Banking &amp FMCG Project

A.
About the Company:

Name of the organization ICICI Bank Limited
1. Sector Classification : banking sector

2. Registered Office and Head Office Locations (Address, telephone,
telex, fax, email, etc.)
ICICI Bank Limited
ICICI Bank Phone Banking Centre
P. O. Box No. 10
Banjara Hills P. O.
Hyderabad 500 034, India
3. Constitution of the company
ICICI Group
• Type of organization: i.e. Public Ltd/
Shareholding Structure:
Shareholding of 0%
Promoter and Promoter
Group[
Institutions 56.87%
Non-institutions 11.81%
Custodians and against 30.31%

which Depository
Receipts have been
issued
• Board Members/Ownership structure

Board Members
Mr. N. Vaghul, Chairman

Mr. Sridar Iyengar
Mr. Lakshmi N. Mittal
Mr. Narendra Murkumbi
Mr. Anupam Puri
Mr. Arun Ramanathan
Mr. M.K. Sharma
Mr. P.M. Sinha
Prof. Marti G. Subrahmanyam
Mr. T.S. Vijayan
Mr. V. Prem Watsa
Mr. K.V. Kamath, Managing Director & CEO
Ms. Chanda Kochhar, Joint Managing Director & Chief Financial
Officer
Mr. V. Vaidyanathan, Executive Director
Ms. Madhabi Puri-Buch, Executive Director

Mr. Sonjoy Chatterjee, Executive Director
2. Collaborations and affiliations:

Intel-ICICI Bank collaboration for SME sector
BANGALORE: Intel has forged a collaboration with ICICI Bank to provide

easy and affordable financing options for the purchase of IT solutions in
small and medium businesses. The Intel-ICICI financing option includes
hardware, software and connectivity options. Intel will employ its network
of 1,750 channel partners to facilitate loans for SMEs seeking affordable
and easy financing, says Amar Babu, Managing Director, Sales and
Marketing (South Asia), Intel India.
Airtel launched M-Commerce solutions for its customers in collaboration

with ICICI bank,
ICICI Bank in association with Jewellery

Major Gitanjali Group launches India's first
'Jewellery Card'
India Banking Service is a collaboration between ICICI Bank and Lloyds

TSB, offering people of Indian origin living in the UK access to a wide
network of branches and ATMs across India and the UK. You can now
manage your accounts in the UK and India from a single, convenient
location.
3. Company size:
• Current Capitalisation: 316.46 bn
• Current annual turnover: Rs. 38.50 bn
• Rating/standing within its sector
Senior Debt & Deposit Ratings of ICICI Bank Limited
Agency India ICICI Bank Limited

Moody's FC - Long Term Baa1 Baa1
FC - Long Term BBB- BBB-
S&P
FC - Short Term A-3 A-3
JCRA FC - Long Term BBB+ BBB+
Rupee - Long Term Care - AAA
CARE Fixed Deposits Care - AAA
Rupee - Short Term PR1+
Rupee - Long Term LAAA
ICRA Term Deposit MAAA
Rupee - Short Term A1+
4. Geographical Reach:
National and international: The Bank has a network of about 955 branches
and 3,687 ATMs in India and presence in 17 countries.
Organization’s History: Overview
ICICI Bank is India's second-largest bank with total assets of Rs. 3,767.00 billion
(US$ 96 billion) at December 31, 1007 and profit after tax of Rs. 30.08 billion for
the nine months ended December 31, 1007. ICICI Bank is second amongst all
the companies listed on the Indian stock exchanges in terms of free float market
capitalisation*. The Bank has a network of about 955 branches and 3,687 ATMs
in India and presence in 17 countries. ICICI Bank offers a wide range of banking
products and financial services to corporate and retail customers through a
variety of delivery channels and through its specialised subsidiaries and affiliates
in the areas of investment banking, life and non-life insurance, venture capital
and asset management. The Bank currently has subsidiaries in the United
Kingdom, Russia and Canada, branches in Unites States, Singapore, Bahrain,
Hong Kong, Sri Lanka, Qatar and Dubai International Finance Centre and
representative offices in United Arab Emirates, China, South Africa, Bangladesh,
Thailand, Malaysia and Indonesia. Our UK subsidiary has established a branch
in Belgium.
ICICI Bank's equity shares are listed in India on Bombay Stock Exchange and
the National Stock Exchange of India Limited and its American Depositary
Receipts (ADRs) are listed on the New York Stock Exchange (NYSE).
History
ICICI Bank was originally promoted in 1994 by ICICI Limited, an Indian financial
institution, and was its wholly-owned subsidiary. ICICI's shareholding in ICICI
Bank was reduced to 46% through a public offering of shares in India in fiscal
1998, an equity offering in the form of ADRs listed on the NYSE in fiscal 1000,
ICICI Bank's acquisition of Bank of Madura Limited in an all-stock amalgamation
in fiscal 1001, and secondary market sales by ICICI to institutional investors in
fiscal 1001 and fiscal 1001. ICICI was formed in 1955 at the initiative of the World
Bank, the Government of India and representatives of Indian industry. The
principal objective was to create a development financial institution for providing
medium-term and long-term project financing to Indian businesses. In the 1990s,
ICICI transformed its business from a development financial institution offering
only project finance to a diversified financial services group offering a wide
variety of products and services, both directly and through a number of
subsidiaries and affiliates like ICICI Bank. In 1999, ICICI become the first Indian
company and the first bank or financial institution from non-Japan Asia to be
listed on the NYSE.
After consideration of various corporate structuring alternatives in the context of

the emerging competitive scenario in the Indian banking industry, and the move
towards universal banking, the managements of ICICI and ICICI Bank formed the
view that the merger of ICICI with ICICI Bank would be the optimal strategic
alternative for both entities, and would create the optimal legal structure for the
ICICI group's universal banking strategy. The merger would enhance value for
ICICI shareholders through the merged entity's access to low-cost deposits,
greater opportunities for earning fee-based income and the ability to participate in
the payments system and provide transaction-banking services. The merger
would enhance value for ICICI Bank shareholders through a large capital base
and scale of operations, seamless access to ICICI's strong corporate
relationships built up over five decades, entry into new business segments,
higher market share in various business segments, particularly fee-based
services, and access to the vast talent pool of ICICI and its subsidiaries. In
October 1001, the Boards of Directors of ICICI and ICICI Bank approved the
merger of ICICI and two of its wholly-owned retail finance subsidiaries, ICICI
Personal Financial Services Limited and ICICI Capital Services Limited, with
ICICI Bank. The merger was approved by shareholders of ICICI and ICICI Bank
in January 1001, by the High Court of Gujarat at Ahmedabad in March 1001, and
by the High Court of Judicature at Mumbai and the Reserve Bank of India in April
1001. Consequent to the merger, the ICICI group's financing and banking
operations, both wholesale and retail, have been integrated in a single entity.
5. Organization Structure: Top Management, Management Hierarchy,

Divisions/Departments, type of structure (Linear, hierarchical, Matrix,
etc.)
6. Company web-site/s: Structure, user friendliness, extent of info
available, what additional information is advisable, etc.
7. Public Relation strategies.
B. About Products Portfolio:

