This document is a project report submitted by MD Fahad to Savitribai Phule Pune University in partial fulfillment of the requirements for a Bachelor of Business Administration degree. The project report studies the four-wheeler loan borrowing process at ICICI Bank in Pune. It includes chapters on the introduction, conceptual framework, company profile, literature review, research methodology, data analysis and interpretation, findings, suggestions, and conclusions. The report also includes declarations, acknowledgements, and indexes.

1. A
PROJECT REPORT
ON
A STUDY OF FOUR WHEELERS LOAN BORROWING PROCESS IN ICICI BANK
PUNE
BY
MD FAHAD
UNDER THE GUIDANCE OF
PROF.LAVAKUSH SINGH
SUBMITTED TO
SAVITRIBAI PHULE PUNE UNIVERSITY PUNE
IN PARTIAL FULFILLMENT OF THE REQUIREMENT FOR THE AWARD OF
THE DEGREE OF
BACHELOR OF BUSINESS ADMINISTRATION
FOR THE ACADEMIC YEAR 2021-2022
ABEDA INAMDAR SENIOR COLLEGE OF ARTS, COMMERCE AND SCIENCE.
PUNE-411001

3. DECLARATION
I hereby declare that this project entitled ” A Study Of Four Wheelers Loan Borrowing
Process In Icici Bank Pune’is a bonafide record of the project work carried out by myself
during the academic year 2021-2022.In partical fulfillment of the requirements for the award
of degree of Bachelor of business Administration (BBA) savitribai phule pune university
This work has not been undertaken or submitted elsewhere in connection with any other
academic course.
PLACE:
DATE:

4. ACKNOWLEDGEMENT
“Gratitude is one of the expression which are difficult to express in words”.” Whatever we do
and achieve during the course of our limited is just not done by our efforts but there is always
some amount of contribution by other people associated with it directly or indirectly,
knowingly and unknowingly” I Take this opportunity to thank all those people who
contribute to this project from very beginning till its successful complection . It gives me
immense pleasure to express my deep sense of gratitude with sincere thanks and appearance
to our in change Principal Dr.ShailaBootwala and my project guide Prof.lavkush Singh who
has extended his ful co-operation and kind engorgement to make this project a grand success.
Thankyou

5. INDEX
INDEX
1 INTRODUCTION
2 CONCEPTUAL FRAM WORK
3 COMPANY PROFILE
4 REVIEW OF LITERATURE
5 RESEARCH METHODOLOGY
6 DATA ANALYSIS AND
INTERPRETATION
7 FINDING SUGGESTION AND
CONCLUSIONS
BIBLOGRAPHY
ANNEXURE

6. CHAPTER 1
INTRODUCTION

7. All the banks in India are offering easy four wheeler loan which can be paid in the monthly
interest rate. Most of this Bank have tie UPS with four wheeler showrooms of India and the
buyer can get an immediate loan at the time of purchase instead of going to the bank. ICICI
Bank limited (housing development finance corporation) is an Indian banking and financial
service company headquarters in Mumbai, Maharashtra. It has 90 000 permanent employees
as of 31stMarch 2018 and has a presence in Bahrain, Hong Kong and Dubai. ICICI Bank is
India largest private sector lender by assets. It is the largest bank in India by market
capitalization as of February 2016. It was ranked 69th in 2016 brands top hundred most
valuable global brands. Banking has played a very important role in in economic
development of all the nations of the world In fact, banking is the life blood of modern
commerce. It may truly be said that modern commerce is so dependent upon banking that any
cessation of banking activity, even for a day or two, what completely paralyse the economic
life of the nation. From its original narrow scope and a part of it, banking has developed to
search an exchange that, in countries like England, France and the USA there is hardly a
business in which the assistance of a bank is not sought in one from poor another. An interest
rate is number that describe how much interest will be paid on a loan (or how much you will
earn on interest bearing deposit). Rates are usually quoted as an annual rate, so you can figure
out how much interest will be due on any amount of money. Depending on the situation,
interest can be quoted and calculated in the variety of ways. four wheeler loan finance
individuals to purchase a four wheeler for their personal use with affordable repayment
options. By paying an equated monthly installment, The Monk and the gradually paid off of
over a specified period which makes acquiring a bike lighter on the pockets. So, whether you
are looking to buy that car for your everyday travel for a high end model for flushing it in
front of your friends, whatever uh is your justification of owning a four wheeler, four wheeler
loan is at your disposal. The whole process is easy, hassle free and what' more,
affordable. So, let's delve into the details of all four wheeler loan to equip you with all
the necessary little details so that your whole loan process is smooth and free from any
ambiguity. In today's fast-paced life when everything seems to move with speed,
having a personal vehicle to reach our destination has become a part and parcel of our daily
life. Waiting in a long queue to get on a public bus is both time consuming and hassling,
while hiring a cab for our daily commute is simply an affordable. Though many metropolitan
City boast of local trains for

8. metros, the Sheer volume of commuters thronging these facilities is overwhelming. When if
the daily commute to the office is tolerated throughout the week, weekend getaways and
hangouts with family and required a personal vehicle. four wheelers, or cars as they are
popularly called, are the answer two most individual' convenience ways.
1.1 MEANING
A four - wheeler loan helps you purchase a car of your choice and pay for it in equated
monthly installments (EMIs). fourwheeler loan are available for both salaried and self-
employed individuals. four- wheeler loan always stand out as the most preferred means of
finance for those who are buying a carfor the first time. Some of the feature and benefits of a
fourwheeler loan are. Of finance banks offer financing up to 90% of the vehicle amount as
margin in case of two wheeler loan.
1.2 DEFINITION
Secured four- wheeler loans: secured loan means loan against security. the loan application
has to pledge his property like home, land or any other valuable property against the loan
taken. Your car work charge you a higher rate of interest if your four wheeler loan is
unsecured.
1.3 FEATURES
four- wheeler have a superior resale value against second hand car in the long-term. So once
the loan payment is done the owner can think about the new car by selling it off. As an entry
level vehicle, generally people in India preferred over cars. A considerable populace in India
still cannot afford to buy a vehicle in a single lump sum payment. Hence, the fourwheeler
loan are really helpful in handling the financial burden of buying a vehicle. The rate of
interest is comparatively lower on fourwheeler loans than any other mode of finance
available in the market.

9. CHAPTER -2
CONCEPTUAL FRAME WORK

10. Introduction
Corporate Social Responsibility (CSR) has been a long-standing commitment at ICICI
Bank and forms an integral part of our activities. The Bank’s contribution to social sector
development includes several pioneering interventions, and is implemented through the
involvement of stakeholders within the Bank and the broader community. The Bank
established the ICICI Foundation for Inclusive Growth (ICICI Foundation) in 2008 with a
view to significantly expand the activities in the area of CSR. Over the last few years
ICICI Foundation has developed significant projects in specific areas, and has built
capabilities for direct project implementation as opposed to extending financial support to
other organisations. The objective of the Bank is to pro-actively support meaningful
socio-economic development in India and enable a larger number of people to participate
in and benefit from India’s economic progress. This is based on the belief that growth and
development are effective only when they result in wider access to opportunities and
benefit a broader section of society. The aim is to identify critical areas of development
that require investments and intervention, and which can help to realise India’s potential
for growth and prosperity. The Corporate Social Responsibility Policy (CSR Policy) of
the Bank sets out the framework guiding the Bank’s CSR activities. The Policy also sets
out the rules that need to be adhered to while taking up and implementing CSR activities.
Scope of Corporate Social Responsibility policy The policy would pertain to all activities
undertaken by the Bank towards fulfilling its corporate social responsibility objectives.
The policy would also ensure compliance with section of the Companies Act, 2013
(CA2013/Act) and would include the activities as covered under Schedule VII to the Act
and the Companies (Corporate Social Responsibility Policy) Rules, 2014 and as amended
from time to time. C. Governance structure The Corporate Social Responsibility
Committee (CSR Committee) is the governing body that will articulate the scope of CSR
activities for the Bank and ensure compliance with the CSR Policy. The CSR Committee
would comprise of three or more Directors including at least one independent Director.
The Bank has a CSR Committee which is duly constituted in accordance with the
provisions of the Act with respect to its composition and terms of reference
Operating framework

