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CHAPTER - 1

INTRODUCTION

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India has emerged the third most attractive market destination for apparel retailers, according to a new study by global management consulting firm AT Kearney. India comes after Brazil and China in the AT Kearney Retail Apparel Index, which looks at ten drivers, including apparel consumption and clothing imports/exports, to rank the top 30 emerging markets for retail apparel investments. "In India, apparel is the second largest retail category, representing 10 percent of the $37 billion retail market. It is expected to grow 12-15 percent per year," said Hemant Kalbag, principal of Consumer Industries & Retail Practice, AT Kearney India. "The top seven apparel companies account for less than 10 percent of the total apparel retail market in India and Indian consumers tend to be more loyal to a specific retailer than to an apparel brand. The result is a thriving private label apparel market," the study said. "Like many developed countries, apparel retail in India is driven by sales promotion," it added.

"The Retail Apparel Index was published for the first time this year as a companion to A.T. Kearney's Global Retail Development Index (GRDI), a study of retail investment attractiveness among 30 emerging markets conducted annually since 2001," said Saurine M. Doshi, a partner of A.T. Kearney India. "The analysis evaluates more than 20 apparel markets to identify the top 10 countries in terms of market size, growth prospects and consumer affluence" Doshi added. Turkey, Chile, Romania, Argentina, Thailand, Russia and the United Arab Emirates are the other countries in the top-10 list.

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1.2 Objective of the study

The main objective of this project is to get the details of apparel industries from its root. And to study the nature of perception label and attitude of the customers, to evaluate the details of the apparel retailing and its attributes in order to gather knowledge of the whole industry. Other objectives:-

To know the banking brand prefer by the CUSTOMERS.

To know the reason Why people prefers a particular brand.

To understand how to increase the return of the company.

To give the personnel satisfaction to the customers and also get the references from them .

To identify the implicit factors affecting this service sector .

To evoke suggestion for better market standards .

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INDUSTRY PROFILE

The textile industry will touch a volume of $115 billion by 2012 growing at the rate of 16 per cent annually. While inaugurating the Woollen Expo at Godhra in Gujarat on 21st Oct 2008, Union Minister of Textiles Shankersinh Vaghela said that investment in the textiles sector between 2004 and 2008 was Rs 1,04,506 crore and is expected to touch Rs 1,50,600 crore by 2012. This enhanced investment will generate 17.37 million jobs by 2012, an official statement said. The Minister said cotton was the mainstay of the country's textile industry. Its production has reached a level of 31.15 million bales in the cotton season 2007-08 and the yield has reached over 550 kg per hectare. India is the second largest producer, exporter and consumer of cotton. The competitiveness of our cotton is also reflected in the share of cotton in fibre consumption, which is 60 per cent of total fibre consumption. The share of cotton in the textiles and clothing exports is more than 75 per cent, he added. The Minister said that Indian textiles and clothing exports were USD 21.46 billion in 2007-08, registering a growth of 12.10 per cent in dollar terms. It is expected that in 2008-09 the textiles and clothing exports will be 20 per cent more than what were achieved in 2007-08. The textiles and clothing exports have diversified into new markets like GCC, Africa, Latin America, Russia and Oceania. Vaghela said 40 parks are being set up under the Scheme for Integrated Textile Parks (SITP) which will attract an investment of Rs. 21,502 crore, create employment both direct and indirect for 9.08 lakh workers and produce goods worth Rs 38,115 crore annually. Seven parks are being set up in Gujarat at Surat (5), Kutch (1) and Kheda (1). (a) Growth and present status of the banking industry

By the 1960s, the Indian banking industry has become an important tool to facilitate the development of the Indian economy. At the same time, it has emerged as a large employer, and a debate has ensued about the possibility to nationalize the banking industry. Indira Gandhi, the-then Prime Minister of India expressed the intention of the GOI in the annual conference of the All
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India Congress Meeting in a paper entitled "Stray thoughts on Bank Nationalisation." The paper was received with positive enthusiasm. Thereafter, her move was swift and sudden, and the GOI issued an ordinance and nationalised the 14 largest commercial banks with effect from the midnight of July 19, 1969. Jayaprakash Narayan, a national leader of India, described the step as a "masterstroke of political sagacity." Within two weeks of the issue of the ordinance, the Parliament passed the Banking Companies (Acquition and Transfer of Undertaking) Bill, and it received the presidential approval on 9th August, 1969.

A second dose of nationalisation of 6 more commercial banks followed in 1980. The stated reason for the nationalisation was to give the government more control of credit delivery. With the second dose of nationalisation, the GOI controlled around 91% of the banking business of India.

