PROJECT STUDY

ON

PREFACE
Theories are being developed, designed and stated on the groundwork of their practical implementation and usage. Work experience seems to be the most effective and indispensable factor of making an individual an adept. This is because one cant do without being exposed to varying circumstances and possible conse uences. Training not only develops individual skills and abilities but also provides proficiency in work performance. The researcher has done research in a Branch of AXIS BANK, at mumba , which constitute an essential part of !"#. The research period consists of forty five working days. The researcher selected the pro$ect study on the topic !CUSTO"ER PERCEPTION ABOUT AXIS BANK# %t was really a great opportunity getting practical insight of the market. %nitially % felt that classroom study was irrelevant and to useless in any concerns working, but gradually % reali&ed that all the basic fundamental concepts studied are linked in one or the other ways to the organi&ation. 'urther it could be said that theory and practical training are supplementary to each other and help in drawing meaningful conclusion and its $ust a matter of modifying the theory, so as to apply in to given practical solution. % sincerely believe that there is no better place to learn the practical side of management studies than the industry itself.

ACKNO$%ED&E"ENT
% would like to take this opportunity as a platform to thank various individuals, without the support of whom, this pro$ect would not have been successful. 'irstly % would like to thanks "r' (((((((((((( (!ranch "anager) and *+%# !*N, for giving me an opportunity to work in such a reputed company and guiding me in spite of his busy schedule.

% emphatically express the regards and gratitude towards my speculative guide ((((((((((, for his expert - invaluable guidance, constant encouragement, and constructive criticism to accomplish such laborious and exhaustive work timely and perfectly.

% would also like to thank all the .mployees of *xis !ank, (branch name ) for their invaluable help and cooperation in completing my pro$ect successfully.

% acknowledge my gratitude with sense of reverence to Prof' ((((((((((( and all the 'aculty "embers for providing me an opportunity to undertake my pro$ect.

% solely claim all the responsibility for any shortcoming and limitation in this work. % am grateful to the director of BCCA for granting me the opportunity to prepare such a report. )AIB T'Y B'"'S

SU""ARY OF T*E PROJECT STUDY

!anking %ndustry which is basically my concern industry around which my pro$ect has to be revolved is really a very complex industry. % am )AIB. % did my pro$ect study with *+%# !*N, in /0 days.

% was assigned the task of doing survey on customers. % reported to sales manager who acted as the delivery head of this pro$ect but somewhere an officer also was very closely involved.

This comparison pushed me to revisit the plans1 strategy thought out by me. This was of immense help in improving the uality of my inputs.

% learnt a lot during the pro$ect. 'irstly it provided me much needed corporate exposure (working with team, business communication, prioriti&ing work). Though we are continuously given inputs on soft skills and business communication during our program2 but there is no better place to hone these skills than the workplace

CONTENTS+
To, c S'No' /. 4. 5. 6. 0. 3reface *cknowledgement .xecutive #ummary 7hapter / 8 %ntroduction of the %ndustry 7hapter 4 8%ntroduction of the organi&ation(*+%# !*N,) 9:44 45:0; Pa-. No'

9. <.

7hapter 5 7hapter 6 6./ 6.4 6.5 6.6 6.0

8 %ntroduction of Title. 8 >esearch "ethodology Ob$ective of the study Type of research #ample si&e "ethod of selecting sample ?imitation of study 8 Aata *nalysis - %nterpretation

9/:<= ;@:;<

;. =. /@. //. /4 /5 /6.

7hapter 0

;;:/@5 /@6:/@0 /@9:/@< /@;:/@= //@:/// //4 //5://0

#WOT *nalysis 'acts - findings >ecommendations - #uggestions 7onclusion !ibliography *ppendix

INDUSTRY INTRODUCTION+

*ISTORY OF INDUSTRY
The word BbankB reflects the origins of banking in temples. *ccording to the famous passage from the New Testament, when 7hrist drove the money changers out of the temple in Cerusalem, he overturned their tables. "atthew 4/./4. %n Dreece, bankers were known as trapezitai, a name derived from the tables where they sat. #imilarly, the .nglish word bank comes from the %talian banca, for bench or counter.

The h /tor0 of ban1 n- is closely related to the history of money *s monetary payments became important, people looked for ways to safely store their money. *s trade grew, merchants looked for ways of borrowing money to fund expeditions.

The first banks were probably the religious temples of the ancient world, and were probably established sometime during the 5rd millennium !.7. !anks probably predated the invention of money. Aeposits initially consisted of grain and later other goods including cattle, agricultural implements, and eventually precious metals such as gold, in the form of easy:to:carry compressed plates. Temples and palaces were the safest places to store gold as they were constantly attended and well built. *s sacred places, temples presented an extra deterrent to would:be thieves. There are extant records of loans from the /;th century !7 in !abylon that were made by temple priests to merchants. !y the time of EammurabiFs 7ode, banking was well enough developed to $ustify the promulgation of laws governing banking operations.

Dlobal banking and capital market services proliferated during the /=;@s and /==@s as a result of a great increase in demand from companies, governments, and financial institutions, but also because financial market conditions were buoyant and, on the whole, bullish. %nterest rates in the Gnited #tates declined from about /0H for two:year G.#. Treasury notes to about 0H during the 4@:year period, and financial assets grew then at a rate approximately twice the rate of the world economy. #uch growth rate 6

would have been lower, in the last twenty years, were it not for the profound effects of the internationali&ation of financial markets especially G.#. 'oreign investments, particularly from Capan, who not only provided the funds to corporations in the G.#., but also helped finance the federal government2 thus, transforming the G.#. stock market by far into the largest in the world.

The %ndian !anking industry, which is governed by the Ban1 n- R.-u2at on Act of In3 a, 4565 can be broadly classified into two ma$or categories, non:scheduled banks and scheduled banks. #cheduled banks comprise commercial banks and the co: operative banks. %n terms of ownership, commercial banks can be further grouped into nationali&ed banks, the #tate !ank of %ndia and its group banks, regional rural banks and private sector banks (the old1 new domestic and foreign). These banks have over 9<,@@@ branches spread across the country in every city and villages of all nook and corners of the land.

The first phase of financial reforms resulted in the nationali&ation of /6 ma$or banks in /=9= and resulted in a shift from 7lass banking to "ass banking. This in turn resulted in a significant growth in the geographical coverage of banks. .very bank had to earmark a minimum percentage of their loan portfolio to sectors identified as Ipriority sectorsJ. The manufacturing sector also grew during the /=<@s in protected environs and the banking sector was a critical source. The next wave of reforms saw the nationali&ation of 9 more commercial banks in /=;@. #ince then the number of scheduled commercial banks increased four:fold and the number of bank branches increased eight:fold. *nd that was not the limit of growth.

*fter the second phase of financial sector reforms and liberali&ation of the sector in the early nineties, the 3ublic #ector !anks (3#!s) found it extremely difficult to compete with the new private sector banks and the foreign banks. The new

private sector banks first made their appearance after the guidelines permitting them were issued in Canuary /==5. .ight new private sector banks are presently in operation. These banks due to their late start have access to state:of:the:art technology, which in turn helps them to save on manpower costs.

Auring the year 4@@@, the #tate !ank of %ndia (#!%) and its < associates accounted for a 40 percent share in deposits and 4;./ percent share in credit. The 4@ nationali&ed banks accounted for 05.4 percent of the deposits and 6<.0 percent of credit during the same period. The share of foreign banks (numbering 64), regional rural banks and other scheduled commercial banks accounted for 0.< percent, 5.= percent and /4.4 percent respectively in deposits and ;.6/ percent, 5./6 percent and /4.;0 percent respectively in credit during the year 4@@@.about the detail of the current scenario we will go through the trends in modern economy of the country.

!*N,%ND #T>G7TG>. %N %NA%*

Sch.3u2.3 Ban1/ n In3 a

7A8 Sch.3u2.3 Comm.rc a2 Ban1/

Pub2 c /.ctor Ban1/ (4;) Nationali&ed !ank Other 3ublic #ector !anks (%A!%) #!% and its *ssociates

Pr 9at. /.ctor Ban1/ (4<) Old 3rivate !anks N.: Pr 9at. Ban1/

For. -n Ban1/ n In3 a (4=)

R.- ona2 Rura2 Ban1 (/@4)

7B8 Sch.3u2.3 Coo,.rat 9. Ban1/

INTRODUCTION

The banking section will navigate through all the aspects of the !anking #ystem in %ndia. %t will discuss upon the matters with the birth of the banking concept in the country to new players adding their names in the industry in coming few years. The banker of all banks, >eserve !ank of %ndia (>!%), the %ndian !anks *ssociation (%!*) and top 4@ banks like %A!%, E#!7, %7%7%, *!N *">O, etc. has been well defined under three separate heads with one page dedicated to each bank. Eowever, in the introduction part of the entire banking cosmos, the past has been well explained under three different heads namely8 Eistory of !anking in %ndia Nationali&ation of !anks in %ndia #cheduled 7ommercial !anks in %ndia

The first deals with the history part since the dawn of banking system in %ndia. Dovernment took ma$or step in the /=9= to put the banking sector into systems and it nationali&ed /6 private banks in the mentioned year. This has been elaborated in Nationali&ation !anks in %ndia. The last but not the least explains about the scheduled and unscheduled banks in %ndia. #ection 64 (9) (a) of >!% *ct /=56 lays down the condition of scheduled commercial banks. The descriptions along with a list of scheduled commercial banks are given on this page.

10

*ISTORY OF BANKIN& IN INDIA

Without a sound and effective banking system in %ndia it cannot have a healthy economy. The banking system of %ndia should not only be hassle free but it should be able to meet new challenges posed by the technology and any other external and internal factors. 'or the past three decades %ndiaFs banking system has several outstanding achievements to its credit. The most striking is its extensive reach. %t is no longer confined to only metropolitans or cosmopolitans in %ndia. %n fact, %ndian banking system has reached even to the remote corners of the country. This is one of the main reasons of %ndiaFs growth process. The governmentFs regular policy for %ndian bank since /=9= has paid rich dividends with the nationali&ation of /6 ma$or private banks of %ndia. Not long ago, an account holder had to wait for hours at the bank counters for getting a draft or for withdrawing his own money. Today, he has a choice. Done are days when the most efficient bank transferred money from one branch to other in two days. Now it is simple as instant messaging or dial a pi&&a. "oney have become the order of the day. The first bank in %ndia, though conservative, was established in /<;9. 'rom /<;9 till today, the $ourney of %ndian !anking #ystem can be segregated into three distinct phases. They are as mentioned below8 .arly phase from /<;9 to /=9= of %ndian !anks Nationali&ation of %ndian !anks and up to /==/ prior to %ndian banking sector >eforms. New phase of %ndian !anking #ystem with the advent of %ndian 'inancial !anking #ector >eforms after /==/. To make this write:up more explanatory, % prefix the scenario as 3hase %, 3hase %% and 3hase %%%.

11

Pha/. I The Deneral !ank of %ndia was set up in the year /<;9. Next came !ank of Eindustan and !engal !ank. The .ast %ndia 7ompany established !ank of !engal (/;@=), !ank of !ombay (/;6@) and !ank of "adras (/;65) as independent units and called it 3residency !anks. These three banks were amalgamated in /=4@ and %mperial !ank of %ndia was established which started as private shareholders banks, mostly .uropeans shareholders. %n /;90 *llahabad !ank was established and first time exclusively by %ndians, 3un$ab National !ank ?td. was set up in /;=6 with head uarters at ?ahore. !etween /=@9 and /=/5, !ank of %ndia, 7entral !ank of %ndia, !ank of !aroda, 7anara !ank, %ndian !ank, and !ank of "ysore were set up. >eserve !ank of %ndia came in /=50. Auring the first phase the growth was very slow and banks also experienced periodic failures between /=/5 and /=6;. There were approximately //@@ banks, mostly small. To streamline the functioning and activities of commercial banks, the Dovernment of %ndia came up with The !anking 7ompanies *ct, /=6= which was later changed to !anking >egulation *ct /=6= as per amending *ct of /=90 (*ct No. 45 of /=90). >eserve !ank of %ndia was vested with extensive powers for the supervision of banking in %ndia as the 7entral !anking *uthority. Auring those days public has lesser confidence in the banks. *s an aftermath deposit mobili&ation was slow. *breast of it the savings bank facility provided by the 3ostal department was comparatively safer. "oreover, funds were largely given to traders.

12

Pha/. II Dovernment took ma$or steps in this %ndian !anking #ector >eform after independence. %n /=00, it nationali&ed %mperial !ank of %ndia with extensive banking facilities on a large scale especially in rural and semi:urban areas. %t formed #tate !ank of %ndia to act as the principal agent of >!% and to handle banking transactions of the Gnion and #tate Dovernments all over the country. #even banks forming subsidiary of #tate !ank of %ndia was nationali&ed in /=9@ on /=th Culy, /=9=, ma$or process of nationali&ation was carried out. %t was the effort of the then 3rime "inister of %ndia, "rs. %ndira Dandhi. /6 ma$or commercial banks in the country was nationali&ed. #econd phase of nationali&ation %ndian !anking #ector >eform was carried out in /=;@ with seven more banks. This step brought ;@H of the banking segment in %ndia under Dovernment ownership.