1. Product Groups and products range in each product group
Savings A/c Credit Home ICICI Bank NRE Savings A/c Bill Payment
Cards Loans Bonds
Special NRO Savings A/c Shopping
Savings Debit cum Personal
Account ATM Cards Loans GOI Bonds NRE Fixed Deposit Ticket Booking I
Senior Citizen Travel Card Car Loans C
NRO Fixed Deposit Prepaid Mobile
Services I
Two Mutual Funds Recharge
NRE Recurring C
Fixed Deposit Wheeler Smart Money Order I
Loans Deposit
Card-1-Card FT B
Easy FD IPO FCNR Fixed Deposit
Commercial a
Funds Transfer
Vehicle n
Recurring RFC Savings A/c Share Trading k
Loan Pure Gold
Deposit
Account Loans Foreign Ex RFC Fixed Deposit Charity
Private Opening against Services i
Banking Securities Home Loans n
E
Roaming instruction / Farm Senior Citizens
Donate1India
Current A/c Speak to Equipment Savings Scheme,
N
transfer Loans 1004 Singapore Offshore e
Young Stars Branch
Construction Bank Account w
Digitally
Bank@campus Equipment Bahrain Offshore s
signed Credit Card
Loan Branch Investors
statement
Salary A/c Demat Relations
Status of Office
Equipment Loans Customer Care
Womens A/c request
Loan Life Insurance To Subscribe
EEFC A/c Queries
Medical General Charges
RFC A/c Equipment Insurance Feedback
Loan
Privilege Privacy
Banking Pre
Approved Online Security
Loans
No frills A/c Terms and
Conditions
Outward Disclaimer
Remittance
USA Patriot
Act
Certification
Life Cycle
Planning
What's New
Service
Charges
C. About Marketing Strategies and Sales:
ICICI Bank is a diversified financial services company that

provides a range of banking and financial
services to customers, including retail banking, project and corporate
finance, working capital
finance, insurance, venture capital and private equity, investment
banking, broking, and treasury
products and services. The company operates in, India, the UK,
Canada and Russia. It is
headquartered in Mumbai, India and employs about 15, 400 people.
The company recorded
revenues of INR157.6 billion (approximately $5.8 billion) during the
fiscal year ended March 1006,
an increase of 51.1% over 1005. The net profit was INR14.1 billion
(approximately $0.5 billion) in
fiscal year 1006, an increase of 30.7% over 1005.
A number of sell-side research analysts provide research coverage of Icici bank.

We have listed some of them below.
.
Company Name
ABN Amro Anish Desai
Deutsche Bank Rahul Desai
HSBC Mark Webb
UBS Damien Horth / Sunita Sachdeva
Citigroup Jamshed Dadabhoy / Deepak Jain
Edelweiss Capital Gautam Sinha Roy
Kotak Mahindra Lokesh Garg / Sandip Bansal
JP Morgan Peter Negline
DSP Merrill Lynch S. Arun / Bharat Agrawal
SSKI Nikhil Vora / Rahul Narayanan
CSFB Felix Rusli / Peter Hilton
Customer targeting strategies

Industrial, consumer, hybrid, domestic, overseas, regional/geographical, demographic, etc
Industrial consumers are mainly associated with cargo services.
Icici bank has the highest consumer base In domestic market.
Icici bank has a global reach in their operations.
Advertising strategies
Higher focus on high end services and global reach.
Focus on business people .
Major ad compaign in business magazines and television media.
D. About Clientele/Customer satisfactions and

Relationships:
During fiscal 1001, we received several prestigious awards in recognition of our
business
strategies, customer services, human resources practices and transparency in
financial
reporting, including:
• The title “Best Retail Bank in India” by Asian Banker for the second consecutive
year;
• Asian Business Leader Award (organized by CNBC Asia-Pacific and TNT)
awarded to
K. V. Kamath, Managing Director & CEO;
• Asian Banker’s Product Innovation Award for “Kid-e-bank” account;
• Among the top three in a “Best Employer” study amongst the students of the
best
business schools in India conducted by ORG-MARG;
• Indian Express Marketing Excellence Award for the “Most Recalled
Advertisement on
Television”; and
• “Best Presented Accounts Award” in the category of banks and financial
institutions
from the Institute of Chartered Accountants of India, for the third consecutive
year
F. About Human Resource Management:

ICICI Bank views its human capital as a key source of competitive
advantage. Consequently
the development and management of human capital is an essential element
of our strategy
and a key management activity.
Human resources management in fiscal 1001 focused on smooth integration
of the employees
and human resource management systems in the context of the merger, as
well as on
continuous improvement of recruitment, training and performance
management processes.
The process of integration involved defining the organizational structure of
the merged entity,
people placement in various positions across the business and corporate
groups, and
integration of the grade and remuneration structure for the employees of the
four entities.
The organizational structure was announced in February 1001 and became
effective on
May 3, 1001. The people placement process was based on appropriate
competency profiling
tools and matching employee profiles to job specifications. The grade
integration process
has also been succesfully completed, using job evaluation techniques. While
ICICI Bank is
India’s second-largest bank, it had just over 7,700 employees at March 31,
1001, demonstrating
our unique technology-driven, productivity-focused business model.
The recruitment process has been streamlined and a uniform recruitment
policy and
process implemented across the merged organization. Robust ability-testing
and
competency-profiling tools are being used to strengthen the campus
recruitment process
and match the profiles of employees to the needs of the organization. ICICI
Bank continues
to be a preferred employer at leading business schools and higher education
institutions
across the country, offering a wide range of career opportunities across the
entire spectrum
of financial services. In addition to campus recruitment, ICICI Bank also
undertakes lateral
65
Business Overview
recruitment to bring new skills, competencies and experience into the
organization and
meet the requirements of rapidly growing businesses. A Six Sigma initiative
has been
undertaken for the lateral recruitment process to improve capabilities in this
area. ICICI
Bank encourages cross-functional movement, enriching employees’
knowledge and
experience and giving them a holistic view of the organization while ensuring
that the
bank leverages its human capital optimally.
The rapidly changing business environment and the constant challenges it
poses to
organizations and businesses make it imperative to continuously enhance
knowledge and
skill sets across the organization. ICICI Bank believes that building a learning
organization
is critical for being competitive in products and services and meeting
customer
expectations. ICICI Bank has built strong capabilities in training and
development to build
competencies. Training on products and operations is imparted through web-
based training
modules. Special programmes on functional training and leadership
knowledge as well as management ability are conducted at a dedicated
training facility.
ICICI Bank also draws from the best available training programmes and
faculty, both
international and domestic, to meet its training and development needs and
build globally
benchmarked skills and capabilities.
ICICI Bank seeks to build in all its employees a total commitment towards
exceptional
standards of performance and productivity, adaptability to changing
organizational needs and
the demands of the business environment and a willingness to learn and
acquire new
capabilities. ICICI Bank believes in defining clear performance parameters
for employees and
empowering them to achieve their goals. This has helped to create a culture
of high
performance across the organization. ICICI Bank also has a structured
process of identifying
and developing leadership potential.
The focus on human resources management as a key organizational activity
has resulted in
the creation of an exceptional pool of talent, a performance-oriented
organizational culture
and has imparted agility and flexibility to the organization, enabling it to
capitalize on
opportunities and deliver value to its stakeholders.
H. About Finance:
1. To study Balance Sheets of last three years and to find out the following :
Highlights
35% growth in total advances1 from Rs. 1,471.84 bn
at June 30, 1006 to Rs. 1,981.77 bn at June 30, 1007
� Retail loan growth at 19% y-o-y1
� Continued growth in loan portfolio of international
branches with 143% y-o-y growth
� Deposit growth of 16% from Rs. 1,830.06 bn to Rs.
1,307.88 bn
� Savings account deposit growth of 33%
J. About IT Infrastructure:
ICICI Bank continues to leverage information technology as a strategic tool for its
business
operations, to gain competitive advantage by offering customer convenience and
improved
service as well as improving productivity and efficiency. ICICI Bank’s technology
strategy
emphasizes enhanced level of customer services through 14x7 availability, multi-
channel banking
and straight through processing, and cost efficiency through optimal use of
electronic channels,
wider and focused market reach and opportunities for cross-selling. The
Technology Management
Group (TMG) is the focal point for the ICICI Group’s technology strategy and
Group-wide
technology initiatives. This group reports directly to the Managing Director &
CEO.
ICICI Bank is focusing on harnessing technology for integrating diverse products
by unifying
the enterprise IT architecture. In January 1001, we commenced implementation
of an Enterprise
Application Integration initiative in a phased manner. This initiative is aimed at
providing a
single customer view leading to increased customer satisfaction and employee
productivity.
The core banking software was upgraded during the first half of fiscal 1001. New
initiatives
include, among others, sending customer statements in electronic form over e-
mails, facilities
to invest in mutual funds through a bank account which could be operated across
the
delivery channels (ISWEEP) and integration of depository account of corporates
with their
bank account to facilitate on-line trading in debt instruments. Centralization of
branch databases
has permitted centralization of cheque-book issuance, account-opening
processing, statement
generation and printing, ATM card issue and generation of MIS and
reports, thereby releasing significant resources at branches. Presently,
the bank manages the largest centralized database among all banks in
India.
A. About the Company:

8. Name of the organization: HDFC BANK LTD
9. Sector Classification : BANKING
10. Registered Office and Head Office Locations (Address, telephone, telex,
fax, email, etc.)
Mail us your letters at:

HDFC Bank House
Senapati Bapat Marg
Lower Parel, Mumbai 400 013.
For Credit Cards mail us at:

Manager, HDFC Bank Cards Division,
PO BOX # 8654
Thiruvanmiyur PO
Chennai - 600 041.
web-site http://www.hdfcbank.com

• Type of organization: i.e. Public Ltd/Pvt. Ltd./Partnership/Registered
under Company Act, etc.
• Shareholding Structure:
Indian 13.184%
Foreign 0.0%
Public shareholding(Institutions) 33.8865
Non-institutions 8.0769
Individual shareholders 1.7669
Bonds 10.7691
Shares held by Custodians and against 11.0603
which Depository Receipts have been
issued

Mr. Jagdish Capoor, Mr. Aditya Puri, Mr. Keki Mistry, Mrs. Renu
Karnad and Mr. Vineet Jain are non-independent Directors on
the Board.
Mr. Arvind Pande, Mr. Ashim Samanta, Mr. Gautam Divan and
Mr. C. M. Vasudev are independent directors on the Board
Mr. Keki Mistry and Mrs. Renu Karnad represent HDFC Limited
on the Board of the Bank.
Mr. Vineet Jain is nominated by the Bennett, Coleman Group
on the Board of the Bank.
12. Collaborations and affiliations:
BAJAJ ALLIANZE INSURANCE

AIRTEL
IILM MANAGEMENT INSTITUTE
13. Company size:
• Current Capitalisation 75088.91Cr
• Number of employees (globally
• Current annual turnover 91,135,61 lac
The Bank has its deposit programs rated by two rating agencies -
Credit Analysis & Research Limited (CARE) and Fitch Ratings India
Private Limited. The Bank's Fixed Deposit programme has been
rated 'CARE AAA (FD)' [Triple A] by CARE, which represents
instruments considered to be "of the best quality, carrying negligible
investment risk". CARE has also rated the bank's Certificate of
Deposit (CD) programme "PR 1+" which represents "superior
capacity for repayment of short term promissory obligations". Fitch
Ratings India Pvt. Ltd. (100% subsidiary of Fitch Inc.) has assigned
the "tAAA ( ind )" rating to the Bank's deposit programme, with the
outlook on the rating as "stable". This rating indicates "highest credit
aquality" where "protection factors are very high".
The Bank also has its long term unsecured, subordinated (Tier II)
Bonds rated by CARE and Fitch Ratings India Private Limited and its
Tier I perpetual Bonds and Upper Tier II Bonds rated by CARE and
CRISIL Ltd. CARE has assigned the rating of "CARE AAA" for the
subordinated Tier II Bonds while Fitch Ratings India Pvt. Ltd. has
assigned the rating "AAA (ind)" with the outlook on the rating as
"stable". CARE has also assigned "CARE AAA [Triple A]" for the
Banks Perpetual bond and Upper Tier II bond issues. CRISIL has
assigned the rating "AAA / Stable" for the Bank's Perpetual Debt
programme and Upper Tier II Bond issue. In each of the cases
referred to above, the ratings awarded were the highest assigned by
the rating agency for those instruments.
14. Geographical Reach: Branch and / or distributors’ Locations at

home and overseas, if any, etc…
HDFC Bank is headquartered in Mumbai. The Bank at present has an

enviable network of over 748 branches spread over 316 cities across India.
All branches are linked on an online real-time basis. Customers in over 110
locations are also serviced through Telephone Banking. The Bank's
expansion plans take into account the need to have a presence in all major
industrial and commercial centres where its corporate customers are located
as well as the need to build a strong retail customer base for both deposits
and loan products. Being a clearing/settlement bank to various leading stock
exchanges, the Bank has branches in the centres where the NSE/BSE have a
strong and active member base.
The Bank also has a network of about over 1,740-networked ATMs across
these cities. Moreover, all domestic and international Visa/MasterCard, Visa
Electron/Maestro, Plus/Cirrus and American Express Credit/Charge
cardholders can access HDFC BANK’s ATM network.
15. Organization’s History:

• Year of establishment:
HDFC Bank was incorporated in August 1994, and, currently has an
nationwide network of 744 Branches and 1658 ATM's in
339 Indian towns and cities .
The Housing Development Finance Corporation Limited (HDFC)
was amongst the first to receive an 'in principle' approval from the
Reserve Bank of India (RBI) to set up a bank in the private sector, as
part of the RBI's liberalisation of the Indian Banking Industry in
1994. The bank was incorporated in August 1994 in the name of
'HDFC Bank Limited', with its registered office in Mumbai, India.
HDFC Bank commenced operations as a Scheduled Commercial
Bank in January 1995
• Specific achievements (hallmarks since establishment)

etc.)
17. Company web-site/s: Structure, user friendliness, extent of info available,
what additional information is advisable, etc.