After this, until the 1990s, the nationalised banks grew at a pace of around 4%, closer to the average growth rate of the Indian economy.

In the early 1990s the then Narsimha Rao government embarked on a policy of liberalisation and gave licences to a small number of private banks, which came to be known as New Generation tech-savvy banks, which included banks such as Global Trust Bank (the first of such new generation banks to be set up)which later amalgamated with Oriental Bank of Commerce,UTI Bank(now re-named as Axis Bank), ICICI Bank and HDFC Bank. This move, along with the rapid growth in the economy of India, kickstarted the banking sector in India, which has seen rapid growth with strong contribution from all

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the three sectors of banks, namely, government banks, private banks and foreign banks.

The next stage for the Indian banking has been setup with the proposed relaxation in the norms for Foreign Direct Investment, where all Foreign Investors in banks may be given voting rights which could exceed the present cap of 10%,at present it has gone up to 49% with some restrictions.

The new policy shook the Banking sector in India completely. Bankers, till this time, were used to the 4-6-4 method (Borrow at 4%;Lend at 6%;Go home at 4) of functioning. The new wave ushered in a modern outlook and tech-savvy methods of working for traditional banks.All this led to the retail boom in India. People not just demanded more from their banks but also received more.

Bank of India is an autonomous body, with minimal pressure from the government. The stated policy of the Bank on the Indian Rupee is to manage volatility but without any fixed exchange rate-and this has mostly been true.

With the growth in the Indian economy expected to be strong for quite some time-especially in its services sector-the demand for banking services, especially retail banking, mortgages and investment services are expected to be strong. One may also expect M&As, takeovers, and asset sales. Present Status of banking industry Currently (2008), banking in India is generally fairly mature in terms of supply, product range and reach-even though reach in rural India still remains a challenge for the private sector and foreign banks. In terms of quality of assets and capital adequacy, Indian banks are considered to have clean,
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strong and transparent balance sheets relative to other banks in comparable economies in its region. In March 2006, the Reserve Bank of India allowed Warburg Pincus to increase its stake in Kotak Mahindra Bank (a private sector bank) to 10%. This is the first time an investor has been allowed to hold more than 5% in a private sector bank since the RBI announced norms in 2005 that any stake exceeding 5% in the private sector banks would need to be vetted by them.

Currently, India has 88 scheduled commercial banks (SCBs) - 28 public sector banks (that is with the Government of India holding a stake), 29 private banks (these do not have government stake; they may be publicly listed and traded on stock exchanges) and 31 foreign banks. They have a combined network of over 53,000 branches and 17,000 ATMs. According to a report by ICRA Limited, a rating agency, the public sector banks hold over 75 percent of total assets of the banking industry, with the private and foreign banks holding 18.2% and 6.5% respectively.

Banking in India Central bank Reserve Bank of India

State Bank of India Allahabad Bank Andhra Bank Bank of Baroda Bank of India Bank of Maharashtra Canara Bank Nationalized Central Bank of India Corporation Bank Dena Bank Indian banks Bank Indian Overseas Bank Oriental Bank of Commerce Punjab & Sind Bank Punjab National Bank Syndicate Bank
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Union Bank of India United Bank of India UCO Bank Vijaya Bank IDBI Bank Axis Bank Bank of Rajasthan Bharat Overseas Bank Catholic Syrian Bank Centurion Bank of Punjab City Union Bank Development Credit Bank Dhanalakshmi Bank Federal Bank Ganesh Bank of Kurundwad HDFC Bank ICICI Bank IndusInd Bank ING Vysya Bank Jammu & Kashmir Bank Karnataka Bank Limited Karur Vysya Bank Kotak Mahindra Bank Lakshmi Vilas Bank Nainital Bank Ratnakar Bank SBI Commercial and International Bank South Indian Bank Tamilnad Mercantile Bank YES Bank Citibank HSBC Standard Chartered South Malabar Gramin Bank (c) Future of banking industry in india

Private banks

Foreign banks Regional banks

Almost 80% of the business are still controlled by Public Sector Banks (PSBs). PSBs are still dominating the commercial banking system. Shares of the leading PSBs are already listed on the stock exchanges. The RBI has given licences to new private sector banks as part of the liberalization process. The RBI has also been granting licences to industrial houses. Many banks are successfully running in the retail and consumer segments but are yet to deliver services to industrial finance, retail trade, small business and agricultural finance. The PSBs will play an important role in the industry due to its number of branches and foreign banks facing the constrait of
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limited number of branches. Hence, in order to achieve an efficient banking system, the onus is on the Government to encourage the PSBs to be run on professional lines.
By the year 2009, the list of foreign banks in India is going to become more quantitative as number of foreign banks are still waiting with baggage to start business in India.

