This document provides an overview of retail banking in India, with a focus on Indian Overseas Bank (IOB). It discusses the drivers of retail banking growth in India, the nationalization of banks, IOB's profile and branches, and research conducted on customer satisfaction with IOB's retail banking services. A survey of 50 IOB customers in Patna found high satisfaction with branch timing, ambience, and employee cooperation but less satisfaction with e-products and some issues with complaint resolution. Suggestions include improving technology offerings and expanding the ATM network to better serve customers.

1. RETAILBANKING
…..WITH RESPECT TO INDIAN OVERSEAS BANK,
RAPID RETAIL CENTER, (REGIONAL OFFICE), PATNA
PRESENTEDBY:PRESENTEDTO:
MADHUSUDANNARAYANPROF.(DR.)GAUTAMBANDHOPADHAYA
ROLLNO:13/MBA/75DEPARTMENTOFMANAGEMENTSTUDIES
NATIONALINSTITUTEOFTECHNOLOGY
DURGAPUR

2. RETAIL BANKING : AN INTRODUCTION RETAIL BANKING REFERS TO BANKING IN WHICH BANKING INSTITUTION EXECUTE TRANSACTIONS DIRECTLY WITH CONSUMERS, RATHER THAN CORPORATIONS OR OTHER BANKS. SERVICES OFFERED INCLUDE: SAVINGS ACCOUNTS, MORTGAGES, PERSONAL LOANS, DEBIT CARDS, CREDITCARDS AND SO FORTH OR ITIS A TYPICAL MASS-MARKET BANKING WHERE INDIVIDUAL CUSTOMERS USE LOCALBRANCHES OF LARGER COMMERCIAL BANKS. DRIVERS OF RETAIL GROWTH: GROWING DISPOSABLE INCOMESINCREASING LITERACY LEVELS YOUNGEST POPULATION IN THE WORLDDESIRE TO IMPROVE LIFESTYLESBANKS VYING FOR HIGHER MARKET SHAREHIGHER ADAPTABILITY TO TECHNOLOGYGROWING CONSUMERISMCHANGING MINDSETS-WILLINGNESS TO BORROW/LEND

3. INDUSTRY PROFILE: INDIAN BANKING SECTOR
•THE INDIAN BANKING SECTOR IS QUITE DIFFERENT FROM THE BANKING SYSTEM IN THE REST OF ASIA, BECAUSE OF THE DISTINCTIVE GEOGRAPHIC, SOCIAL AND ECONOMICCHARACTERISTICS OF THE COUNTRY. INDIA IS THE SECOND MOST POPULATED NATION IN THE WORLD; IT HAS MARKED ECONOMIC DISPARITIES AND HIGH LEVELS OF ILLITERACY.
•THE COUNTRY FOLLOWED A SOCIALIST APPROACH FOR WELL OVER 4 DECADES AFTER INDEPENDENCE TILL THE GOVERNMENT INITIATED THE ECONOMIC REFORMS THROUGH THE POLICY OF LIBERALIZATION. THE BANKING STRUCTURE IN INDIA IS THEREFORE AREFLECTION OF THE COUNTRIES SOCIALISTIC SET UP. IT HAD TO MEET THE GOALS SET BY THE FIVE YEAR PLANS, ESPECIALLY WITH REGARD TO EQUITABLE DISTRIBUTION OF WEALTH, BALANCED REGIONAL ECONOMIC GROWTH AND REMOVING PRIVATE SECTOR MONOPOLIES IN TRADE AND INDUSTRY.
•THE GOVERNMENT NATIONALIZED THE BANKS IN 2 DIFFERENT PHASES (1969 AND 1980). ON JULY 19, 1969, 14 MAJOR BANKS OF THE COUNTRY WERE NATIONALIZED AND ON15TH APRIL 1980, SIX MORE COMMERCIAL PRIVATE SECTOR BANKS WERE TAKEN OVER BY THE GOVERNMENT. AS A CONSEQUENCE THE BANKING SYSTEM IN INDIA CONCENTRATED ON THE DOMESTIC SECTOR; VERY FEW BANKS IN INDIA HAD A PRESENCE INTERNATIONALLY. THE NATIONALIZED BANKS HAD A SOCIAL OBLIGATION OF TAKING THE BANKING SECTOR TO THE PEOPLE BY EXPANDING THE BRANCHES AND BY GETTING MORE PEOPLE TO OPEN AN ACCOUNT.