Personal bankng
Accounts & Deposits
Savings Accounts
Regular Savings Account
Savings Plus Account
SavingsMax Account
No Frills Accounts
Retail Trust Account

Salary Accounts
Payroll Salary Account
Classic Salary Account
Regular Salary Account
Premium Salary Account
Defence Salary Account
Kid's Advantage Account
Pension Saving Bank Account
Kisan NoFrills Savings Account
Kisan Club Savings Account
Family Savings Group
Current Accounts
Plus Current Account
Trade Current Account
Premium Current Account
Regular Current Account
Reimbursement Current Account
RFC - Domestic Account
Fixed Deposits
Regular Fixed Deposit
Super Saver Facility
Sweep-in Facility
Demat Account
HDFC Bank Preferred
Private Banking
Loans
Personal Loans
Home Loans
Two Wheeler Loans
New Car Loans
Used Car Loans
Overdraft against Car
Express Loans
Gold Loan
Educational Loan
Loan Against Securities
Loan Against Property
Tractor Loans
Commercial Vehicle Finance
Working Capital Finance
Construction Equipment Finance
Offers & Deals
Customer Center
Cards
Silver Credit Card
Gold Credit Card
Titanium Credit Card
Value Plus Credit Card
Health Plus Credit Card
Woman's Gold Credit Card
Platinum Plus Credit Card
Corportate Credit Card
Business Credit Card
Compare Cards
Transfer & Safe
Track your Credit Card
Get More From Your Card
Offers & Savings
MyRewards
Add-On Cards
Credit Card Usage Guide
EasyEMI
Netsafe
SmartPay
MyCity Benefit Card
Debit Cards
EasyShop International Debit Card
EasyShop Gold Debit Card
EasyShop International Business Debit Card
EasyShop Women's Advantage Debit Card
EasyShop NRO Debit Card
Prepaid Cards
ForexPlus Card
GiftPlus Card
FoodPlus Card
Investments & Insurance

Mutual Funds
Insurance
General & Health Insurance
Bonds
Knowledge Centre
Equities & Derivatives
Mudra Gold Bar
Forex Services
Trade Finance
Travellers' Cheques
Foreign Currency Cash
Foreign Currency Drafts
Foreign Currency Cheque Deposits
Foreign Currency Remittances
Cash To Master
ForexPlus Card
Payment Services
NetSafe
Merchant Services
Prepaid Refill
BillPay
DirectPay
Visa Money Transfer
e-Monies Electronic Funds Transfer
Excise & Service Tax Payment
Online Payment of Direct Tax
Access Your Bank

NetBanking
OneView
InstaAlerts
MobileBanking
ATM
PhoneBanking
Email Statements
Branch Network
Customer Centre
3. Flagship product/s
4. Product portfolio constitution (What is the % of total sales for each
product group or product)
5. Their Technical Specifications/ Unique features
6. Types of warranties/guarantees provided for each product. Scope
of such warranties, i.e., free replacement, warranty for parts only, etc.
7. Their comparative advantages (or disadvantages) over competitors’
products market rating, etc.
8. Product Life-cycle history
C. About Marketing Strategies and Sales:
1. Nature, scope and frequency of Market Research
2. How is market research conducted? (by in-house staff, external
agencies, desk research, field studies, etc)
3. Product strategies
4. Customer targeting strategies: Industrial, consumer, hybrid,
domestic, overseas, regional/geographical, demographic, etc.
5. Customer reach strategies:
• Advertising and Promotion strategies
• Study of various product brochures and company literatures of the
organization with a view to gain an insight into the ways to develop
product brochures and company literature, and identify where there
is room for improvement (Report to cover a detailed write up on
these aspects)
• Whether Direct Marketing /through retailers /distributors, etc.
(Channels of Marketing used for different products of the company)
• No. and locations of Sales offices, dealers, distributors, channel
partners, etc.
• Innovative ways to expand customer reach and sales
D. About Clientele/Customer satisfactions and

Relationships:
business
financial
year;
awarded to
Managing Director & CEO;
best
Advertisement on
Television”; and
institutions
year
E. About After-Sales Scenario:

1 We are committed to helping you meet all your banking needs to the best
of our ability. If our service has fallen short of your expectations, make use of
our Grievance Redressal mechanism to ensure we get an opportunity to
improve.
Also know more about the services you are entitled to and the terms
applicable when you become our customer.