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CHAPTER - 2

PROFILE OF THE ORGANIZATION

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2.1 Origin of the HDFC BANK LIMITED The Housing Development Finance Corporation Limited (HDFC) was amongst the first to receive an 'in principle' approval from the Reserve Bank of India (RBI) to set up a bank in the private sector, as part of the RBI's liberalization of the Indian Banking Industry in 1994. The bank was incorporated in August 1994 in the name of 'HDFC Bank Limited, with its registered office in Mumbai, India. HDFC Bank commenced operations as a Scheduled Commercial Bank in January 1995.HDFC Bank was incorporated in August 1994, and, currently has a nationwide network of 761 Branches and 1977 ATM's in 327 Indian towns and cities. HDFC Bank began operations in 1995 with a simple mission: to be a "Worldclass Indian Bank". We realized that only a single-minded focus on product quality and service excellence would help us get there. Today, we are proud to say that we are well on our way towards that goal. It is extremely gratifying that our efforts towards providing customer convenience have been appreciated both nationally and internationally.

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2.2 Growth and development of the HDFC BANK LIMITED

HDFC Bank will merge itself with Centurion Bank of Punjab (CboP) in order to expand its global presence, especially in regions such as Canada, Singapore and other destinations, reports mint.

The bank plans to raise USD 1 billion from overseas markets to fund this global expansion. This fund-raising will be done through different instruments under the medium-term notes programme. Meanwhile, the bank has already applied for licences in Bahrain and Hong Kong.

The CBoP merger will create the country`s largest private sector financial institution in terms of branch network. HDFC Bank`s board has already decided their stock swap ratio of 1:29 and the combined entity`s network would go up to 1,148 branches. FIG-1

it has a network of over 684 branches spread over 316 cities across India. The bank also has a network of about over 1,695 networked ATMs across these cities.

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Shares of the company gained Rs 27.6 , or 2.15% to settle at Rs 1313.9. The total volume of shares traded was 48,911 at the BSE.

In a milestone transaction in the Indian banking industry, Times Bank Limited (another new private sector bank promoted by Bennett, Coleman & Co./Times Group) was merged with HDFC Bank Ltd., effective February 26, 2000.

As per the scheme of amalgamation approved by the shareholders of both banks and the Reserve Bank of India, shareholders of Times Bank received 1 share of HDFC Bank for every 5.75 shares of Times Bank. The acquisition added significant value to HDFC Bank in terms of increased branch network, expanded geographic reach, enhanced customer base, skilled manpower and the opportunity to cross-sell and leverage alternative delivery channels.

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2.3 PRESEENT STATUS OF HDFC BANK LIMITED As of March 31, 2008, it had a network of 761 branches and 1,977 automated teller machines in 327 cities in India. The company was founded in 1994 and is based in Mumbai, India. The authorised capital of HDFC Bank is Rs.450 crore (Rs.4.5 billion). The paid-up capital is Rs.311.9 crore (Rs.3.1 billion). The HDFC Group holds 22.1% of the bank's equity and about 19.4% of the equity is held by the ADS Depository (in respect of the bank's American Depository Shares (ADS) Issue). Roughly 31.3% of the equity is held by Foreign Institutional Investors (FIIs) and the bank has about 190,000 shareholders. The shares are listed on the The Stock Exchange, Mumbai and the National Stock Exchange. The bank's American Depository Shares are listed on the New York Stock Exchange (NYSE) under the symbol "HDB".

The Balance sheet of HDFC BANK LTD can gives us handful idea about the present status of the organization.