The following are the steps taken by the Dovernment of %ndia to >egulate !anking %nstitutions in the 7ountry8 /=6=8 .nactment of !anking >egulation *ct. /=008 Nationali&ation of #tate !ank of %ndia. /=0=8 Nationali&ation of #!% subsidiaries. /=9/8 %nsurance cover extended to deposits. /=9=8 Nationali&ation of /6 ma$or banks. /=</8 7reation of credit guarantee corporation. /=<08 7reation of regional rural banks. /=;@8 Nationali&ation of seven banks with deposits over 4@@ crore.

13

*fter the nationali&ation of banks, the branches of the public sector bank %ndia rose to approximately ;@@H in deposits and advances took a huge $ump by //,@@@H. !anking in the sunshine of Dovernment ownership gave the public implicit faith and immense confidence about the sustainability of these institutions.

Pha/. III This phase has introduced many more products and facilities in the banking sector in its reforms measure. %n /==/, under the chairmanship of " Narasimham, a committee was set up by his name which worked for the liberali&ation of banking practices. The country is flooded with foreign banks and their *T" stations. .fforts are being put to give a satisfactory service to customers. 3hone banking and net banking is introduced. The entire system became more convenient and swift. Time is given more importance than money. The financial system of %ndia has shown a great deal of resilience. %t is sheltered from any crisis triggered by any external macroeconomics shock as other .ast *sian 7ountries suffered. This is all due to a flexible exchange rate regime, the foreign reserves are high, the capital account is not yet fully convertible, and banks and their customers have limited foreign exchange exposure.

14

BANKS IN INDIA
%n %ndia the banks are being segregated in different groups. .ach group has their own benefits and limitations in operating in %ndia. .ach has their own dedicated target market. 'ew of them only work in rural sector while others in both rural as well as urban. "any even are only catering in cities. #ome are of %ndian origin and some are foreign players. *ll these details and many more is discussed over here. The banks and its relation with the customers, their mode of operation, the names of banks under different groups and other such useful informations are talked about. One more section has been taken note of is the upcoming foreign banks in %ndia. The >!% has shown certain interest to involve more of foreign banks than the existing one recently. This step has paved a way for few more foreign banks to start business in %ndia.

15

"AJOR BANKS IN INDIA

*!N:*">O !ank *bu Ahabi 7ommercial !ank *merican .xpress !ank *ndhra !ank *llahabad !ank !ank of !aroda !ank of %ndia !ank of "aharastra !ank of 3un$ab !ank of >a$asthan !ank of 7eylon !N3 3aribas !ank 7anara !ank 7atholic #yrian !ank 7entral !ank of %ndia 7enturion !ank 7hina Trust 7ommercial !ank 7iti !ank 7ity Gnion !ank 7orporation !ank Aena !ank Aeutsche !ank Aevelopment 7redit !ank Ahanalakshmi !ank 'ederal !ank EA'7 !ank E#!7 %7%7% !ank %A!% !ank %ndian Overseas !ank %ndus%nd !ank %ND Kysya !ank Cammu - ,ashmir !ank C3"organ 7hase !ank ,arnataka !ank ,arur Kysya !ank ?axmi Kilas !ank Oriental !ank of 7ommerce 3un$ab National !ank 3un$ab - #ind !ank #cotia !ank #outh %ndian !ank #tandard 7hartered !ank #tate !ank of %ndia (#!%) #tate !ank of !ikaner - Caipur #tate !ank of Eyderabad #tate !ank of %ndore #tate !ank of "ysore #tate !ank of #aurastra #tate !ank of Travancore #yndicate !ank Taib !ank G7O !ank Gnion !ank of %ndia Gnited !ank of %ndia Gnited !ank Of %ndia Gnited Western !ank

16

%ndian !ank

GT% !ank

FACT FI%ES OF BANKS IN INDIA

The first, the oldest, the largest, the biggest, get all such types of informations about !anking in %ndia in this section. The first bank in %ndia to be given an %#O 7ertification 7anara !ank

The first bank in Northern %ndia to get %#O =@@4 3un$ab and #ind certification for their selected branches !ank National

The first %ndian bank to have been started solely with 3un$ab %ndian capital !ank

The first among the private sector banks in ,erala to #outh become a scheduled bank in /=69 under the >!% *ct %ndiaFs oldest, largest and most successful commercial bank, offering the widest possible range of domestic, #tate international and N>% products and services, through its %ndia vast network in %ndia and overseas !ank

%ndian

!ank

of

%ndiaFs second largest private sector bank and is now the The 'ederal !ank largest scheduled commercial bank in %ndia ?imited

!ank which started as private shareholders banks, %mperial !ank of mostly .uropeans shareholders %ndia of %ndia,

The first %ndian bank to open a branch outside %ndia in !ank continental .urope at 3aris in /=<6 The oldest 3ublic #ector !ank in %ndia having branches

?ondon in /=69 and the first to open a branch in founded in /=@9 in "umbai

all over %ndia and serving the customers for the last /54 *llahabad !ank years

17

The first %ndian commercial bank which was wholly 7entral !ank of owned and managed by %ndians %ndia

!ank of %ndia was founded in /=@9 in "umbai. %t became the first %ndian bank to open a branch outside %ndia in ?ondon in /=69 and the first to open a branch in continental .urope at 3aris in /=<6.

PUB%IC SECTOR BANKS

*mong the 3ublic #ector !anks in %ndia, Gnited !ank of %ndia is one of the /6 ma$or banks, which were nationali&ed on Culy /=, /=9=. %ts predecessor, in the 3ublic #ector !anks, the Gnited !ank of %ndia ?td., was formed in /=0@ with the amalgamation of four banks vi&. 7amilla !anking 7orporation ?td. (/=/6), !engal 7entral !ank ?td. (/=/;), 7amilla Gnion !ank ?td. (/=44) and Eooghly !ank ?td. (/=54).

Oriental !ank of 7ommerce (O!7), Dovernment of %ndia Gndertaking offers Aomestic, N>% and 7ommercial banking services. O!7 is implementing a D>*"..N 3>OC.7T in Aehradun Aistrict (G3) and "umbai Aistrict (>a$asthan) disbursing small loans. This 3ublic #ector !ank %ndia has implemented /6 point action plan for strengthening of credit delivery to women and has designated 0 branches as speciali&ed branches for women entrepreneurs

18

Th. fo22o: n- ar. th. 2 /t of Pub2 c S.ctor Ban1/ n In3 a

*llahabad !ank *ndhra !ank !ank of !aroda !ank of %ndia !ank of "aharastra 7anara !ank 7entral !ank of %ndia 7orporation !ank Aena !ank %ndian !ank %ndian Overseas !ank Oriental !ank of 7ommerce 3un$ab - #ind !ank 3un$ab National !ank #yndicate !ank G7O !ank Gnion !ank of %ndia Gnited !ank of %ndia Ki$aya !ank

19

PRI;ATE SECTOR BANKS8

3rivate banking in %ndia was practiced since the beginning of banking system in %ndia. The first private bank in %ndia to be set up in 3rivate #ector !anks in %ndia was %ndus%nd !ank. %t is one of the fastest growing !ank 3rivate #ector !anks in %ndia. %A!% ranks the tenth largest development bank in the world as 3rivate !anks in %ndia and has promoted world class institutions in %ndia. The first 3rivate !ank in %ndia to receive an in principle approval from the >eserve !ank of %ndia was Eousing Aevelopment 'inance 7orporation ?imited, to set up a bank in the private sector banks in %ndia as part of the >!%Fs liberali&ation of the %ndian !anking %ndustry. %t was incorporated in *ugust /==6 as EA'7 !ank ?imited with registered office in "umbai and commenced operations as #cheduled 7ommercial !ank in Canuary /==0.

%ND Kysya, yet another 3rivate !ank of %ndia was incorporated in the year /=5@. !angalore has a pride of place for having the first branch inception in the year /=56. With successive years of patronage and constantly setting new standards in banking, %ND Kysya !ank has many credits to its account.

20

%IST OF PRI;ATE BANKS IN INDIA

!ank of 3un$ab !ank of >a$asthan 7atholic #yrian !ank 7enturion !ank 7ity Gnion !ank Ahanalakshmi !ank Aevelopment 7redit !ank 'ederal !ank EA'7 !ank %7%7% !ank *+%# !*N, %A!% !ank %ndus%nd !ank %ND Kysya !ank Cammu - ,ashmir !ank ,arnataka !ank ,arur Kysya !ank ?axmi Kilas !ank #outh %ndian !ank Gnited Western !ank

21

INDIAN BANKIN& INDUSTRY

The %ndian banking market is growing at an astonishing rate, with *ssets expected to reach G#L/ trillion by 4@/@. *n expanding economy, middle class, and technological innovations are all contributing to this growth. The countrys middle class accounts for over 54@ million 3eople. %n correlation with the growth of the economy, rising income levels, increased standard of living, and affordability of banking products are promising factors for continued expansion. The %ndian banking market is growing at an astonishing rate, with *ssets expected to reach G#L/ trillion by 4@/@. *n expanding economy, middle class, and technological innovations are all contributing to this growth.

The %ndian banking %ndustry is in the middle of an on the expansion of retail and rural increasingly customer : centric in now reali&ing

%T

revolution, 'ocusing are becoming !anks are

banking. 3layers

their approach, which has resulted in

innovative methods of offering new banking products and services. focus their attention on mergers and ac uisitions to take

the importance of being a big player and are beginning to advantage of

22

economies of scale and1or comply with !asel %%

regulation.I%ndian banking

industry assets are expected to reach G#L/ trillion by 4@/@ and are poised to receive a greater infusion of foreign capital,J says 3rathima >a$an, analyst in 7elentFs banking group and author of the report. IThe banking industry should focus on having a small number of large players that can compete globally rather than having a large number of fragmented players.B

23

INTRODUCTION TO OR&ANISATION CO"PANY DESCRIPTION

*+%# !ank is the first new generation private sector bank to be established in %ndia under the overall reform programme initiated by the Dovernment of %ndia in /==/, under which nine new banking licenses were granted. Gnit Trust of %ndia, the largest mutual fund in %ndia, holding ;<H of the e uity, promoted the !ank. ?ife %nsurance 7orporation of %ndia (?%7), Deneral %nsurance 7orporation ?td and its four subsidiaries who were the co:promoters held the balance /5H. The !ank started its operations in /==6. *+%# !anks first capital raising post inception was in /==; through a public offering of primary shares and in subse uent years through e uity allotment to a few other investors like 7A7. 7iticorp !anking 7orporation, !ahrain, ,arur Kysya !ank and 7hrys 7apital leading to a dilution in *+%#s shareholding in the !ank. 'urther dilution of 3romoters shareholding happened during M6 of 4@@6, when the !ank raised G#L 45=.5@ "illion of 7apital through a DA> issue .

"ISSION

7ustomer #ervice and 3roduct %nnovation tuned to diverse needs of individual and corporate clientele. 7ontinuous technology up gradation while maintaining human values. 3rogressive globali&ation and achieving international standards. .fficiency and effectiveness built on ethical practices.

24

CORE ;A%UES+
7ustomer #atisfaction through 3roviding uality service effectively and efficiently B#mile, it enhances your face valueB is a service uality stressed on 3eriodic 7ustomer #ervice *udits

"aximi&ation of #takeholder value #uccess through Teamwork, %ntegrity and 3eople ?eading through innovation to offer world class and competitive products to customers. !uilding long term relationships with customers by creating a world:class service experience through operational excellence and the innovative use of technology.

Eave created a customer centered and result focused vision that inspires each one of our *ssociates and has their buy in. *re committed to creating a Eigh 3erformance Organi&ation by creating an environment that allows each our associates to perform at peak. *s a result recogni&ed as an employer of choice.

7ommitted to partnering with internal and external customers for mutual success. Working with integrity, fairness and financial prudence in all our dealings keeping the interests of our shareholders, customers and *ssociates par amount.

25

CURRENT STATUS

*xis !ank is the third largest private sector bank in %ndia. *xis !ank offers a vast spectrum of services encompassing ?arge and "id:7orporate !anking, #". !anking, *gri:!usiness !anking, >etail !anking and %nternational !anking. *xis !ank has a network of over /@6@ branches and over 60@@ *T"s across the country. The branches, spread across more than 90@ cities and towns, enable the !ank to reach out to a large cross:section of customers with an array of products and services catering to both the retail and the corporate segment. *xis !ank has presence in #ingapore, Eong ,ong, #hanghai and Aubai, and seeks to expand further its international presence. *xis !ank has the second largest .A7 network, the third largest *T" network in %ndia and also has the fourth largest base of debit cards in the country. The market capitalisation of the !ank as on Cune 4=, 4@/@ was >s. 0@,//6 crores (N#.) which makes the !ank the fourth largest in terms of market capitali&ation amongst the !anks in %ndia. The !anks centralised database enables customers to operate their accounts from anywhere in the country. The !anks website www.axisbank.com offers comprehensive details about its various schemes.