4. COMPANY PROFILE
Type
Public Sector Bank
Traded as
BSE:53238NSE:IOB
Industry
Banking,Financial services
Founded
10thFeb 1937
Headquarters
Chennai,India
Number of locations
3,388 branches (2014) and 2,795 ATMs (2014)
Key people
M.Narendra(Chairman &MD)
A.D.M Chavali(Executive Director)
AtulAggrawal(ExcutiveDirector)
Product
Term Deposit, Retail ,MSME, Agriculture Loan
Services
Finance and insurance
Consumer Banking,Corporate Banking
TotalIncome
6,47,593 (March 2014) In Lakhs
Operating Profit
1,19,909 (March 2014) In Lakhs
Net Profit
26,833 (March 2014) In Lakhs
Website
www.iob.in

5. RESEARCH METHODOLOGYSTATEMENT OF THE PROBLEM
ASTHEREAREIMMENSEOPPORTUNITIESOFTHERETAILBANKINGININDIA.THISDISSERTATIONISONTHEISSUESANDCHALLENGESINTHERETAILBANKINGBECAUSEOFTHECOMPETITIONOFTHEVARIOUSBANKSANDTHECUSTOMERSATISFACTIONOFTHESERVICESWHICHTHEBANKSAREPROVIDINGANDATTHESAMETIMETOSOLVETHECOMPLAINTSOFTHECUSTOMERANDMAINTAININGTHESOUNDRELATIONSHIPFORTHEFUTUREANDBYTHISWAYTOESTIMATETHEFUTUREGROWTHOFTHERETAILBANKING.

6. OBJECTIVE OF THE STUDY
TOSTUDYTHEISSUESANDCHALLENGESINRETAILBANKING.
TOSTUDYTHERECENTTRENDSINRETAILBANKING.
TOENSUREHIGHSATISFACTIONLEVELANDREDUCE
PERCENTAGEOFCOMPLAINTSOFCUSTOMERSINRETAIL
BANKING.
TOESTIMATETHEFUTUREGROWTHOFRETAILBANKING.
TOSUGGESTSTRATEGIESFORIMPROVEMENTINCUSTOMER
SERVICE.

7. METHODOLOGY
•DATACOLLECTION
DATAWASCOLLECTEDFROMTWOSOURCES-PRIMARYANDSECONDARYSOURCES.
•PRIMARYDATACOLLECTION-THEPRIMARYDATAWASCOLLECTEDBYMEANSOFSURVEY.ITWASCOLLECTEDFROMDIFFERENTCUSTOMERSTHROUGHQUESTIONNAIRE.
•SECONDARYDATACOLLECTION-THISDATAWASCOLLECTEDFROMINTERNET,COMPANY’SWEBSITES,BOOKS&MAGAZINES.