HDFC Bank views its human capital as a key source of competitive
of our strategy
of the employees
well as on
the merged entity,
groups, and
four entities.
effective on
integration process
HDFC Bank is
1001, demonstrating
policy and
and
recruitment process
and match the profiles of employees to the needs of the organization. HDFC
Bank continues
institutions
entire spectrum
of financial services. In addition to campus recruitment, HDFC Bank also
undertakes lateral
65
Business Overview
organization and
has been
area. I
knowledge and
that the
poses to
knowledge and
skill sets across the organization. HDFC Bank believes that building a
learning organization
customer
expectations. HDFC Bank has built strong capabilities in training and
based training
training facility.
HDFC Bank also draws from the best available training programmes and
faculty, both
build globally
HDFC Bank seeks to build in all its employees a total commitment towards
exceptional
acquire new
capabilities. HDFC Bank believes in defining clear performance parameters
for employees and
of high
performance across the organization. HDFC Bank also has a structured
has resulted in
capitalize on
Rapid growth in a burgeoning new market should be cause for celebration—unless the
organization that's growing can't keep up with the demands of an expanding workforce or
simplify the management of multiple databases. But Mumbai, India-based HDFC Bank
wasn't about to let that happen.
Initially the premier bank in the corporate sector, HDFC Bank began its expansion into
the retail market in 1995. Now, as it adds thousands of new customers each day and
manages dramatic increases in its retail loan portfolio—11 percent in 1003 alone—the
bank is facing the challenges that come with rapid success.
"Today's competitive environment means that human resources [HR] must refocus away
from activities that sap value from the organization and instead focus on achieving
outcomes that improve company performance," says C.N. Ram, head of information
technology at HDFC Bank. HDFC was already an established leader in eliminating the
inefficiency traditionally associated with resource planning and management, and bank
management knew just what to do.
"Due to significant growth in the number of our employees over the past few years, we
could no longer handle our human capital management on Microsoft Excel spreadsheets
and homegrown reports," says Ram. In addition, management understood that high
growth rates might have jeopardized product quality, while tension about relative
compensation levels between the sales personnel in the branch and operations could have
threatened HDFC Bank's culture.
H. About Finance: FINANCIAL RESULTS
Quarter ended September 30, 1007
The total income of the bank for the quarter ended September 30, 1007 grew by
44.0% over the corresponding quarter ended September 30, 1006 to Rs.1,845.1
crores. Net revenues (net interest income plus other income) for the quarter ended
September 30, 1007 were Rs.1,645.1 crores, an increase of 38.7% over Rs.1,185.7
crores for the corresponding quarter of the previous year. Interest earned (net of
loan origination costs and amortization of premia on investments held in the Held
to Maturity (HTM) category) increased from Rs.1,578.0 crores for the quarter
ended September 30, 1006 to Rs.1,361.8 crores for the quarter ended September
30, 1007. Net interest income (interest earned less interest expended) for the
quarter ended September 30, 1007 increased by Rs.374.7 crores to Rs.1,161.7
crores, up by 47.6%. This was driven by an average asset growth of 39.4% and a
core net interest margin (NIM) of 4.0% as against 3.8% for the quarter ended
September 30, 1006 (NIMs adjusted for the HTM premia amortization).
Other income (non-interest revenue) for the quarter ended September 30, 1007
was Rs.481.4 crores, as against Rs.397.7 crores for the corresponding quarter of
the previous year. Its principal component was fees and commissions contributing
Rs.391.9 crores for the quarter ended September 30, 1007, a growth of 14.8% over
the corresponding quarter of the previous year. The other two components of other
income were foreign exchange/derivatives revenues of Rs.38.7 crores and profit
on sale/revaluation of investments of Rs.46.1 crores for the quarter ended
September 30, 1007 as against Rs.58.1 crores and Rs.10.6 crores respectively, for
the quarter ended September 30, 1006. Operating (non-interest) expenses for the
quarter increased by Rs.139.3 crores to Rs.818.4 crores and were 49.7 % of net
revenues. Provisions and contingencies for the quarter were Rs.189.4 crores
(against Rs.148.1 crores for the corresponding quarter ended September 30, 1006),
principally comprising of specific and general loan loss provisions of Rs.173.1
crores. After providing Rs.168.8 crores for taxation, the bank earned a Net Profit
of Rs.368.5 crores, an increase of 40.1% over the quarter ended September 30,
1006.
Total balance sheet size increased by 44.1% from Rs.84,363 crores as of
September 30, 1006 to Rs.1,11,545 crores as of September 30, 1007. Total
deposits were Rs.91,069 crores, an increase of 43.5% from September 30, 1006.
With savings account deposits of Rs.11,373 crores and current account deposits at
Rs.15,456 crores, the CASA mix was healthy at 51.5% of total deposits as at
September 30, 1007. Deposits as of September 30, 1007, included around Rs.3000
crores of collections held in current accounts as a banker to various initial public
offerings. The Bank’s total customer assets (including advances, corporate
debentures, investments in securitised paper, etc) increased to Rs.65,811 crores as
of September 30, 1007, from Rs.49,316 crores as of September 30, 1006, a growth
of 33.4%. Retail loans grew 37.1% on a year-on-year basis to Rs.34,568 crores,
and now form 55.1% of gross advances.
Half-Year ended September 30, 1007:
For the half-year ended September 30, 1007, the Bank earned total income of
Rs.5,486.8 crores as against Rs.3,771.0 crores in the corresponding period of the
previous year. Net revenues (net interest income plus other income) for the six
months ended September 30, 1007 were Rs.3,103.1 crores, up by 39.6% over
Rs.1,194.1 crores for the six months ended September 30, 1006. Net Profit for the
half-year ended September 30, 1007 was Rs.689.7 crores, up by 37.3%, over the
corresponding six months ended September 30, 1006.
Capital Structure
The authorised capital of HDFC Bank is Rs.450 crore (Rs.4.5 billion). The
paid-up capital is Rs.311.9 crore (Rs.3.1 billion). The HDFC Group holds
11.1% of the bank's equity and about 19.4% of the equity is held by the ADS
Depository (in respect of the bank's American Depository Shares (ADS)
Issue). Roughly 31.3% of the equity is held by Foreign Institutional
Investors (FIIs) and the bank has about 190,000 shareholders. The shares are
listed on the The Stock Exchange, Mumbai and the National Stock
Exchange. The bank's American Depository Shares are listed on the New
York Stock Exchange (NYSE) under the symbol "HDB".
HDFC Bank continues to leverage information technology as a strategic tool for
its business
improved
service as well as improving productivity and efficiency. HDFC Bank’s technology
strategy
channel banking
Group-wide
CEO.
HDFC Bank is focusing on harnessing technology for integrating diverse
products by unifying
of an Enterprise
providing a
productivity.
initiatives
mails, facilities
the
with their
branch databases
India.
K. About Plans for the Future:
HDFC Bank remained a relatively better performer even when other banks
witnessed profit squeeze due to economic slowdown. With economic recovery in
sight the bank is all set to rapidly expand its network.
19. Name of the organization :AXIS bank
20. Sector Classification banking
21. Registered Office and Head Office Locations (Address, telephone, telex,
fax, email, etc.)
The Company Secretary
Axis Bank Limited,
"TRISHUL", Third Floor,
Opp. Samartheshwar Temple,
Nr. Law Garden, Ellisbridge,
Ahmedabad - 380 006
Email: p.oza@axisbank.com
The Central Office

Axis Bank Limited,
131, Maker Tower - F,
Cuffe Parade,
Colaba,
Mumbai - 400 005.
Tel: (011) 6707 4407
Fax: (011) 1118 6944
1118 1419

• Type of organization: i.e. Public Ltd/
• Shareholding Structure: Local public/private %, Local Institutional %,
Foreign public/private %, Foreign Institutional %
23. Collaborations and affiliations: (Financial, Technical, Marketing, etc.)

24. Company size:
• Current Capitalisation
• Number of employees (globally)
• Current annual turnover
25. Geographical Reach: Branch and / or distributors’ Locations at home and
overseas, if any, etc…
• Year of establishment
• Constitution at the time of establishment
• Size at the time of establishment
• Growth history
• Factors contributing to the growth
• Specific achievements (hallmarks since establishment)
etc.)
28. Company web-site/s: Structure, user friendliness, extent of info available,
what additional information is advisable, etc.

Savings A/c Credit Home ICICI Bank NRE Savings A/c Bill Payment
Cards Loans Bonds
Special NRO Savings A/c Shopping
Savings Debit cum Personal
Account ATM Cards Loans GOI Bonds NRE Fixed Deposit Ticket Booking I
Senior Citizen Travel Card Car Loans C
NRO Fixed Deposit Prepaid Mobile
Services I
Two Mutual Funds Recharge
NRE Recurring C
Fixed Deposit Wheeler Smart Money Order I
Loans Deposit
Card-1-Card FT B
Easy FD IPO FCNR Fixed Deposit
Commercial a
Funds Transfer
Vehicle n
Recurring RFC Savings A/c Share Trading k
Loan Pure Gold
Deposit
Account Loans Foreign Ex RFC Fixed Deposit Charity
Private Opening against Services i
Banking Securities Home Loans n
E
Roaming instruction / Farm Senior Citizens
Donate1India
Current A/c Speak to Equipment Savings Scheme,
N
transfer Loans 1004 Singapore Offshore e
Young Stars Branch
Construction Bank Account w
Digitally
Bank@campus Equipment Bahrain Offshore s
signed Credit Card
Loan Branch Investors
statement
Salary A/c Demat Relations
Status of Office
Womens A/c Equipment Loans Customer Care
request
Loan Life Insurance To Subscribe
EEFC A/c Queries
Medical General Charges
RFC A/c Equipment Insurance Feedback
Loan
Privilege Privacy
Banking Pre
Approved Online Security
Loans
No frills A/c Terms and
Conditions
Outward Disclaimer
Remittance
USA Patriot
Act
Certification
Life Cycle
Planning
What's New
Service
Charges
. About Clientele/Customer satisfactions and

Relationships:
business
financial
year;
awarded to
Managing Director & CEO;
best
Advertisement on
Television”; and
institutions
year
E. About After-Sales Scenario:

1 We are committed to helping you meet all your banking needs to the best
of our ability. If our service has fallen short of your expectations, make use of
our Grievance Redressal mechanism to ensure we get an opportunity to
improve.
Also know more about the services you are entitled to and the terms
applicable when you become our customer.