26

*I&*%I&*TS
3rofit after tax up 5;.0/H to >s. 4,0/6.05 crores Net %nterest %ncome up 50.<9H to >s. 0,@@6.6= crores 'ee - Other %ncome up 45.;@H to >s. 5,/45.6@ crores Aeposits up 4@.5;H to >s. /6/,5@@.44 crores Aemand Aeposits up 5@.5;H to >s99,@4=.06. crores *dvances up 4<.=6H to >s. /@6,565./4 crores >etail *ssets up 4=.<4H to >s. 4@,;44.=@ crores Network of branches and extension counters increased from ;50 to /,@50 Total number of *T"s went up from 5,0=0 to 6,4=5 Net N3* ratio as a percentage of net customer assets up from @.59H To @.50H

BOARD OF DIRECTORS
Sh 1ha Sharma
"anaging Airector - 7.O

"' "' A-ra:a2

Aeputy "anaging Airector

R' B' %' ;a /h

Airector

R' *' Pat 2

Airector

N' C' S n-ha2

27

Airector

BANK $INS O;ER IN;ESTORS CONFIDENCE

*+%# !ank finished the Cune 4@/@ uarter with almost similar profit growth as in the previous three uarters. !ut what helped it steal the show this time was a 5=H year:on year growth in its loan book. Diven that the growth in aggregate banking csredit stood at 4@H in the Cune 4@/@ uarter, %t is unlikely that any other large bank will be able to grow its loan book at a faster rate than axis bank. This should be positive news for investors since it affirms the banks ability to consistently outperform its peers.

The banks credit to large and mid corporates grew by 00H in the Cune 4@/@ uarter. This was partially due to an increased demand of funds from the corporate segment mainly on account of 5D, bradband wireless auction(!W*) and advance tax payments .%t might be difficult for the bank to maintain such a high loan growth in future.

*ll this while the bank maintained a tight control on its assest

uality. %n uarter

percentage terms ,its non:performing assests actually fell during the

*mong large banks, only EA'7 !ank has a better asset uality than *+%# bank. The bank also reported a drop in the percentage of low:cost:current account and saving account (7*#*) deposits on a se uential basis .7*#* deposits formed 6@H of its total deposits at the end of the uarter compared with 6<H at the end of the previous uarter .!ut %t should not be misconstrued as negative sign since 7*#* share had been a onetime spike in the previous uarter due to retiring of high cost term deposits .Otherwise, its 7*#* share had hovered around 6@:65H in the earlier uarters.

28

Though it is unlikely that the bank will maintain such a high growth in its advances ,its profit growth is expected to be high. This is because its books are clean and provision coverage ade uate. The provision coverage at <<H is well above the minimum <@H prescribed by >!%. This shows that it will not re uire higher provisioning ,which in turn will allow its profit to grow at a high rate.

PRODUCTS OF AXIS BANK+ ACCOUNTS

).ro Ba2anc. Sa9 n-/ Account

Pr./.nt n-, A< / Ban1=/ ).ro Ba2anc. Sa9 n-/ Account' At A< / Ban1 t ha/ b..n our con/tant .n3.a9or to cr.at. ,ro3uct/ /,.c f ca220 cat.r n- to th. cu/tom.r n..3/' Th. account :h 2. off.r n- a :ho2. ran-. of /.r9 c./ a2/o a33r.//./ th. 2at.nt n..3 of ha9 n- an account : thout th. ha//2. of ma nta n n- an a9.ra-. >uart.r20 ba2anc..

F.atur./
No *verage Muarterly !alance re uirement 'ree %nternational Aebit 7ard with an *ccidental %nsurance cover up to >s 4 lakhsN (charges for the primary holder are waived) 'ree mobile banking facility *ccess though more than 9<0 branches and more than 4;@@ *T"s *t:3ar che ue facility with the clearing limit of >s 0@,@@@

29

46x< Telebanking - %nternet banking 'ree uarterly statements

Con3 t on/ A,,20

%nitial funding of >s. 0,0@@. *ccount maintenance fee of >s. 0@@ per annum.

Docum.ntat on
*n *ccount Opening 'orm duly filled One latest passport si&e photograph %nitial che ue of >s 0,0@@ 3hoto identity proof like 3*N card, 3assport, Ariving ?icense or Koters card 3roof of residence like recent utility bill or bank account1credit card statement, and: *ny two of the following documents8 ?atest 3ost paid mobile bill with a minimum bill payment of >s. /,@@@ "inimum Net #alary >s. 4@,@@@ or other bank account statement with minimum day end balance of >s 40,@@@ 're uent 'lyer 7ard or 7ustomer ?oyalty 7ard (any of the renowned retail chain) 3roof of owning a Dold13latinum 7redit 7ard 3roof of owning a house or a four:wheeler

30

 Ea/0 Acc.// Sa9 n-/ Account

Pr./.nt n-, A< / Ban1=/ Ea/0 Acc.// Sa9 n-/ Account' Th. account / an .n3.a9or b0 th. Ban1 to un3.r/tan3 th. con/um.r/= n..3/ an3 r.3.f n. ban1 n- to /u t 0our r.>u r.m.nt/ for a tru20 comfortab2. ban1 n.<,.r .nc.' Ea/0 Acc.// Sa9 n-/ Account - 9./ 0ou n/tant acc.// to 0our mon.0 an0:h.r., an0t m.' Po//.// n- a ran-. of unmatch.3 f.atur./, t ha/ b..n 3.9 /.3 to b.tt.r /u t th. con9.n .nc. of our .c2.ct c c2 .nt ba/.'

F.atur.
At Par Ch.>u. Boo1

*s an .asy *ccess #avings *ccount Eolder, you will receive the B*t:parB che ue book. Oou can en cash these che ues as local che ues at any of the 40< centers where the bank has a presence, at no extra cost. Arafts are now history. AT" N.t:or1

.asy *ccess #avings *ccount also entitles you to an %nternational Aebit 7ard with which you can access your account anytime at all our *T"s : both, Kisa enabled and our partner banks : across the country. Withdrawals and deposits (money as well as che ues) are possible with your Aebit 7ard. *nd unlike most other *T"s, an *xis !ank *T" allows you to withdraw up to >s 6@,@@@ per day. An0:h.r. Ban1 n-

31

Oou can transact through any of our branch offices all of which are interconnected for your banking convenience. Transactions like cash deposits, cash withdrawal, transfers and clearing deposits can all be carried out wherever you happen to be.

T.2. ban1 n-

Our Tele banking service provides you instant access to your savings account. %t offers you a wide range of services over the phone such as *ccount %nformation, !alance %n uiry, Transaction Aetails, #tatus of your 7he ue (available only during branch business hours) and even #tatement of *ccount on 'ax. I Conn.ct

The idea of Byour !ank on your desktopB is now a reality with % 7onnect. Oou can look up the status of your savings account, re uest your new che ue book, undertake a range of financial transactions, avail financial advisory services, get information on mutual funds and shop online by $ust clicking the mouse.

"ob 2. Ban1 n-

"obile !anking enables you to bank with us through your mobile phone irrespective of where you are. *vail facilities like balance in uiry, debit or credit alerts, last three transaction details and che ue status. Account Stat.m.nt

Muarterly statements are delivered free of cost. 7ustomers can also avail the facility of monthly online statements through i7onnect (our %nternet banking channel). ?uart.r20 Int.r./t 32

.very uarter, interest would be credited at the rate of 5.0H per annum in nnnn account

Docum.ntat on
To open .asy*ccess #avings *ccount with *xis !ank, you $ust need to provide8 Two passport si&e color photographs (latest) for each applicant %ntroduction related documents8 %ntroduction by an existing *xis !ank customer, whose account is at least 9 months old with a suitable proof of address, or * letter from the manager of your existing bank, verifying identity and signature, or * copy of your passport along with a self:signed che ue *ny one document from each of the following groups8

&rou, I
Koter %A cardN or Aefense or 3olice or Dovt. Aept. %A 7ard, or 3an 7ard or Ariving ?icense or 3hoto 7redit 7ard (Nalong with self:signed che ue).

&rou, II
?atest copy of electricity bill or telephone bill or bank account statement or credit card statement or insurance premium receipt or letter from

33

employer certifying address or N#7 giving current address or existing house lease agreement *M! >e uirement8 >s. 0,@@@

Pr m. Sa9 n-/ Account

$ant a cu/tom @.3 /a9 n-/ account to /u t 0our /,.c f c f nanc a2 r.>u r.m.nt/A *t *xis !ank, we have always strived to pace our products with the growing needs of our customers. The 3rime #avings account has therefore been created with the customer specific financial re uirements in mind. Wider accessibility Dreater convenience "ore comfort .nhanced privileges *dded speed

F.atur./
*t 3ar 7he ue 'acility with an enhanced limit up to >s. /,@@,@@@ 'ree 9 cash withdrawal transactions per uarter at other bank *T"Fs 'ree monthly statement of account 'ree AA13O (drawn on *xis !ank 7enters) 'ree 3assbook

34

%ncreased cash deposit1withdrawal limits at non home branches Option of automatic movement of excess funds in the savings account to higher earning fixed deposits *ccess through more than 9</ offices - 4<96 *T"s 46N< Telebanking, %nternet banking and "obile !anking

Docum.ntat on
*n account opening form duly filled. 4 ?atest passport si&e color photographs. 3hoto proof of identity 3*N card, passport, Ariving ?icense or * letter from the !ank "anager verifying identity, signature and address along with a self signed che ue. 3roof of residence like recent electricity bills or telephone bills or credit card statements.

Sa2ar0 Sa9 n-/ Account 7Th. com,2.t. f nanc a2 /o2ut on8

#alary #avings *ccount from *xis !ank will do the $ob for you. We know how important employee satisfaction is for an organi&ation to grow to its full potential. Which is why we have tailored our #alary #avings *ccount not only to be a convenient way for you to manage salaries (across various centers, through our centrali&ed database), but also provide your employees with a range of value added benefits. #alary #avings *ccount comes with a host of facilities that give your employees access to the complete gamut of banking services (including overdrafts, loans

35

and &ero:balance re uirements) on a preferential basis. "aking it the perfect incentive for your employees.

F.atur./
/ 4 5 6 !alance >e uirement *nywhere !anking 7he ue books No minimum balance *vailable across the country

"ulti:city at:par 7he ue !ook 3ersonal *ccident %nsurance cover of upto %nternational Aebit cum *T" >s 4 ?acs per cardholder 7ard PTo keep your personal accident insurance cover activated, you should have made a purchase transaction in 590 days prior to the day of the incident - should have maintained an average uarterly balance of >s 0,@@@ (urban metropolitan branches) or >s 4,0@@ (rural semi:urban branches) as the case may be in the two uarters before the date of the incident.QN 7ash withdrawal of upto >s 40,@@@ daily 3urchase protection and Rero 7ard ?iability *ccepted at more than % million *T"s and more than 49 million 3oint of #ale terminals worldwide 'ree on a uarterly basis 'ree monthly statements on email (7ustomer has to register for %nternet !anking)

7omputeri&ed #tatements

9 < ;

Coint *ccount 'acility 'lexi AepositsN Aemand Arafts (4:in:/)

*vailable .ncash *vailable sub$ect to terms and conditions 'ree Aemand Arafts drawn on *xis !ank !ranches

36

Overdraft 'acility

/@ Outstation 7he ues

Gpto 0@H of net salary at 3ersonal ?oan ratesN 'ree collection, only out:of:pocket expenses to be recovered

// Aemat *ccount /4 'inancial *dvisory #ervices /5 3ower ?oansN

*vailable *vailable 3ower Eomes : Eousing ?oans 3ersonal 3ower : 3ersonal ?oans #tudy 3ower : .ducational ?oans 7onsumer 3ower : 7onsumer ?oans 3ower Arive : Kehicle ?oans

/6 Optional Dold Aebit 7ard /0 7redit 7ards /9 Online Trading /< !uilt:%n %nsurance and !urglary) scheme /; !uilt:in #%3 scheme /= 3riority !anking

*ccess to any !ank *T" *vailable *vailable

("edical Gni ue facility of availing %nsurance option in built in the account available Gni ue facility of availing #%3 option in built in the account available >educed balance criteria for availing 3riority !anking that entitles you to exclusive banking and lifestyle privileges

4@ %nternet !anking

*vailable as i7onnect with enhanced features like free bill payments (e.g., electricity bills) and electronic payment of premiums (?%7 : %nsurance 3remium) at select centers. Online shopping and .:!rokering 37

4/ Telebanking 44 "obile !anking

'ree (available for 46 hours at select centers) *vailable

45 Nomination 'acility 46 'unds Transfer 40 "eal 7ard 49 Dift 7ard

*vailable Transfer funds from your #alary 3ower account to any bank account in %ndia free of charge. The best substitute for the traditional "eal coupons1vouchers. 3repaid, >upee Aenominated, Non >eload able card : %deal for Difting.

Note8 #alary 3ower is a special account offered to customers with regular direct salary credits coming into this account. %n case, the monthly salary is not credited into the account for more than 5 consecutive months, the special features offered under #alary 3ower account shall stand withdrawn and the account shall be treated as Normal #aving *ccount under our standard charge structure and all charges shall be levied and applied as applicable to normal savings accounts.

38

$om.n=/ Sa9 n-/ Account

%n todayFs busy world itFs tough being a workingwoman. >ight from shuttling between a $ob and family to taking care of her finances she has to be on her heels all the time. ,eeping this ideal in mind, we at *xis !ank have designed a savings account best suited for the woman of today. Now with the #mart 3rivilege *ccount you can manage your money, your life and en$oy a host of lifestyle privileges as well. WhatFs interesting is that the #mart 3rivilege *ccount ensures that you have enough time for all those important things in life.

Smart A39anta-.
#mart *dvantage is an exclusive insurance cover specially designed for the holders of #pecial WomenFs *ccount that covers woman related diseases. This insurance protects the woman against the risk of serious illness. %t gives the policyholder the security of knowing that a guaranteed cash sum will be paid in case she is diagnosed with a life:threatening illness. The insurance is available at a nominal premium to existing #pecial WomenFs *ccount holders.