8. SAMPLESIZE
SAMPLESIZEWASRESTRICTEDTO50RESPONDENTS,SINCEITWASNOTPOSSIBLETOCOVERTHEWHOLEUNIVERSEINTHEAVAILABLETIMEPERIOD(RESTRICTEDBYBANKOFFICIALSALSO).
SAMPLINGMETHOD
FORTHISRESEARCHNON-PROBABILITYCONVENIENCESAMPLINGHASBEENUSEDBECAUSETIMELIMITFORTHECOMPLETIONOFTHEWORKISLIMITEDANDALSOMANAGERSANDEMPLOYEESWERENOTAVAILABLEALLTHETIME.
•AREAOFSTUDY–PATNA,BIHAR
•DURATION-2MONTHS(13THMAY2014–16THJULY2014)

9. RESEARCH DESIGN
RESEARCHDESIGNISSIMPLYTHEFRAMEWORKORPLANFORASTUDY,USEDASAGUIDEINCOLLECTINGANDANALYZINGDATA.THEREARETHREETYPESOFRESEARCHDESIGN:-
•EXPLORATORYRESEARCHDESIGN
•DESCRIPTIVERESEARCHDESIGN
•CASUALRESEARCHDESIGN
FORTHESTUDY,EXPLORATORYRESEARCHDESIGNWASUNDERTAKENTOCLASSIFYTHEINVESTORSONTHEIRRISKANDRETURNPROFILE.

10. PLAN OF ANALYSIS
THEDATAOBTAINEDFROMTHESTRUCTUREDQUESTIONNAIRE’SAREINTERPRETEDANDRECORDED.THETABLE,PIECHART,ANDFACTORANALYSIS,CORRELATION(SPSS)WERECONSTRUCTEDUSINGDATAFROMTHEQUESTIONNAIRE.WHICHWASTHENUSEDFORANALYZINGTHEACQUIREDDATA.

11. LIMITATIONS
DESIGNINGOWNANDNEWFINANCIALPRODUCTSAREVERYCOSTLYANDTIMECONSUMINGFORTHEBANK.
CUSTOMERSNOW-A-DAYSPREFERNETBANKINGTOBRANCHBANKING.THEBANKSTHATARESLOWININTRODUCINGTECHNOLOGY-BASEDPRODUCTS,AREFINDINGITDIFFICULTTORETAINTHECUSTOMERSWHOWISHTOOPTFORNETBANKING.
CUSTOMERSAREATTRACTEDTOWARDSOTHERFINANCIALPRODUCTSLIKEMUTUALFUNDSETC.
LONGTERMLOANSLIKEHOUSINGLOANDUETOITSLONGREPAYMENTTERMINTHEABSENCEOFPROPERFOLLOW-UP,CANBECOMENPAS.
THOUGHBANKSAREINVESTINGHEAVILYINTECHNOLOGY,THEYARENOTABLETOEXPLOITTHESAMETOTHEFULLEXTENT.
•THE VOLUME OF AMOUNT BORROWED BY A SINGLE CUSTOMER IS VERY LOW AS COMPARED TO WHOLESALE BANKING. THIS DOES NOT ALLOW BANKS TO EXPLOIT THE ADVANTAGE OF EARNING HUGE PROFITS FROM SINGLE CUSTOMER AS IN CASE OF WHOLESALE BANKING.

12. DATA ANALYSIS AND INTERPRETATIONFACTOR ANALYSIS

13. FACTOR ANALYSIS : COMMUNALITIES

15. FACTOR ANALYSIS

16. FACTOR ANALYSIS

17. FACTOR ANALYSIS : COMPONENT MATRIX

18. FACTOR ANALYSIS : ROTATED COMPONENT MATRIX

19. FACTOR ANALYSIS : FINAL
•CUSTOMER SATISFACTION
WAITING TIME, CUSTOMER FEEDBACK, CRM, PROCESSING PROCEDURE, BRANCH HELPFULNESS, EMPLOYEE CO- OPERATION, TAT
•ESSENTIAL SERVICE:
ERROR FREE TRANSACTION, E PRODUCT
•BRANCH:
BRANCH TIMING, AMBIENCE LAYOUT
•MOST IMPORTANT
CUSTOMER FEEDBACK, EMPLOYEE CO- OPERATION, BRANCH TIMING
•IMPORTANT TO CERTAIN EXTENT
CRM, PROCESSING PROCEDURE, TAT, ERROR FREE TRANS, E PRODUCT

