ICICI Bank is currently India's largest private sector bank by assets and profits. It aims to become one of the top 20 biggest banks in the world. In the short term, it aims to improve asset quality and achieve strong growth while not focusing on market share. Its strategy involves focusing on non-resident Indian banking, geographical expansion, and building a robust investment banking business to achieve its goal of global presence. It will also focus on stronger internal processes, quality sourcing, and developing customer intelligence to improve asset quality. Leveraging technology, increasing rural penetration, and targeting wallet share are other key parts of ICICI Bank's strategy to drive growth.

1. A Marketing Perspective on

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Setup in 1994
Headquartered in Mumbai
Largest Private Sector Bank in India by Assets and Profits
SBI and HDFC 4th PNB
Third most valuable bank in India
1st mover in Internet and Mobile banking space
Ranked 59rd most valuable brand in the world by Millward
Brown Brandz Survey 2012. (Brand Value of $ 14.19
Billion)

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Where does ICICI want to be?
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Mapping the path - Strategy
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Where is ICICI currently?
Measurement of Success

4. Current Headquarters,
ICICI Bank, Mumbai

5. Retail
Business
Personal Banking
Privilege Banking
Wealth Management
Private Banking
Corporate
Business
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Current Account and Services
Business Loans
Trade Services
Advisory Services
Investment
Banking
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M&A Advisory
Global Markets
Commercial Banking
Project Finance

6. STRENGTHS
WEAKNESSES
• Pan India Presence
• Low Rural Presence
• Large customer base
• Rural Model not profitable
• High Brand Recall
• NPA higher than Industry
• Tech Savvy
• Bad Image due to external
• Listed on NYSE
• Complete Array of Products
• Largest Indian Bank abroad
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recovery agents
• Higher exposure to global
crisis

7. Success Probability
1. Within next 3
years, ICICI is
planning to
open 1500
branches.
1.Banking sector 1.Associate with
is expected to
social causes.
grow at 17% in
the next 3 years.
2.Concept of
savings increasing
in rural areas.
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1.Ever changing RBI
Policies.
2.Competition
increasing – Banking
Reforms
3. Global Crisis
4. Other banks have
increased deposit
rates
1. Decentralized
management.
2. In rural areas
micro financing
group holds the
major share.
1.Inability to adopt to 1.No proper services
changing conditions to uneducated
due to large size.
customers.
2.Unsatisfied
customers are
increasing and
shifting.
Seriousness
Attractiveness
1.Dissatsfied
customers of
other banks.
2.Recruits
professionally
guided students.
Occurrence Probability

8. Positive
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Negative

9. Branches
2,620
14,119
Assets (Rs.
Cr.)
PAT (Rs. Cr.)
Market Cap
(Rs. Cr.)
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2,888
4,73,646
3,37,909
13,35,519
1,956
1,417
3,658
1,22,691
1,66,314
1,45,620

10. Proposed Headquarters,
ICICI Bank, Mumbai

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Long Term GOALS
 Become one of the 20 biggest bank in the world (currently not in
top 50)
 Global Presence
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Short Term GOALS
 Improve asset quality
 Strong growth
 Not really concerned with market share
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12. PROPOSED STRATEGY
Ms. Chanda Kochhar,
CEO & MD, ICICI Bank

13. GOALS
ENABLERS
Global Presence
Focus on NRI Banking
Geographical Expansion
Strong Brand Image
Robust IB Business
Asset Quality
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Stronger Internal Processes
Quality Sourcing
Develop Customer Intelligence
Charging Risk Premium
Growth
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Organization Restructuring
Increase Wallet Share
Target Rural Markets
Leveraging Technology

14. Product
Rural & Agri
Products
Price
Charge Risk
Premium
Concentrate on
Fee Products
Non – Income
Based Products
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Increase deposit
rates
Place
Online and
Mobile Banking
Branch
Penetration
Channel
Penetration
Door Step Service

15. Promotion
Rural Seminars /
Nukkad Nataks
Physical
Evidence
People
No Frill Branches
Employ Locals
Make Elders as
Agents of Bank
Customized Cards
Sponsor shows abroad
by Indian Artists
Target Visa Agents as
Channel Partners
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Decongest Branches
Stringent DSA
Norms

16. Process
Develop Scoring System
Automation of Manual Processes
Common Documentation
Customer oriented processes
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17. Leverage Technology
Create Green Channel Customer Base
Apply Customer Intelligence to New
Customers
Continuous Customer Engagement to
generate leads
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18. Shedding its image of a Financial institution
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2003 : Hum Hain Na (Beyond Just banking)
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2005 : Opportunities Unlimited
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2001 : Safer, Simpler, Smarter (making foray into retail)
2008 : Vishwas hai toh sab kuch hai (in the wake of the Financial crisis )

19. Source: Taproot Banking Survey, 2012
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Continue with “Khayal Apka”
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Continue with geographical expansion
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Enhance Trust and Safety positioning by:
 Develop In-house Collection capabilities
 Leverage good financial performance in Marcoms
 Rope in Regional Brand Ambassadors
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21. 
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Brand Development Index Measurement
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Perception Survey
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Customer Satisfaction Index – Continuous Evaluation
Financial Performance and Goal Achievement

22. Q&A