Copy of Hdfc Project

7/27/2019 Copy of Hdfc Project

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A project report on

FINANCIAL INCLUSION

In

Submitted to Submitted by:

BHUWAN GUPTA GULJAR SINGH

AIET College, Alwar


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DECLARATION

I am GULJAR SINGH , a student of ALWAR INSTITUTE OF

ENGINEERING & TECHNOLOGY MA, !"t# Semeste$% #e$e'

de()a$e t#at t#e *$o+e(t entt)ed -FINANCIAL INCLUSION IN

H.FC/ s an o$0na) 1o$2 and t#e same #as not een sumtted '

anot#e$ student of m' ()ass3

GULJAR SINGH


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Acknowledgements

If words are considered to be signs of gratitude then let these

words Convey the very same. My sincere gratitude to Mr.

TARUN GAUTAM Assistant !ranch manager "#$C !AN%

Alwar and giving necessary directions on doing this &ro'ect

to the best of my abilities.

I am highly indebted to Rahul (harma. !ranch

Manager who &rovided me with the necessary information

and also for the su&&ort e)tended out to me in the

com&letion of this re&ort and his valuable suggestion and

comments on bringing out this re&ort in the best way

&ossible.

GULJAR SINGH


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TABLE OF CONTENTS

INRODUCTION 6-

16

*.* General Introduction +

*., Industry -rofile

a. /rigin and #evelo&ment of the industry

b. Growth and -resent (tatus of the industry

c. $uture of the industry

CHAPTER 2

PROFILE OF THE ORGANISATION 17-37

,.* /rigin of the /rgani0ation *

,., Growth and #evelo&ment of the /rgani0ation *1

,.2 -resent (tatus of the /rgani0ation ,,

,.3 $unctional #e&artments of the /rgani0ation ,4

,.4 /rgani0ation (tructure and /rgani0ation Chart ,5

,.+ -roduct and (ervice -rofile of the /rgani0ation Com&etitors 2*

,. Mar6et -rofile of the /rgani0ation 24

CHAPTER 3

Financial Inclui!n 3"-#6

2.* Introduction 25


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2., Govt. #irect !enefit Transfer 3,

2.3 $acts about Alwar 33

CHAPTER #

DISCUSSIONS ON TRAINING - #7-#$

3.* (tudent7s 8or6 -rofile 9Roles and Res&onsibilities: 3

3., #escri&tion of ;ive


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CHAPTER-1

INTRODUCTION

G*n*+al In,+!uc,i!n.-

The &ro'ect was carried out for understanding the customer

&reference > attributes towards saving Account of "#$C

!an6 and its mar6et &otential."#$C !an6 was established in

the year *113 they are old &layer in ban6ing sector The ban6

has two &rinci&le client segments ?customer and asset

management. The ban6 follows values such as ? Integrity

teamwor6 res&ect &rofessionalism > Mission. The segment

of ban6 we are considering here is@ Cor&orate ban6ing. The

&roduct out of which have chosen for research is (aving

Accounts. This research hel&s us in finding out the customers

view regarding the &roduct and (ervices offered by the "#$C

ban6 and awareness by &romotion and also identifying the

mar6et &otential of the &roduct offered by the "#$C ban6.


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1/2 Inu,+0 P+!il*.-

a/ O+iin an *4*l!5*n, ! ,* inu,+0.-

!an6ing in India originated in the first decade of *5th century. The

first ban6s were The General !an6 of India which started in *5+

and !an6 of "industan both of which are now defunct. The oldest

ban6 in e)istence in India is the State Bank of India which

originated in the The !an6 of !engal in Calcuttain Bune *5=+.

This was one of the three &residency ban6s the other two being

the Bank of Bombay and the Bank of Madras. The &residency

ban6s were established under charters from the British East India

Company. They merged in *1,4 to form the Imperial Bank of

India which u&on India7s independence became the State Bank

of India. $or many years the -residency ban6s acted as uasi@

central ban6s as did their successors. The eser!e Bank of India

formally too6 on the res&onsibility of regulating the Indian ban6ing

sector from *124. After India7s inde&endence in *13 the

Reserve !an6 was nationali0ed and given broader &owers.

A cou&le of decades later foreign ban6s such as Credit "yonnais

started their Calcuttao&erations in the *54=s. At that &oint of

time Calcutta was the most active trading &ort mainly due to the
http://en.wikipedia.org/wiki/State_Bank_of_Indiahttp://en.wikipedia.org/wiki/Calcuttahttp://en.wikipedia.org/wiki/Bank_of_Bombayhttp://en.wikipedia.org/wiki/Bank_of_Madrashttp://en.wikipedia.org/wiki/British_East_India_Companyhttp://en.wikipedia.org/wiki/British_East_India_Companyhttp://en.wikipedia.org/wiki/Imperial_Bank_of_Indiahttp://en.wikipedia.org/wiki/Imperial_Bank_of_Indiahttp://en.wikipedia.org/wiki/Indian_independence_movementhttp://en.wikipedia.org/wiki/State_Bank_of_Indiahttp://en.wikipedia.org/wiki/State_Bank_of_Indiahttp://en.wikipedia.org/wiki/Reserve_Bank_of_Indiahttp://en.wikipedia.org/wiki/Credit_Lyonnaishttp://en.wikipedia.org/wiki/Kolkatahttp://en.wikipedia.org/wiki/State_Bank_of_Indiahttp://en.wikipedia.org/wiki/Calcuttahttp://en.wikipedia.org/wiki/Bank_of_Bombayhttp://en.wikipedia.org/wiki/Bank_of_Madrashttp://en.wikipedia.org/wiki/British_East_India_Companyhttp://en.wikipedia.org/wiki/British_East_India_Companyhttp://en.wikipedia.org/wiki/Imperial_Bank_of_Indiahttp://en.wikipedia.org/wiki/Imperial_Bank_of_Indiahttp://en.wikipedia.org/wiki/Indian_independence_movementhttp://en.wikipedia.org/wiki/State_Bank_of_Indiahttp://en.wikipedia.org/wiki/State_Bank_of_Indiahttp://en.wikipedia.org/wiki/Reserve_Bank_of_Indiahttp://en.wikipedia.org/wiki/Credit_Lyonnaishttp://en.wikipedia.org/wiki/Kolkata


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trade of the British Empire and due to which ban6ing activity too6

roots there and &ros&ered.