11. 1. The CSR Committee has duly formulated the CSR policy which has been approved by the
Board as prescribed under CA2013. The CSR plan would operate as prescribed by the CSR
Committee and under its supervision.
2. Activities undertaken by the Bank may include projects being implemented directly by the
Bank as well as contributions to ICICI Foundation and other eligible entities with track
record and standing in line with regulation and as may be decided by the CSR Committee
from time to time
3. The responsibility for implementation of identified activities/ projects shall be as per the
organisational structure approved by the Managing Director & CEO.
4. Funds would be disbursed in accordance with the directions of the CSR Committee.
Monitoring The CSR Committee shall ensure a transparent monitoring mechanism for CSR
activities.
1. The CSR Committee shall review the progress of CSR activities at least twice a year,
including the annual review.
2. The Board of Directors shall review the progress of CSR activities at least annually.
3. The activities of ICICI Foundation for Inclusive Growth (ICICI Foundation) would also
be overseen by the Governing Council of ICICI Foundation.
Disclosure The Bank shall include in its annual report, commencing with the annual report
for the year ending March 31, 2015, the disclosures as prescribed under Companies Act, 2013
and the rules as amended from time to time. The above information shall also be displayed on
the Bank’s website. G. Corporate Social Responsibility Activities The CSR Committee of the
Bank would consider and approve the projects or programmes that the Bank should undertake
as CSR in India. The Bank’s primary focus areas for CSR activities are:
1. Education (Schedule VII (ii) promoting education, including special education and
employment enhancing vocation skills especially among children, women, elderly and the
differently abled and livelihood enhancement projects) 5 Education represents a critical area
of action to realise India’s growth potential as also make it inclusive, by enabling children
from all sections of society to have access to quality basic education that equips them for
taking up higher education or job-oriented skill training. At the same time, India’s institutions

12. of higher learning also require investment in capacity building to support India’s growing and
evolving needs and become global centres of excellence. The Bank, both directly and through
ICICI Foundation, will continue to work with various bodies including state governments and
other not-for-profit organisations to improve the quality of education in government and
municipal schools, which account for the vast majority of schoolgoing children in the
country. ICICI Bank will continue to work with institutes of higher education for focused
capacity-building in specified disciplines, particularly finance & management.
2. Health care (Schedule VII (i) Eradicating hunger, poverty and malnutrition, promoting
preventive healthcare and sanitation and making available safe drinking water; (iii)
Promoting gender equality, empowering women, setting up homes and hostels for women
and orphans, setting up old age homes, day care centres and such other facilities for senior
citizens and measures for reducing inequalities faced by socially and economically backward
groups; (x) Rural development projects) The healthcare challenge in India spans a number of
dimensions, including access to affordable healthcare for the poor; awareness of health issues
& available facilities/ benefits among the less privileged segments of society and specific
vulnerable sections of the population; and child malnutrition, which impairs the capacity of a
child to lead a healthy and productive life. Addressing this challenge is essential to achieve
the objective of inclusive growth. The Bank and ICICI Foundation will continue to focus on
developing innovative models with the potential to scale up and bring about improvements in
the delivery of healthcare to the marginalised segments of society and other appropriate
measures to promote health care.
3. Skill development and sustainable livelihoods (Schedule VII (ii) promoting education,
including special education and employment enhancing vocation skills especially among
children, women, elderly and the differently abled and livelihood enhancement projects; (iii)
Promoting gender equality, empowering women, setting up homes and hostels for women
and orphans, setting up old age homes, day care centres and such other facilities for senior
citizens and measures for reducing inequalities faced by socially and economically backward
groups) Enabling India’s youth to gain skills that can provide employment is key to realising
the potential of India’s demographic dividend and driving inclusive growth. Improving
employability of the youth from lower-income sections of society is hence an important focus
area. The ICICI Academy for Skills has been set up across the country to provide job-
oriented skill training to youth. Several centres have been set up across the country. In this
initiative, ICICI Foundation is also leveraging the skills and training capabilities of large

13. corporates in developing training modules in their respective domains. ICICI Foundation is
also liaising with corporates and businesses to get the trained youth employed, through a job
portal. ICICI Bank will continue to develop the ICICI Rural Self Employment Training
Institutes.
4. Financial inclusion (Schedule VII (iii) Promoting gender equality, empowering women,
setting up homes and hostels for women and orphans, setting up old age homes, day care
centres and such other facilities for senior citizens and measures for reducing inequalities
faced by socially and economically backward groups (x) Rural development projects). The
Bank strongly believes that to improve the overall economic condition of the low-income
population and to empower them with means to overcome adversities or inequalities, access
to financial services is an important factor. The Bank would continue to focus on expanding
its reach and its initiatives in this area include using various channels like branches and
business correspondents, and leveraging technology, to make banking services accessible to
low-income groups and the rural population, including the urban poor and migrant workers.
5. Support employee engagement in CSR activities The Bank supports the involvement of its
employees in CSR activities. The Bank will encourage employees to participate in CSR
activities of the Bank and ICICI Foundation.
6. Capacity building for corporate social responsibility ICICI Foundation will continue to
promote incubation of expertise for implementing corporate social responsibility initiatives. It
will also work towards providing a platform for organisations engaged in social initiatives,
and discussion & thought leadership on critical challenges to inclusive growth. The Bank and
ICICI Foundation will continue to support initiatives that promote individual and corporate
philanthropy.
7. Other areas ICICI Bank will continue to provide support to specific needs such as during
natural disasters, through financial as well as logistical support. The CSR Committee of the
Bank may choose to select areas in addition to those specified above in the course of
fulfilment of the CSR objectives of the Bank as may be decided by the CSR Committee from
time to time.
ICICI Bank established in 1994 by the Industrial Credit and Investment Corporation of India,
an Indian financial institution, as a wholly owned subsidiary. The parent company was
formed in 1955 as a joint-venture of the World Bank, India's public-sector banks and public-

14. sector insurance companies to provide project financing to Indian industry. The bank was
initially known as the Industrial Credit and Investment Corporation of India Bank, before it
changed its name to the abbreviated ICICI Bank. The parent company was later merged into
ICICI Bank. ICICI Bank Limited is an Indian financial services company headquartered in
Mumbai, Maharashtra. It is the second largest bank in India by assets and third largest by
market capitalization. It offers a wide range of banking products and financial services to
corporate and retail customers through a variety of delivery channels and through its
specialized subsidiaries in the areas of investment banking, life and non-life insurance,
venture capital and asset management. The broad objectives of the ICICI are, a) To assist in
the creation, expansion and modernization of private concerns; b) To encourage the
participation of internal and external capital in the private concerns; c) To encourage private
ownership of industrial investment. 54 Resume of the Study Unit Name of the Study Unit :
ICICI BANK LTD. Year of Establishment : 1994 Vision : To be the leading provider of
financial Services in India and enhance positioning among global banks through sustainable
value creation. Mission : To create value for our stakeholder by:
•Providing financial services of first choice for customers by delivering high quality,
worldclass products and services.
• Playing a proactive role in the full realization of India’s potential and contributing
positively in all markets where we operate.
• Maintaining high standards of governance and ethics; and balancing growth, profitability
and risk deliver and sustain healthy returns on capital. Type : Public Industry : Banking,
Financial Services Traded as : BSE : 532 174 NSE : ICICI BANK NYSE : IBN BSE
SENSEX Constituent 55 Head Quarters : Mumbai, Maharashtra, India Area Served : World
Wide The DNA of : Like the human body, organization too has ICICI bank Ltd. DNA which
forms the organizational foundation. It can be summarized.
• Honesty & Integrity
• Customer first (Customer Relationship Management)
• Boundary less Communication