20. CORRELATIONS

21. SUMMARY OF FINDINGS
•44% OF THE RESPONDENT ARE AVAILING IOB SERVICE ON FRIENDS/ RELATIVE RECOMMENDATIONS. IT SHOWS IOB CUSTOMERS ARE ITS BRAND AMBASSADORS.
•94% OF CUSTOMERS ARE HAPPY WITH BRACH TIMING AND THEY BELIEVE ITIS VERY GOOD.
•98% OF RESPONDENTS LIKE THE BRACH AMBIENCE & LAYOUT AND FIND IT FRIENDLY.
•THERE IS TREMENDOUS CHANGE IN BANK SEGMENTATION, AS PER BANK OFFICIALS IOB IS HAVING AROUND 45%-50% OF ITS CUSTOMERS ABOVE THE AGE OF 60. BUT IN SURVEY 94% OF THE RESPONDENT WERE BELOW 45 YEARS.
•94% OF RESPONDENTS RESPONDED THAT BRANCH PERSONNEL HAD BEEN VERYHELPFUL AND COURTEOUS
•86% OF THE CUSTOMERS ARE HAPPY WITH THE MINIMAL TIME AT TELLER COUNTER.
•94% OF THE CUSTOMERS ARE HAPPY WITH SMOOTH AND ERROR FREE TRANSACTIONS
•42% OF THE CUSTOMERS ARE UNHAPPY WITH THE IOB’S E-PRODUCT.

22. CONTINUED….
•98% OF THE RESPONDENT ARE IN FAVOUR THAT IOB TAKEN NECESSARY ACTION ON THEIR FEEDBACK.
•88% OF THE RESPONDENT ARE HAPPY WITH GOOD CUSTOMER RELATION AND QUICK SERVICES
•96% OF THE RESPONDENT ARE HAPPY PROCESSING PROCEDURE WHILE AVAILING DIFFERENT SERVICES PROVIDED BY IOB.
•98 % OF THE RESPONDENT FEELS SATISFIED COOPERATION OF THE BANK EMPLOYEES IN PROCESSING AND HELPING THEM IN DOCUMENTATION, SERVICES AND PROBLEM FACED BY THEM IN BANKING ISSUE.
•84% OF RESPONDENT ARE HAPPY WITH TURN AROUND TIME (TAT).
•36% AND 50% OF THE RESPONDENT WERE OVER SATISFIED AND SATISFIED RESPECTIVELY WITH OVERALL LEVEL OF SATISFACTION.

23. SUGGESTIONS
THEBRANCHPERSONNELSHOULDLISTENTOCUSTOMERPATIENTLYANDSHOULDBEABLETORESPONDTOTHEIRQUERIESANDCLARIFICATIONSBECAUSESOMECUSTOMERARENEWTOSOMEOFTHEBANKSERVICESANDUNTILANDUNLESSTHEYWILLCOMETOKNOWABOUTTHOSESERVICESTHEYWILLBENOTBESATISFIED.
ASNOTMANYRESPONDENTSSAIDTHATBRANCHPERSONNELAREHELPFULANDCOURTEOUS,SOIWILLSUGGESTTHATBANKPERSONNELSHOULDBEHELPFUL&COURTEOUSTOWARDSMAXIMUMNUMBEROFCUSTOMERS.
THEEMPLOYEESCANDOMOREMARKETINGACTIVITIESTOIMPROVETHEIRPRESENCEINTHEMINDSOFTHEIRPOTENTIALTARGETMARKET.ASWESEETHATMEDIACOVERAGEOFIOBISNOTSOSTRONG,HENCEFORTHEMAXIMUMMARKETCOVERAGEANDTOATTRACTNEWCUSTOMERTHEYSHOULDGOFORMASSMEDIACOVERAGELIKETV,RADIOETC
42%OFTHERESPONDENTAREUNHAPPYWITHE-PRODUCTSSOBANKPERSONNELSHOULDIMPROVETHISISSUEBECAUSECUSTOMERISASOURCETHROUGHWHICHBUSINESSCANBEINCREASEANDSATISFYCUSTOMERSISASOURCETOCREATEMORECUSTOMERS.