#irst of all we must note the fact that these institutions ha!e

changed !ery much in character since their origin, and

conse$uently nowadays perform many functions unknown to

those of former times% The first banks seem to ha!e arisen in

connection with the business of e&changing money% In ancient

times and especially in the Middle Ages the !arieties of coins

were greater e!en than at the present day, and they were much

less perfectly and honestly minted% Specialists were, therefore,

re$uired to determine their e&act !alue and e$ui!alence and to

e&change coins of one mintage for those of another, and their

BA'( were in great demand at fairs and other places where

merchants of different nations met forpurposesof trade%

Inasmuch as they kept their bo&es or chests of coins on benches

or )banken,) the name bankers came to be applied to them% *n

account of their technical knowledge and the fact that they were

obliged constantly to keep on hand considerable $uantities of the

precious metals, this business in the early Middle Ages was

usually carried on by goldsmiths, but later it was sometimes

assumed by the go!ernments of large commercial cities, as, for
http://en.wikipedia.org/wiki/British_Rajhttp://chestofbooks.com/finance/banking/Money-And-Banking/Money-And-Banking-Chapter-I-The-Nature-And-Functions-Of-Mo.htmlhttp://chestofbooks.com/finance/banking/Money-And-Banking/1-The-Purpose-And-Importance-Of-Coinage.htmlhttp://en.wikipedia.org/wiki/British_Rajhttp://chestofbooks.com/finance/banking/Money-And-Banking/Money-And-Banking-Chapter-I-The-Nature-And-Functions-Of-Mo.htmlhttp://chestofbooks.com/finance/banking/Money-And-Banking/1-The-Purpose-And-Importance-Of-Coinage.html


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e&ample, by Amsterdam in +-., by /amburg in ++., and by

'urnberg in +0+% *f these latter the Bank of Amsterdam was the

most important and may be regarded as typical of these early

institutions%

$rom the earliest times also ban6ers have been the chief agents

through which foreign e)changes have been conducted. As

dealers in coin and bullion they had international connections and

a 6nowledge of international affairs not &ossessed by other

merchants and were therefore in a &osition to underta6e the

settlement of international accounts by means of orders drawn on

ban6ers in other countries or other cities with whom they had

regular business transactions. As 6ee&ers of other &eo&le7s

money they also &romoted saving and ban6s thus became in

time the chief savings institutions of the country.

8/ G+!9, an 5+**n, ,a,u ! ,* inu,+0.@

Currently 9,=*2: ban6ing in India is generally fairly mature in

terms of su&&ly &roduct range and reach@even though reach in

rural India still remains a challenge for the &rivate sector and

foreign ban6s. In terms of uality of assets and ca&ital adeuacy

Indian ban6s are considered to have clean strong and


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trans&arent balance sheets relative to other ban6s in com&arable

economies in its region. The Reserve !an6 of India is an

autonomous body with minimal &ressure from the government.

The stated &olicy of the !an6 on the Indian Ru&ee is to manage

volatility but without any fi)ed e)change rate@and this has mostly

been true.

8ith the growth in the Indian economy e)&ected to be strong for

uite some time@es&ecially in its services sector@the demand for

ban6ing services es&ecially retail banking mortgages and

investment services are e)&ected to be strong. /ne may also

e)&ect M>As ta6eovers and asset sales.

In March ,==+ the Reserve !an6 of India allowed 8arburg

-incus to increase its sta6e in %ota6 Mahindra !an6 9a &rivate

sector ban6: to *=D. This is the first time an investor has been

allowed to hold more than 4D in a &rivate sector ban6 since the

R!I announced norms in ,==4 that any sta6e e)ceeding 4D in

the &rivate sector ban6s would need to be vetted by them.

Currently India has 55 scheduled commercial ban6s 9(C!s: @ ,

&ublic sector ban6s 9that is with the 1o!ernment of Indiaholding

a sta6e:after merger of New !an6 of India in -un'ab National
http://en.wikipedia.org/wiki/Retail_bankinghttp://en.wikipedia.org/wiki/Government_of_Indiahttp://en.wikipedia.org/wiki/Retail_bankinghttp://en.wikipedia.org/wiki/Government_of_India


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!an6 in *112 ,1 &rivate ban6s 9these do not have government

sta6eE they may be &ublicly listed and traded on stoc6 e)changes:

and 2* foreign ban6s. They have a combined networ6 of over

42=== branches and *=== ATMs. According to a re&ort by

ICRA ;imited a rating agency the &ublic sector ban6s hold over

4 &ercent of total assets of the ban6ing industry with the &rivate

and foreign ban6s holding *5.,D and +.4D res&ectively

Introduction of many more &roducts and facilities in the ban6ing

sector in its reforms measure. In *11* under the chairmanshi& of

M Narasimham a committee was set u& by his name which

wor6ed for the liberali0ation of ban6ing &ractices.

The country is flooded with foreign ban6s and their ATM stations.