15. • Entrepreneurship mindset of the employee Products : Credit cards, Consumer banking,
corporate banking, finance and insurance, investment banking, mortgage loans, private
banking, wealth management.
Services Offered ICICI bank offers the following types of consumers’ services under four
heads general banking, wholesale banking, retail banking and international banking.
General Banking
• SMS & WAP mobile banking
• Any branch anywhere banking (Core banking,)
• Sunday banking
• Extended hours
• Savings account
• Current account
• Fixed deposit
• ATM cards, Debit cards & Credit cards
• Lockers 60
•Demat account
• Mutual funds
• Loans for Homes renovation, Car and Education
• Loans against residential prosperity, shares and securities, fixed deposit and other term
deposits
• Corporate payroll account
• Business premium current account
• Investment cum insurance plan for retirees

16. • Non-resident services
• Health insurance, General insurance Whole Sale Banking
• Working capital Finance
• Cash management services
• Trade Finance services
• Treasury products
• Structured Finance
E- Banking Services The E-Banking services have provided various services such as,
Corporate net banking, FX online, Online taxes, Internet Banking, Bill Pay, Smart Money
Order, Prepaid Mobile Charge, Trade MIS, Top Online Schemes, Salary Book, Online
Payment, Speed money Transfer, Mobile Banking, Tele Banking etc. Financial Services The
Bank has been engaged in a number of financial services such as, ICICI Lombard General
Insurance, ICICI Securities, ICICI Prudential life Insurance, ICICI Prudential AMC, ICICI
Venture, ICICI Direct, ICICI DISHA Financial Counseling, ICICI Home Finance, ICICI
Erstwhile The Bank of Rajastan. Awards Year Awards 2013 Ms. ChandaKochhar, MD &
CEO, has been ranked as the most powerful business woman in India in the Forbes' list of
'The World's 100 Most Powerful Women 2013' ICICI Bank Limited has been conferred the
Best Remittance Business award at The Asian Banker's International Excellence in Retail
Financial Services 2013 Awards ceremony. ICICI Bank was honored with the Medici
Innovation Hall of Fame Award, instituted by The Medici Institute in collaboration with the
Medici Group, USA. ICICI Bank and its IT partner Fundtech won The Asian Banker
Technology Implementation Award for the Convergence Banking project from Asian Banker.
63 Year Awards MsChandaKochhar received the 'Transformation Leader Award' by NDTV
Profit Business Leadership Awards 2012. For the second consecutive year, Mr. N. S. Kannan,
Executive Director & CFO, received the "Best Performing CFO", in the Banking / Financial
Services category by CNBC - TV 18. For the third year in a row, Ms. ChandaKochhar,
Managing Director & CEO, is in the Power List 2013 of 25 most powerful women in India,
by India Today. Ms. ChandaKochhar is the only Indian to be featured in the Dow Jones list of
Most Influential Female Executives in the World of the last decade. She is ranked 12th in the
global list. For the 4th consecutive year, ICICI Bank won the Celent Model Bank for the next

17. generation technology oriented banking solutions. ICICI Bank was awarded a "Special IT
Innovation Award" by Lenovo - NASSCOM and CNBC-TV18. ICICI Bank was the winner
of "6th Loyalty Awards" for My Savings Rewards by AIMIA (global leader in Loyalty).
ICICI Bank UK PLC's online savings product HiSAVE won the "Highly Commended" (2nd
rank) at the Consumer Moneyfacts Awards. ICICI Bank received the "Gram Samvad",
Service for Low cost/Small budget marketing initiative Award from Rural Marketing
Association of India (RMAI). Ms. ChandaKochhar awarded the Businessperson Of The Year
2012 by Business India. She is the first-woman recipient of this award in 31 years. 64 Year
Awards I/CICI Bank won the Best domestic bank, India by The Asset Triple A Country
Awards. 2012 Airtel, ICICI among 'top 100 global brands' ICICI Bank won the "Best Bond
House (India) 2011", by IFR Asia ICICI Bank awarded the Best Bank (India) by Global
Finance ICICI Bank won the "Century International Quality Era Award" at Geneva ICICI
Bank was awarded the "Best Foreign Exchange Bank (India)" by Finance Asia Country
Awards. ICICI Bank received the "Dataquest Technology Innovation Awards 2012" for Data
center migration by Dataquest. ICICI Bank was conferred the Best Performance Award for
Self Help Group (SHG) Bank Linkage Programme in NABARD's State Level Awards
announced by their Maharashtra Regional Office. The Bank received the first prize for the
year 2010-11 in the Private Sector Bank category and 2nd runner up for the year 2011-12 in
the Commercial Bank category. For the second consecutive year, ICICI Bank won the NPCI's
NFS Operational Excellence Awards in the MNC and Private Sector Banks Category for its
ATM network. Mr. K. V. Kamath was awarded the "Hall Of Fame" by Outlook Money for
his longstanding contribution in the financial services sector. ICICI Bank won the Best Bank
- India Award by The Banker. Ms. ChandaKochhar ranked 18th in the Fortune's list of '2012
Business 65 Year Awards Persons of the Year'. The 50 global leaders are Fortune's annual
ranking of leaders who are "the best in business". Ms. ChandaKochhar tops the list of "50
Most Powerful Women in Business" by Fortune India. ICICI Bank tops the list of "Private
sector and Foreign Banks" by Brand Equity, Most Trusted Brands 2012. It ranks 15th in the
"Top Service 50 Brands". For the third consecutive year, ICICI Bank ranked second in
"India's 50 Biggest Financial Companies" in The BW Real 500 by Businessworld. For the
second year in a row, Ms. ChandaKochhar, Managing Director & CEO was ranked 5th in the
International list of 50 Most Powerful Women In Business by Fortune. ICICI Bank tops the
list of most fans in India and globally ranks fifth amongst financial institutions on Facebook
in the social media engagement study conducted by Ketchum Sampark. ICICI Bank in the
Private Sector Bank category won the Best Technology Bank Of The Year , Best Financial

18. Inclusion Initiative and Best Use Of Technology In Training and e-Learning by Indian Bank's
Association (IBA) Technology Awards. ICICI Bank awarded the Best SME Bank for
Treasury and Working Capital (India) by The Asset Triple A. ICICI Bank received the Best
Trade Finance House and Best Cash Management House by The Corporate Treasurer
Alliance Country Awards. 66 Year Awards 2011 ICICI Bank is the only Indian brand to
figure in the BrandZ Top 100 Most Valuable Global Brands Report, second year in a row
ICICI Bank ranked 5th in the list of "57 Indian Companies", and 288th in World Rankings in
Forbes Global 2000 list. ICICI Bank has won the "Banking Technology Awards 2010" at The
Indian Banks Association in the following categories For the second year in a row, ICICI
Bank was ranked 70th in the Brandirectory league tables of the worlds most valuable brands
by, The BrandFinance® Banking 500 ICICI Bank was ranked 1st in the Banking and Finance
category and 9th in the "2010 Best Companies To Work For" by Business Today ICICI Bank
UK, HiSAVE product range has been awarded the Consumer Moneyfacts Awards 2011 for
the 'Best Online Savings Provider' For the second consecutive year, ICICI Bank was ranked
second in the "India's 50 Biggest Financial Companies", in The BW REAL 500 by Business
World ICICI Bank was one of the winners of the Global Awards for Enterprise & IT
Architecture Excellence. ICICI Bank bagged the award in the ‘Business Intelligence and
Analytics' category. The Brand Trust Report ranks ICICI among the top 4 most trusted
financial institutions. ICICI Bank awarded "House Of The Year (India)", by Asia Risk
magazine, for the eighth time in a row since 2004 67 Year Awards ICICI Bank awarded the
most Tech-friendly Bank award by Business World ICICI Bank received the Best Trade
Finance Bank in India by The Asset Triple A Award, Hong Kong ICICI Bank is the first and
the only Indian brand to be ranked as the 45th most valuable global brand by BrandZ Top
100 Global Brands Report 2009 ICICI Bank bags the "Best bank in SME financing (Private
Sector)" at the Dun & Bradstreet Banking awards 2007 ICICI Bank has been conferred the
Euromoney Award 2007 for the Best Bank in the Asia-Pacific Region ICICI Bank wins the
Excellence in Remittance