24. SUGGESTIONS ……..
•BANK SHOULD INTRODUCE/ OPEN NEW ATMS ESPECIALLY IN BIHAR BECAUSETHERE IS MUCH SCARCITY OF IOB-ATMS.
•24% OF THE RESPONDENT WERE NOT FULLY SATISFIED WITH BRANCH PERSONNEL COOPERATION IN SORTING OUT PROBLEMS FACED IN BANKING ISSUE, IOB SHOULD WORK ON THIS BECAUSE CRM IS THE MAJOR ASPECT OF ANY BUSINESS.
•AS WE SEEN PERCENTAGE OF NON-PERFORMING LOAN IS INCREASING YEAR BY YEAR THAT MEANS THEIR CURRENT STRATEGY REGARDING RECOVERY OF LOAN IS NOT WORKING APPROPRIATELY. TO RECOVER THE NON-PERFORMING ASSETS THE CURRENT STRATEGY NEED TO BE EXECUTED AND MONITORED PROPERLY.
•SINCE DAY BY DAY THE REQUIREMENTS AND DEMANDS OF PUBLIC IS INCREASING SO IT IS QUITE HARD TO PROVIDE FULL RANGE SERVICES. SO, IT IS REQUIRED TOPUT MORE ATTENTION TOWARD THE EXPANSION OF BRANCH NETWORK AS WELL AS ATM OUTLETS
•INFORMATION IN THE BANK STATEMENT SHOULD BE MORE CLEAR, EASY TO UNDERSTAND AND ADEQUATE.

25. SUGGESTIONS……
•ALONG WITH CUSTOMER SATISFACTION EMPLOYEE’S PARTICIPATION MUST BE KEPT ACTIVE BY APPRAISING THEIR SALARY AS WELL AS THEIR WORK.
•FREQUENTLY CUSTOMERS MUST BE KEPT DELIGHTED BY PROVIDING THEM REGARDS AND BY MAINTAINING CUSTOMER RELATIONSHIP SO THAT THEIR INTEREST CAN BE KEPT MAINTAINED.
•THE INDIAN OVERSEAS BANK SHOULD FOCUS ON BUSINESS AND SERVICE PORTFOLIO FOR A REPUTATION OF BEING NICHE PLAYERS IN THE INDUSTRY.
•THE BANK SHOULD CONCENTRATE ON FEW RELIABLE HIGH NET WORTH COMPANIES AND INDIVIDUALS RATHER THAN CATER TO THE MASS MARKET.
•AS 10% CUSTOMER RESPONSE IS NOT GOOD FOR THE CLARIFICATION OF THE QUERIES RESPONSE TOWARDS THEM SO BANK PERSONNEL SHOULD IMPROVE THIS ISSUE BECAUSE CUSTOMER IS A SOURCE THROUGH WHICH BUSINESS CAN BE INCREASE AND SATISFY CUSTOMERS IS A SOURCE TO CREATE MORE CUSTOMERS.