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that had occurred in the 4%S% commercial banking industry o!er

the +2 years from +.9. to +..:% The banking industry was

transformed during that period, according to the paper ;p% +09 the significant increase in the number of failures>

the dramatic rise in off?balance sheet acti!ities> the ma@or

e&pansion in lending to 4%S% corporations by foreign banks> the

widespread adoption of ATMs> % % % and the opening up of

interstate banking markets%8 The paper went on to e&plain that

most of these ma@or changes in banking could be traced to two

de!elopments5 ;+< the e&traordinary number of ma@or regulatory

changes during the period, from deposit deregulation in the early

+.-s to the rela&ation of branching restrictions later in the

decade> and ;0< clearly identifiable inno!ations in technology and

applied finance, including impro!ements in information

processing and telecommunication technologies, the

securiti=ation and sale of bank loans, and the de!elopment of

deri!ati!es markets% *ther research would later confirm the

paper7s assessments and its e&planation of the course of e!ents

in the banking industry o!er the period +.9.+..:%


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*!er the two decades +.:0--, the struct

ure of the 4%S% banking industry indeed underwent an almost

unprecedented transformationDone marked by a substantial

decline in the number of commercial banks and sa!ings

institutions and by a growing concentration of industry assets

among a few do=en e&tremely large financial institutions% This is

not news% As mentioned abo!e, the decline in the number of

banking organi=ations has been ongoing for more than two

decades and has been well documented in the literature%

'e!ertheless, a brief o!er!iew will ser!e to clarify both the scope

of the decline and the increasing concentration of assets among

the nation7s largest banking organi=ations
http://www.fdic.gov/bank/analytical/banking/2006jan/article2/index.html#3%233http://www.fdic.gov/bank/analytical/banking/2006jan/article2/index.html#3%233


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At year?end +.:, there were +2,-: banking and thrift

organi=ations ;defined as commercial bank and thrift holding

companies, independent banks, and independent thrifts


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c/ Fu,u+* ! ,* inu,+0.-

The burden of re&orting and other regulatory reuirements will fall

heavily and dis&ro&ortionately on small ban6s unless remedial

action is ta6en. $urther advances in information technology will

&ermit the develo&ment of new &roducts !AN% and ris6@

management techniues but may also &ose im&ortant com&etitive

and su&ervisory issues. Nonban6 entities will continue to

offer ban6@li6e &roducts in com&etition with ban6s raising anew

the uestion of whether ban6s are still Fs&ecial and more

fundamentally whether ban6s are sufficiently different from

nonblan6 firms to 'ustify the maintenance of a safety

net for ban6s. It is useful therefore to try to chart the course of

the ban6ing industry in the ne)t five to ten years and to consider

what &olicy issues the industry and regulators will face. The

authors of this study do not &retend to be clairvoyant. They are

mindful of the many financial &redictions that were

once offered with confidence but turned out to be wrong or

&remature. This study is &erha&s best described as an e)ercise in

strategic thin6ing. Its a&&roach is to analy0e what has ha&&ened

in the recent &ast consider in detail reasons for e)&ecting recent

trends to continue or to change and draw the conseuences for


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ban6 and regulatory &olicies. As always uncertainties abound

and

events that may now a&&ear fairly im&robable may in fact sha&e

the future. This &a&er closeswith a discussion of a number of

such &ossible events. The future@of@ban6ing study addresses

three broad uestionsH

*. 8hat changes in the environment facing ban6ing can be

e)&ected in the ne)t five to ten years

,. 8hat are the &ros&ects for different sectors of the ban6ing

industry in this antici&ated environment !ecause the ban6ing

industry is not monolithic and different segments of the industry

have to some degree different o&&ortunities and vulnerabilities

the study considers se&arately the &ros&ects for large com&le)

ban6ing organi0ationsE regional and other midsi0e ban6sE

community ban6sE and limited@&ur&ose ban6s.

2. 8hat &olicy issues are the industry and regulators li6ely to face

in the years ahead (e&arate consideration is given to


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CHAPTER-2

PROFILE OF THE ORGANISATION

2/1 O+iin ! ,* O+ani:a,i!n.-

"ousing #evelo&ment $inance Cor&oration ;imited more

&o&ularly 6nown as "#$C !an6 ;td was established in the year

*113

as a &art of the liberali0ation of the Indian !an6ing Industry by

Reserve !an6 of India 9R!I:. It was one of the first ban6s to

receive an 7in &rinci&le7 a&&roval from R!I

for setting u& a ban6 in the &rivate sector. The ban6 was

incor&orated with the name 7"#$C !an6 ;imited7 with its

registered office in Mumbai. The following year it started its

o&erations as a (cheduled Commercial !an6.

/#C Bank "imited% The 1roupHs principal acti!ities are to

pro!ide banking and other financial BA'(% The 1roup operates

through four segments5 Treasury, etail Banking, 6holesale

Banking and *ther Banking Business% The Treasury BA'(


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segment consists of net interest earnings on in!estments portfolio

of the bank and gains or losses on in!estment operations% The

etail Banking segment ser!es retail customers through a branch

network and other deli!ery channels% This segment raises

deposits from customers and makes loans and pro!ides ad!isory

BA'( to customers% The 6holesale Banking segment pro!ides

loans and transaction BA'( to corporate and institutional

customers% The *ther Banking *perations segment pro!ides

BA'( relating to credit cards, debit cards, third party product

distribution and primary dealership business and other associated

costs% The !an6 was Incor&orated on 2=th August *113. A new

&rivate sector !an6 &romoted by housing #evelo&ment

Cor&oration ;td. 9"#$C: a &remier housing finance com&any.

