaching out to customers and fostering
business relationships.
4. A boost in loan sales
By using an appropriate Banking CRM, banks can deliver a digital-focused banking
experience that customers expect. A CRM helps sales executives understand the
intent for the customer, the type of loan he needs, previous engagements with the
customer to estimate behavioral patterns, and other such insights to strategically
sell. A banking CRM can also help in the context of omni-channel customer
engagement, opportunity management, reports, lead management, and more.
5. Improve sales and marketing performance

24. The data accessible through the CRM tool can be integrated into reports that
provide a thorough and strategic understanding of your customers. Bankers can
effortlessly identify patterns, promotional campaigns, and areas of improvement to
develop new strategies and customize future marketing initiatives.
Banks can leverage the information in their customer profiles to discover potential
cross-selling and upselling prospects.
For instance, when a customer makes a deposit at the bank, the teller can access
their complete profile and inform them of new products they may be eligible for or
interested in, such as credit cards or exclusive loans.
6. Higher customer loyalty
With a Banking CRM solution in place, banking agents have access to a complete
history of a customer’s interactions and activities. This enables them to assist the
customer, resolving any issues and transforming challenges quickly and efficiently
into opportunities for building loyalty and satisfaction.
To keep potential customers engaged, it is crucial to maintain consistent
communication. A Banking CRM allows you to create personalized customer
journeys and trigger automated emails based on specific actions. Dynamic
templates can also be created to send offers tailored to the customer’s website

25. activity.
Additionally, instant alerts can be set up to notify the appropriate team member
when a lead performs a sales-friendly action. For example, if a prospect begins
filling out a loan application but doesn’t complete it, an automated email can be
sent or a salesperson can be notified to follow up manually.
7. Simplify the underwriting process
Traditional methods of the loan origination process involves manual background
verification through tele calling, which can be time-consuming and prone to errors.
A robust banking CRM streamlines the entire process, making it easier for banks
and their tele calling teams to have insight on past interactions with a borrower
along with their financial portfolio for better decision making.
Furthermore, it’s important for banks to evaluate the eligibility of a loan applicant.
Banks have their own criteria, such as credit score, income, employment, etc. With
a CRM, the eligibility check of potential borrowers can be automated with knock-
out rules, leads can be distributed to relationship managers efficiently, and much
more.
8. Better customer service with reports and

26. analytics
The use of a real-time Banking CRM system makes it simple for bank
representatives to record customer information and makes follow-ups much easier.
They can also determine the products that are generating the most revenue in
different locations. This helps them keep track of what is successful and what is
not.
For example, a significant increase in loan disbursals in a specific area may
indicate a positive impact, and they can easily find out why. If there is a decrease
in credit card purchases, they can offer ones with more discounts.
With online banking readily accessible, bankers should be able to provide
personalized services and experiences to their customers proactively. The
omnichannel experience of a CRM system enables efficient management of
customer interactions through calls, chat, email, social media, and mobile
applications, thereby enhancing customer service.

27. 9. Improve cross-department collaborations
The CRM tool can simplify a banker’s life by centralizing all data in one place. It
helps keep all bank departments on the same page, eliminating the need for
customers to go from department to department. The right CRM can also provide a
digital experience that matches the expectations of customers in a face-to-face
encounter with their banker.
The CRM can track data from multiple departments, enabling it to prepare future
customers. Interdepartmental leads can also be smoothly managed without having
to start a new conversation each time.
10. Prevents customer churn

28. The CRM tool provides real-time data that allows banks to make informed
decisions about their next steps. The key is to remember effective strategies boost
customer satisfaction! By prioritizing customer needs and resolving issues
promptly, a bank can differentiate itself from its competitors.
A Banking CRM can highlight touchpoints, negative interactions, or areas of
concerns to reduce customer churn. By tracking lead activity and status, these
issues can be resolved early on to retain your relationship with the customer and
may even improve it.
Well, these advantages can turn your business around but before you get to these
results, you need to implement the right banking CRM for your business. But don’t
worry, the next segment will address all your concerns about implementing a
banking CRM.
What are the types of CRM?
1. Collaborative CRM systems
2. Operational CRM systems
3. Analytical CRM systems
The Operative Functions of CUSTOMER RELATIONSHIP
MANAGEMENT are
as follows:
A banking CRM is a consolidated system that can integrate with

29. your other banking software programs to provide a single view of
every customer account. From making a deposit at an ATM to
requesting information about a certain type of loan, every pre-
determined action a customer takes can be recorded in your CRM.