19. CHAPTER.3
BANK PROFILE

20. ICICI Bank Limited
ICICI Bank Headquarter in BandraKurla Complex, Mumbai
Type Private
Traded as BSE: 532174
NSE: ICICIBANK
NYSE: IBN
BSE SENSEX Constituent
CNX Nifty Constituent
ISIN INE090A01021
Industry Banking, Financial services
Founded 5 January 1994; 26 years ago
Headquarters ICICI Bank Towers, Bandra Kurla
complex, Mumbai, India[1]
Area served Worldwide

21. Key people Girish Chandra Chaturvedi
(Chairman)[2]
Sandeep Bakhshi
(MD & CEO)
Products Retail banking, corporate banking, investment
banking, mortgage loans, private banking, wealth
management, credit cards, finance and insurance
Revenue ₹67,803 crore (US$9.5 billion) (2019)[3]
Operating income ₹20,711 crore (US$2.9 billion) (2019)[4]
Net income ₹6,709 crore (US$940 million) (2019)[4]
Total assets ₹1,007,068 crore (US$140 billion) (2019)[4]
Number of
employees
84,922 (2019)[3]
Website www.icicibank.com
History[edit]
ICICI Bank was established by the Industrial Credit and Investment Corporation of India
(ICICI), an Indian financial institution, as a wholly-owned subsidiary in 1994. The parent
company was formed in 1955 as a joint-venture of the World Bank, India's public-sector
banks and public-sector insurance companies to provide project financing to Indian
industry.[10][11]
The bank was founded as the Industrial Credit and Investment Corporation of
India Bank, before it changed its name to the abbreviated ICICI Bank. The parent company
was later merged with the bank.
ICICI Bank launched internet banking operations in 1998.[12]

22. In the 1990s, ICICI transformed its business from a development financial institution offering
only project finance to a diversified
financial services group, offering a wide variety of products and services, both directly and
through a number of subsidiaries and affiliates like ICICI Bank. In 1999, ICICI become the
first Indian company and the first bank or a financial institution from non-Japan Asia to be
listed on the NYSE.[15]
In October 2001, the Boards of Directors of ICICI and ICICI Bank approved the merger of
ICICI and two of its wholly owned retail finance subsidiaries, ICICI Personal Financial
Services Limited and ICICI Capital Services Limited, with ICICI Bank. The merger was
approved by shareholders of ICICI and ICICI Bank in January 2002, by the High Court of
Gujarat at Ahmedabad in March 2002 and by the High Court of Judicature at Mumbai and
the Reserve Bank of India in April 2002.[16]
In 2008, following the 2008 financial crisis, customers rushed to ICICI ATMs and branches in
some locations due to rumors of an adverse financial position of ICICI Bank. The Reserve
Bank of India issued a clarification on the financial strength of ICICI Bank to dispel the rumo

23. CHAPTER.4
REVEIVE OF LITERATURE

24. 1. A number of studies have been conducted in India and abroad on various aspects of
banking especially retail banking. Some worthwhile studies relating to the present
topic are reviewed here.
2. Birla Institute of Scientific Research (1981) in its study makes a comparative
assessment of the performance of public sector banks and major private sector banks
since nationalisation. They find that the performance of public sector banks is not
satisfactory in rural development activities when compared to the private sector
banks.
3. Jain, Pinson and Malhotra (1987) in their study “Customer loyalty as a construct in
the marketing of bank services” feel that customer loyalty is a very useful construct.
Their contention is that the human aspect of banking should be given utmost
importance by the loyal segment for the marketing of bank services
4. R Jayakumar (1993) in his study of “Performance of private sector banks in Kerala”
makes a comparative examination of performance of public sector banks and private
sector banks in Kerala. He finds that in Kerala private sector banks perform better
than their public sector counterparts.
5. Delvin James (1995) makes a case study of the retail banking services in UK using
First Direct, a subsidiary of Midland Bank. He concludes that banks can increase their
market share through proper communication and prompt delivery of their products.
6. Govindarajalu (1996) in his article “Satisfaction and dissatisfaction with bank
services” views that the Indian banks have lost the quality of customer service. The
dissatisfaction of customers with bank services is an important issue to be considered
by banks and policy makers for the development of banking sector.
7. Sarkar and Das (1997)make a comparison of the performance of the three bank
sectors - public, private and foreign - for the year 1995-1996. These banks are
compared in terms of profitability, productivity and financial management. They find
that the public sector banks are very poor in performance on the basis of these
variables than the other two sectors.
8. D Mishra (1997) makes a study on the performance of commercial banks in India
choosing relevant parameters like quality of service, risk management, profitability
etc. His conclusion is that the banks should try to increase quality, balance risk

25. management, and optimise profitability in order to survive and succeed. He identifies
four challenges for the bank namely competition, credit, customer and control.
9. Gaganjot Singh (1998) in his study “New innovations in banking industry – a study
of new private sector banks” views that the new private sector banks in India are
using better technology and are offering better services to the customers. The new
private banks have emerged as a model to the banking industry in terms of service
levels, ambience, technology etc. As the public sector banks have already established
a huge customer base, they become complacent and are slow to become customer
friendly. They are also less innovative in the use of technology-assisted customer
service. Because of their huge customer base they feel that they can withstand
competitions from new generation banks.
10. N. S. Varghese (2000) is of the opinion that new generation private sector banks with
their latest technology are able to implement e-banking and are highly preferred by
investors in the stock market. He also points out that prominent new generation
private sector banks like HDFC and ICICI have entered into internet banking through
which greater convenience is offered with lower transaction cost.
11. The study carried out by P Verma (2000) is in tune with the findings of Varghese.
Analysing the impact of information technology on new generation banks Verma
feels that new generation banks are far ahead of traditional public sector banks. He
finds that information technology is posing a threat to the public sector banks. He
observes that the business per employee of major public sector banks in India is a
mere fraction of the business per employee of new generation banks. So the public
sector banks have to improve their productivity and efficiency to compete with the
new generation banks which are fully computerized.
12. But Eapen Varghese (2001) finds no such difference between the services rendered by
public sector and private sector banks.
13. Mini Joseph’s (2001) view is that new generation banks have created a spirit of
competition in the banking industry by fully utilizing the facilities and amenities
available from technology and computerization, and by accepting customer
satisfaction as the core aspect. For preventing the erosion in the market share of old
private sector banks and public sector banks, they are also providing quality service
now in a competitive spirit.
14. Anantha Swamy (2001) makes an appraisal of the performance of different bank
groups in India in the backdrop of competition, deregulation and changes in the field

26. of banking. He classifies banks into public sector, old private sector, new 20 private
sector and foreign banks. His focus has been on profitability, NPA, contingent
liabilities, spread etc. for the last five years and arrives at the conclusion that the new
private sector banks are performing better than the banks in other sectors.
15. Jamal and Naser (2002) makes a study on “The factors influencing customer
satisfaction in the retail banking sector of Abu Dhabi”. He collected the necessary
data using structured questionnaire. Customer response to questionnaire shows that
the customer expectations from the bank and service quality provided by the banks
are the major determinants of customer satisfaction. Their investigation on factors
influencing customer satisfaction in the Pakistan retail banking sector15 also reveals
that service quality is the important determinant of customer satisfaction.
16. P. D. Jeromi (2002) who studied “The trends and issues of bank credit in Kerala”
finds that the absolute rate of growth of credit is reasonably good. But in relation to
deposits, per capita credit, credit per account, disbursement by all India Financial
Institutions the level of credit is lower. He also observes that more attention should be
given to mobilization of deposits than to expansion of credit.
17. Pushpangadharan’s (2002) study on “The quality of customer service in public sector
banks” also shows that public sector banks lag behind private sector banks in
customer service. The parameters he used in the study are facilities and amenities,
speed in completing transactions and providing deposit related and credit related
services. The customers of public sector banks are not much satisfied with branch
managers’ and employees’ attitudes. The public sector banks are very poor in respect
of customer feedback system and redress of grievances.
18. Bharathi Pathak (2003) makes a study of “The financial operations of new
generation private sector banks in India”. Five banks (Indusind bank, Centurion bank,
HDFC bank, ICICI bank and UTI bank) are taken up for financial analysis for a
period of five years from 1996-97 to 2000-01. Their financial performance is studied
under four different parameters – financial, operating, profitability and productivity.
His conclusion is that the working of all banks is satisfactory but HDFC bank comes
at the top closely followed by ICICI bank.
19. Bikram De (2003) makes a study on the effects of ownership on bank performance.
He compared old private sector banks and new generation banks in terms of
profitability, efficiency, liquidity etc.