The ban6 is the first of its 6ind to receive

an in@&rinci&le a&&roval from the R!I for establishment of a ban6

in the &rivate sector. Certificate of Commencement of !usiness

wasreceived on *=th /ctober *113 from R!I. The !an6 transacts

both traditional commercial ban6ing as well as investment

ban6ing. "#$C the &romoter of the ban6 has entered into an

agreement with National 8estminister !an6 -c. and its

subsidiaries 9Nat west Grou&: for subscribing ,=D of the ban6s


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issued ca&ital and &roviding technical assistance in relation to the

ban6s &ro&osed ban6ing business.

2/2 G+!9, an D*4*l!5*n, ! ,* O+ani:a,i!n.@

1$$#/

/n *+.*.*114 1=112= No. of euity shares were allotted to

Barrington -te. ;td. Another 3======= euity shares were

allotted on &rivate &lacement basis to Natwest Grou& on

1.4.*114. 4======= shares were allotted to the &ublic on 1.4.14

The !an6 o&ened its first branch in Ramon "ouse at Churchgate

Mumbai on Banuary *+th.

The !an6 has created an efficient o&erating system using well

tested state@of@the@art software/

1$$%

= No. of euity shares issued to subscribers to the Memorandum

>Articles of Association on 2=th August *113. /n the same date

4======= euity shares were allotted to "#$C &romoters.

4=1,==== shares were allotted to "#$C


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"#$C !an6 has entered the ban6ing consortia of over 4=

cor&orates including some leading multinational com&anies

flagshi& com&anies of local business houses and strong &ublic

sector com&anies.

"#$C !an6 has set u& a state@of@the@art dealing room to handle

all transactions &ossible in Indian financial mar6ets.

The Certificates of #e&osits were awarded a --*J rating which is

the highest rating for short term instruments indicating su&erior

ca&acity for re&ayment.

2((1

@ The !an6 has o&ened its first branch in Aurangabad. /#C

Standard "ife Insurance has entered into a memorandum of

understanding with the Chennai@based Indian !an6. The !an6

has launched the international Maestro debit card inassociation

with Master Card. "#$C !an6 will launch its credit card in Bune

through lin6@u&s with MasterCard and Kisa.;Ttrade.com has

entered into a strategic tie@u& with "#$C !an6 to &rovide Net

ban6ing !AN% to online investors. (tandard Chartered !an6


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"#$C !an6 and !harat -etroleum Cor&oration have 'oined the

eCash $orum which has been set u& by the (mart Card $orum of

India. "#$C !an6 has launched a new cam&aign for its eage

savings account. "#$C !an6 entered into a strategic tie@u& with

Tally (olutions -vt. ;td. to offer online real time accounting !AN%

to small and Medium enter&rises.

Today /#C Bank has +,:+0 branches and o!er ,0.2

ATMs, in 20 cities in India, and all branches of the bank are

linked on an online real?time basis% As of September -, 0--

the bank had total assetsof I' +--%0 billion% #or the fiscal

year 0--?-., the bank has reported net profit of s%0,0::%.

crore, up :+J from the pre!ious fiscal% Total annual earnings of

the bank increased by 2J reaching at s%+.,00% crore in

0--?-.%
http://en.wikipedia.org/wiki/HDFC_Bank#cite_note-1%23cite_note-1http://en.wikipedia.org/wiki/Assetshttp://en.wikipedia.org/wiki/HDFC_Bank#cite_note-1%23cite_note-1http://en.wikipedia.org/wiki/Assets


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2/3 P+**n, S,a,u ! ,* O+ani:a,i!n.-

"ousing #evelo&ment $inance Cor&oration ;imited more

&o&ularly 6nown as "#$C !an6 ;td was established in the year

*113 as a &art of the liberali0ation of the Indian !an6ing Industry

by Reserve !an6 of India 9R!I:. It was one of the first ban6s to

receive an 7in &rinci&le7 a&&roval from R!I for setting u& a ban6 in

the &rivate sector. The ban6 was incor&orated with the name

7"#$C !an6 ;imited7 with its registered office in Mumbai. The

following year it started its o&erations as a (cheduled

Commercial !an6. Today the ban6 boasts of as many as *3*,

branches and over 2,4 ATMs across India.Amalgamation

In ,==, "#$C !an6 witnessed its merger with Times !an6

;imited 9a &rivate sector ban6 &romoted by !ennett Coleman >

March

,==

March

,==5

March ,==1 August ,=*2

Citied ,,5 2*+ 34, *51*

!ranches 424 +53 *3*, 2**1

ATMs *2,2 *+=4 2,4 **=55


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Co. L Times Grou&:. 8ith this "#$C and Times became the first

two &rivate ban6s in the New Generation -rivate (ector !an6s to

have gone through a merger. In ,==5 R!I a&&roved the

amalgamation of Centurion !an6 of -un'ab with "#$C !an6.

8ith this the #e&osits of the merged entity became Rs. *,,===

crore while the Advances were Rs. 51=== crore and !alance

(heet si0e was Rs. *+2=== crore.

H*a Oic*

"#$C !an6

Ramon "ouse *+1 !ac6bay Reclamation

" T -are6h Marg Churchgate

Mumbai @ 3===,=

P!n*.J1* 9,,: ++2*+=== +++2+=== ++2*+=+=

Fa;.J1* 9,,: ,,=35523


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while its American #e&ository (hares are listed on the New or6

(toc6


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subordinate em&loyees to give them directions about fulfilling their

wor6s most efficiently and effectively. Technical Consultancy

#e&artmentH The Technical Consultancy #e&artment is

res&onsible for technical a&&raisal of industrial &ro'ects. The

mission of the division is aimed towards the verification of the

technical viability of industrial &ro'ects and assisting the $unds

management in ta6ing the decisions that reuire technical

e)&ertise. Moreover it is res&onsible for conducting technical

studies and rendering technical consultancy !AN% to certain

industrial sectors for the &ur&oses of investigating modern

technologies and &roductivity levels for local manufacturing

&lants.