E2 - b 2 t0 an3 Docum.ntat on
*verage uarterly balance of >s /@,@@@ for metro and urban locations *verage uarterly balance of >s 0,@@@ for semi:urban and rural locations

Docum.ntat on R.>u r.3 To open a #mart 3rivilege account with *xis !ank, you $ust need to provide8 ?atest 3assport si&e color photographs %dentity 3roof Koter %A 7ardN or Aefense 13olice1Dovt. Aept. %A 7ard or 3an 7ard or Ariving ?icense or 3hoto 7redit 7ard or 3assport O> * letter from the manager of your existing bank, verifying identity and signature , *ddress 3roof 39

%nitial deposit amount of at least >s /@,@@@ - >s 0@@@ as the case may be.

S.n or C t @.n=/ Account

*xis !ankFs #enior 7iti&en #avings *ccount has been designed keeping in mind the fact that a senior citi&enFs banking re uirements are wholly different and re uire special consideration.

'.*TG>.# Aedicated >elationship "anagers 'ree *t:3ar 7he ue book 'ree %nternational K%#* Aebit 7ards for primary and $oint account holders 'ree "onthly #tatement of *ccounts and 'ree 3assbook 'ree %ssuance of 3ay Orders or Aemand Arafts drawn on *xis !ank branches 'ree %nward >emittances 'ree Outward >emittances once a year 'aster credits to foreign che ues providing you prompt availability of funds remitted by your near and dear ones abroad 7he ue pickup and 7ash delivery services *nywhere !anking Telebanking 'ree "obile !anking i7onnect 7ustomi&ed ?oan Offerings

40

E2 - b 2 t0
* "inimum *verage Muarterly balance of >s /@,@@@ in your savings account. No ,.na2 char-./ : 22 b. 2.9 .3 for nonBma nt.nanc. of A9.ra-. ?uart.r20 Ba2anc. n th. f r/t >uart.r of account o,.n n-' Oou should be a %ndian >esident *ge as on date of account opening should be greater than or e ual to 9@ years

DEPOSITS
F <.3 D.,o/ t/
Saf.t0, S.cur t0 an3 &ro:th

A< / Ban1 off.r/ / m,2. r. n9./tm.nt F <.3 D.,o/ t/ 7at 9.r0 com,.t t 9. nt.r./t rat./8, :h ch can b. o,.n.3 : th a m n mum n9./tm.nt of R/ 4C,CCC' You can ma1. a33 t on/ to 0our 3.,o/ t n mu2t ,2./ of R/ 4,CCC .ach' Th. t.nur. of 0our 3.,o/ t mu/t b. a m n mum of D month/'

D.,o/ t Sch.m./8
Ro22o9.r on20 Pr nc ,a2+ Only the principal amount will be rolled over. The interest will be either credited to your designated account or paid out. Ro22o9.r Pr nc ,a2 an3 Int.r./t accru.3 n R. n9./tm.nt D.,o/ t+ This will rollover both the deposit and the interest accrued for the same tenure at the interest rate applicable on the maturity date.

41

On or before the maturity date, you can make the following changes in the rollover instructions of the deposit8 7hange in tenure 7hange in maturity instructions 7hange in payment instructions 7hange in principal (only reduced amount) 7hange rollover of 3rincipal to rollover of 3rincipal S %nterest, or vice versa.

Docum.ntat on
The following documents are re uired when applying for a 'ixed Aeposit * valid passport or a valid driving license An In3 9 3ua2, * n3u Un3 9 3.3 Fam 20, Conc.rn So2. *n introduction by any other bank or an holder for the last six months * photograph 7opy of the Trust Aeed 7opy of the registration certificate 7opy of the >esolution of The Trustees Tru/t/ *uthori&ing the members concerned to open and operate the account 3hotographs of the members operating the account !ye:laws of the *ssociation

Pro,r .tor/h , introduction by an *xis !ank #avings *ccount

42

7opy of the >esolution by the board authori&ing the members concerned to open A//oc at on/ E C2ub/ and operate the account 3hotographs of the members operating the account 3artnership Aeed ?etter from partners approving the persons Partn.r/h , F rm concerned to open and operate the account 3hotographs of the persons operating the account

B.n.f t/
Eassle free opening of a fixed deposit from the comfort of your home1office #eamless transfer of funds from your savings account to higher interest earning fixed deposits 'lexibility in deciding the amount, tenure, interest payment and maturity of your deposit Open a fixed deposit at any branch of your choice

>ecurring Aeposits
Po:.r of com,oun3 n-

43

*xis !ankFs >ecurring Aeposit scheme will allow you with an opportunity to build up your savings through regular monthly deposits of fixed sum over a fixed period of time.

'eatures
>ecurring deposits are accepted in e ual monthly installments of minimum >s /,@@@ and above in multiples of >s 0@@ thereafter. The fixed numbers of installments for which a depositor can opt are /4, 46, 59, 5=, 6;, 9@, 95, <4, ;6, =9, /@; and /4@ months. Transfer of *ccounts : a recurring deposit account can be transferred from one office of the !ank to another branch. The amount of installment once fixed, cannot be changed. %nstallment for any calendar month is to be paid on or before the last working day of the month. Where there is delay in payment of installment, one can regulari&e the account by paying the defaulted installment together with a penalty (at present it is T 3?> plus 6 H for the period of delay).'raction of a month will be treated as full month for the purpose of calculating the penalty. The total amount repayable to a depositor, inclusive of interest, depends on the amount of monthly installments and the period of deposit.

.ncash 46
The .ncash 46 ('lexi Aeposit) gives the li uidity of a #avings *ccount coupled with high earnings of a 'ixed Aeposit. This is achieved by creating a 'ixed Aeposit linked to your #avings *ccount providing you the following uni ue facilities8 "a< mum R.turn/8 Oour money is no longer idle. *s soon as the balance in your

44

#avings *ccount crosses over >s 40,@@@, the excess, in multiples of >s /@,@@@ will be transferred automatically to a higher interest earning 'ixed Aeposit *ccount. The maturity of fixed or term deposits formed as a result of transfer of money from the #avings !ank account will be for a maximum period of /;/ days and the interest will be calculated on simple interest rate basis. "a< mum % >u 3 t08 The money parked in 'ixed Aeposits as a result of the above mentioned sweep out from your #avings account can be easily accessed by issuing a che ue, withdrawing through *T" etc. This amount is automatically reverse swept from the most recently formed 'ixed Aeposit in units of >s 0,@@@ to the #avings account whenever the balance in your #avings account falls below >s 40,@@@. The amount broken form your 'ixed Aeposit will earn interest rates at the applicable rate for the period that the deposit was held with the !ank. The remaining amount of 'ixed Aeposit will continue to earn the contracted rate of interest Auto R.n.:a28 On maturity of your linked 'ixed Aeposit, the !ank will automatically renew it for a maximum period of /;/ days.

*o: 3o I / -n u, for Enca/h F6A *ll you have to do is to open a #avings *ccount and sign up an .N7*#E 46 declaration form. * minimum average uarterly balance of >s /@,@@@ must be maintained in your #avings *ccount to avail the .ncash 46 facility. 3riority !anking customers wishing to avail of .ncash 46 'acilities, need to maintain a minimum total relationship of >s 0 ?acs only, in their .ncash 46 *ccount. *s soon as the balance in the 3riority !anking #avings *ccount crosses over >s /, @@,@@@ the excess balance, in multiples of >s 0@,@@@ will be transferred automatically to the 'ixed Aeposit *ccount. 45

Ta< Sa9.r F <.3 D.,o/ t

%n the 'inance !ill of 4@@9, the government had announced Tax benefits to !ank Term Aeposits which are of over 0 year tenure u1s ;@7 of %T *ct, /=9/ vide Notification Number 4@514@@9 and #O/44@ (.) dated 4;1@<14@@9. The salient points of the scheme notification are2 (a) 'ixed tenure without premature withdrawal. (b) Oear is defined as a financial year. (c) *mount limited to >s. /@@ minimum and >s. /@@,@@@ maximum. (d) !ank will issue a 'ixed Aeposit >eceipt that shall be the basis of claiming tax benefit. (e) Term deposit under this scheme cannot be pledged to secure a loan. !enefits of tax break u1s ;@7 of %T *ct !enefit %llustrator .xample *ssume that a customer invests >s /@@,@@@ in this scheme T ;H p.a. in fixed deposit for five years. Ee will get a benefit of >s 5@,9@@ at 5@.9 H on the eligible investment of %N> /@@,@@@ assuming that he is in >s 4, 0@,@@@ lac to >s /, @@,@@@ lac tax bracket, thus his effective investment would be >s 9=,6@@. Ee would earn >s ;@@@ (@; percent on / lac) as interest per annum, which would translate to a return of //.0 percent on the effective investment of >s 9=,6@@.

Ta< a39anta-., Rat. of Int.r./t

The provision of #ection ;@7 whereby a deduction of up to >s /@@,@@@ is allowed while computing total income of an individual or EG' in respect of the life insurance premium, contribution to 3rovident 'und etc has being amended to include fixed deposit with a scheduled bank of a period of not less than five years. *ccordingly, an individual or EG' shall now be entitled to deduction of up to >s /@@,@@@ in case he makes a fixed deposit of the period of five years or more. This exemption shall be part of the >s /@@,@@@ exemption presently available in respect of life insurance premium, contribution to 3' etc.

46

Eigh >ate of %nterest for senior citi&ens as well as normal customers in view of the long term lock:in period enshrined in the scheme

E2 - b 2 t0
*ll individual depositors and E.G.'. who have a 3*N number are eligible to open a fixed deposit account. *ny individual who is a >esident %ndian and has attained /; years of age can open a 'ixed Aeposit account2 %n his or her individual capacity, or %n individual capacity on $oint basis. Term deposit shall be of following types, namely8 : S n-2. ho23.r t0,. 3.,o/ t/+ The single holder type deposit receipt shall be issued to an individual for himself or in the capacity of the ,arta of the Eindu undivided family. Jo nt ho23.r t0,. 3.,o/ t/+ The $oint holder type deposit receipt may be issued $ointly to two adults or $ointly to an adult and a minor, and payable to either of the holders or to the survivor8 3rovided that in the case of $oint holder type deposit, the deduction from income under section ;@7 of the *ct shall be available only to the first holder of the deposit who should be a 3*N holder.

S,.c a2 Sch.m. for Sa9 n-/ Ban1 Account+ Sa9 n-/ account for /tu3.nt/+
.ligibility8 *ge of the student should be between /4 years and 40 years. 'or medical students the upper age limit could be 5@ years. The student must possess valid identification of an institution. F.atur./+

47

: "inimum average uarterly balance (*M!) of >s. 0@@. /6 : 'ree %nternational Aebit 7ard. : Muarterly statement of account. : Tele:banking i7onnectU %nternet !anking #avings account for Aemat customers8 .ligibility8 Aemat account customers of the !ank. 'eatures8 : "inimum average uarterly balance (*M!) of >s. /@@@. : 'ree %nternational Aebit 7ard. : Muarterly statement of account. : Tele:banking i7onnectU %nternet !anking >.T*%? *##.T# >etail 7redit is emerging as one of the focus areas of most of the banks in the country. The retail credit business here is still very small compared to some of the developed countries of the world. The business is also in a nascent stage if compared to the corporate loans in the country and comprises of around 4@ H of the total commercial bank loans.

The retail credit business is uite well established in tier % cities of the country. Eowever, it is still in the evolving stage in tier %% cities and in the nascent stage in tier %%% cities. 7onse uently, the consumers of tier % cities are the most aware lot, with the consumers in the tier %%% cities having a substantially lower awareness. %n spite of this, the level of awareness and the demand from consumers has increased rapidly in the last couple of years due to the emergence of new aggressive players in the market.

48

STUDY PO$ER

3urpose8 To provide financial support to deserving1meritorious students for pursuing higher professional 1 technical education in %ndia and abroad. To be provided to meritorious students who have obtained admission to career:oriented courses, e.g. medicine, engineering, management, either at the graduate or post: graduate level. This would cover studies proposed in domestic or overseas institutions.

Muantum of ?oan8 The uantum of finance under the scheme is capped at >s.<.0 lakhs for studies in %ndia and >s. /0 lacs for studies abroad, which would cover tuition fees, hostel charges (if any), cost of books, etc. The minimum amount of loan would be >s.0@, @@@ Expenses Considered for the Loan: : 'ees payable to college1university1hostel : .xamination1?ibrary1?aboratory fees : 3urchase of !ooks1. uipment1%nstruments : 7aution1refundable deposits supported by the %nstitution s bills1receipts : Travel expenses1passage money for studies abroad : 3urchase of computers (when essential for the completion of the course)

49

*ny other expenses re uired to complete the course, like study tours1pro$ect work1thesis, etc.

%IFE INSURANCE
%n Aecember 4@@9, *+%# !ank entered into a !ancassurance tie up with "et?ife, for sales of life insurance products through all its branches. "et?ife was selected by *+%# !ank after an extensive assessment of complementary strengths of all the insurance companies of %ndia. The !ancassurance alliance with "et?ife is a referral model whereby leads generated by the bank are executed by "et?ife staff stationed at the bank branches.