Balance Sheet of HDFC BANK LTD PERIOD ENDING 31-Mar-07 31-Mar-06 31-Mar-05

Annual Data | Quarterly Data Assets Current Assets Cash And Cash Equivalents Short Term Investments Net Receivables Inventory Other Current Assets Total Current Assets
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All numbers in thousands

1,968,200 297,400 365,300 -

1,375,800 94,400 357,800 -

861,500 112,600 -

Long Term Investments Property Plant and Equipment Goodwill Intangible Assets Accumulated Amortization Other Assets Deferred Long Term Asset Charges Total Assets

19,512,200 241,200 1,123,400 23,507,700 Liabilities

15,349,700 195,900 409,000 17,782,600

10,792,200 162,400 209,200 12,137,900

Accounts Payable Short/Current Long Term Debt Other Current Liabilities Total Current Liabilities Long Term Debt Other Liabilities Deferred Long Term Liability Charges Minority Interest Negative Goodwill Total Liabilities

Current Liabilities 2,910,300 2,458,700 15,831,700 779,600 7,500 21,987,800

869,800 1,701,400 12,663,800 382,800 917,200 5,000 16,540,000

1,134,000 1,423,200 8,334,300 115,300 11,006,800

Stockholders' Equity Misc Stocks Options Warrants Redeemable Preferred Stock Preferred Stock Common Stock Retained Earnings Treasury Stock Capital Surplus Other Stockholder Equity Total Stockholder Equity Net Tangible Assets 74,100 828,800 701,300 (84,300) 1,519,900 $1,519,900 70,400 411,100 602,600 158,500 1,242,600 $1,242,600 71,000 295,100 591,200 173,800 1,131,100 $1,131,100

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2.4 FUTURE PLANES OF HDFC BANK LIMITED HDFC joins hands with Qatar National Bank HDFC Bank tied up with Qatar National Bank (QNB) to offer a range of products and services to expatriate Indians in Qatar, reports DNA. The new bank, QNB-HDFC Bank NRI Services, will allow its customers to use their dual account to remit money from any QNB branch to any HDFC Bank branch in India. The remittance will take 24 hours and cost USD 1.37. Customers can also avail of a host of HDFC Bank products like online trading in Indian stock markets and rupee mutual fund investments through QNB outlets. Apart from this, the tie-up also offers benefits from QNB`s Qatar Airways Co-branded Credit Card, with no fees for the first year and customers will be eligible for QNB`s loan products at competitive prices.

HDFC Bank plans to introduce a mobile-bank-cum- ATM in Coimbatore to benefit its microfinance clients. Through this medium, the bank will offer a suite of banking products such as credit, savings, insurance and remittances. at the customers doorstep. Each mobile bank is expected to cost the Bank Rs.40 lakhs (USD 100,000) and Rs.1 lakh (USD 2,500) monthly. The bank plans to extend this technology all over the country depending on the success of its pilot in Coimbatore. HDFC Bank would soon launch its mobile bank for the benefit of microfinance clients and also to reach the unbanked and under-banked sections of the society, a senior bank executive said

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India's HDFC Bank Renews Contract with NCR to Manage 2,000 ATMs; Places Order for 300 New ATMs

DAYTON, Ohio--(BUSINESS WIRE)--NCR Corporation (NYSE: NCR - News) announced the renewal of its automated teller machine (ATM) Managed Services contract with HDFC Bank, Ltd (NYSE: HDB - News), headquartered in Mumbai, India. The new 42-month deal taps NCR to oversee more than 2,000 NCR and non-NCR ATMs for the bank and expands on a prior threeyear Managed Services contract. HDFC also has signed an additional order for 300 new ATMs. This order is in line with HDFC Banks expansion strategy in India. The contract includes ATM monitoring through incident management, cash management, first-line maintenance and second-line maintenance

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. 2.5 FUCTIONAL DEPARTMENT OF HDFC BANK LMITED


In order to gain professional efficiency it has emerged with different useful functional departments in every branch of the organization as shown below:

HDFC BANK LTD

DIRECT SALES TEAM

BRANCH MANAGER

AREA SALES HEAD

PERSONAL BANKER

AREA SALES MANAGER

OPERATIONAL DEPARTMENT

SALES MANAGER

ACCOUNT DEPARTMENT

TEAM LEADER

TRALER

CONTRACT SALES EXECUTIVES

FIG.2

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2.6 ORGANIZATION STRUCTURE AND ORGANIZAION CHART HDFC Bank


JAGDISH COPOOR(CHAIRMAN/CHAIR PERSON)

KEKI MISTRY (DIRECTOR)

ADITYA PURI (MANAGING DIRECTOR)

VINEET JAIN(DIRECTOR)

HARISH ENGINEER (EXECUTIVE DIRECTOR)

PARESH SUKTHANKAR(EXECUTIVE DIRECTOR()

RENU KARNAT(DIRECTOR)

ARVIND PANDE(DIRECTOR)

ASHIM SAMANTA(DIRECTOR)

CM VASUDEV(DIRECTOR)

GAUTAM DIRAN(DIRECTOR)

PANDIT PALANDE(DIRECTOR)