H R D*5a+,*n,.

"#$C "uman Resources de&artment &lans and direct for the

em&loyee &o&ulation as well as they are having the following

functions asH@

"iring

-romotions

Reassignments


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-osition classification and grading

(alary determination

-erformance a&&raisal review and &rocessing

-ersonnel data entry and records maintenance

-olicy develo&ment

8or6 &ermitting immigration visa &rogram

8or6ers com&ensation

Financ* D*5a+,*n,H

The $inance Manager is res&onsible for all as&ects of the

accounting and financial administration of the "#$C the

su&ervision of the im&lementation of the "#$C financial &olicies

directives and &rocedures and the initiation of the financial &lans

within the guidelines of "#$C The de&artment contains several

distinct sections each of which is res&onsible for a &ro&ortion of

the activities ta6ing &lace within the finance de&artment.

'a+=*,in C!nul,anc0 D*5a+,*n,.

The Mar6eting Consultancy #e&artment &lays and im&ortant role

within the $und as it studies and analy0es mar6eting information


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in order to build solid base for management decisions. The

division also assists &ro'ects s&onsors in formulating solid

mar6eting strategies to im&rove their industries and strengthen

their &osition in the local and international mar6ets.

R**a+c D*5a+,*n,.

The Research #e&artment is having the ca&acity to act through

four com&osing units i.e. the mar6et research unit economic

studies unit and statistical studies unit. It is the mission of the

division to &rovide su&&ort !AN% for information and consultancy

to the senior management and division in the areas of economic

statistical and mar6eting information and consultancy through

data analysis &rocessing of economic and statistical data mar6et

research studies and &ublishing related &eriodical re&orts.

2/% O+ani:a,i!n S,+uc,u+* an O+ani:a,i!n Ca+,.-

The organi0ation structure of the com&any "#$C is such that it

com&rises of the de&artments and the em&loyees in the

hierarchical order so that they are able to &erform their functions

and duties smoothly and effectively doing their 'ob in a manner in

which it should be done. The organi0ation is headed by the


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administrative de&artment which coordinates and controls the

e)ecutive de&artment. The e)ecutive de&artment is a lin6 from the

to& and the bottom com&rising of the lower level em&loyees such

that they wor6 together to fulfill the common ob'ective of getting

business from the &ersons who get in touch with them and see to

it that they are &rovided with the best of the !AN% which

constitute giving financial advise to &roviding Account to the

customers. The lower level em&loyees and the cor&orate financial

consultants wor6 together to see to it that the database for

&roviding financial !AN% to sufficient number of &eo&le is

made .They wor6 together to see to it that this database is

followed and wor6ed u&on such that more and more number of

&eo&le get themselves avail the financial !AN% of the

organi0ation. Team leaders who form the &art of the

administrative de&artment of the /rgani0ation ma6e sure that the

clients that turn u& for the financial !AN% are dealt with most

efficiently and effectively.

The organi0ational structure is well &lanned out and it follows a

sim&le format which is followsH


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O+ani:a,i!n Ca+,.-


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&reviously. This is the basic organi0ational structure followed by

"#$C !AN%.

2/6 P+!uc, an *+4ic* 5+!il* ! ,* !+ani:a,i!n.-

"#$C !an6 offers a bunch of &roducts and services to meet the

every need of the &eo&le. The com&any cares for both individuals

as well as cor&orate and small and medium enter&rises. $or

individuals the com&any has a range accounts investment and

&ension scheme different ty&es of loans and cards that assist the

customers. The customers can choose the suitable one from a

range of &roducts which will suit their life@stage and needs. $or

organi0ations the com&any has a host of customi0ed solutions

that range from $unded services Non@funded services Kalue

addition services Mutual fund etc. These affordable &lans a&art

from &roviding long term value to the em&loyees hel& in

enhancing

Goodwill of the com&any. The &roducts of the com&any are

categori0ed into various sections which are as followsH

P*+!nal Ban=in

Sa4in Acc!un,

Sala+0 Acc!un,


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Sa4in Acc!un,

Fi;* D*5!i,

D*a, Acc!un,

Sa* D*5!i, L!c=*+

L!an

C+*i, Ca+

D*8i, Ca+

P+*5ai Ca+

In4*,*n, > Inu+anc*

F!+*; S*+4ic*

Pa0*n, S*+4ic*

N*,Ban=in

In,aAl*+,

'!8il*Ban=in

In,a?u*+0


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AT'

P!n*Ban=in

NRI Ban=in

Ru5** Sa4in Acc!un,

Ru5** Sa4in Acc!un,

Ru5** Fi;* D*5!i,

F!+*in Cu++*nc0 D*5!i,

Acc!un, !+ R*,u+nin Inian

?uic= +*i, @N!+, A*+ica U Eu+!5* S!u,*a,

Aia

Inia Lin= @'il* Ea, A+ica

C!*ual L!c= B!;

In todays world many com&anies have emerged who have ta6en

a serious note on the im&ortance of mar6et research and he

advantages of using it for the better growth and develo&ment of

the com&any. "ence our com&etitors are those com&anys who

are in the mar6et research and develo&ment field as well as the


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consultancies since they also ma6e use of mar6et research and

business develo&ers.

T* 5+!uc, an BAN ! !u+ c!5*,i,!+ a+* a !ll!9.

A/ Cu,!*+ Sa,iac,i!n Anal0i.

Customer analysis involves gathering data about the customers

and their characteristics. They also conduct tailored customer

satisfaction surveys to gau0e customer satisfaction.