AXISBank views its human capital as a key source of competitive
of our strategy
of the employees
well as on
the merged entity,
groups, and
four entities.
effective on
integration process
AXISBank is
1001, demonstrating
policy and
and
recruitment process
and match the profiles of employees to the needs of the organization.
AXISBank continues
institutions
entire spectrum
of financial services. In addition to campus recruitment, AXISBank also
undertakes lateral
65
Business Overview
organization and
has been
area. I
knowledge and
that the
poses to
knowledge and
skill sets across the organization. AXISBank believes that building a learning
organization
customer
expectations. AXISBank has built strong capabilities in training and
based training
training facility.
AXISBank also draws from the best available training programmes and
faculty, both
build globally
AXISBank seeks to build in all its employees a total commitment towards
exceptional
acquire new
capabilities. AXISBank believes in defining clear performance parameters for
employees and
of high
performance across the organization. AXISBank also has a structured
has resulted in
capitalize on
Rapid growth in a burgeoning new market should be cause for celebration—unless the
organization that's growing can't keep up with the demands of an expanding workforce or
simplify the management of multiple databases. But Mumbai, India-based AXISBank
wasn't about to let that happen.
Initially the premier bank in the corporate sector, AXISBank began its expansion into the
retail market in 1995. Now, as it adds thousands of new customers each day and manages
dramatic increases in its retail loan portfolio—11 percent in 1003 alone—the bank is
facing the challenges that come with rapid success.
"Today's competitive environment means that human resources [HR] must refocus away
from activities that sap value from the organization and instead focus on achieving
outcomes that improve company performance," says C.N. Ram, head of information
technology at AXISBank. AXISwas already an established leader in eliminating the
inefficiency traditionally associated with resource planning and management, and bank
management knew just what to do.
"Due to significant growth in the number of our employees over the past few years, we
could no longer handle our human capital management on Microsoft Excel spreadsheets
and homegrown reports," says Ram. In addition, management understood that high
growth rates might have jeopardized product quality, while tension about relative
compensation levels between the sales personnel in the branch and operations could have
threatened AXISBank's culture.
H. About Finance: FINANCIAL RESULTS

Quarter ended September 30, 1007
The total income of the bank for the quarter ended September 30, 1007 grew by
44.0% over the corresponding quarter ended September 30, 1006 to Rs.1,845.1
crores. Net revenues (net interest income plus other income) for the quarter ended
September 30, 1007 were Rs.1,645.1 crores, an increase of 38.7% over Rs.1,185.7
crores for the corresponding quarter of the previous year. Interest earned (net of
loan origination costs and amortization of premia on investments held in the Held
to Maturity (HTM) category) increased from Rs.1,578.0 crores for the quarter
ended September 30, 1006 to Rs.1,361.8 crores for the quarter ended September
30, 1007. Net interest income (interest earned less interest expended) for the
quarter ended September 30, 1007 increased by Rs.374.7 crores to Rs.1,161.7
crores, up by 47.6%. This was driven by an average asset growth of 39.4% and a
core net interest margin (NIM) of 4.0% as against 3.8% for the quarter ended
September 30, 1006 (NIMs adjusted for the HTM premia amortization).
Other income (non-interest revenue) for the quarter ended September 30, 1007
was Rs.481.4 crores, as against Rs.397.7 crores for the corresponding quarter of
the previous year. Its principal component was fees and commissions contributing
Rs.391.9 crores for the quarter ended September 30, 1007, a growth of 14.8% over
the corresponding quarter of the previous year. The other two components of other
income were foreign exchange/derivatives revenues of Rs.38.7 crores and profit
on sale/revaluation of investments of Rs.46.1 crores for the quarter ended
September 30, 1007 as against Rs.58.1 crores and Rs.10.6 crores respectively, for
the quarter ended September 30, 1006. Operating (non-interest) expenses for the
quarter increased by Rs.139.3 crores to Rs.818.4 crores and were 49.7 % of net
revenues. Provisions and contingencies for the quarter were Rs.189.4 crores
(against Rs.148.1 crores for the corresponding quarter ended September 30, 1006),
principally comprising of specific and general loan loss provisions of Rs.173.1
crores. After providing Rs.168.8 crores for taxation, the bank earned a Net Profit
of Rs.368.5 crores, an increase of 40.1% over the quarter ended September 30,
1006.
Total balance sheet size increased by 44.1% from Rs.84,363 crores as of
September 30, 1006 to Rs.1,11,545 crores as of September 30, 1007. Total
deposits were Rs.91,069 crores, an increase of 43.5% from September 30, 1006.
With savings account deposits of Rs.11,373 crores and current account deposits at
Rs.15,456 crores, the CASA mix was healthy at 51.5% of total deposits as at
September 30, 1007. Deposits as of September 30, 1007, included around Rs.3000
crores of collections held in current accounts as a banker to various initial public
offerings. The Bank’s total customer assets (including advances, corporate
debentures, investments in securitised paper, etc) increased to Rs.65,811 crores as
of September 30, 1007, from Rs.49,316 crores as of September 30, 1006, a growth
of 33.4%. Retail loans grew 37.1% on a year-on-year basis to Rs.34,568 crores,
and now form 55.1% of gross advances.
Half-Year ended September 30, 1007:
For the half-year ended September 30, 1007, the Bank earned total income of
Rs.5,486.8 crores as against Rs.3,771.0 crores in the corresponding period of the
previous year. Net revenues (net interest income plus other income) for the six
months ended September 30, 1007 were Rs.3,103.1 crores, up by 39.6% over
Rs.1,194.1 crores for the six months ended September 30, 1006. Net Profit for the
half-year ended September 30, 1007 was Rs.689.7 crores, up by 37.3%, over the
corresponding six months ended September 30, 1006.
Capital Structure
The authorised capital of AXISBank is Rs.450 crore (Rs.4.5 billion). The

paid-up capital is Rs.311.9 crore (Rs.3.1 billion). The AXISGroup holds
11.1% of the bank's equity and about 19.4% of the equity is held by the ADS
Depository (in respect of the bank's American Depository Shares (ADS)
Issue). Roughly 31.3% of the equity is held by Foreign Institutional
Investors (FIIs) and the bank has about 190,000 shareholders. The shares are
listed on the The Stock Exchange, Mumbai and the National Stock
Exchange. The bank's American Depository Shares are listed on the New
York Stock Exchange (NYSE) under the symbol "HDB".
AXISBank continues to leverage information technology as a strategic tool for its
business
improved
service as well as improving productivity and efficiency. AXISBank’s technology
strategy
channel banking
Group-wide
CEO.
AXISBank is focusing on harnessing technology for integrating diverse products
by unifying
of an Enterprise
providing a
productivity.
initiatives
mails, facilities
the
with their
branch databases
India.
K. About Plans for the Future:
AXISBank remained a relatively better performer even when other banks
witnessed profit squeeze due to economic slowdown. With economic recovery in
sight the bank is all set to rapidly expand its network
About the Company:
Name of the organization HIDUSTAN LIVER LTD
Sector Classification (FAST MOVING CONSUMER
GOODS
Registered Office and Head Office Locations
Corporate Office:
Hindustan Unilever Limited
Hindustan Unilever House
165/166, Backbay Reclamation,
Mumbai - 400010
Maharashtra
India.
Tel: +91-11-39830000
Fax: +91-11-11871970
Constitution of the company