FIG.-3 The Composition of the Board of Directors of the Bank is governed by the Companies Act, 1956, the Banking Regulation Act, 1949 and the listing requirements of the Indian Stock Exchanges where the securities issued by the Bank are listed. The Board has a strength of 9 Directors as on March 31, 2007. All Directors other than Mr Aditya Puri are non-executive directors. The Bank has four independent directors and five non-independent directors. The Board consists of eminent persons with considerable professional expertise and experience in banking, finance, agriculture, small scale industries and other related fields. None of the Directors on the Board is a member of more than 10 Committees and Chairman of more than 5 Committees across all the
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companies in which he/she is a Director. All the Directors have made necessary disclosures regarding Committee positions occupied by them in other companies.

Mr. Jagdish Capoor, Mr. Aditya Puri, Mr. Keki Mistry, Mrs. Renu Karnad and Mr. Vineet Jain are non-independent Directors on the Board.

Mr. Arvind Pande, Mr. Ashim Samanta, Mr. Gautam Divan and Mr. C. M. Vasudev are independent directors on the Board.

Mr. Keki Mistry and Mrs. Renu Karnad represent HDFC Limited on the Board of the Bank.

Mr. Vineet Jain is nominated by the Bennett, Coleman Group on the Board of the Bank.

The Bank has not entered into any materially significant transactions during the year, which could have a potential conflict of interest between the Bank and its promoters, directors, management and/or their relatives, etc. other than the transactions entered into in the normal course of business. The Senior Management have made disclosures to the Board confirming that there are no material, financial and/or commercial transactions between

them and the Bank which could have potential conflict of interest with the

Bank at large

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2.7 PRODUCT AND SERVICE OF HDFC BANK LIMITED HDFC Bank Limited provides various financial products and services. It operates in three segments: Personal Banking, NRI Banking, and Wholesale Banking. The Personal Banking segment provides savings, and current and fixed deposit accounts. It also offers personal, home, two wheeler, new car, used car, gold, education, healthcare, commercial vehicle, working capital, construction equipment, and warehouse receipt loans. In addition, this segment provides safe deposit lockers; credit, debit, and prepaid cards; mutual funds, general and health insurance, bonds, and equities and derivatives products; and forex and payment services. The NRI Banking segment's deposit products include rupee savings accounts, rupee current accounts, rupee fixed deposits, foreign currency deposits, and accounts for returning Indians. Its loan products comprise home loans, loans against securities, loans against deposits, and gold credit cards. The Wholesale Banking segment offers funded services, which consist of working capital finance, short term finance, bill discounting, and export credit; and non-funded services, such as letters of credit, bank guarantees, and collection of documents to corporations, and small and medium enterprises. It also various services to banks, financial institutions, mutual funds, stock brokers, insurance companies, commodity businesses, and trusts.

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HDFC Product Range HDFC Bank India provides the following range of products:

Savings Account HDFC Bank Preferred Sweep-In Account Super Saver Account HDFC Bank Plus Demat Account HDFC Mutual Fund HDFC Standard Life Insurance

HDFC India innovative services


HDFC Phone Banking HDFC ATM HDFC Inter-city/Inter-branch Banking HDFC Net Banking HDFC International Debit Card HDFC Mobile Banking HDFC Bill Pay

HDFC Bank Loans


HDFC Personal Loan & Home loan HDFC New Car Loan and Used Car Loan HDFC Loan Against Shares HDFC Two Wheeler & Consumer Loan

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2.8 MARKET PROFILE OF HDFC BANK LIMITED The Bank earned total income of Rs.3,505.5 crores for the quarter ended March 31, 2008, as against Rs.2,321.0 crores in the corresponding quarter ended March 31, 2007, registering a growth of 51.0%. Net revenues (net interest income plus other income) were Rs.2,191.4 crores for the quarter ended March 31, 2008,an increase of 51.2% over Rs.1,448.9 crores for the corresponding quarter of the previous year. Interest earned (net of loan origination costs and amortization of premia on investments held in the Held to Maturity (HTM) category) increased from Rs.1,926.5 crores in the quarter ended March 31, 2007 to Rs.2,956.2 crores in the quarter ended March 31, 2008, up by 53.4%. Net interest income (interest earned less interest BSE - All Groups Company Name ICICI Bank HDFC Bank Axis Bank Federal Bank JK Bank Karnataka Bank Karur Vysya Kotak Mahindra Centurion Bank Bk Of Rajasthan South Ind Bk Yes Bank ING Vysya Bank City Union Bank IndusInd Bank TABLE-1 Last Price 741.65 1,184.55 703.70 194.50 610.80 185.15 353.35 637.70 41.40 89.60 122.60 136.80 249.35 26.40 68.90
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11 Jun 17:31 % Change 1.37 4.74 3.30 -0.33 1.13 -1.02 0.96 1.47 0.00 2.34 1.53 -2.60 2.57 1.54 -0.29 Net Profit (Rs. cr) 3,110.22 1,590.18 1,071.03 292.73 274.49 241.74 160.01 141.37 121.38 110.57 104.12 94.37 88.91 71.81 68.22