!. Ri=

These !AN% are used by the com&etitors in order to gather

e)ternal information and research the &ossible effect on the

com&etitiveness of com&any.

C/ P+!uc, R**a+c BAN.

The conduction of e)tensive &roduct research by this service

hel&s the com&etitors to find out the mar6etability of a &roduct or

service. The research can be utili0ed to leverage the ma'or

decisions of a com&any on the mar6eting of its &roducts.

D/ A4*+,iin R**a+c BAN.


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Advertising research strives to gain valuable information about the

effects and reach of advertising the &roducts in different forms of

media.

Gi4*n 8*l!9 a+* ,* ,*5 9* !ll!9 !+ *4*+0 ain*n, 9*

,a=* u5.

*. The timetable for the search is indicated and the search

&rocess commences.

,. Target com&anies are e)amined using any &rior information

&rovided by business develo&ment e)ecutives in con'unction with

sources of information and &ros&ective com&anies already 6nown

to us augmented with original study by our search team.

2. 8e maintain a regular channel of communication with the client

to 6ee& them a&&rised of the results emerging.

2/7 'a+=*, 5+!il* ! ,* !+ani:a,i!n.-

"#$C !an6 ;imited &rovides various financial &roducts and

services. It o&erates in three segmentsH Retail !an6ing

8holesale !an6ing and Treasury. The Retail !an6ing segment

&rovides various de&osit &roducts including savings accounts

current accounts fi)ed de&osits and demat accounts. It also


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offers auto &ersonal commercial vehicle home gold and

educational loansE loans against securities &ro&erty and rental

receivablesE and health care finance wor6ing ca&ital finance

construction eui&ment finance and warehouse recei&t loans as

well as credit cards debit cards de&ository investment advisory

bill &ayments and transactional services. In addition this

segment sells third &arty financial &roducts such as mutual funds

and insurance as well as distributes life and general insurance

&roducts through its tie@u&s with insurance com&anies and mutual

fund houses. The wholesale ban6ing segment &rovides loans

non@fund facilities and transaction services to large cor&orate

emerging cor&orate small and medium enter&rise su&&ly chain

&ublic sector underta6ing central and state government

de&artments and institutional customers. It offers de&osit and

transaction ban6ing &roducts su&&ly chain financing wor6ing

ca&ital and term finance agricultural loans and funded non@

funded treasury and foreign e)change &roducts. These segments

services include trade services cash management money

mar6et custodial ta) collection and electronic ban6ing. In

addition it &rovides corres&ondent ban6 services to co@o&erative

ban6s &rivate ban6s foreign ban6s and regional rural ban6sE and


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wealth management &roducts for non@resident Indians. The

Treasury (ervices segment o&erates &rimarily in areas such as

foreign e)change money mar6et interest rate trading and

euities. As of March 2* ,==1 "#$C !an6 had a networ6 of

*3*, branches and 2,14 automated teller machines in 4,5 cities

in India. The com&any was founded in *113 and is based in

Mumbai India.

In todays growing world everyone needs to diversify their

business so as to 6ee& in touch with the ra&id develo&ment. !y

analy0ing the growing concerns of the mar6et "#$C has clients

varying from investment ban6ing sector retail web designing

com&anies etc. #ue to this ra&id develo&ment "#$C Grou& has

many teams wor6ing for the above mentioned sectors.

"#$C !an6 began o&erations in *114 with a sim&le missionH to

be a "World!l## I$di$ B$%". 8e reali0ed that only a single@minded

focus on &roduct uality and service e)cellence would hel& us get

there. Today we are &roud to say that we are well on our way

towards that goal.


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CHAPTER-3

FINANCIAL INCLUSION

3/1 In,+!uc,i!n.-

$inancial inclusion or inclusive financing is the delivery of financial

servicesat affordable costs to sections of disadvantaged and low@income segments of society in contrast to financial e)clusion

where those services are not available or affordable. An

estimated ,.4 billion wor6ing@age adults globally have no access

to the ty&es of formal financial services delivered by regulated

financial institutions. $or e)am&le in (ub@(aharan Africa only ,3D

of adults have a ban6 account even though Africa7s formal

financial sector has grown in the recent years.O*PIt is argued that

as ban6ing services are in the nature of &ublic goodE the

availability of ban6ing and &ayment services to the entire

&o&ulation without discrimination is the &rime ob'ective of financial

inclusion &ublic &olicy.

The Reserve !an6 of India9R!I: set u& the %han Commission in

,==3 to loo6 into financial inclusion and the recommendations of

the commission were incor&orated into the mid@term review of the

&olicy 9,==4?=+:. In the re&ort R!I e)horted the ban6s with a view

to achieving greater financial inclusion to ma6e available a basic

no@frills ban6ing account. In India financial inclusion first

featured in ,==4 when it was introduced by %.C. Cha6raborthy
http://en.wikipedia.org/wiki/Financial_serviceshttp://en.wikipedia.org/wiki/Financial_serviceshttp://en.wikipedia.org/wiki/Societyhttp://en.wikipedia.org/wiki/Financial_inclusion#cite_note-1http://en.wikipedia.org/wiki/Reserve_Bank_of_Indiahttp://en.wikipedia.org/wiki/Financial_serviceshttp://en.wikipedia.org/wiki/Financial_serviceshttp://en.wikipedia.org/wiki/Societyhttp://en.wikipedia.org/wiki/Financial_inclusion#cite_note-1http://en.wikipedia.org/wiki/Reserve_Bank_of_India


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the chairman of Indian !an6. Mangalambecame the first village in

India where all households were &rovided ban6ing facilities.