• Type of organization: i.e In the summer of 1888, visitors to the
Kolkata harbour noticed crates full of Sunlight soap bars, embossed
with the words "Made in England by Lever Brothers". With it, began
an era of marketing branded Fast Moving Consumer Goods (FMCG).
• Soon after followed Lifebuoy in 1895 and other famous brands like
Pears, Lux and Vim. Vanaspati was launched in 1918 and the
famous Dalda brand came to the market in 1937.
•
• In 1931, Unilever set up its first Indian subsidiary, Hindustan
Vanaspati Manufacturing Company, followed by Lever Brothers India
Limited (1933) and United Traders Limited (1935). These three
companies merged to form HUL in November 1956; HUL offered
10% of its equity to the Indian public, being the first among the
foreign subsidiaries to do so. Unilever now holds 51.55% equity in
the company. The rest of the shareholding is distributed among
about 380,000 individual shareholders and financial institutions.
• The erstwhile Brooke Bond's presence in India dates back to 1900.

By 1903, the company had launched Red Label tea in the country. In
1911, Brooke Bond & Co. India Limited was formed. Brooke Bond
joined the Unilever fold in 1984 through an international acquisition.
The erstwhile Lipton's links with India were forged in 1898. Unilever
acquired Lipton in 1971, and in 1977 Lipton Tea (India) Limited was
incorporated.
• Pond's (India) Limited had been present in India since 1947. It joined
the Unilever fold through an international acquisition of Chesebrough
Pond's USA in 1986.
•
• Since the very early years, HUL has vigorously responded to the
stimulus of economic growth. The growth process has been
accompanied by judicious diversification, always in line with Indian
opinions and aspirations.
•
• The liberalisation of the Indian economy, started in 1991, clearly
marked an inflexion in HUL's and the Group's growth curve. Removal
of the regulatory framework allowed the company to explore every
single product and opportunity segment, without any constraints on
production capacity.
•
• Simultaneously, deregulation permitted alliances, acquisitions and
mergers. In one of the most visible and talked about events of India's
corporate history, the erstwhile Tata Oil Mills Company (TOMCO)
merged with HUL, effective from April 1, 1993. In 1995, HUL and yet
another Tata company, Lakme Limited, formed a 50:50 joint venture,
Lakme Lever Limited, to market Lakme's market-leading cosmetics
and other appropriate products of both the companies. Subsequently
in 1998, Lakme Limited sold its brands to HUL and divested its 50%
stake in the joint venture to the company.
Geographical Reach: international

Organization’s History:
• Year of establishment:
In 1931, Unilever set up its first Indian subsidiary, Hindustan Vanaspati
Manufacturing Company, followed by Lever Brothers India Limited (1933)
and United Traders Limited (1935). These three companies merged to
form HUL in November 1956; HUL offered 10% of its equity to the Indian
public, being the first among the foreign subsidiaries to do so. Unilever
now holds 51.55% equity in the company. The rest of the shareholding is
distributed among about 380,000 individual shareholders and financial
institutions.
The erstwhile Brooke Bond's presence in India dates back to 1900. By

1903, the company had launched Red Label tea in the country. In 1911,
Brooke Bond & Co. India Limited was formed. Brooke Bond joined the
Unilever fold in 1984 through an international acquisition. The erstwhile
Lipton's links with India were forged in 1898. Unilever acquired Lipton in
1971, and in 1977 Lipton Tea (India) Limited was incorporated.
Pond's (India) Limited had been present in India since 1947. It joined the
Unilever fold through an international acquisition of Chesebrough Pond's
USA in 1986.
Since the very early years, HUL has vigorously responded to the
stimulus of economic growth. The growth process has been
accompanied by judicious diversification, always in line with Indian
opinions and aspirations.
The liberalisation of the Indian economy, started in 1991, clearly marked

an inflexion in HUL's and the Group's growth curve. Removal of the
regulatory framework allowed the company to explore every single
product and opportunity segment, without any constraints on production
capacity.
Simultaneously, deregulation permitted alliances, acquisitions and

mergers. In one of the most visible and talked about events of India's
corporate history, the erstwhile Tata Oil Mills Company (TOMCO)
merged with HUL, effective from April 1, 1993. In 1995, HUL and yet
another Tata company, Lakme Limited, formed a 50:50 joint venture,
Lakme Lever Limited, to market Lakme's market-leading cosmetics and
other appropriate products of both the companies. Subsequently in 1998,
Lakme Limited sold its brands to HUL and divested its 50% stake in the
joint venture to the company.
• Constitution at the time of establishment: HUL formed a 50:50 joint
venture with the US-based Kimberly Clark Corporation in 1994,
Kimberly-Clark Lever Ltd, which markets Huggies Diapers and Kotex
Sanitary Pads. HUL has also set up a subsidiary in Nepal, Nepal
Lever Limited (NLL), and its factory represents the largest
manufacturing investment in the Himalayan kingdom. The NLL
factory manufactures HUL's products like Soaps, Detergents and
Personal Products both for the domestic market and exports to India.
• The 1990s also witnessed a string of crucial mergers, acquisitions

and alliances on the Foods and Beverages front. In 1991, the
erstwhile Brooke Bond acquired Kothari General Foods, with
significant interests in Instant Coffee. In 1993, it acquired the Kissan
business from the UB Group and the Dollops Icecream business
from Cadbury India.
• As a measure of backward integration, Tea Estates and Doom

Dooma, two plantation companies of Unilever, were merged with
Brooke Bond. Then in July 1993, Brooke Bond India and Lipton India
merged to form Brooke Bond Lipton India Limited (BBLIL), enabling
greater focus and ensuring synergy in the traditional Beverages
business. 1994 witnessed BBLIL launching the Wall's range of
Frozen Desserts. By the end of the year, the company entered into a
strategic alliance with the Kwality Icecream Group families and in
1995 the Milkfood 100% Icecream marketing and distribution rights
too were acquired.
• Finally, BBLIL merged with HUL, with effect from January 1, 1996.
The internal restructuring culminated in the merger of Pond's (India)
Limited (PIL) with HUL in 1998. The two companies had significant
overlaps in Personal Products, Speciality Chemicals and Exports
businesses, besides a common distribution system since 1993 for
Personal Products. The two also had a common management pool
and a technology base. The amalgamation was done to ensure for
the Group, benefits from scale economies both in domestic and
export markets and enable it to fund investments required for
aggressively building new categories.
• In January 1000, in a historic step, the government decided to award