Change 10.05 53.60 22.50 -0.65 6.80 -1.90 3.35 9.25 0.00 2.05 1.85 -3.65 6.25 0.40 -0.20

expended) for the quarter ended March 31, 2008 increased by 55.7% to

Rs.1,642.1 crores, driven by average asset growth of 50.3% and a corenet interest margin of around 4.4%.Other income (non-interest revenue) registered strong growth of 39.3% from Rs.394.4 crores for the quarter ended March 31, 2007 to Rs.549.3 crores for the quarter ended March 31, 2008. The main contributor to 'Other Income' for the quarter was fees and commissions of Rs.490.4 crores, up 37.6% from Rs.356.3 crores in the corresponding quarter ended March 31, 2007. The other two major components of other income were foreign exchange/derivatives revenues of Rs.60.4crores and profit/ (loss) on revaluation/sale.

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Chapter 3

DISCUSSION ON TRAINING

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3.1 STUDENTS WORK PROFILE (ROLE AND RESPONSIBILITIES) I joined HDFC BANK LIMITED. as a Contract Sales Executive. My basic approach to get the professional idea about the process flow of the organization and to gather idea about how does the industry operates There, I was assigned to some roles and responsibilities such as:

To help the customer to complete documentation and application formalities. To verify the authenticity of the documents and identity of the customer. To ensure strict adherence to Know Your Customer (KYC) norms in all application sourced. To meet the customer personally for collecting the IP cheque and the AOD . To ensure that the customer is met up with either at his place of work or at his residence only. To ensure that all mandatory fields are entered properly.

To maintain quality norms on depletion and for cheque bouncing cases. To understand the customers requirement . To explain to the customer the various benefits of the product being distributed.

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3.2 DESCRIPTION OF LIVE EXPERIENCE Being a Contract Sales Executive everyday I used to generate new customers for savings account department by personal reference or by cold calling or by ATM calling and by phone .There I found, the appointment fixed by the customer was not working some time ,because they are not present at the place where the appointment was fixed, that time I feel very frustrated but it was part and parcel of this job so I have to adapt there. Every day , I use to join the office within 9.15 am . I have to sign the attendance sheet ,get the appointment fixed by the customers to go through the day . Apart from this I got a handful experiences on followings 1. Consumer behavior. 2. Different type of selling technique .

3. Understand the process of selling .

4. How they persuade customer to buy product .

5. How to manage the sales force effectively.

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3.3 STUDENTS CONTRIBUTION TO ORGANISATION

As a Contract Sales Executive (savings account department) , My contribution to the organization was to carry on generating Customer for an opening of saving accounts in order to run the process flow of the organization smoothly . Moreover I was assigned to generate a business of Rs 25,000 . It would be a great feelings to achieved that one but I was able to generate a business of Rs 15,000 in the 1st and 2nd consecutive months.

Beside building good relationship with my Team leader I also maintained a good image with all other staffs that also mean to me a much.

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CHAPTER 4

STUDY OF THE RESEArCH PROBLEM

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4.1 STATEMENT OF RESEARCH PROBLEM

HDFC BANK LTD. is a structured and developing organization in the field of Banking and Financial sector .Though It is providing good service to

both the customer in order to rise their attention level into this industry it needs to get more efficiency in its operation flow .what I have felt while working within the organization is that the customer organizations are very much specific to their needed criteria which is being very hard to match with the bank profiles .Therefore , I carried out the research to get proper findings on the problem that :

Why the customer requirement are not being matched properly with the required criteria ?

4.2 STATEMENT OF RESEARCH OBJECTIVES The aim of this research is to find out proper logical solution through proper analysis of data and information scientifically to over come above mentioned problems so that the organization can run their business efficient and competitively in the long run.