27. 20. Gilotra (2003), in his study on retail lending, views that the success of retail lending
of a bank depends on factors like marketing efficiency, proper appraisal and follow-
up. He also finds that HDFC has become very excellent in housing finance solely due
to the long term strategies adopted by them.
21. R.Kumar (2003) in his study “Retail banking growth drivers and analysis of
associated risks” views that banks should review the retail loan portfolio at periodical
intervals in a structured manner for identifying the risks and upgrading the strategies
for the reduction of risk. V.S. Murthy (2003)22 in his study views that in India the
banking industry has very high competition particularly in the retail sector. In this
competition only the fittest will survive. It is expected that the banks are well
equipped to succeed in the retail journey.
22. Qamar (2003) has done a comparative study on the “Profitability and resource use
efficiency in scheduled commercial banks in India”. He finds that efficiency of new
private banks and foreign banks is better though marginally than the old private sector
banks and public sector banks.
23. Velayudham (2003) in his article “Banking for corporate new directions” reminds
banks to ensure that for a balanced asset portfolio retail banking has to go along with
wholesale banking. Besides, for better management of customer’s needs and
consultative selling of products, commercial banks should have customer relationship
management department.
24. Filomina’s (2004) survey on expectations of customer from retail banks shows that
none of the banks are able to meet the diverse needs of customers. As a result the
customers are not so loyal to a particular bank and go for multiple banking.
Customers are aware of the variety of products and services that are available in the
banking sector and demand them from their banks. The aggressive banking of new
generation banks make customers dislike them.
25. Groeneveld and Wagemakers (2004) in their article “Retail banking strategies in
Europe” analyse retail banking strategy with special emphasis on retail banking in the
broadest sense of the word. He finds that many banks rediscovered retail banking after
the collapse of investment and corporate banking activities and the fall in the stock
prices in the last few years. The retail banking strategies in general and the strategic
positioning of Rabobank group in particular are described in the study.
26. Gurumurthy (2004) has made an analysis of income, expenditure, operating profit and
NPA of public sector banks, foreign banks, old private sector banks and new private

28. sector banks. He contends that the reforms in banking sector positively influence the
financial health of the banks. He observes that the financial performances of the banks
are improving as a result of the prudential norms of RBI and other committees.
Besides, these reforms have helped to increase competition in the banking industry.
27. Subrat Mohapatra (2004) in his article states that the non-food credit of the banks has
increased several times. Banks have to increase the lending even though the interest
rates are decreasing due to the of bulk deposits received by them. Retail credit and
SME advances are the growth areas of banks.
28. Velouston and Cleopatra (2004) in their study have analysed the relative role of
certain drivers of bank loyalty. Their study shows the links between image, perceived
quality satisfaction, commitment and loyalty in Greek retail banking. The result of the
study is that the image has a positive impact on perceived quality and satisfaction.
The key factor that leads to loyalty is the personalisation in providing services to
customers which help to increase customer satisfaction.
29. Yeole (2004) in her article “Problems of NPA” deals with the NPA problems of
commercial banks. She feels that the public sector banks are facing the NPA problem
more often than the private and foreign banks. The NPA of public sector banks is
growing due to external and internal factors and affects the profitability and liquidity
of the banks adversely
30. Zhou’s (2004) study is on “The dimensions of customer satisfaction in the Chinese
retail banking”. The factors contributing to customer satisfaction are determined using
the model of SERVPERF. Her study points that empathy or responsiveness of the
employees, reliability or assurance from the bank and tangibility of services are the
important factors affecting customer satisfaction.
31. Bhayani (2005) conducted a study among 200 customers on the retail banking
awareness of private banks, nationalized and co-operative banks in the Rajkot city of
Gujarat. The conclusion she arrives at is because of the low literacy among the
customers, they are not aware of technology assisted banking services. So the banks
should try to create awareness among customers on technology and technology driven
products for better retail banking operations.
32. Chakraborty (2005) in the article, “Customer relationship management, a new mantra
in Indian banking” views that CRM has an important role for banks in the marketing
of products and services in an era of technology. By practicing CRM, the customer
base and customer loyalty in banks can be increased.

29. 33. Gopalakrishnan (2005) in his study identifies four main causes of NPA. In his opinion
the main causes are wilful default, funds diversion, deficiency in credit appraisal
standards and lack of follow-up and supervision. Besides these, absence of market
intelligence, lack of staff to supervise the advances and shortage of credit information
among banks also cause
34. NPA. S. Joy (2005) in his study “Performance evaluation of private sector scheduled
banks in Kerala” suggests that private sector banks in Kerala are far below the other
banks in performance but above other banks in growth proportions.
35. Ramola (2005) in his article states that Indian banking industry can reach international
level only through the growth of retail banking. For the growth of retail banking,
innovative products which satisfy the needs of the individuals are required. Such
products can be developed through market research. Besides, new regulations are
required to reduce NPA in retail sector.
36. Rudra Sen Sarma (2005) makes a study on “The cost and profit efficiency of Indian
banks during 1986-2003”. During this period the cost efficiency of the banks
improved but the profit efficiency decreased. Compared to foreign banks, domestic
banks are found to be more efficient in terms of cost and profit.
37. Sudhir (2005) in his study “Retail banking – a paradigm shift” points out that the
potentials of retail banking in rural and semi urban areas remain untapped. The
potential customers in the rural and semi urban areas provide opportunities for the
growth of retail banking in future.
38. Ndubisi and Wah (2005) studied on the “Factors affecting customer satisfaction in the
Malaysian retail banking”. They made a field survey using structured questionnaire
among the bank customers in Malaysia. Using the method of factor analysis they
identified five important factors of customer satisfaction. are They are
communication, competence, trust, conflict handling and relationship quality.
39. Amit and Anwarin (2006) view that most of the Indian banks are providing retail
banking services like phone banking, internet banking, multi-city cheque facility, any
branch banking and bill pay services. Along with this technology based services,
banks are concentrating on business intelligence for providing better customer
services.
40. Arun Kumar (2006) in his study entitled “Retail banking-its socioeconomic impact”
argues that retail banking has failed to improve the socioeconomic conditions of retail
loan customers.