PRODUCTS

".t Bha9 /h0a : This is a non:par money back policy that provides
guaranteed returns that specially designed to meet childrens educational expenses at different

".t A39 P2u/ : Gnit:linked : "et *dvantage 3lus is a Gnit:linked 3ension

3lan. %t comes with the maximum number of advantages. 'or one, it ensures that you lead a comfortable lifestyle. *lways. "ore importantly, it helps you plan ahead, keeping in mind the escalating cost

".t Smart P2u/ : "et #mart 3lus is a Gnit ?inked ?ife %nsurance product,
whole life plan that mature at the age /@@. The premium paid is used partly for insurance cover and the balance is invested in funds to buy unit

50

"ET Su9 3ha: a flexible endowment plan, combines savings with security
that provides the uni ue option of flexibility of choosing both, the term of the policy and the premium paying term. %t gives the flexibility of choosing a term anywhere bt05@

AC*IE;E"ENTS+
!usiness was launched in the "onth of Aecember. 3erformance was however built up from Canuary and 'ebruary with record business in "arch, which is an %ndustry record, by itself. *xis !ank V "et?ife 3artnership has already managed to grab the 5rd place in the %ndustry in terms of business launched in the month of "arch. *lso for the first time in *xis !ank, cash:like incentives have been introduced in this product line. The incentive campaign seeked to optimi&e the existing resources of !ank for lead generation for ?ife %nsurance products while taking care not to cannibali&e the banks products and1or shift focus from the core activities. %ntegration of life insurance products with the banks core activities was the essence of this incentive campaign. 7ash:like incentives will thus be given to the lead generators to encourage sales of life insurance products, while protecting the core activity of the various sales channels.

F nanc a2 A39 /or0 S.r9 c./ 7"utua2 Fun38 What is "utual 'undW %t is a fund established in the form of a trust to raise money through the sale of units to the public or section of the public under one or more schemesfor investing in securitiesincluding money market instruments.

51

*sset "anagement 7ompany is an organi&ation, which invests in a diversified portfolio of financial securities on behalf of a pool of subscribers to its scheme.

Pro3uct Portfo2 o X *t *xis !ank 3ersonal %nvestment 3roduct team we adopt a strong research driven recommendation model to help clients choose the best funds based on ualitative and uantitative parameters. X *part from this a dedicated financial advisor can also be assigned to the customer to ensure that the investment re uirements are taken care of, smoothly and efficiently. Our advisors understand the investors profile and lead them through a structured financial planning process to devise financial solutions best suited to him. The financial advisors will also help the investor to choose the right investment products in line with their investment goals. X *xis offer a uni ue FOne 3age 3ortfolio #napshotF report across investment products to our customers investing in "utual 'unds. This report can be viewed through our %nternet !anking module. . ON%INE TRADIN& SER;ICES Online trading *1c is a new initiative in the wealth management product portfolio of *+%# bank.This product was launched in the month of "ay4@@9.*+%# bank tied up with a brokerage firm, Deogit 'inancial #ervices ?imited (D'#?) for providing online trading services to its customers.To avail this service a customer is re uired to open a 5:in:/ account with *xis bank. The saving bank account and the demat account are to be opened with *xis bank andTrading account with D'#?.

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Online Trading service offered by *xis !ank is a 5:in:/ integrated seamless and hassle free way to invest and trade in the e uities market whenever and wherever you want through the %nternet. The orders can be placed over phone as well if not accessible to the %nternet. The facility helps to trade in the 7ash market, "argin trading and Aerivatives. %3Os can also be applied through this facility. Online Trading *17 s is currently being sold through the #ales channel for bundled products. The #ales executives complete the documentation and send the form to Online Trading Aesk, 73G for processing. #! a1c opening department opens the #! a1c, Aemat Aepartment opens the Aemat a1c and once form is

7omplete in all respect, the form is sent to Deo$it for opening Online Trading *1c. Deo$it opens the account and generates a uni ue trading code for the client. The #! a1c and Aemat a1c are then linked to the Online Trading a1c to give a seamless experience to the customer. * special sales force dedicated to selling only the Trading accounts is being set up within the !ank and would be operational from the 4nd uarter of financial year @<:@;. The product development to extend this product to the Non >esident %ndians is also underway. The team needs to regularly coordinate with the Aemat team, %T team and the Trading partner for the smooth running of the product. The Online trading department is in the evolution phase. *t 7entral office currently a four:member team handles the development and sales of this product. "ostly operational issues have been touched upon so far and there is more to do in terms of promoting the product and to focus on being counted as one of the leading service providers. &O%D COINS

*xis bank has started retail sales of gold coins in *pril 4@@<.The coins are sourced from #wit&erland and sold through select *xis bank branches.The gold 53

coin retail business is a $oint initiative of the treasury, treasury operations and the >etail !anking Aepartment.While the procurement and pricing part is taken care of by the other two departments, the ones of sales and sales strategy lies with the retail banking department. The coin sales takes place through the various channels in the retail banking structure as well as through corporate sales sourced through other departments of the bank.The retail business has immense potential in terms of fee income.The main challenge in this product is to design different strategies across geographies and customer types utili&ing different channels to push sales through branches.

IN;EST"ENT 'inancial assessment of client is the strategic centerpiece of our advisory processes.Our work with a client begins with understanding their needs in detail and what he or she wants to achieve:family,financial modeling to create side:by: side comparisons of how different choices will affect our clients financial situation. *fter completing the assessment, we introduce various instruments and compare their impact on long:term outcomes for the client. !y creating and comparing different scenarios, we can demonstrate in detail the outcomes of each, and the client can determine which scenario best accomplishes his or her ob$ective

E>u t0+ *xis feel that a long:term investment in good stock offers higher growth. %t have tailored two sets of model portfolios, namely Eigh risk - ?ow risk. The weightage given to stocks and sectors makes the portfolio high risk or low risk. Aepending on clients ob$ective we recommend him either high risk or low risk portfolio. The

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team of experts keep regular track of stocks, which form part of "odel portfolio. Aepending on companys performance and other developments we recommend suitable strategy to our clients.

"utua2 Fun3+ The team of analysts identifies excellence in investment management through cutting edge research of various schemes and fund houses. The team evaluates the performance of a scheme and the consistency of that performance relative to other schemes. #upported by this expertise we recommend investments to our clients in different funds with impressive track record and a disciplined approach. %t study various parameters and performance measures like returns in last few years, experience of fund managers, nature of 'und, constituents of the fund, and portfolio diversification measures. Aepending on clients profile we recommend investment in a mutual fund and therefore structure a portfolio most appropriately.

Aeal .xecution8 *xis execute trades on behalf of our clients through channel brokers. >elationship "anagers send the orders to dealing team in a prescribed format. The onus of verifying 7ash balance and other details is on >elationship "anagers. There are three modes of placing an order which are listed below in the order of their preference8 Aeal .xecution

.xecution of . uity deals8

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Aealing team, after receiving order in prescribed format and through specified medium, sends it to the channel brokers via email. !rokers after executing the trade send the confirmation to the dealing team, which in turn is sent to the relationship managers. %n exigencies, wealth managers do place order over phone, which is enabled with voice recording system. 7all center team manages voice recording system #ummary of trades that are executed in a day is sent to operations team after market hours along with trade orders and confirmations for reconciliation purpose.

E<.cut on of "utua2 Fun3 3.a2/8 Aealing team, after receiving order prescribed format and through specified medium, sends it to the operation team, which executes "utual 'und deals.

Kno:2.3-. /har n-+ To educate our clients we publish below mentioned publications at regular intervals

CARDS DI;ISION8 *+%# !ank 7redit 7ards 7ore 7redit 7ard Kariants *+%# !ank has formally launched its credit cards on *ugust 5, 4@@9. The !ank is offering its credit cards on the Kisa platform and has four core variants V Dold, #ilver, Dold 3lus and #ilver 3lus. The !ank offers the following attractive benefits in addition to the standard credit card features8 7omplimentary flight vouchers8 Dold 3lus cardholders will be entitled to a complimentary return flight voucher and #ilver 3lus cardholders to a one:way

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flight voucher. The customers can choose from 4= destinations across the country. 'abulous discounts on hotels8 Dold 3lus cardholders will get a guaranteed 0@H discount at /4@ hotels in the country all year round. #ilver 3lus cardholders will be entitled to a /@ V 0@ H discount at /0@@ hotels worldwide. 7omprehensive insurance package8 This includes an air accident insurance of >s. 4@ lac for the Dold card customers, personal accident policy, &ero lost card liability, purchase protection and loss of baggage 1 passport. 'uel surcharge waiver across all pumps is available for all the Dold 3lus customers. The same benefits are also extended to add on cardholders making it a very attractive package for the customers. The !ank also plans to launch its 3latinum card variant soon. These cards will have an embedded chip and will be ."K compliant which will offer additional security against card frauds. The !ank has tied up with a rewards solution provider to enable instant rewards and surprises for their customers on the basis of the recency, fre uency and value of transactions. The !ank has set up a fully owned subsidiary G!? #ales for managing the card sales and to enable it to focus on the uality of ac uisition along with a uick ramp up of the business at a national level.

DEBIT CARD+ * Aebit 7ard provides on:line direct electronic payment from a !ank *ccount for payments at "erchant .stablishments (shops, restaurants, petrol pumps etc.), and access to *T"s for cash withdrawals and in uiries. %t can be used both as an *T" 7ard and as a method of payment (instead of cash 1 che ues) when purchasing goods and services. The difference between a Aebit 7ard and a 7redit 7ard is the difference between BdebitB and Bcredit.B Aebit means Bsubtract.B When you use a debit

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card, you are subtracting your money from your own bank account. Aebit cards allow the customer to spend only what is in the customers bank account. %t is a uick transaction between the merchant and the customers personal bank account. 7redit is money made available to the customer by a bank or other financial institution, like a loan. The amount the issuer allows the customer to use is determined by the customers credit history, income, debts, and ability to pay. The customer may use the credit with the understanding that he will repay the amount, plus interest if the customer does not pay in full each month. The customer will receive a monthly statement detailing the charges and payment re uireme

CO"PETITOR
The main competitor of is *+%# bank is #!% because this bank is totally taken by government after this bank %7%7% bank is the main competitor of *+%# bank .There are different types of segment operation semment, investment and services, demat and N>% services.The competitor from the operation segment are #tate !ank of %ndia(#!%), %7%7%, Eousing Aevelopment and 'inancial corporation(EA'7) etc.'rom the investment *nd service sector EA'7 standard life insurance corporation, ,>eliance ?ife %nsurance 7orporation, #!% ?ife insurance,?ife %nsurance 7orporation of %ndia.%n demat section %ndia bull,*nangram,#!%,EA'7,%ndia %nfoline are the main competitor of *+%# bank.There are some other company who also compete with the *+%# bank *fter the #!% the EA'7 - %7%7% bank is the main competitor of *+%# bank.

*DFC Ban1 %t3. is a commercial bank of %ndia, incorporated in *ugust /==6, after the >eserve !ank of %ndia allowed establishing private sector banks. The !ank was promoted by the Eousing Aevelopment 'inance 7orporation, a

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premier housing finance company (set up in /=<<) of %ndia. EA'7 !ank has /,0@@ branches and over 4,;=@ *T"s, in 05@ cities in %ndia, and all branches of the bank are linked on an online real:time basis. *s of #eptember 5@, 4@@; the bank had total assets of %N> /@@9.;4 billion.

Stat. Ban1 of In3 a is the largest bank in %ndia. %t is also, measured by the number of branch offices and employees, the second largest bank in the world. Pcitation neededQ The bank traces its ancestry back through the %mperial !ank of %ndia to the founding in /;@9 of the !ank of 7alcutta, making it the oldest commercial bank in the %ndian #ubcontinent. The Dovernment of %ndia nationalised the %mperial !ank of %ndia in /=00, with the >eserve !ank of %ndia taking a 9@H stake, and renamed it the #tate !ank of %ndia. %n 4@@;, the Dovernment took over the stake held by the >eserve !ank of %ndia.#!% provides a range of banking products through its vast network in %ndia and overseas, including products aimed at N>%s. With an asset base of L/49 billion and its reach, it is a regional banking behemoth. #!% has laid emphasis on reducing the huge manpower through Dolden handshake schemes and computeri&ing its operations.The #tate !ank Droup, with over /9@@@ branches , has the largest branch network in %ndia. %t has a market share among %ndian commercial banks of about 4@H in deposits and advances, and #!% accounts for almost one:fifth of the nations loans.There are some other banks which gives challenging some how in the banking and service sectorthey are8

*llahabad !ank *ndhra !ank !ank of !aroda !ank of %ndia

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!ank of "aharashtra 7anara !ank 7entral !ank of %ndia 7orporation !ank Aena !ank %A!% !ank %ndian !ank %ndian Overseas !ank Oriental !ank of 7ommerce 3un$ab - #ind !ank 3un$ab National !ank #yndicate !ank G7O !ank Gnion !ank of %ndia Gnited !ank of %ndia Ki$aya !ank

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INTRODUCTION TO TOPIC+
".an n- of Cu/tom.r PERCEPTION + Intro3uct on+
3erception is the process by which we receive and interpret information from the world around us. The world around us consists of various kinds and levels of physical energy. Our knowledge of the world comes through our sense organs,

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which react to these energies. 7ertain wavelengths of electromagnetic radiation stimulate our eyes. Our ears sense certain kinds of mechanical vibrations in the air. Our noses and tongues are sensitive to certain chemical stimuli. #ense organs in our skin respond to pressure, temperature changes, and various stimuli related to pain. #ense organs in our $oints, tendons, and muscles are sensitive to body movement and position. The sense organs change the various environmental energies into nervous impulses, which go to the brain. Through the psychological process of perception, the patterns of energies become known as ob$ects, events, people, and other aspects of the world. The process of perception does not reveal ob$ects and events of the world. We see light and colour, but there is no light or colour in the electromagnetic waves that stimulate the eyes. %n the same way, there is no music or noise in the vibrations that stimulate the ear. The brain organi&es and interprets nervous impulses from the eyes as light and colour, and impulses from the ears as sound. Together, the sense organs and the brain transform physical energy from environmental stimuli into information about the events around us. When looking at the illustration on this page, you may first see only a complicated pattern of dark and light areas. *s you study the pattern, your first perception may change, particularly if you are told that a bearded man is in the picture. *fter you have seen the man, it will be almost impossible not to see him when you look at the picture again. This picture emphasi&es two important points about perception. 'irst, stimulation of the sense organs alone does not determine the nature of what is perceived. #econd, perception is a dynamic process of Bworking onB sensory data to produce perceptual ob$ects and events. The BworkB involves many physical, physiological, and psychological factors.