26. SUGGESTIONS…..
•THERE SHOULD BE INCREASE IN THE NUMBER OF EVENTS ORGANIZE BY BANK BECAUSE IT IS A OPPORTUNITY FOR THE BANK TO INTRODUCE NEW PRODUCTS AND SERVICES AND AT THE SAME TIME IT IS A OPEN OPPORTUNITY FOR THE CUSTOMER TO COME FORWARD AND SUGGEST ITS VIEWS WHICH MIGHT PROVE TO ADD THE VALUES FOR THE BANK BECAUSE 10% CUSTOMER STILL NOT HAVE A GOOD RESPONSE.
•AS IT IS ONLY 04% RESPONDENT SAID THAT SOMETIME THERE WAS A ERROR IN THE TRANSACTION HAPPENED SO TO AVOID THESE KINDS OF ERRORS SHOULD BEAVOIDED BECAUSE IT IS UNNECESSARILY RESULTS IN WASTAGE OF TIME FOR BOTH STAFF MEMBERS AND SERVICE RENDERED.
•COMMUNICATION WITH THE CUSTOMER SHOULD BE IMPROVED AND INCREASEDSO THAT BANK CAN EASILY RESPONSE TOWARDS THEM AND IN RESULT THE CUSTOMERWOULD BE SATISFY AND NO QUESTION THAT THEY WILL RECOMMEND THE INDIAN OVERSEAS BANK TO THEIR FRIENDS AND RELATIVES BECAUSE ONLY 2% OF CUSTOMER ARE NOT RESPONDING .

27. SWOT ANALYSIS
•STRENGTHS:
•IOB IS ONE OF THE LARGEST PUBLIC SECTOR BANKS OPERATING IN INDIA. IT HAS AN EXTENSIVE DISTRIBUTION NETWORK COMPRISING OF 3376 BRANCHES IN PAN INDIA AND 7 BRANCHES IN ABROAD.
•BEST CUSTOMER RELATIONSHIP MANAGEMENT.
•CUSTOMERS OF IOB ARE IOB MARKETERS.
•QUICK DISBURSEMENT OF LOANS.
•THE BANK HAS A STRONG RETAIL DEPOSITORY BASE & HAS GOOD NUMBER OF CUSTOMER.
•BANK BOASTS OF STRONG BRAND EQUITY.
•THE BANK HAS A NEAR COMPETITIVE EDGE IN AREA OF OPERATIONS.
•IT HAS A HIGHLY AUTOMATED ENVIRONMENT IN TERMS OF INFORMATION TECHNOLOGY & COMMUNICATION SYSTEM.
•AWARDS
•BEST PUBLIC SECTOR BANKER AWARD.
•BEST INDIAN BANKER AWARD.
•SME AWARD.

28. SkochAward for Financial Inclusion. Best in rural OutreachBest CSR Practise from IPE BFSI AwardIt has many innovative products like Little Star Account, NRI services, VardhanDeposit for Senior Citizens.
WEAKNESS:
•SOMETIMES ACCOUNT OPENING AND DELIVERY OF CHEQUE BOOK TAKE COMPARATIVELY MORE TIME.
•TECHNOLOGY NEED TO BE UPGRADED ESPECIALLY SOFTWARES.
•LOW RETENTION RATE
•OCCASIONALLY LINK FAILURE.
•LACK OF ATMS IN BIHAR.

29. OPPORTUNITY:
•BRANCH EXPANSION.
•DOOR STEP SERVICES.
•A STRONG CORPORATE IDENTITY CAN BE ACHIEVED THROUGH BRANDING (PUBLIC AWARENESS)
•IOB SHOULD FOCUS ON TO INCREASE TIE UP WITH PRIVATE ORGANISATIONS, COLLEGES AND UNIVERSITIES.
•INFRASTRUCTURE IMPROVEMENTS & BETTER SYSTEMS FOR TRADING & SETTLEMENT IN THE GOVERNMENT SECURITIES & FOREIGN EXCHANGE MARKETS.
•IOB SHOULD OPEN MORE BRANCH IN RURAL AREAS TO TARGET MORE RURAL PUBLIC.

30. THREATS:
•POTENTIAL ENTRANT (UPCOMING BANKS).
•SIMILAR PRODUCTS WHICH ARE OFFERED BY OTHER BANKS.
•SLOW ECONOMY GROWTH RATE.