Here we have to determine the causes related to the problem. We have to measure the frequency of the causes in order to minimize the

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rate of factors affecting the problems regarding organizational growth and smooth flow of its operations . 4.3 RESEARCH DESIGN AND METHODOLOGY

Research Design Here in order to carry out the research I have arranged conditions for collections and analysis of data in a manner that aims to combine relevance to the research purpose with economy in procedure. The research design is being conceptually structured within which research has been conducted ; It constitutes the blueprint for the collection, measurement and analysis of data.

The designing decisions are made in respect of

a. Research study is carried out within Kolkata and the zones across the city. b. Technical data (qualitative and quantitative data) is used. c. The study includes 2 and months of time. d. Systematic and snowball sampling designs are made. e. By scaling technique ( likert scaling technique ) data is analysed. f. To study about the growth banking market g. To find out the attributes that can enhance economy of company

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Research methodology Research methodology is a way systematically solve the research problem. It may be understood as a science of studying how research is done scientifically. The section includes the overall research design, the sampling procedure, the data collection method, the field method and analysis and procedure. Research design : For this research project exploratory method is used , Data collection method : Data collected for the research can be classified as primary data and secondary data. Primary data : Primary data is by visiting existing clients and business developers and also the customers being served and yet to serve,making them to fill up questionnaires. Secondary data : Secondary data is from Internet, books, available codes and rules . Research Instrument This instrument is used for data collection is structured questionnaire. Questions are open and closed ended depending upon the information that needed to be elicited. I am also using the scaling technique to assess the attitude of the customer through participative and non participative observations, scheduled interview,etc.
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Sampling plan : Keeping all the constrains in mind a sample size of 25 Clients. The sampling procedure is systematic and snowball sampling.

4.4 ANALYSIS OF DATA

The data, after collection, has

been processed and analyzed in

accordance with the outline laid down for the purpose at the time of developing the research plan. This is essential for a scientific study and for ensuring that we have all relevant data for making contemplated comparison and analysis. Technically speaking, processing implies editing, coding, classification and tabulation of collected data so that they are amenable to analysis.

I have surveyed within 25 Clients in order to know their view and opinion regarding their interests in different product we have.I made a questionnaire and converse with them and encourage them to fill up the questions. Some of the questions with their opinions are shown as follows

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CLIENT BASED HOW DO YOU RANK THE SERVICE OF HDFC BANK LTD ?

10 8 6 4 2 0 VERY GOOD GOOD AVERAGE

POOR

FIG.-4 HOW WOULD YOU RANK THE COMPANY IN COMPARISON TO OTHERS ?

PREFERENCE OF CUSTOMERS
20 10 0 ICICI BANK HDFC BANK AXIS BANK

FEDERAL BANK

PREFERENCE OF CUSTOMERS

FIG.-5

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IS THE OVERALL SERVICE OF THE COMPANY GOOD?

16 14 12 10 8 6 4 2 0 Strongly agreed agree undecided

disagree

strongly disagree

FIG.-6 LIKERT SCALE CUSTOMER BASED WHOM DO YOU WANT TO SERVE FOR YOU?
25 20 15 10 5 0 SBI ICICI AXIS

HDFC

FIG.-7

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4.5 Summary of Findings From the above chart we can see that averagely 50 % of the Customer has given a favourable response, 40 % of them having a neutral attitude towards the statement asked, 10 % of them has shown a least favourable response. From the above analysis we can say that the overall performance of rendering service in terms quality, time, market position and customer satisfaction is average. What I observed while working over there in HDFC BANK LTD, the service profile provided by the company is AVERAGE. So some changes in their OPERATIONS has to be done in order to increase more CUSTOMER involvement and for their growth and development in future prospect .

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CHAPTER - 5

SUMMARY AND CONCLUTION

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5.1 SUMMARY AND CONCLUSIONS


SUMMARY OF LEARNING EXPERIENCE

In recent times , the banking industry in India is in growing phase. With years, banks are also adding services to their customers. The Indian banking industry is passing through a phase of customers market. The customers have more choices in choosing their banks. A competition has been established within the banks operating in India. With stiff competition and advancement of technology, the services provided by banks has become more easy and convenient. The past days are witness to an hour wait before withdrawing cash from accounts or a cheque from north of the country being cleared in one month in the south. This section of banking deals with the latest discovery in the banking instruments along with the polished version of their old systems. Our firms have responded to the increased demands placed on the organizations with great lan in terms of striving to provide a holistic solution to their customer. Being a part of the banking industry as a contract sales executive, I got practical knowledge how do the industry use to act . what are the functions that they use to do , how they mange all their operations . And from personal point of view I learned how to match customer requirement with their needs. I groomed in the field of dealing with the customer , voice modulation , pursuing the corporate culture , need to response in time .I got experienced on gathering knowledge on how to

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interact with people ,how to tactfully handle the customers and convinced them to buy our product . working culture , etc . HDFC BANK LTD. is a pure service industry seek to serve the customers best and pure banking solution as their needs by providing range of useful banking products in order to give rise to the core competencies there of.This organization is specialized in middle level and top level customers . They used to maintain the customers needs and their satisfaction.