31. Limitations of CRM
Some of the important Limitations of CRM are as following
Business culture
A lack of commitment or resistance to cultural change from people within the company can cause major
difficulties with CRM implementation. Customer relationships may break down and result in loss of revenue,
unless everyone in the business is committed to viewing their operations from the customers' perspective.
Poor communication
To secure buy-in and make CRM work, all the relevant people in your business must know what information
you need and how to use it. Make sure to communicate integration needs in advance if other teams need to
cooperate on the implementation, eg payroll staff.
Lack of leadership
Weak leadership could cause problems for any CRM implementation plan. Management should lead by
example and push for customer focus on every project. If a proposed plan isn't right for your customers,
don't do it. Task your team to come up with a better alternative.

32. 2.1 Views of the Researchers
I have gone through some of the research paper written by eminent researcher, their work
and views are consolidated as This article aims to review the literature on customer
relationship management (CRM) research. This review article analyses the trends in CRM
research, popular research topics and tools used in studies. This study presents how CRM
research developed over 21 years in terms of critical areas, type of studies, sources of papers,
the origin of articles (country-wise distribution), type of data used, under-researched areas and
popular researched areas. The study provides a broad classification and summarizes the last
21 years of CRM research in an organized way. For this review article, research papers were
taken from January 2000 to June 2020, that is, 21 years. A total of 104 papers were selected
from different journals and conferences. Findings show that most of the articles were published
in the year 2009. A total of 95% of articles were published in journals, and 5% were conference
papers—most of the CRM research done in the USA and the United Kingdom. Empirical
papers were maximum in number, whereas case studies were least. Primary studies were
more than secondary studies. In review papers, the maximum times CRM and electronic
customer relationship management (E-CRM) were taken as a basis for reviewing. The further
article has classifications within primary studies and review papers. It also presents the most
frequently used keywords and variables in literature. The study will be useful for researchers,
practitioners and academicians for further CRM research. This study also provides the
classification within primary studies based on data collection tools used, sampling technique
used, sampling country, industry, statistical tests and methods and software used, also it gives
a brief view of keywords and variables used in a total of 104 papers. This article provides the
first such review on keywords and variables, thus presenting the classification on a different
basis, which none of the published research has presented.

33. Chapter – 3
Problem Statement
&
Objectives
Of the
study

34. 3.1 Significance of the study
A banking CRM eliminates gaps in the customer journey and
allows banks to offer assistance from the moment a customer
opens an account until they make transactions, apply for loans,
and beyond. This helps banks value their customers' business and
meet their financial needs in a timely and efficient manner.

35. 3.2 Managerial Usefulness of the Study
Successful CRM involves definition of processes, adaptability of employees to new
strategy and support of top management, with adequate organizational structure.
Successful implementation of CRM concept needs support of top management.
Success of bank in today's competitive environment, depends on ability of top
management to adjust business environment where employees manage business processes
and implement business relationships with customers. Banks often seek for employees
who have appropriate leadership (Day 2003, 81). Top management should beactively
involved in changes in organization in order to spread positive vision of CRM concept
and to support organizational change.
An important factor of success in CRM concepts are employees and their commitment to
organization. Employees should have appropriate knowledge and techniques which support
Customer Relationship Management. In other words, successful relationship with
customers depends on customer-oriented skills of employees and their ability to better
anticipate customer needs. Successful CRM concept depends on willingness of employees
to continuous improve themselves and to accept change; and willingness of banks to build
a reward system for employees who are oriented to customers. CRM concept depends on
organization and its aim to delegate responsibility and to support employees to handle
customers (Eriksson and Mattson 2002, 537). The effects of CRM concept is reflected
through higher productivity of employees: employees spend less time on manual tasks
using automated tools. Resistance of employees to a new way of doing business should be
resolved through education and communication of changes that are occurring. Also, active
involvement of employees in creating and implementing CRM concept will significantly
improve attitude of employees to new processes.
The organizational structure of the bank should be adjusted to new approach and strategy
of the bank. CRM concept promotes a new organizational structure based on trends and
customers' needs. Organizational units in bank must be flexible to cooperate and to support