Norms were rela)ed for &eo&le intending to o&en accounts with

annual de&osits of less than Rs. 4====. General credit cards

9GCCs: were issued to the &oor and the disadvantaged with a

view to hel& them access easy credit. In Banuary ,==+ the

Reserve !an6 &ermitted commercial ban6s to ma6e use of the

services of non@governmental organi0ations 9NG/sL("Gs:

micro@finance institutions and other civil society organi0ations as

intermediaries for &roviding financial and ban6ing services. These

intermediaries could be used as business facilitators or business

corres&ondents by commercial ban6s. The ban6 as6ed the

commercial ban6s in different regions to start a *==D financial

inclusion cam&aign on a &ilot basis. As a result of the cam&aign

states or union territories li6e -uducherry "imachal -radeshand

%eralaannounced *==D financial inclusion in all their districts.

Reserve !an6 of Indias vision for ,=,= is to o&en nearly +==

million new customers7 accounts and service them through a

variety of channels by leveraging on IT. "owever illiteracy and

the low income savings and lac6 of ban6 branches in rural areas

continue to be a roadbloc6 to financial inclusion in many states

and there is inadeuate legal and financial structure.

In India R!I has initiated several measures to achieve greater

financial inclusionsuch as facilitating no@frills accounts and GCCs

for small de&osits and credit. (ome of these ste&s areH

/&ening of no@frills accountsH !asic ban6ing no@frills account is

with nil or very low minimum balance as well as charges that
http://en.wikipedia.org/wiki/Mangalamhttp://en.wikipedia.org/wiki/Puducherryhttp://en.wikipedia.org/wiki/Himachal_Pradeshhttp://en.wikipedia.org/wiki/Keralahttp://en.wikipedia.org/wiki/Mangalamhttp://en.wikipedia.org/wiki/Puducherryhttp://en.wikipedia.org/wiki/Himachal_Pradeshhttp://en.wikipedia.org/wiki/Kerala


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the need to ta6e &ermission from R!I in each case sub'ect to

re&orting.

/&ening of branches in unban6ed rural centresH To further ste&u& the o&ening of branches in rural areas so as to im&rove

ban6ing &enetration and financial inclusion ra&idly the need for

the o&ening of more bric6s and mortar branches besides the use

of !Cs was felt. Accordingly ban6s have been mandated in the

A&ril monetary &olicy statement to allocate at least ,4D of the

total number of branches to be o&ened during a year to unban6edrural centres.

3/2 D/B/T/

After the successful trial of its flagshi& scheme #irect !enefit

Transfer for ;-G in 43 districts of India the &resent government

has decided to e)tend it to ,24 more districts by *st Banuary

,=*3 in a &hased manner. (cheme has already been launched in

43 districts covering ,*.1 million ;-G consumers 9Rs.,,, crore

subsidy transferred into the ban6 accounts of the ;-G

consumers:. 8ith the e)tension a total of ,51 districts covering

half of country will be covered under this scheme.

;-G consumers will be advised to obtain Aadhaar number

and lin6 it to their ;-G consumer number and to ban6

accounts for smooth im&lementation of &rogramme.


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To chec6 corru&tion in delivery mechanism of its social sector

subsidies government of India decided to introduce #!T or #irect

!enefit Transfer scheme where by the amount of subsidy entitled

to any &erson will be sent directly to hisLher ban6 account

eliminating intermediaries. The #!T scheme is already

functioning in some other countries but is entirely a new conce&t

for India.


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3/3 FACTS ABOUT AL


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a!erage literacy rate of 9J out of which

2.J are males and :+J are females%

Altitude5?It has an a!erage ele!ation of 09+ metres

;. feet


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and long@term financial goal so that it can be assessed that which

ACC/UNT they need suiting their financial obligations.

;eads and databases created by the students have to be used by

them in order to convince &eo&le of different age grou&s to ta6e

account according to their needs and suitability.

The student calls &eo&le according to the leads and

database created by him and convinces &eo&le to ta6e the

account.

#uring the absence of the recovery e)ecutivesLcollection

e)ecutives it will be my duty and res&onsibility to meet the

customers against &ayments a&art from my regular 'ob &rofile and

re&orting the same to my team leader at "#$C !AN%.

To e)&lain the customers how a &articular account would

hel& them to ma6e their lives more secure &roviding security

to them.

I use all the financial 6nowledge that has been given by

the com&any and I has as a M!A student and a

student of Mar. so that the customer reali0es that he

definitely needs to ta6e a &articular account.


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Must educate the clients about ris6s and various &ossible

scenarios so that the clients dont harbor unrealistic

e)&ectations.

#/2 D*c+i5,i!n ! li4* *;5*+i*nc*.-

The office of "#$C !AN% is blessed by brilliant and s6illed

&rofessionals and team leader who have the res&onsibility of

handling the $inancial Cor&orate Consultants. The team leader

&rovides the &articular days &lan of action and then guide show

to go about for e)ecuting the &lan of action successfully .Till the

time a $inancial Cor&orate Consultant is in the office he receives

the valuable suggestions and insights of the team leader. This

&re&ares him for the days 8or6 and &rovides him the necessary

directions to achieve not only the target of the day but the target

of the month. In the office the $inancial Cor&orate consultant

ma6e calls continuously to fi) the follow@u& a&&ointments so that

on the basis of the financial health chec6 collected by him and

also getting the follow@u& a&&ointments from the telesales she

goes in the field for ma6ing u& the a&&ointments. The financial

cor&orate consultants &rovide the &ersons met the basics of why

he should ta6e a &articular ACC/UNT to &rovide to him.


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CHAPTER-5

STUDY OF SELECTED RESEARCH PROBLEM

%/1 S,a,**n, ! +**a+c 5+!8l*.-

-R/!;


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%/# Da,a Anal0i

*H8hat is your Monthly amount Transaction in your account

Monthly amount

transactions

No. ofres&ondents

D 9&ercentage:

4@,= Thousands +4 +4D

,=@3= Thousands ,= ,=D

3= Thousands and

above

*4 *4D

Total *== *==D

Ca+, 1.