30. 41. Deepal Singh (2006) who made a study on “Consumer behavior and banking of retail
products” argues that borrower’s attitude is the most important factor which
determines the success of housing loan scheme
42. Dharmendra Singh and Garima Kohli (2006) are of the opinion that the new
generation banks in India are different from the traditional banks. They are the
pioneers in the use of technology, utilization of manpower with professional
management and implementing corporate governance. The traditional banks follow
the technology adoption of these banks to retain customers.
43. Laxman (2006) in his article “Retail banking, small and beautiful dimensions”
identifies the convenience of the customers, excellence in processing and cost
effectiveness as prime factors determining the success of retail banking
44. Nair (2006) opines that Indian banks should innovate and grow for facing the new
situations of technological developments in the banking sector. Modern customers are
not satisfied with traditional banking and traditional banking products and services.
45. Focus of Neetu Prakash’s (2006) comprehensive study on “Growth of retail banking
in India” is growth pattern of retail banking in India. Her argument is that even though
the growth of Retail banking in India is very small compared to world standards, the
growth and development of retail banking is an important milestone in the Indian
banking sector development. She also finds that the performance of private sector
banks is better than that of their public sector counterparts in the growth of retail
banking.
46. Pikkarainen, Pikkarainen, Karjaluoto, and Pahnila (2006) studied the “Factors
affecting online banking customer satisfaction in the Finnish retail banking”.
Convenience sampling was adopted and data was collected with a structured
questionnaire. The outcome of their research is that website content, ease of use of the
websites and accuracy are the important factors of customer satisfaction.
47. Rajesh Chakrabarti (2006) observes that the over emphasis on competition and
profitability has driven away the socialistic approach of public sector banks followed
for decades. Yet he concludes that the emergence of new generation banks and
foreign banks has promoted the use of technology and professionalism in banking
sector.
48. Shyamala (2006) in her study “Retail banking –opportunities and challenges” has
identified certain opportunities and challenges of retail banking in India. In her
opinion, the growing youth population, technological developments like ATM, credit

31. card, internet banking etc are the major opportunities and challenges in Indian retail
banking.
49. Uppal (2006) in his study the “Survival of public sector banks in the post LPG era”
studied the profitability of SBI and its associates, nationalised banks, new private
sector banks and foreign banks in the post-reforms era. He finds that there is a
significant difference in the profitability of major bank groups. Foreign banks have
the highest profitability. It is also found that the lower profitability of public sector
banks is due to the negative effects of burd.

32. CHAPTER.5
RESEARCH METHODOLOGY

33. 5.1.OBJECTIVES OF RESEARCH
1.) To study the applications of Banking.
2.) To know the satisfaction level of the customers from the banking with particular sector
i.e. whether private or public.
3.) To know the reason why people are using banking.
4.) To know factors affecting the banking decision of customers.
5.) To know the satisfaction level of the employees from the banking with particular sector
i.e. whether private or public.
6.) To study the recent changes made in public sector banks due to competition arising
thereof.
5.2.RESEARCH DESIGN
Research design is mainly of two types:
1.Exploratory Research
2.Descriptive Research
1) Exploratory: - Research is usually done to gain insight into the problem. This is generally
conducted for a problem, which the researcher knows nothing.
2) Descriptive Research: - Research helps in determining the frequency with which
something occurs or relationship between two variables of trend of consumption of a project
of such characteristics as age, sex, geographic location etc. Descriptive research is generally
guided by one or more specific hypothesis.
5.3.COLLECTION OF DATA
The data can be collected from primary and secondary sources. The basic premises of my
study is primary data .Convenient sample that was representative of the target market was
chosen, the respondents were contacted personally and the instrument used for collecting data
is questionnaire. Statistical Data can be classified into two categories
1) Primary Sources
2) Secondary Sources Primary Data Primary data is collected by using the questionnaire
method . Secondary Data The Main sources of Secondary data are combination of
information from the internet, research journals and books of the related topic.

34. 5.4ANALYSIS AND INTERPRETATION OF DATA
The analysis and interpretation of data is done using charts and graphs tool of MS-
Excel.Hypothesis testing is done using chi square test.
5.5SCOPE OF STUDY
The scope of this study is that it will help the futher researchers to gain an insight into the
customers minds that what are their perception about public and private sector banks and how
it affects the banking sector.And secondly about the employees satisfaction in public sector
banks.The study has been done in Shahabad.The sample size is 200 for customers and 50 for
employees.
SIGNIFICANCE OF STUDY
The study will help to find out reasons which lead to preference of public and private banks
by customers.The study will help to find out by which facilities banks attract the customers.
The study will also help to find out what is mindset of the customers about banks…when they
are given two broad dimensions: Public and Private banks.And Secondly the study will also
tell that how the employees feel working in public sector banks.
5.6.RESEARCH METHODOLOGY
Research Methodology is a way to solve the research problem systematically. It involves the
various step to find out the solution of an identified problem. It also clarities the logic behind
the study of the problem, when we talk about research methodology we not only talk of the
research method but also consider the logic behind the method we use in the context of our
research study and explain why we are using a particular method or techniques and why we
are not using other so the result are capable of being evaluated.
5.7.RESEARCH DESIGN.
A descriptive study tries to discover answers to the questions who.what, when, where and
sometimes how.the researcher attempts to describe or define a subject, often by creating a
profile of a group of problem. People or events. Such studies may involve the collection of
data and the creation of a distribution of the number of times the researcher observer a single
event or characteristic ( the researcher variable), or they may involve relating the interaction

35. of two or more variables. Organisations that maintain databases of ther employees, cutomers,
and suppliers already have significant data to conduct descriptive studies using internal
information. Yet may firms that have such data files do not mine them regularly for the
decision-making insight they might provide.this descriptive study is popular in business
research because of its versatility across disciplines. in for-profit. Not for-profit and
government organisations. Descriptive investigations have a broad appeal to the
administrator and policy analyst for planning, monitoring,and evaluating. In this context, how
questions address issues such as quantity. Cost efficiency effectiveness and adequacy.
Discriptive studies may or may not have the potential for drawing power full interenees.
A descriptive study,however, does not explain why an event has occurred or why the
variables interact the way they do.
5.7.SAMPLE METHOD .
Convenience sampling method is used for the survey of this project.it is a non-probability
sample. This is the least reliable design but normally the cheapest and easiest to conduct. In
this method researcher have the freedom to choose whomever they find,thus the name
convenience, example includes informal pools of friends and neighbors or people responding
to a newspaper limitation for readers to satate their position on same pubilc issue.
5.8.SAMPLE SIZE .
Sample size denotes the number of elements selected for the study. For the present study 50
respondents selected at random. All the 50 respondents were the customer of different
branches of ICICI BANK.
5.9.SAMPALING METHOD.
Sample is a representative part of the population. In sampaling technique, information is
collected only from a representative part of the universe and the conclusion are drawn on that
basis for the entire universe .
5.10.TYPES OF DATA.

36. Every decision poses unique needs for information and relavant strategies can be developed
based on the information gathered through research.Research is the systematic objective and
exhaustive search for and study of facts relavant to the problem,
Research design means framework of the study lands to the collection an analysis of data . it
is a conceptual structure with in which research is conducted. It facilitates smooth sailing of
various research operations to make the research as effective as possible.
a)PRIMARY DATA.
Primary data are those connected by the investigator him self for the first time and thus they
are original character, they are collected for a particulae purpose. A well structure red
questionnaire was personally administrated to the selected the sample to collect the primary
data.
b) SECONDARY DATA.
Secondary data are those,which have alredy been collected by some other person for their
purpose and publicaed. Secondary data are usally in the shape of fineshed product.