A< / ban1 targets all segment of customer with various types of products and services. % interacted with a a lot of customers and collect their feedback on the given services of company, and feedback are positive response from all point of view. 7ustomers are beneficiary from both sides monetary as well as non monetary:

7ustomer perception is an important component of our relationship with our customers. Diven that =@H plus of our orders at some point
62

involve the phone, how we handle the telephone is essential to creating a perception for our customer that aligns with the company mission of service. $hat / ,.rc.,t onA
*ccording to #tephen 3 >obbins, 3erception is a process by which individuals organi&e and interpret their sensory impressions in order to give meaning to their environment. The term originated from a ?atin word Ypercepio meaning receiving, collecting, action of taking possession, apprehension with the mind or senses. 'red ?uthans has defned 3erception as a complicated interactions of selection, organi&ation and interpretation of stimuli. *ccording to ?uthans, the perceptual process comprises of .xternal environmentZ7onfrontationZ>egistrationZ %nterpretationZ'eedbackZ!ehaviourZ7onse uence.

D.f n t on of ,.rc.,t on +
3erception is a process by which individuals organi&e and interpret their sensory impressions in order to give meaning to their environment. I%f everyone perceived everything the same way , things would be a lot simplerJ. BB "oorh.a3 G &r ff n I3erception may be defined as a process by which individuals organi&e and interpret their sensory impressions n order to give meaning to their environmentJ. BB S' P' Robb n/ 3eople in organi&ation are bombarded constantly by thousands of visual, auditory, tactile, gustatory and olfactory stimuli. the critical uestion in study of perception is that why do different people have different views for same activity. #o this is only being able to answered by studying and defining perception. 3erception is defined as the process of selecting, organi&ing and interpreting or attaching meaning to the events happening in the environment. %n simple terms, perception is understood as the act of seeing what is there to be seen. !ut what is seen is influenced by the individual, the ob$ect, and the situation.

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Pr nc ,2./ of ,.rc.,t on' There are a number of general principles that help us understand the process of perception. One of the most important is the principle of closure. %t tells us that we have the general tendency to perceive things as complete and unified. We tend to Bfill inB parts that are missing, or parts that conform to an overall impression. The principle of constancy states that despite changes that occur in stimulation, we have a strong tendency to perceive ob$ects as constant in si&e, shape, color, and other ualities. 'or example, an orange will be perceived with its characteristic color under different kinds of light. The opposite of the principle of constancy is also important. #ometimes an ob$ect or pattern of stimulation will remain constant, but the perceived effect will vary. ?ook at the grey and black cubes in the illustration on this page. *t one moment you will see three complete cubes, and at another you may see five. *nother important principle relates to perceptual context. The perception of an ob$ect or event depends in part on the context (surrounding conditions). ?ook at the two rectangles containing the words World !ook in the illustration on this page. The words are printed with the same ink. Ao they look the sameW !ackground intensity and colour may affect the colour and intensity of elements upon it. To most people, grey surrounded by black appears brighter and somewhat larger. This effect is called visual induction. Notice, too, that the effect is opposite to that observed with the two grey triangles with black and white detail. %n this case, the grey with black detail appears darker rather than brighter.

P.rc.,t on ,0ram 3 +

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65

Un3.r/tan3 n- ,.rc.,t on
T0,./ of ,.rc.,t on + 3erception has three levels of complexity8 Aetection >ecognition Aiscrimination

Aetection refers to whether people can sense that they are being stimulated by some form of energy. 'or example, a light may be so dim they can barely detect its presence. >ecognition means being able to identify as well as detect a particular pattern of stimulation. Aiscrimination means being able to perceive one pattern of stimulation as different from another. 'or example, a person may hear slight differences between two similar musical tones. The field of study that deals with levels of perception is called psychophysics. .xperimental psychologists investigate the relationships between the physical properties of stimulus patterns and the perceived effects of the stimuli. 'or example, they may study the relationship between sound fre uency and the perceived.

P.rc.,t on / ba/.3 on + Denes 3ersonality 7ulture .xperience

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*o: Do./ P.rc.,t on $or1 A

P.rc.,t on / nf2u.nc.3 b0 + th. ,.rc. 9.r th. tar-.t th. / tuat on

Factor/ aff.ct n- ,.rc.,t on
Karious factors influence what and how we perceive. Our perceptions are influenced by the ways our bodies are structured to receive and process stimuli from the environment. Our perceptions also reflect our emotions, needs, expectations, and learning. R.c.,tor/ + .ach sensory system, such as vision, hearing, or touch, has its own speciali&ed body parts. These parts are called receptors, and they change energies from the environment into nervous impulses. The human eye, for example, has two ma$or kinds of receptors in the retina (the light:sensitive part of the eye). These receptors are called rods and cones. The rods respond to the intensity of light, but not to different fre uencies of light (different colours). The cones do respond to different fre uencies of light, and are called colour receptors. The rods allow us to see in dim light, and the cones enable us to see colours and sharp detail in bright light. Thus, the particular ways that receptors are structured and function help determine the perceptual effects related to them. Th. bra n+ 7ertain physical and functional features of the brain also determine some aspects of perception. The part of the brain that serves vision has different kinds of cells that respond only under certain conditions of stimulation. #ome of these cells respond only when a light goes off. Others respond when a light comes on, but they stop responding if the light stays on. #uch cells also are arranged in special ways in the brain, and this fact is related to how we perceive. 'or example, some cells are arranged in columns or in clusters. #uch arrangements are related to how we perceive edges and forms. .xperiments suggest that some cells in the brain allow us to perceive movement. 67

%.arn n-, .mot on, an3 mot 9at on' "uch evidence points to the conclusion that early experience, learning, emotion, and motivation are important in defining what and how we perceive. 3art of this accumulating evidence comes from experiments that compare how people in different cultures perceive things. The perception of such things as form, colour, pain, and touch may differ from culture to culture, depending on habits and customs, and training of children. * simple example of how learning can affect perception is provided by reading the phrases inside the two triangles in the illustration on the next page. Aid you fail to see the duplicate word in each phraseW "ost people do, and some continue to do so even with many repeated readings. %n learning to perceive words and sentences, we learn not to perceive each letter and word separately. %nstead, we become able to scan the overall pattern and Bfill inB the remainder. * poor reader is more likely than a good reader to see the duplicate word in each phrase. #ome illusions are related to learning and past experience. *n illusion is not a false perception, as many people believe, but one that is inconsistent with another perception. #ince perception does not literally reveal the environment, no sensory system is closer to some absolute truth than any other. We tend to check visual illusions against touch, but touch can involve illusory effects, too. ?ook at the two triangular patches of grey containing black and white detail in the illustration on this page. %f you see the patches as being different shades of grey, you are experiencing an illusion. The patches are the same shade of grey. .motions and motivation can have an important effect on perception. #ometimes a severe emotional disturbance can prevent perception completely, as when emotional shock causes individuals to lose their hearing temporarily. We are more likely to perceive those aspects of our environment that are related to our motives. 'or example, motivation can affect the perceived characteristics of ob$ects. To hungry people, food may appear larger or more colourful than usual.

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Un3.r/tan3 n- ,.rc.,t on +

P.rc.,tua2 S.2.ct 9 t0 +
3erceptual selection is the process by which people filter out irrelevant or less significant information so that they can deal with the most important matters. 3erceptual #election is determined by .xternal 'actors %nternal 'actors

E<t.rna2 Factor/ aff.ct n- ,.rc.,tua2 /.2.ct on+ #i&e %ntensity >epetition Novelty and familiarity 7ontrast "otion S @.+ The larger the si&e, the more likely it is to be perceived. The tallest person in the office will invariably be noticed. Int.n/ t0+ The more intense an external factor (bright light, loud noise, high pitch sound etc.) the more likely it is to be perceived. One may notice that the TK commercials always have high pitch as compared to normal telecast.

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Contra/t+ .xternal factors that stand out against the background or things that are not which people expect are more likely to be perceived. "ot on+ * moving factor is more likely to be perceived than stationary factor. 'ilms (motion pictures) attract people more than a static picture. R.,.t t on+ * repeated factor is more likely to be noticed. "arketing managers use this principle in trying to get attention of the prospective customers. No9.2t0 an3 fam 2 ar t0+ .ither novelty or familiarity will can attract attention. 3eople would uickly notice a person riding an elephant on a busy street in Aelhi. On the other hand, one is likely to spot a familiar face in a crowd or a familiar voice even if there is a lot of noise and confusion. * combination of these or similar factor may be operating at any time to affect perception. *long with the internal factors, they determine whether any particular stimulus is more or less likely to be noticed.

Int.rna2 factor/ aff.ct n- ,.rc.,tua2 /.2.ct on + P.r/ona2 t0 %.arn n"ot 9at on

P.r/ona2 t0+ 3ersonality has an interesting influence on what and how people perceive. 'or example, conscientious people tend to pay more attention to external environmental cues than does a less conscientious person. ?ess conscientious 70

persons are impulsive, careless, and irresponsible. They see their environment as hectic and unstable which affects the way they make perceptual selections. On the other hand, more conscientious people organi&e their perceptions into neat categories, allowing themselves to retrieve data uickly and in an organi&ed manner. %n other words, they are careful, methodical, and disciplined in making perceptual selections.

%.arn n-+ ?earning determines the development of perceptual sets. * perceptual set is an expectation of a particular interpretation based on past experiences with the same or an identical ob$ect. %n organi&ational settings, past experiences of the managers and employees influence their perceptions to a great extent.

"ot 9at on+ * persons most urgent needs and desires at any particular time can influence perception. 3eople perceive things that promise to help satisfy their needs and that they have found rewarding in the past. *lso, according to 3ollyanna principle, people process pleasant event more efficiently and accurately than they do unpleasant events. 'or example, an employee who receives both positive and negative feedback during the appraisal meeting may more easily and clearly remember the positive statements than the negative ones.

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P.rc.,tua2 Or-an @at on + F -ur.B-roun3+ 3erceived ob$ects stand out as separable from their general background. %n the context of organi&ations, a company may import a new technology in order to compete in the globali&ed economy. Eere import of a new technology is a figure and global competitive environment is the background. The employees will immediately notice the installation of new technology whereas the global competitive environment is not visible by naked eyes. 3erceptual grouping8 There is a general tendency among individuals to group several stimuli together into a recogni&able pattern. There are certain underlying uniformities in grouping. When simple cons constellations of stimuli are presented to people, they tend to group them together by closure, continuity, proximity, and similarity.

C2o/ur.+ *n individual may perceive a whole while one actually does not exists. The persons perceptual process closes the gaps that are unfilled by from sensory inputs. %n a formal organi&ation, employees may either see a Ywhole that does not exits or not be able to put the pieces together into a Ywhole that does exists. 'or example, head of a pro$ect team may take the view that the entire team agrees to his plan of action whereas there are differing views among the team members, which remains unarticulated in a formal manner. On the other hand, a functional team might view1perceive that their ob$ectives are the ob$ectives of the whole company. Cont nu t0+ *n individual tend to perceive continuous lines1patterns. This leads to inflexible thinking on the part of organi&ational members (both managers and employees). Thus, only the obvious, continuous patterns or relationships are perceived. 'or example, a new design for some production process or product may be limited to obvious flows or continuous lines1patterns. New innovative ideas or designs may not be perceived.

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Pro< m t0+ * group of stimuli that are close together will be perceived as a whole pattern of parts belonging together. 'or example, several employees in an organi&ation may be identified as a single group because of physical proximity. #everal workers who work on a particular process may be viewed as a single whole. %f the output is low and the supervisor reports a number of grievances from the group, the management may perceive that all the workers working on that particular process are trouble makers whereas in some of them might be loyal and dedicated employees. S m 2ar t0+ The greater the similarity of stimuli, the greater is the tendency to perceive them as a common group. #imilarity is conceptually related to proximity but in most cases stronger than proximity. %n an organi&ation, all employees who wear blue collars may be perceived as a common group, when in reality, each employee is a uni ue individual. This might also lead to perceptual error termed as stereotyping. P.rc.,tua2 Con/tanc0+ There are two issues. While ob$ective reality of stimuli remains unchanged, peoples sub$ective reality also remains constant. That is, the individual is likely to give meaning to stimuli in the same way whenever exposed to them unless and until ob$ective reality has been revealed more broadly by way of undoing the perceptual errors. 'or example, a manager in the company who believes that female employees are poor performers would continue to have the same perception until and unless the latter prove that they are better than their male colleagues. P.rc.,tua2 Cont.<t+ %t gives meaning and value to simple stimuli in the environment. The organi&ational culture and structure provide the primary context in which workers and managers perceive things. Thus, a verbal order, an e:mail message, a new policy, a suggestion, a raised eyebrow, a pat on the back takes on special meaning and value when placed in the context of work organi&ation.