31. CONCLUSIONS –FUTURE GROWTH
THEPROJECTAIMSTOSTUDYTHERETAILBANKINGOPERATIONSOFINDIANOVERSEASBANK. THESTUDYWASVERYFRUITFUL,ITPRODUCESTHEDESIREDRESULTS,HELPEDMETOUNDERSTANDTHECONCEPTOFRETAILBANKING.THESTUDYALSOHELPSINWHATARETHECUSTOMEROPINIONSTOWARDSOPERATIONSOFBANK&IT’SVARIOUSPRODUCTANDSERVICES.
ANYSERIOUSDISCUSSIONOFTHEFUTUREOFTHERETAILBANKINGINDUSTRYEVENTUALLYRAISESABASICQUESTION:WILLFUTURECUSTOMERSSTILLNEEDRETAILBANKS?THEANSWER, ITTURNSOUT,DEPENDSONBANKSTHEMSELVES.WITHTECHNOLOGYANDNONBANKBUSINESSESPROVIDINGNEWOPTIONSFORSAFEGUARDINGANDMANAGINGTHEIRFINANCES, CUSTOMERSWILLCONTINUETODEPENDONBANKSONLYASLONGASBANKSCANPROVIDESERVICEANDVALUETHATCANNOTBEFOUNDANYWHEREELSE.
PENETRATIONCONTINUESTOBESIGNIFICANTLYLOWCOMPAREDTOGLOBALBENCHMARKS.

32. CONCLUSIONS –FUTURE GROWTH
•SHAREOFRETAILCREDITEXPECTEDTOGROWFROM22%TO36%
•RETAILCREDITEXPECTEDTOGROWTORS.2575,000CRSBY2015ATANANNUALGROWTHRATEOF25%
•DRAMATICCHANGESEXPECTEDINTHECREDITPORTFOLIOOFBANKSINTHENEXT5YEARS
•HOUSINGWILLCONTINUETOBETHEBIGGESTGROWTHSEGMENT,FOLLOWEDBYAUTOLOANS
•BANKSNEEDTOEXPANDANDDIVERSIFYBYFOCUSSINGONNONURBANSEGMENTASWELL
ASVARIEDINCOMEANDDEMOGRAPHICGROUPS
•RURALAREASOFFERTREMENDOUSPOTENTIALTOOWHICHNEEDSTOBEEXPLOITED
•IOBHASAGREATOPPORTUNITYTOINCREASETHEIRMARKETPOTENTIALINTHEPRESENTMARKETSITUATION.

33. CONCLUSIONS –FUTURE GROWTH (STRATEGIES)
SUPERIORCREDITPOLICY,PROCEDURESANDSKILLS
SUSTAINING CUSTOMER LOYALTY
NPA REDUCTION & FRAUD PREVENTION
AVOIDING DEBT TRAP FOR CUSTOMERS
BRINGING RURAL MASSES INTO MAINSTREAM BANKING
REACHINGTOMASSES:NEEDTOCUSTOMIZE
CUSTOMERSEGMENTATION/DIFFERENTIATION
DATAMINING/CRMBASEDCAMPAIGNS
REACHINGTOMASSES:NEEDTOCUSTOMIZE
CUSTOMERSEGMENTATION/DIFFERENTIATION
DATAMINING/CRMBASEDCAMPAIGNS
GROWTHROUGHALLIANCES:HOSPITALITY,EDUCATION,RETAILERS,AUTOMOBILES,CONSUMERDURABLES,HOUSING/CONSTRUCTION