36. new strategy of establishing long-term relationships with customers.
Organizational culture reflects the way how employees feel the bank in which they work,
but also the way of how bank is behaving in internal and external environment.
Successful implementation of CRM concept requires
close cooperation and
communication between marketing managers and employees in the bank. It is necessary to
build business-like atmosphere, which will be based on trust, understanding and acceptance
of new solutions. Any change in business carries risk and fear of unknown, so good and
positive atmosphere at work helps employees to accept changes brought with crm concept.

37. 3.3 Objectives of the Study
The main objectives of the present project work are as follows
● To study the general functions and work processed related to Customer
relationship management at Indian overseas bank.
● To have a practical hand experience on crm functions at IOB
However the main focus was to bridge the gap between the theoretical and practical
knowledge of mine with respect to the general crm functions carried out inside organization
at actual work scenario.

38. 3.4 Scope of the Study
The scope study of the CRMs are important in every industry, but for banking in
particular they can help organizations deliver more personalized customer
experiences.
According to a global study of financial service customers, Accenture found that 67 percent are
willing to provide more information to banks if it means they will receive new benefits and 71
percent said they would use entirely computer-generated support for their banking processes.

39. Chapter – 4
Methodology

40. 4.1 Research Design
Research Design
Research design is a vital part of the research. There are different types of data
collection methods.
Among them this research is conducted on the basis of both primary data and
secondary data
analysis.
Area of Study: - The area of study is was restricted to the customer relationship
management boundary especially the sales department of IOB
Reference period of the Internship: - The summer internship was carried out over a
period of 30 days from 19th june to 18 july.

41. 4.2 Sources of Data Collection
For the present minor project secondary data was extensively used, however no specific
tool was used for collecting the primary data it was just based on observations and
discussions. The secondary data required for the project has been collected from company
website, books,, magazines, published work, online sources etc.
4.3 Sampling Procedure
● Sampling Technique: - Research collect needed information from various persons
who are associated with this subject. Sample represents a part of the population
from whom data is collected. As I was not allowed to use a questionnaire for
primary data collection, therefore Observation and interactions was the primary
tool. I use to interact with the employee whom I can easily approach (most of the
employees were busy with their work and were pre occupies), hence the sampling
technique in this case was Convenience Sampling.
● Sample Units: - Employees of HR departments and other departments and
managers working with Saksham were the sampling units
● Sample Size: - Pertaining to the summer internship undertaken no fixed sample
size was there as I was not allowed to use the questionnaire for data collection. The
entire internship was guided and based on observations and discussions.
● Sampling Area: - The area of study/ summer internship is was restricted to the
organizational boundary especially the HR department of Saksham

42. 4.4 Limitations of the Study
The major limitations faced by during the summer training.
● The scope of this part is limited to the overall scenario of the organization. This
part has covered
● the different divisions of Indian overseas bank, the products offered by Indian
overseas bank and
● the major functional areas of the bank. The present scenario of the banking
industry is also covered
● in this part. A financial analysis of Indian overseas bank is also covered in this
part. Like most of
● the banks, Indian overseas bank also does not provide access to all kinds of
information for
● ssecurity purposes. Moreover, officials and officers are very much busy with their
work to give
● required time. So, in some cases, observation and some extent of assumptions
were needed.
● Due to lack of job experience, faults may have arisen in the report though
maximum effort has been
● given to avoid any kind of mistake or uncertainty in preparing this report. Making
a comparative
● study needs information from different leading banks of the country and getting
those information
● from different banks is a very tough job in reality, because most of the banks do
not provide
● information for study purposes to the students from different organizations and
institutions. Some
● of the information that was used is not recent as the latest information regarding
those issues was
● not accessible and opens to all. Only authorized person can get that information.