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Proc.//

of

P.rc.,t on +

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CUSTO"ER PERCEPTION+
7ustomer perception is an important component of our relationship with our customers. Diven that =@H plus of our orders at some point involve the phone, how we handle the telephone is essential to creating a perception for our customer that aligns with the company mission of service. %n todays globalising economy competition is getting more and more fierce. That means it becomes more difficult for products and services to differentiate themselves from other offerings than ever before. Not only is the number of competitive offerings rising due to globalisation of production, sourcing, logistics and access to information. "any products and services face new competition from substitutes and from completely new offerings or bundles from industry outsiders. #ince product differences are closed at an increasing speed and many companies try to win the battle for customers by price reductions, products and services tend to become commodities. On the other hand, customer behaviour becomes more hybrid. On one hand, customers are increasingly price sensitive V searching for bargains at marketplaces like ebay or buying their groceries at discount markets. On the other hand they en$oy branded and luxury goods. One and the same person may plan a weekend trip with a no:frills airline and a stay at a five:star:hotel. %n the result, customers have a wider choice of often less distinguishable products and they are much better informed. 'or many offerings the balance of power shifts towards the customer. 7ustomers are widely aware of their greater power, which raises their expectations on how companies should care for them. !ringing it all together, it becomes ever more difficult to differentiate a product or service by traditional categories like price, uality, functionality etc. %n this situation the development of a strong relationship between customers and a company could likely prove to be a significant opportunity for competitive advantage. This relationship is not longer based on features like price and uality alone. Today it is more the perceived experience a customer makes in his various interactions with a company (e.g. how fast, easy, efficient and reliable the process is) that can make or break the relationship. 3roblems during a single transaction can damage a so far favourable customer attitude. The conse uence for companies is that they have to adapt their ways of competing for customers. Traditionally, companies have focused their efforts of customer relationship management on issues like customer satisfaction and targeted marketing activities like event marketing, direct marketing or advertising. *lthough doubtless necessary and beneficial, these activities are not longer

75

enough. They narrow the relationship between company and customer down to a particular set of contacts in which the company invests its efforts. "ost likely this will produce not more than a satisfied customer who is well aware of the companies offerings and has a positive attitude towards them. Eowever, a satisfied customer is not necessarily a loyal one. P4Q %f a customer is satisfied that means that a product of service has met his expectations and that he was not dissatisfied by it. 7ustomer satisfaction is doubtlessly very important. %t is the precondition for repeat purchases and it prevents the customer from telling others about his disappointing experiences. * loyal customer, however, is more than a customer who fre uently purchases from a company. The difference is the emotional bond which links the customer so closely to the company that he develops a clear preference for these products or brands and is even willing to recommend them to others. ?oyal customers truly prefer a product, brand or company over competitive offerings. Thus loyalty goes beyond a rational decision for known uality or superior price:performance:ratio. %t is about the customers feelings and perceptions about the brand or product. When the customer makes his buying decision, he evaluates the benefits he perceives from a particular product and compares them with the costs. The value a customer perceives when buying and using a product or service go beyond usability. There is a set of emotional values as well, such as social status, exclusivity, friendliness and responsiveness or the degree to which personal expectations and preferences are met. #imilarly, the costs perceived by the customer, normally comprise more than the actual price. They also include costs of usage, the lost opportunity to use an other offering, potential switching costs etc. Eence, the customer establishes an e uation between perceived benefits and perceived costs of one product and compares this to similar e uations of other products. !ased on this, customer loyalty can be understood as to how customers feel about a product, service or brand and whether their perceived total investments with a it live up to their expectations. The important point here is the involvement of feelings, emotions and perceptions. %n todays competitive marketplace, these perceptions are becoming much more important for gaining sustainable competitive advantage. 7ustomer perceptions are influenced by a variety of factors. !esides the actual outcome V i.e. did the product or service deliver the expected function and did it fulfil the customers need V the whole process of consumption and all interactions involved are of crucial importance. %n todays globalised information driven economy this can also comprise issues like

76

H Eow other customers or influencing groups perceive the product or brand H The degree to which the customer feels the actual marketing campaign addresses the most important issues H >esponsiveness and service uality of any affiliates, e.g. distribution partners 7ustomer perceptions are dynamic. 'irst of all, with the developing relationship between customer and company, his perceptions of the company and its products or services will change. The more experience the customer accumulates, the more his perceptions will shift from fact:based $udgements to a more general meaning the whole relationship gains for him. Over time, he puts a stronger focus on the conse uence of the product or service consumption. "oreover, if the customers circumstances change, their needs and preferences often change too. %n the external environment, the offerings of competitors, with which a customer compares a product or service will change, thus altering his perception of the best offer around. *nother point is that the public opinion towards certain issues can change. This effect can reach from fashion trends to the public expectation of good corporate citi&enship. #hells intention to dump its !rent #par platform into the ocean significantly altered many customers perception of which company was worth buying fuel from. >esearch has been don on the impact of market share on the perceived uality of a product.P5Q Aepending on the nature of the product and the customers preferences, increasing market share can have positive or negative effects on how the customer perceives the product.

77

Po/ t 9. .ff.ct/ of ncr.a/ n- mar1.t /har. on cu/tom.r ,.rc.,t on H %ncreasing market share can send out positive signals by acting as an indicator of superior uality that is recognised by more and more other customers. This effect is particularly strong for premium priced products. 7ustomers normally assume that a product must be of exceptional uality if it can gain such an unexpected market success despite its high price. H "any brands offer positive emotional benefits of using a product that is popular in the markets. H The value of a product or service can rise through increasing number of users of the same product, e.g. number of members of an online community, better availability of software for popular computer systems. N.-at 9. .ff.ct/ of ncr.a/ n- mar1.t /har. on cu/tom.r ,.rc.,t on H 'or premium and luxury products, customers may translate an increasing market share into a loss of exclusivity and thus perceive it as less valuable. H The uality of services may suffer if they are consumed by increasing numbers of users. Aiseconomies of scales and congestions can be observed with busy airports and many other services so that customers may look out for other providers that promise more timely service and convenience.

The concept of customer perception does not only relate to individual customers in consumer markets. %t is also valid in business to business situations. 'or example, a competitor benchmarking survey of a large industrial supplier revealed that the market leader, although recognised for excellent uality and service and known to be highly innovative, was perceived as arrogant in some regions. %f we take into consideration that there are about four other large players with a similar level of uality and innovative ideas, this perceived arrogance could develop into a serious problem. 7ustomers here are well aware the main characteristics of all the offerings available at the market are largely comparable. #o they might use the development of a new product generation of their own to 78

switch to a supplier that can serve them not better or worse, but with more responsiveness and understanding. 7ompanies have done a lot to improve customer satisfaction and customer relationships in the past. *s discussed above, this will not be enough any more. *ny serious effort to manage customer perceptions starts with a good measurement system. 7ompanies must be truly willing to look at the whole process of interaction through the customers eyes. 'or many companies, this re uires a more or less extensive shift in mindset, since most departments from development to sales will be involved.

RESEARC* "ET*ODO%O&Y+
79

4' "EANIN& OF RESEARC*

>esearch in common parlance refers to a search for knowledge. One can also define research as8

!A /c .nt f c an3 /0/t.mat c /.arch for ,.rt n.nt nformat on on a /,.c f c to, c'#

*ccording to 7lifford Woody8 !R./.arch com,r /./ 3.f n n- an3 r.3.f n n- ,rob2.m/, formu2at nh0,oth./ / or /u--./t.3 /o2ut on/, co22.ct n-, or-an @ n- an3 .9a2uat n3ata, ma1 n- 3.3uct on/ an3 r.ach n- conc2u/ on/ an3 at 2a/t car.fu220 t./t n- th. conc2u/ on/ to 3.t.rm n. :h.th.r th.0 f t th. formu2at nh0,oth./ /'# In general terms Yresearch refers to8 !Th. /0/t.mat c m.tho3 con/ /t n- of .nunc at n- th. ,rob2.m ,formu2at na h0,oth./ / ,co22.ct n- th. fact/ or 3ata ,ana20@ n- th. fact/ an3 r.ach nc.rta n conc2u/ on/ . th.r n th. form of /o2ut on/ to:ar3/ th. conc.rn.3 ,rob2.m or n c.rta n -.n.ra2 @at on/ for /om. th.or.t ca2 formu2at on'#

>esearch methodology is a systematic way, which consists of series of action steps, necessary to effectively carry out research and the desired se uencing to these steps. The marketing research is a process of involves a no. of inter: related activities, which overlap and do rigidly follow a particular se uence. %t consists of the following steps8: 80

'ormulating the ob$ective of the study Aesigning the methods of data collection #electing the sample plan 7ollecting the data 3rocessing and analy&ing the data >eporting the findings

STEPS+
81

ObI.ct 9. of Stu30

R./.arch D./ -n

Sam,2. D./ -n

Data Co22.ct on

Data Ana20/ /

R.,ort of f n3 n-/

F' OBJECTI;E OF T*E STUDY

82

The ob$ective of the study can be divided into two parts8 3rimary Ob$ective #econdary Ob$ective

PRI"ARY OBJECTI;E
The primary ob$ective of the study is to gain knowledge about the customer perception about *+%# !ank through extensive market survey and customer orientation programmes so that the bank can use this study for the further operations.

SECONDAR Y OBJECTI;E+
/. To study customer perception about *+%# !*N, ?td 4. To help in increasing the business of the bank 5. To identify the ma$or attributes of customer perception. 6. To increase the awareness of *+%# !ank ?td. %n people. 0. To identify and study the various ways of ensuring customer satisfaction adopted by *+%# !*N, Ks EA'7,%7%7% - #!%.

83

PREPARIN& T*E RESEARC* DESI&N+

I* research design is the arrangement of conditions for collection and analysis of data in a manner that aims to combine relevance to the research purpose with the economy in procedure.J %n fact the research design is the conceptual structure within which research is conducted, it constitutes the blue print for the collection, measurement and analysis of the data. *s such the design includes an outline of what the researcher will do from writing the hypothesis and its implications to the final analysis of the data.

DATA CO%%ECTION TEC*NI?UES+

This pro$ect consists of two parts. The first part is a study of the banking industry, *+%# !ank using /.con3ar0 3ata sources. This secondary information has been sourced from the internet and from business related maga&ines and newspapers . The second part of the study has been done using an exploratory research process and a structured uestionnaire was developed for this purpose. 'or the collection of ,r mar0 3ata this was the only method used. The reason % used this method is because a need was felt for the free influx of information about the products. *lso this method allowed the use of skills gained in class.

The researcher selected I?u./t onna r. ".tho3J taking into consideration the nature of investigation , and scope of the in uiry, financial resources ,available

84

time and the desired degree of accuracy. The uestionnaire served as a base for ready machine processing of data and analysis.

SA"P%E DESI&N+

The population considered for the purpose of the survey was people residing in "umbai.

UNI;ERSE+ "U"BAI 7JUNCTION AND TO$N8 SA"P%E SI)E+ JC cu/tom.r/

% have restricted the sample si&e to 0@ respondents. This was done keeping in mind the time constraints and the fact that % felt that this number would be enough to serve the information needs re uired to show the trends.

TYPE OF RESEARC* +

85

Aescriptive >esearch

SA"P%IN& "ET*OD+

>andomly #ampling

* random sample gives every unit of the population a known and non:&ero probability of being selected. #ince random sampling implies e ual probability to every unit in the population, it is necessary that the selection of the sample must be free from human $udgment. There is some confusion between the two terms Yrandom sampling and Yunrestricted random sampling. %n the latter case, each unit in the population has an e ual chance of being selected in the sample. #uch a sample is drawn Ywith replacement, which means that the unit selected at each draw is replaced into the population before another draw is made from it, Y*s such, a unit can be included more than once in the sample. "ost statically theory relates to Yunrestricted random sampling. %n order to distinguish between these two sample. %.e. sample, without replacement and sample with replacement, the terms Ysample random sample and Yunrestricted random sample are used. %f the latter is devised in such a manner that no unit can be included more than once, it will then be known as the simple random sampling. %t may be noted that while both sample random sampling and unrestricted random sampling give an e ual probability to each unit of the population for

86

being included in the sample, there are other sample design too which provide e ual probability to the units. The process of randomness is the very core of simple and unrestricted random sampling. The selection of a sample must be free from bias, which can be ensured only when the process of selection is free from human $udgment.

DATA CO%%ECTION "ET*OD+

Muestionnaire "ethod

%I"ITATIONS+B
?ack of interest shown by the respondents resulted in incomplete responses. Time 3eriod allotted for the pro$ect compared to Deographical area was uite less. 3oor and ambiguous responses were there because of some respondents responded without clearly understanding the assisted the respondents. 'inancial constraint8 >esources allotted was scarce. 7ontacting the customers was a difficult $ob. uestions. !ut this was minimi&ed as far as possible because the interviewer

87

ANA%YSIS G INTERPRETATION+
? 4+ BA&E OF PEOP%E

%nference8: The above chart is showing that 60H of the customers are between ?ess than 4= years of age who avails maximum banking and investing services.

88

?F'$*IC* OCCUPATION DO YOU BE%ON& A

O773*T%ON

#.>K%7.