34. ….CONTINUE
THENEEDTOBECOMEHIGHLYCUSTOMERFOCUSEDHASFORCEDTHESLOW-MOVINGPUBLICSECTORBANKSTOADOPTAFASTTRACKAPPROACH.THEUNLEASHINGOFPRODUCTSANDSERVICESTHROUGHTHENETHASGALVANIZEDPLAYERSATALLLEVELSOFTHEBANKINGANDFINANCIALINSTITUTIONSMARKETGRIDTOLOOKANEWATTHEIREXISTINGPORTFOLIOOFFERING. CONSERVATIVEBANKINGPRACTICESALLOWED.
INDIANBANKSTOBEINSULATEDPARTIALLYFROMTHEASIANCURRENCYCRISIS.INDIANBANKSARENOWQUOTINGATHIGHERVALUATIONWHENCOMPAREDTOBANKSINOTHERASIANCOUNTRIES(VIZ.HONGKONG,SINGAPORE,PHILIPPINESETC.)THATHAVEMAJORPROBLEMSLINKEDTOHUGENONPERFORMINGASSETS(NPAS)ANDPAYMENTDEFAULTS.
CO-OPERATIVEBANKSARENIMBLEFOOTEDINAPPROACHANDARMEDWITHEFFICIENTBRANCHNETWORKSFOCUSPRIMARILYONTHEHIGHREVENUENICHERETAILSEGMENTS.
THEINDIANBANKINGHASFINALLYWORKEDUPTOTHECOMPETITIVEDYNAMICSOFTHENEWINDIANMARKETANDISADDRESSINGTHERELEVANTISSUESTOTAKEONTHEMULTIFARIOUSCHALLENGESOFGLOBALIZATION.BANKSTHATEMPLOYITSOLUTIONSAREPERCEIVEDTOBEFUTURISTICANDPROACTIVEPLAYERSCAPABLEOFMEETINGTHEMULTIFARIOUSREQUIREMENTSOFTHELARGECUSTOMER’SBASE

35. LEARNING EXPERIENCE
THEDISSERTATIONISTODEFINETHERETAILBANKINGANDREGARDINGTHEGENERALSERVICESOFBANK.
THESTUDYWASVERYFRUITFUL,ITYIELDTHEDESIRERESULT,HELPEDMETOUNDERSTANDTHEBANKINGSERVICESBETTER.THESTUDYALSOYIELDSWHATARETHEFACTORSTHATBANKINGISLOOKINGFORWARDFORTHECUSTOMER.
THEINDIANBANKINGHASCOMEFROMALONGWAYFROMBEINGASLEEPYBUSINESSINSTITUTIONTOAHIGHLYPROACTIVEANDDYNAMICENTITY.THISTRANSFORMATIONHASBEENLARGELYBROUGHTABOUTBYTHELARGEDOSEOFLIBERALIZATIONANDECONOMICREFORMSTHATALLOWEDBANKSTOEXPLORENEWBUSINESSOPPORTUNITIESRATHERTHANGENERATINGREVENUESFROMCONVENTIONALSTREAMS(I.E.BORROWINGANDLENDING).

36. ….CONTINUE
UNDERTHEAMBITOFTHENATIONALIZEDBANKSCOMETHESPECIALIZEDBANKINGINSTITUTIONS.THEBANKGIVESGREATIMPORTANCETOWARDSCUSTOMERSATISFACTION. THESENIORSTAFFSWITHTHEIRBUSYSCHEDULETRYTOADVICETHECUSTOMERHOWTOINVESTINBETTERWAY.THEEMPLOYEESINTHEBANKAREWELLBEHAVEDANDGIVEAGREATDEALOFSATISFACTIONTOSEETHEMHOWTHEYAPPROACHTHEIRCUSTOMERS.
THEBANKPLAYSANIMPORTANTROLENOTONLYTOFULFILTHEIRDUTIESTOWARDSCUSTOMERBUTALSOTOUNDERSTANDTHEMBETTERREGARDINGWHATTHEYWANTANDHOWTOMAXIMIZETHERETURNONTHEINVESTMENT.
THEBANKHASSETUPSEPARATEDEPARTMENTTOIMPARTTRAININGPROGRAMFORTHEEMPLOYEES.THEBIGGESTACHIEVEMENTISTHEIMPLEMENTATIONOFCOREBANKINGSOLUTION.

37. MADHUSUDANNARAYAN (13/MBA/75)