43. Time constrain
● was also one of the major limitations while preparing this part as the total report
is quite a long one
● so allocation of time to the organizational part was really short.

44. Chapter – 5
Job
Description

45. 1. Job Description Statement
As a summer trainee my job at Indian overseas bank was restricted to customer relationship
management Department. I was given the task of Gathering new people for many
organisational works like Data collecting, Maitaining records, processing reports,etc..
Summary
Job Title: - Summer Trainee (Customer Relationship Management)
Job Location: - Saksham: Indian overseas bank, Offline mode
Department:- Customer Relationship Management
2. Detail Job Profile
The detailed job profile of mine during summer training at Indian overseas bank includes
the following task:
1. Customer Data Management: CRM involves collecting, organizing, and analyzing
customer data to gain insights and provide personalized experiences.
2. Customer Engagement: CRM helps businesses engage with customers through
various channels like phone, email, social media, and live chat to address their needs
and build strong relationships.
3. Sales and Marketing: CRM systems often include features for managing sales leads,
tracking customer interactions, and automating marketing campaigns.
4. Customer Service: CRM enables businesses to provide efficient customer support
by tracking and resolving customer issues, managing service requests, and improving
overall customer satisfaction.
5. Analytics and Reporting: CRM systems offer reporting and analytics capabilities
to measure customer satisfaction, track sales performance, and identify trends for

46. better decision-making.

47. 5.3 Target Assigned
As a summer trainee my job at IOB was restricted to CRM department. I was given the
task of helping customers in filling up the bank transaction receipts, aware them from new
schemes offers provided by the banks.
5.4 Job Experience
As an intern in CRM, I have the opportunity to learn and gain practical experience in customer
relationship management. I might assist with managing customer data, updating customer
records, and supporting customer engagement efforts. I could also help with analyzing
customer feedback and assisting in the implementation of CRM strategies. It's a great way to
develop oneself skills in communication, problem-solving, and working with CRM software.
Internships can vary, so the specific experiences will depend on the company and the tasks
assigned.

48. Chapter – 6
Conclusions

49. 6.1 Conclusions
Working with Indian overseas bank was one of the great experiences as an internee. This
created a new door of excitement. Through the bank as an internee got the firsthand experience
of the work environment and also get to know about the customer relationship management of
the Indian overseas bank.
This experience is a real treasure for any interns. This will help in the career selection and
career build-up in the future. In their found a lot of people who were both friendly and
supportive during internship work days. They helped every interns a lot to gain the valuable
experience and trained for the work. There was so much to learn about the service quality
management and got a chance to apply the academic knowledge in the practical area. But
without the practical activity this knowledge remains unused. Internship program helps every
intern to get familiarized with the working environment, office culture and help us to use the
knowledge that gained in the university, in our class for applying in the real life.

50. Annexure

51. Bibliography
Web Sources
Functions of Human Resources, www.digitalhrtech.com/human-resources-functions/
Journals
Ekuma K.J. (2015), The HR Function of the 21st Century: A Critical Evaluation of its
Contributions, Strengths and where it needs to Develop, Advances in Social Sciences Research
Journal, 2.1, pp – 22-33,
Mahadevan A., and Mohammad F., (2014) Impact of human resource management
(hrm) practices on employee performance (A case of Telekom Malaysia),
International Journal of Accounting & Business Management , 2.2, pp- 29-42, ISSN –
2289-4519
Kartigha G. Karthi R .(2015). Recruitment and Selection Process. International Journal
of Scientific and Research Publications. 5. 4
Khanna P. (2014). Recruitment & Selection. IRACST- International Journal of
Research in Management & Technology (IJRMT).4.3
Other Secondary Sources
Organizational Manuals of Saksham: A Helping Hand Foundation