-J

+-J

0-J

-J

:-J

2-J

-J

9-J

-2"? 0-" 0-" ? :-" :-" ? Abo!e

-2"? 0-"

0-" ? :-"

:-" ? Abo!e


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AnalysisH

,=D res&ondents gave their answer in ,=@3= Thousands

transactions.

+4D res&ondents gave their answer in =@,= Thousandstransactions.

*4D res&ondents gave their answer in 3= Thousands and

above transactions.

?u*,i!n 2

#o you have a (aving Account

Res&onse No. of res&ondents D

es 1= 1=D

No *= *=D

AnalysisH 1=D res&ondents have the saving accounts and only

*=D do not have saving account.


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uestion 2

In 8hich !an6

!an6 No. of res&ondents D

(!I *4 *4D

"#$C *= *=D

!/! *4 *4D

ICICI 4 4D

(!!B 2= 2=D

-N! *4 *4D

CAN


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AnalysisH 2=D have saving account in (!!B *4D in (!I *=D in

"#$C 4D in ICICI *4D in !/!*4Din -N! and *=D in

CAN


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0

20

40

(0

)0

100

No. of

r!"o#$#%!

&

M*#*+,+-/#

D-*% r$

C! $"o!*%

N% -#*#3

Mo-*/ -#*#3

To%/

AnalysisH

Res&ondents gave their answer

4=D res&ondents gave their answer in minimum balance ,4Din

debit card *= DCash de&osit 4D Net ban6ing *=D Mobile

ban6ing.

?u*,i!n %

8hich mode of transaction do you avail of freuently

Res&onse No. of res&onse D

-ay order + +

## *, *,

Cheue ,, ,,


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Total *== *==

Chart@4

0

50

100

No. of

r!"o#!

&

P or$r

DD

C, P or$rDD

C,

AnalysisH

+D Res&onse in &ay order *,D li6e ## and ,, D costumer

want from cheue mode.

uestion +

8hich ty&es of transaction do you ma6e

Res&onse No. of D


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res&ondents

Intercity = =

/utside city *4 *4

!oth *4 *4

Total *== *==

Chart@4

0

20

40

(0

)0

No. of

r!"o#$#%!

I#%r*%

Bo%

I#%r*%

O,%!*$ *%

Bo%

AnalysisH

=D account holder transaction intercity *4 D !oth and *4D

outside city.

?u*,i!n 7

#oes your ban6 assist you in case of any &roblem


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Res&onse No. of

res&ondents

D

es 1= 1=

No *= *=

Total *== *==

Chart +

1=D

*=D

Mes No

AnalysisH

1=D say yes ban6 will assist you in case of any &roblem only

*=D say no.

uestion 5.

#o you have added your UI# card with saving account

Res&onse No. of

res&ondents

D


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es 34 34

No 44 44

Total *== *==

0

10

20

30

40

50

(0

No. of r!"o#$#%! &

Y!

No

%/% Sua+0 ! Finin

The final draft of the uestionnaire was &re&ared on the basis

of the observations from the &ilot study. These were then

finally filled by 14= customer for the conclusive study.

$inally the data collected was fed into the data analysis to be

analy0ed using statistical techniues.

Ty&es of -rimary #ata collectedH

S!ci!*c!n!ic Ca+ac,*+i,icH


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of the individuals regarding the &roduct and their res&onses. If the

res&onses are favorable then the &erson can be said to be our

&otential customer. The &rimary data serves as an im&ortant tool

to measure the behavioral trend of the customer. It hel&s in

answering some of the vital uestions.

O8,ainin ,* P+ia+0 Da,a.

The data collection was &rimarily done through communication.

Communication involves uestioning res&ondents to secure the

desired information using a data collection instrument called

uestionnaire. The uestions were in writing and so were the

res&onses.

*+a,ili,0.

It is the ability of a techniue to collect the information on the

many ty&es of &rimary data of interest to mar6eters. It has also

been found that some of the &eo&le do not answer truthfully to all

the uestions es&ecially in the case of the &ersonal details


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CHAPTER (

SUMMARY AND CONCLUSIONS

6/1Sua+0 ! L*a+nin E;5*+i*nc*

Almost all the !an6s offer similar features and facilities with

their (avings accounts. There are certain reasons for e)isting

customers of (aving Account of any !an6 to shift to another

!an6.

The level of service in terms of delivering whatever is

&romised fast res&onse in case of &roblems is the most

im&ortant benefit that the customers see6 from the !an6 they

have a (aving Account with.

*. Networ6 reach and visibility of a !an6 is a very im&ortant

criterion for the customer while o&ening a (aving Account.

8e can also conclude from our analysis that networ6 reach

in terms of !ranches and ATMs is directly &ro&ortional to

the mar6et share in case of -rivate -layers.

,. In case of a new customer if a ban6 a&&roaches it first for

o&ening a (aving Account with them then there is a good


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#ebit Card

4. 8hich mode of transaction do you avail freuently

9a: Cheue 9 b: ## 9c: -ay /rder

+. 8hich ty&e of transaction do you made

9a: Inter city 9b: Intra city 9c: !oth

. #oes your ban6 assist you in case of any &roblem

9a: es 9b: No

5.#o you have added your UI# card with saving account

9a: es 9b: No

1. 8hat are the additional !enefits do you e)&ect from a

(aving Account

.

#ate

-lace (ignature


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BIBLIOGRAPHY

1/BOOS > AUTHORS

V Mar6eting Management

2/ NE


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