37. CHAPTER -6
DATA ANALYSIS
AND
INTERPRETATION

38. Table No.1
Interpretation No.1
INTERPRETATION: from the above graph it is clear that majority of the respondants are
part of the ICICI BANK 1-4 years i.e 36%; 30% respondants are part of the ICICI BANK
fron 4-7 years; 26% respondant fron less than a year and remaining 8% respondant are part
of the ICICI BANK form more than 7 years.
LESS THEN A
YEAR
1-4 YEAR 4-7 YEAR MORE THEN 7
YEARS
NO. OF RESPONDENTS
NO. OF RESPONDENTS
NO OF YEARS NO OF RESPONDENTS
Less than a year 13
1-4 years 18
4-7 years 15
More than 7 years 4

39. NO. OF RESPONDENTS
Strongly agree 23
Agree 17
Neither agree nor disagree 7
Disagree 2
Strongly disagree 1
Table No.2
Interpretation No.2
INTERPRETATION: from the above graph it is clear that majority of the respondents get
timely and quick services by the ICICI bank i.e.46%: 34% of the respondents seem to be just
satisfied: 14% respondents are neither happy and problem and remaining 6% respondents are
dissatisfied with respect to get late service from the ICICI bank.
NO. OF RESPONDENTS
STRONGLY
AGREE
NEITHER AGREE NOR DISAGREE
DSAGREE
STRONGLY DISAGREE

40. No.of Respondents
Strongly agree 0
Agree 1
Neither agree nor disagree 5
Disagree 19
Strongly disagree 25
Table No.3
Interpretation No.3
INTERPRETATION: From the above graph it is clear that 3/4th
of the respondents doesn’t
face any problem in the process of opening the new account; 10% respondent are neither
happy nor have any problem and remaining 2% respondent are dissatisfied with the
procedure of opening the new account in the ICICI bank.
0
5
10
15
20
25
STRONGLY
AGREE
AGREE NEITHER
AGREE NOR
DISAGREE
DISAGREE STRONGLY
DISAGREE
NO. OF RESPONDENT
Series 1

41. Strengths in the SWOT analysis of ICICI Bank
• ICICI is the second largest bank in terms of total assets and market share
• Total assets of ICICI is Rs. 4062.34 Billion and recorded a maximum profit after tax of
Rs. 51.51 billion and located in 19 countries
• One of the major strength of ICICI bank according to financial analysts is its strong
and transparent balance sheet
• ICICI bank has first mover advantage in many of the banking and financial services.
ICICI bank is the first bank in India to introduce complete mobile banking solutions
and jewelry card
• The bank has PAN India presence of around 2,567 branches and 8003 ATM’s
• ICICI bank is the first bank in India to attach life style benefits to banking services for
exclusive purchases and tie-ups with best brands in the industry such as Nakshatra,
Asmi, D’damasetc
• ICICI bank has the longest working hours and additional services offering at ATM’s
which attracts customers
• Marketing and advertising strategies of ICICI have good reach compared to other
banks in India

42. Weaknesses in the SWOT analysis of ICICI Bank
• Customer support of ICICI section is not performing well in terms of resolving
complaints
• There are lot of consumer complaints filed against ICICI
• The ICICI bank has the most stringent policies in terms of recovering the debts and
loans, and credit payments. They employ third party agency to handle recovery
management
• There are also complaints of customer assault and abuse while recovering and the
credit payment reminders are sent even before the deadlines which annoys the
customers
• The bank service charges are comparatively higher
• The employees of ICICI are bank in maximum stress because of the aggressive
policies of the management to win ahead in the race. This may result in less
productivity in future years
Opportunities in the SWOT analysis of ICICI Bank
• Banking sector is expected to grow at a rate of 17% in the next three years
• The concept of saving in banks and investing in financial products is increasing in
rural areas as more than 62% percentage of India’s population is still in rural areas.
• As per 2010 data in TOI, the total number b-schools in India are more than 1500. This
can ensure regular supply of trained human power in financial products and banking
services
• Within next four years ICICI bank is planning to open 1500 new branches

43. • Small and non performing banks can be acquired by ICICI because of its financial
strength
• ICICI bank is expected to have 20% credit growth in the coming years.
• ICICI bank has the minimum amount of non performing assets
Threats in the SWOT analysis of ICICI Bank
• RBI allowed foreign banks to invest up to 74% in Indian banking
• Government sector banks are in urge of modernizing the capacities to ensure the
customers switching to new age banks are minimized
• is the major competitor for ICICI, and other upcoming banks like AXIS, HSBC impose
a major threat
• In rural areas the micro financing groups hold a major share
• Though customer acquisition is high on one side, the unsatisfied customers are
increasing and make them to switch to other banks

44. CHAPTER.7
FINDING SUGGESTIONS
AND
CONCLUSION

45. On the basis of data analysis the findings are following:
Part I: For Bankers
1. Majority of bankers are of the opinion that business environment is highly
competitive.
2. Nearly half of the bankers say the competition is faced from public, private,
cooperative and foreign banks.
3. Majority of bankers find very difficult to survive, grow, stabilize and excel in
banking business.
4. For doing banking business effectively the strategies adopted are use of
advance technology, changes in working process and improving bank
performance.
5. Out of resources used in banking business the manpower is most important and
money is ranked second.
6. Nearly three-fourth of banks agreed that the major advantages of higher
performance to banks are quality and quantity improvement, high productivity,
employees’ satisfaction and higher profitability.
7. More than half of bankers said that management of banks is highly interested
to manage performance of employees consistently.
8. More than half of bankers said that the major functions performed by
performance management are setting goals and performance standards,
communication, coaching feedback, performance appraisal and development
planning for future.
7.1 FINDINGS
In this source of the present study two hypotheses
(i) Null hypotheses

46. (ii) Alternative hypotheses have been taken and they have been tested with
the help of 'F' test.
(iii) A null hypothesis is taken that the variance appeared is not significant
while alternative hypothesis is also taken that the variance appeared is
significant.
(iv) In null hypothesis that there is no significant difference in the perception
of private sector bank regarding importance of various ratios of capital
adequacy under CAMEL Model stands accepted regarding ratios, such as
capital adequacy ratio and advances to total assets ratio, but it stands
rejected for ratios like debt-equity ratio and general securities to total
investment ratio.
(v) In null hypothesis that there is no significant difference in the perception of
ICICI bank regarding importance of various ratios of management
efficiency under CAMEL Model stands accepted except business per
employee.
(vi) There is no significant difference in the perception of public and private
sector bankers regarding importance of various ratios of earning quality
under CAMEL Model stands accepted in ratios, such as operating profits
to average working funds and interest income to total income ratio.
(vii) However, it stands rejected for ratios like spread, net profit to average
assets and non-interest income to total income ratio.
(viii) In null hypothesis that there is no significant difference in the perception
of public sector and private bankers regarding importance of various ratios
of liquidity under CAMEL Model,
(ix) It stands accepted in all other ratios except liquid assets to total assets and
liquid assets to demand deposits. ICICI BANK LTD has its registered
office at Vadodara located in Gujarat State.
(x) The bank is India‟s premier financial institution and having good brand
image among the public. It is also known as an INDIAN MNC BANK. It
occupies an important role in the economy.
(xi) The bank initially worked as development financial institution and later
on, it was 223 modified as private financial institution.
(xii) The bank is very popular in the minds of 100 crores plus population.
Generally, non- professionals are also interested to know about the

47. performance of a popular bank. In this paper, an attempt is made for a deep
analysis about the business efficiency of the competitive banks.
(xiii) The financial numerical data procured from their audit reports. The data
published in audit reports have been taken as a secondary data.
(xiv) The financial numerical information has been converted from
thousand/millions into crores for better understanding of the analysis.
(xv) All the necessary and important data have been taken for analysis
purpose; their auditors have certified the financial numerical information
about ICICI bank.
(xvi) The table reveals about basic data regarding total income, total
expenditure, assets, deposits, advances and earnings per share.
(xvii) The total income in the year 2006-07 was found `28, 923 crores and
increased to `39, 599 crores to the next year 2007-08.
(xviii) Then there is a slope on total banking.  Capital Adequacy: The Capital
Adequacy ratios were calculated in order to find the extent of relationship
among this ratio. From the correlation Matrix given below which seems
that advances to asset has low positive correlation with Capital Adequacy
ratio(r=0.136) and the highest correlation is between Capital Adequacy
ratio and Debt equity ratio which is having negative relationship (r=-
0.913) very high correlation where found between Government securities
to assets, Capital Adequacy ratio and Debt equity ratio.
(xix) This correlation vary between -0.801 to -0.913. Good positive correlation
is found between Government securities to assets, Government securities
to investment and Debt equity ratios.
(xx) These ratios show a good positive relationship among themselves. An
advance to asset ratio was found to have low to moderate correlation, with
all other Capital Adequacy ratios.  Assets Quality: Asset Quality was
calculated in order to find the extent of relationship among this ratio.
(xxi) From the correlation Matrix given below which seems that Return on
Investment has low positive correlation with PSA to Advances (r=0.344)
and the highest correlation is between Return on Advances and Return on
Investment which is having positive relationship (r=0.851) very high
correlation were found between Return on Advances, PSA to Advances
and Return on Investment.