!G#%N.## 4;

#TGA.NT ;

OTE.># 4@

H O' 66 >.#3OA.NT#

10% 45%

35% 10%
%NT.>3>.T*T%ON2 This pie chart clearly reveals that service holders have occupied ma$or chunk of people. They can en$oy the all facilities which are available on *+%# !anks account. !usinessman has also liked it but their contribution in this pie chart

89

could be said satisfactory reason for this could be attributed to availability of under product, which really suits them, is current account.

?K'*O$ "UC* OF YOUR &ROSS INCO"E &OES FOR IN;EST"ENTA

S eries 1
S eries 1

16
0-10%

19
10%-20%

11
20% -30%

4
30% -above

With the survey an attempt was made to find out that how much part of the income of bank customers goes for investment. Out of 0@ customers /9 persons invest @:/@H of their income, /= invest /@H:4@H, // invest 4@H:5@H and only 6 persons invest around 5@H and above of their income. *mong the persons who invest around @:/@H mostly fall in the income level of @:/.0 lac. While looking at the data it seems that bank customer are conscious about investing the money and earning good returns.

90

? 6+ B IN $*IC* BANK OR ANY OT*ER FINANCIA% INSTITUTE DOES YOUR BANKIN& AND IN;EST"ENT $IT*A

institution
8% Axis SBI 47% 35% ICICI Others nationa i!e ban" 10%

%nference8: This reveals that people do banking with #!% !ank as compare to other banks.

91

?J'ARE YOU SATISFIED $IT* T*E SER;ICES YOUR BANK IS PRO;IDIN&A

S eries1
S eries 1

42 8
YE S NO

When customers were asked a

uestion regarding their satisfaction with their

respective banks 64 customers respond in a positive way and say that they are fully satisfied with their present bank because of their excellent services, good product line, and additional benefits that they give to their customers but in the survey ; customers are such also who are not satisfied with their banks because of unnecessary expenses, poor services etc.

92

D' $*IC* OF T*E FO%%O$IN& ATTRIBUTES CO"PE%%ED YOU "OST OPEN SA;IN& ACCOUNT IN ANY BANKA

People Like To Open an A/c

10% 21% 37% AT !"E#$E%OO& 'nternet %ankin( 15% 17% )orkin("our *alue a++e+ Ser,ices

Mainly ATM facility attracts people much.

7:-WHICH TYPE

! "E#$ICE P#E!E#" THE M "T %Y Y & '

93

ser,ices pre-er .ost /0 custo.er

5% 15%

10% 50% 20%

AT Net %ankin( !ore %ankin( o/ile %ankin( 1etail %ankin(

94

(:-WHICH

! ! )) WI*+ %A*," -

Y & HA$E ACC &*

!usto.er "a,in( %ank A/ !

!usto.er "a,in( %ank A/ !

20 11

S%'

'! '! '

A4is

"+-c

Ot5ers

95

.:-WHAT TYPE

! ACC &*T -

Y & HA$E I* %A*,'

!usto.er "a,in( A/ !
!usto.er "a,in( A/ !

12

13 2

Sa,in(

!urrent

6i4e+ 7eposit

Ot5ers

96

4C+B*O$ DO YOU CO"E TO KNO$ ABOUT T*ESE SER;ICESA

A)areness
Ot5ers 1:% Sellin( a(ent 21%

A+,ertise.ent 33%

6rien+s8 1elati,e 29%

97

44+B$*AT T*E PEOP%E T*INK ABOUT T*E BANKS '

People T5ink A/out %ank

Securit0 Sa,in( '.position o- a /ur+en o- e4penses Ot5ers

7%

11% :9%

33%

98

4FB$*AT A RESPONDENT SEE IN PURC*ASE OF NE$ P%AN FRO" BANKSA

Peope S ee 'n Perc5asin(Ne) Plan

A+,ertise.ent /ein( release+ /0 t5e co.pan0 12%

S tan+in( an+ (oo+)ill o- t5e co.pan0 :1%

S er,ices /ein( (i,en /0 t5e co.pan0 22%

Pro+uct ran(e ot5e co.pan0 13%

99

/0:-I" A1I" %A*, P# $I-E %ETTE# !ACI)ITIE" THA* "%I2 ICICI 3 H-!C %A*,'

S er,ices
Yes No !an;t Sa0

17%

32%

:5%

100

46+B*O$ $OU%D YOU RATE PRODUCT OFFERED AXIS BANK T*AN OT*ERA
;.r0 &oo3 J &oo3 6 "o3.rat. K %.// F Poor 4

Rat n-

Pro+uct 1an(e
*er0 <oo+ <oo+ o+erate Less Poor

13% 17%

2% 3:%

22%

101

4J+B*O$ $OU%D YOU RATE PRODUCT SER;ICE E PRODUCT ;S' COST BY AXIS BANKA

!ost
*er0 "i(5 "i(5 o+erate Less

11%

1:%

30% :5%

102

/4:-H W W &)- Y & #ATE "E#$ICE" %A*,'

!!E#E- %Y A1I"

S atis-action
E4tre.el0 7issatis-action 2% E4tre.el0 Satis-action 12% 7issatis-action 23% Satis-action 3:% o+erate 20%

S$OT ANA%YSIS+
103

STREN&T*S
*+%# bank en$oys a very good reputation and goodwill in the minds of general public. The bank has a wide range of products in order to suit the needs of every segment of the society. The bank also has a very good *T" Network with over 6@@@ *T"s, which have been placed very well in different parts of the country at prominent places. *+%# !ank has a very good network of /@50 branches that are spread across different cities of the country and it is still expanding on that number. The bank currently has a very good customer base and it is expanding very fast on it. *+%# !ank staff is a blend of experience and young personality which is a well knit team sincerely devoted to their work. *+%# !ank has the state of the art and fully computeri&ed technology .*ll the branches of the bank are networked so that any account holder can make transaction in any branch of the bank irrespective of the fact that he ahs a account with that branch or not.

104

$EAKNESS

?ess awareness amongst the general masses. Gnawareness about the different services of *+%# bank like N>% schemes, foreign remittance.

>elatively the number of branches is less as compare to the other private banks.

The numbers of marketing executives are very low.

OPPORTUNITIES

3eoples dissatisfaction towards nationali&ed banks in terms of service has turned out to be a blessing for private banks. *+%# bank with its brand image can be benefitted to a large extent by this opportunity .

Their lies great scope in forex department which if utili&ed to a greater extent can yield much better results, so *+%# bank can increase its business volume by exploring export segments.

105

T*REAT
>eorgani&ation of public sector bank:all the public sector banks have started to redefine their services in order to attract customers attention. #tringent norms by >.#.>K. !*N, O' %NA%* at any time in future can be a threat to private banks as their activities could be adversely affected.

FACTS G FINDIN&S

"ost of the respondents are either serviceman or businessman. #erviceman have occupied a ma$or chunk and businessman has also liked it but their contribution in this bar could be said satisfactory.

"ost of the customer wants

uick service and proper information while

dealing with the products and services of *xis. 'actor like less formalities of document while opening an account and variety of product do not make a big impact on customer behavior.

%t was found from the study that bank believes in uality service rather than uantity of service.

The officials employed are very much enthusiastic about their $ob.

106

The officials try to make best relation with the customers.

The marketing strategy of the bank is very attractive.

The bank always tries to attract customers with innovative offers

The important facts which we could conclude from our data regarding the buying behavior of individuals are that people give maximum importance to the income growth.

>egarding the acceptance of *+%# !ank as a financial institution over other banks it is analy&ed that though a lot of our sample population was aware about it and had invested in it.

Talking of its the market share of the leading players it was found that *+%# rules when it comes to an age group of under 0@ due to the credibility and trust it has gained in all past years. This age groups prefer to explore the leading private players including *+%# !ank.

107

!ut still people mostly prefer #!% !*N, in "G"!*%.

RECO""ENDATIONS G SU&&ESTIONS+
.ffective marketing research activities should be organi&ed.

7ustomers1clients complaints should be considered and try to short out with minimum time.

%ncrease the sources for reliable information.

We know that the products and services offered by the bank are the best but more or less similar are offered by other banks as well e.g. 7itibank,

108

standard chartered etc,so promotional campaigns are must in this era of stringent competition. The bank should consistently try to improve and upgrade its technology with the global standard in order to provide excellent customer satisfaction .thical codes and conducts should be followed by the organi&ation.

We know that in this world of intense competition everyone is trying to prove itself best in its respective field therefore we can conclude that there is always an edge of improvement and hence the brand should work on that.

.stablish and coordinate business relation with big corporate houses across the country.

*+%# can improve upon its efficiency by not changing its staff fre uently. !y doing this bank can continue to create, maintain and grow strong relationship with its existing customers.

%dea behind this is that staff which is already working for bank is well ac uainted with the nature and wants of the existing customers.

!ank has to conduct customer awareness programs.

109

CONC%USION+
7ustomer perception means consumers can evaluate a product along several levels. %ts basic characteristics are inherent to the generic version of the product and are defined as the fundamental advantages it can offer to a customer. Deneric products can be made distinct by adding value through extra features, such as uality or performance enhancements.

110

The final level of consumer perception involves augmented properties, which offer less tangible benefits, such as customer assistance, maintenance services, training, or appealing payment options.

Auring the pro$ect study, % found customer perception and views about product and services of *+%# !*N,. On the above basis of survey, researcher can recommended that though the customer are satisfied with the services provided by *+%# !*N,. There is a vast scope of improvement in the level of satisfaction .Ths can be taking care of suggestion given by different customers. %t was also observed that through the bank has launched various innovative products. 7omparative study of financial products and services of *+%# !*N, with other banks shows that 5; H customer satisfied with the product and services of *+%# !*N,. "ost of the people want uick services and proper information when they visit a bank first time and while opening an account in the bank. #o as a conclusion ,we can say that most of customer or people are satisfied with the products and services of *+%# !*N,.

111

BIB%IO&RAP*Y+
Boo1/+B ?iterature provided by the bank >esearch methodology methods and techni ues (7.> ,othari) $.b/ t./+B www.banknet %ndia.com www.axisbank.com

112

Doogle.com Wikipedia.org PERSONNE% (/)">.T.R #%NDE N*TE*W*T (!ranch "anager) (4)">.K%NOA #.TE% (#ales "anager) (5)">.3>*A..3 7E*E*> (6)">.D*G>*K #E*>"* and the whole !anks staff

ANNEXURE
?UESTIONNAIREL D.ar SIRE"ADA", I am con3uct n- /ur9.0 on AXIS BANK' I /ha22 b. 9.r0 than1fu2 to - 9. 0our 9a2uab2. t m. to m. for an/:.r n- m0 >u./t on/'

Name8 [[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[ *dd8 [[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[ 7ontact no8 [[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[ Dender "ale 'emale

113

Incom.+

\ / laces

/Z5 laces

5Z0 laces

0Z< laces

4+B In :h ch a-. -rou, 3o 0ou b.2on-A

(a) ]4= (c) 6@:6= (b) 5@:5= (d) ^ 0@

F+B $h ch occu,at on 3o 0ou b.2on-A

(a) #ervice (c) #tudent (b) !usiness (d) Others

K +B $*IC* OF T*E FO%%O$IN& ATTRIBUTES CO"PE%%ED YOU "OST TO OPEN SA;IN& ACCOUNT IN ANY BANKA (a) *T" cum A.!%T 7ards (b) 7he ue !ook (c) %nternet !anking1 3hone !anking (A) Working Eours (e) Kalue *dded #ervices

6+B$h ch TYPE OF SER;ICE PREFERS T*E "OST b0 0ouA (a) *T" #.>K%7. (b) %NT.>N.T !*N,%ND (c) "O!%?. !*N,%ND (d) 7O>. !*N,%ND (e) >.T*%? !*N,%ND

5:- Which of follo6in7 8an9s :o you ha;e account' a) %7%7% !ank (b) #!% !ank

114

(c) EA'7 !*N, (A) *+%# !ank (e) Other Pls specify ________________

4:- WHAT TYPE (a) #aving (!) 7urrent (c) 'ixed (d) N>%

! ACC &*T -

Y & HA$E I* %A*,'

(e) Others 3ls specify [[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[[

7:-Ho6 many ser;ices offere: 8y your 8an9s' (a) A:"at *17 (b) "utual 'unds (c) .BIn/truct on/ (d) ?% - D% (e) Others

(:- Ho6 6oul: you 9no6 a8out these ser;ices'

115

(a) *dvertisements (b) 'riends and >elatives (c) Airect #elling *gents (d) Others 3ls specify [[[[[[[[[[[[[[[

5+B $hat th. ,.o,2. th n1 about th. Ban1/A (a) Necessity for protection security (b) %mposition of a burden of expenses (c) * compulsory tool for #*K%ND (d) Others 3ls specify [[[[[[[[[[[[[[[

4C+B $hat a r./,on3.nt /.. n ,urcha/. of n.: ,2an from Ban1/A (a) #tanding and goodwill of the company (b) 3roduct range of the company (c) *dvertisement being released by the company (d) #ervices being given by the company 44+B I/ AXIS Ban1 Pro9 3. b.tt.r fac 2 t ./ than SBI, ICICI G *DFC Ban1A (a) Oes (b) No (c)7an_t #ay

116

4F+B *o: :ou23 0ou rat. ,ro3uct off.r.3 AXIS Ban1 than oth.rA ?ow / V 4 V 5 V 6 V 0 Eigh

4K+B *o: :ou23 0ou rat. ,ro3uct /.r9 c. E ,ro3uct 9/' co/t b0 AXIS Ban1A ?ow /: 4 :5 :6 :0 Eigh

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