HDFC Bank's mission is to be a World-Class Indian Bank. The objective is to build sound customer franchises across distinct businesses so as to be the preferred provider of banking services for target retail and wholesale customer segments, and to achieve healthy growth in profitability, consistent with the bank's risk appetite. The bank is committed to maintain the highest level of ethical standards, professional integrity, corporate governance and regulatory compliance. HDFC Bank's business philosophy is based on four core values Operational Excellence, Customer Focus, Product Leadership and People. 5.2 CONCLUSION AND RECOMMENDATIONS The Indian banking industry currently appears to be at a crossroad , where the industry are attempting to change customers perceptions of

their service providers where specific service getting motivation appear to be replacing generalities. The mindset of the Indian customers is such that they are delighted if they buy service cheaper than there preferred service provider . Things

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are , however , slowly changing and the customers at the upper end of the market are now ready to pay more for more . I hope that this approach will soon enter the new era , may be not with the same intensity . success will largely be determined to the extent a company can differentiate itself in terms of intangibles that go with the service . Thus , success could well hinge on the best of bundle of service that HDFC BANK LTD. provides . Key attribute components:Time value and matching the criteria of the requirements of CUSTOMERS Physical attributes. Brand image Service diversification These components should be dealt with great care and independently . The basic needs of the customers need to be addressed which is actually saving time and better quality . Although being a growing and developing bank it would be better to run in this rapidly changing and evolving market with value product model of business process . The advertisement should speak only of the believable concepts rather than glorifying the pretentious ones . This would help to gain concrete image of their own in this market .
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APPENDIX

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LIST OF GRAPHS & CHARTS

SL .No. 1 2 3

Graph No . Fig -1 Chart -1 Fig -2

Graph Title HDFC BANK LTD.Financial performance. Balance sheet of HDFC BANK Ltd Functional department of HDFC BANK LTD. Organizatons structure and chart.

Page No. 17 19-20 23

Fig -3

24

Fig -4

Customer based service ranking of HDFC BANK LTD. Customer based comparative ranking of HDFC BANK LTD. Customer based service valuation of HDFC BANK LTD on Likert scale. Customer based comparative performance of the HDFC BANK LTD.

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Fig -5

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Fig -6

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FIG-7

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LIST OF TABLES

SL .NO. 1.

TABLE No. Table -1

Table Title Profit/loss on revaluation /sale of HDFC BANK LTD.

Page No. 28

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QUESTIONNAIRE NAME: CONTACT NO.

1. Do you have any saving account with HDFC BANK LTD ? Yes No..

2. Do you prefer this Bank to be your Financal consultant? Yes No..

3. How is the quality of the service of the HDFC BANK LTD ? Very Good Good Average. Poor

4. How much popular and reliable is the service of the HDFC BANK LTD? .. 5. What is the unique feature of the HDFC BANK LTD. ? ....................................................................................................... 6. How do you rank the following Private sector Bank ? ICICI BANK AXIS BANK KOTAK MAHINDRA. HDFC BANK LTD. 7. Did you have got service from any other BANK ? If Yes. Then mention.. . 8. No

How do rank the performance of HDFC BANK LTD ? Very Good Good So So. Poor Dont know..

9.

Is the Overall performance of the company good ? Strongly agree. Agree Undecided. Disagree. Strongly disagree.

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BIBLIOGRAPHY

Chatterjee , N.N., Management of Personnel in public Enterprise , Allied Publising House , Kolkata, 1997 p. 44 James manktelow , Get Ahead .Stay Ahead , www.mindtools.com,1995-2007

Philip Kotler (Eight Edition), Marketing Management , Prentice Hall of India Pvt . Ltd. Dorling Kingdersley (India) Pvt Ltd p. 405

T.N Chhabra , Human Resource Management , Gagan Kapur for Dhanpat Rai & Co (P) Ltd . , Delhi , 2004.p.74

ibid p.164

VSP RAO , Human Resouce Management , Excel Books , New Delhi 2006 p.131

WEB SITES 1.www.hdfcbank.com 2.www.yhaoofinance.com 3.www.moneycontrol.com

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