48. (xxii) These correlations vary between 0.629 to 0.851. Good positive correlation
is found between NPA to Advances, PSA to Advances and Non-Interest
Income to Assets.
(xxiii) These ratios show a good positive relationship among themselves. A
Return on Advances ratio was found to have low to moderate correlation
with all other Asset Quality Management Efficiency: Management
Quality was calculated in order to find the extent of relationship among
this ratio.
(xxiv) From the correlation Matrix given below which says that Intermediation
Cost Ratio has low positive correlation with Business per branch (r=0.123)
and the highest correlation is between Profit per Employee and Business
per Employee which is having a positive relationship (r=0.820) very high
correlation were found between Profit per Employee, Return on Networth
and Business per Employee.
(xxv) These correlations vary between from 0.666 to 0.820. Good positive
correlation found between Intermediation Cost Ratio, Return on Net worth
and Intermediation Cost Ratio.
(xxvi) These ratios show a good positive relationship among themselves. A
Profit per Employee ratio was found to have low to moderate correlation
with all other Management Quality. Earning Quality: Earning Quality
was calculated in order to find the extent of relationship among this ratio.
(xxvii) From the correlation Matrix given below which says that Return on assets
has low positive correlation with Interest income to total income (r=.026)
and the highest correlation is between Spread to working funds and
Interest income to total income which is having a positive relationship
(r=0. 917) very high correlation were found between Burden to working
funds, Operating profit to total assets and Interest income to total income.
(xxviii)These correlations vary between 0.562 to 0.917. Good positive correlation
is found between Spread to working funds, operating profit to total assets
and Interest income to total income.
(xxix) These ratios show a good positive relationship among themselves. A
Profit per Employee Spread to working funds ratio was found to have low
to moderate correlation with all other Earnings Quality.  Liquidity: The

49. Liquidity was calculated in order to find the extent of relationship among
this ratio.
(xxx) From the correlation Matrix given below it states that Term Deposits to
assets has low positive correlation with Cash Deposit ratio (r=0.272) and
the highest correlation is between Approved. Sec to assets and Cash
Deposit ratio which is having positive relationship (r=0.923) very high
correlation were found between App. Sec to assets, Term Deposits to
assets and Cash Deposit ratio. These correlations vary between 0.529 to
0.923.
(xxxi) A Good negative correlation found between Term Deposits to assets,
Provision and Contingencies to assets and Liquid assets to assets. These
ratios show a good positive relationship among themselves. Approved. Sec
to assets ratio was found to have low to moderate correlation with all other
Liquidity.
7.2 SUGGESTIONS
Pertaining to findings the following suggestions are given:
1. Need to timely strategies: The present business environment of banking is
highly volatile and uncertain. It is highly competitive and every bank is finding
difficult to serve grow, stabilize and excel in banking business. Further, for better
performance management must keep an eye on the emerging trends in business
environment. The proper and timely strategies must be adopted to improve
efficiency of the whole organization.
2. Adopt effective working strategy: Competition is faced from public, private,
foreign and cooperative banks. They have adopted the strategy for effective
workings making use of advance technology and changes in working procedure.
No doubt, performance has been improved, but manpower is not maintained and
utilized properly. For improvement in human resources, special focus should be
given on selection, training, motivating career opportunities for employees etc.
3. Proper utilization of Manpower: Human resource is considered as the most
important resource but today dealing efforts are not found for improvement of

50. competencies and motivation of employees. It is suggested that in this direction
strong steps have to be taken.
4. Providing performance feedback: Performance is one of the management
functions are available on papers but actually these functions are not performed or
performed partially. The effectiveness of performance management is below
expectation. Performance management functions should be assigned to a separate
cell Head by HR so that effectiveness of it would improve. The awareness
regarding this should be created further through discussions, circulars and lectures
by experts.
5. Avoiding unequal performance standards: Performance appraisal, planning and
methods used are rightly available on papers. Regular appraisals are not carried
out. The improper appraisal is creating problems for further actions. HR
Department should look into these matters and take the help of experts and
implement the performance appraisal strongly. A lot of irregularities can be
overcome.
6. Customer satisfaction: Transactions and other banking formalities rob the
precious time of customers. More time on waiting is involved. Especially
management of bank should focus on prompt response and reduce the waiting
time of a customers, when it happens, he feels at ease and happy. The
management should carry out a study the work measurement to cut down
unwanted activities and time taken for performing banking jobs. The reduction in
cost time and efforts should be their objectives.
7. Employees’ Motivation: Attention paid to customers and interest taken in jobs
by employee is of average level. Management should focus to motivate employees
to take more interest in jobs and proper attention to be given to customers while
dealing particularly in public and cooperative banks. For creating goodwill in the
minds of customers, employees of banks have to play an important role. The focus
of management should be there on employees‟ selection, training, motivation,
appraisal and career opportunities.
8. Developing a positive attitude: Motivation, behaviour, willingness to shoulder
responsibility, convincing customers, initiative to solve problems and satisfaction

51. are the required qualities for achieving the positive development. A big gap is
found between employee and management should gear up and specially
cooperative and public banks to plan and act smart to improve these categories.
9. Goal orientation: Employees are the most important resource of any bank.
They contribute more in achieving higher profitability, business, competitive
advantage and goodwill of the banks. Management should treat them as business
partners. The mindset of past is not going to work out in present scenario. They
should be discussed, consulted, motivated and participate to accomplish tasks and
meet performance standards.
10. Future Forecast: The impact of employees is very good on performance,
profitability, progress and goodwill of banks. In future it can be improved more,
because there is a scope for further improvement. With higher productivity and
performance of employees the future of banks is going to be bright definitely.

52. 7.3 CONCLUSION
Economic development of any country is mainly influenced by the growth of the
banking industry of that country. Today, modern banks are very useful for the
utilization of the resources of the country. Banks play very important role in the
economic life of the nation. The health of the economy is closely related to the
soundness of its banking system. Although banks create no new wealth but their
borrowing, lending and related activities facilitate the process of production,
distribution, exchange and consumption of wealth. In this way they become very
effective partners in the process of economic development. The banks are
mobilizing the savings of the people for the investment purposes. When the
savings are encouraged and saving rate increases. If there would be no banks then
a great portion of a capital of the country would remain idle. At present the Indian
financial system consists of public, private, cooperative, development and foreign
banks. Reserve Bank of India is the central controlling authority of all banks in
India. The current study has been conducted to examine the economic
sustainability of ICICI bank in India using CAMEL model during the period
2002-11. The main objectives of this research study is to understand the concept
of performance management, appraisal, productivity, employees‟ behaviour,
strategy for improving the productivity and performance, impacts on banking
performance and profitability. Further to find out the practices adopted,
difficulties faced in implementation of performance management functions,
productivity measurement and suggest ways for further improvement in
performance and productivity of bank employees. Management should ensure that
important matters having significant bearing on the proper functioning and
working of the banks such as mobilization of deposits targets, advance specially
priority sector advance, liquid assets, investment, over dues and recoveries etc. It
should be reviewed periodically in order to achieve better functioning. The banks
should effectively made use the information and computer technology for giving a
better service to the customers and to face the threats, pressures and competition
of the foreign banks. The grievances of the customers should be solved as early as
possible.

53. BIBLOGRAPHY
WWW.ICICIBANK.COM
WWW.ECONOMICAL.COM
WWW.SHODHGANGA.COM
WWW.WIKIPEDIA.COM
WWW.ICICI.ORG.IN

54. ANNEXURE

55. Category Documents Required
KYC Address proof, ID proof, age proof, and photographs
Bank Statements Signature Verification
Income Proof Form 16 or latest salary slip
Other Documentation Proof of employment stability
.