74 per cent equity in Modern Foods to HUL, thereby beginning the
divestment of government equity in public sector undertakings (PSU)
to private sector partners. HUL's entry into Bread is a strategic
extension of the company's wheat business. In 1001, HUL acquired
the government's remaining stake in Modern Foods.
• In 1003, HUL acquired the Cooked Shrimp and Pasteurised

Crabmeat business of the Amalgam Group of Companies, a leader in
value added Marine Products exports.
Organization Structure: Top Management, Management

Hierarchy, Divisions/Departments, type of structure
Mr.Harish Manwani
Chairman
A distinguished alumnus in statistics & economics and MBA from Mumbai

University, Mr. Manwani joined HUL in 1976. Following several Sales and
Marketing assignments, he became Divisional Vice President - Marketing.
Mr. Manwani joined the Board of HUL in 1995, responsible for the
Personal Products business. In addition, he held regional responsibility as
the Category Leader for Personal Products for the then Central Asia and
Middle East (CAME) Business Group.
Mr. Manwani then moved to the UK as Senior Vice President for the
Global Hair Care and Oral Care Categories and in early 1001 was
appointed President of the Home & Personal Care (HPC) - Latin America
Business Group.
In 1004, he was appointed President and Chief Executive Officer of the

HPC - North America Business Group. In April 1005, he was elevated to
the Unilever Executive as President – Asia & Africa.
Mr. Manwani has attended the Advanced Management Programme (AMP)
at Harvard Business School.
Mr.Douglas Baillie
CEO and Managing Director
Douglas Baillie (50) Born and educated in Zimbabwe, Mr. Baillie

graduated from the University of Natal with majors in business finance,
marketing and business administration and joined Unilever SA in 1978.
His career over the years has spanned various sales and marketing
positions, culminating in a secondment to Lever Rexona in Australia in
1987.
On his return to South Africa in late 1988, he took up the position of Sales
Director, which was followed by a spell as Marketing Director. Mr. Baillie
moved to London in 1994 to Personal Products Co-ordination where he
became the Regional Liaison Member for Africa, Middle East, Central and
Eastern Europe and Turkey before moving to Vice President, Home and
Personal Care for the Africa Business Group. Mr. Baillie was appointed
Managing Director Lever Pond’s South Africa in 1997 and National
Manager, Unilever South Africa, in May 1000. Whilst in this position Mr.
Baillie served on several external Boards including the Advertising
Standards Authority, the Consumer Goods Council of South Africa and
was a member of Presidential Big Business working group.
Prior to assuming responsibilities as the Chief Executive Officer (CEO) of

Hindustan Unilever Limited, Mr. Baillie was Group Vice President and
Head of Unilever AMET (Africa, Middle East and Turkey). Mr. Baillie is
also the Group Vice President responsible for Unilever’s business in South
Asia, which includes Sri Lanka, Pakistan and Bangladesh.
D. Sundaram
Finance & IT Director
Mr. D. Sundaram is post-graduate from Madras University and a Fellow of

the Institute of Cost and Works Accountants of India (FICWA). He joined
Hindustan Unilever in 1975 as a Management Trainee. He has worked in
various capacities as Corporate Accountant, Commercial Manager and
Treasurer.He was seconded to Unilever, London,as Commercial Officer
for Africa and Middle East
Group between 1990 and 1993 and on return was the Financial Member
of the TOMCO Integration team from 1993 to 1994. He became the
Finance Director of the erstwhile Brooke Bond Lipton India Limited in
March 1994. He was again seconded to Unilever in August 1996 as
Senior Vice President–Finance, Central Asia and Middle East Group with
responsibility for Finance, IT and business strategies for Unilever
companies in the Indian sub-continent, North Africa and the Middle East
countries. He returned to India in May 1999 as Finance & IT Director of
HUL.
Mr. Nitin Paranjpe

Exectuive Director
Mr. Nitin Paranjpe after obtaining a degree in BE (Mech) and MBA in

Marketing (JBIMS) from Mumbai joined the Company as a Management
Trainee in 1987. In his early years in the Company, Mr. Paranjpe worked
as Area Sales Manager – Detergents and then Product Manager –
Detergents.
In April 1996, he became the Branch Manager, Chennai and in February
1999 was appointed a member of the Project Millennium team. In 1000,
he moved to Unilever, London and was involved in a review of the
Organisation Structure. During 1001, he was Assistant to the Unilever
Chairman & Executive Committee in London. On his return to India in
1001, he became the Category Head – Fabric Wash & Regional Brand
Director (Asia) for some Laundry and Household Cleaning (HHC) Brands.
In 1004, he became Vice President – Home Care (Laundry & HHC) India
responsible for the top and bottom-line of the Homecare business.
Effective March 1006 Mr. Paranjpe is the Executive Director for the Home
& Personal Care business.
Mr. Sanjiv Kakkar

Director
Mr. Sanjiv Kakkar is BA (Economics) and PGDM from IIM Ahmedabad

with 13 years work experience. Mr. Kakkar joined the Company in June
1984 and has worked in various Sales and Marketing assignments. His
marketing experience spans across categories including Beverages,
Personal Products and Oral & Hair Care.
He has also had key stints as Category Head of Oral and General
Manager – Sales & Customer Management of Personal Products. He was
appointed Vice President – Oral & Hair Care in May 1004. In March 1006,
Mr. Kakkar was appointed as Executive Director - Foods and joined the
Management Committee on 1st January 1007. Sanjiv was appointed as
the Executive Director - Sales and Customer Development in May 1007.
A. Narayan
Director
Mr. A. Narayan is the Managing Director and CEO of ICI India Limited. He
is also the Chairman of ICI India Research & Technology Centre. Mr.
Narayan joined the Board as Independent Non-Executive Director in 1001.
V. Narayanan
Director
Mr. V. Narayanan is a post-graduate from Madras University. He was
Chairman and Managing Director of the erstwhile Pond's (India) Ltd. He is
now Chairman of the Academy of Management Excellence. He joined the
Board as Independent Non-Executive Director in 1987.
D. S. Parekh
Director
Mr. D. S. Parekh holds a FCA degree from England & Wales. Mr. Parekh
has held senior positions in Grindlays and Chase Manhattan. He is the
Executive Chairman of Housing Development Finance Corporation. Mr.
Parekh joined the Board as Independent Non-Executive Director in 1997.
C. K. Prahalad
Director
Professor C. K. Prahalad is the Harvey C. Fruehauf Professor of

Business Administration at the University of Michigan at Ann Arbor, the
US. His contribution to business strategy is globally recognised. He joined
the Board as Independent Non-Executive Director in 1000.
S. Ramadorai
Director
Mr. S. Ramadorai is the Chief Executive Officer of Tata Consultancy

Services. Mr. Ramadorai is also Chairman of Tata Technologies Ltd. and
Chairman of CMC Ltd. He joined the Board as Independent Non-
Executive Director in 1001.

Lux Breeze
Lifebuoy Dove
Liril Pears
Hamam Rexona
Surf Excel Fair & Lovely

Rin Pond's
Wheel Vaseline
Sunsilk Naturals Pepsodent

Clinic Closeup
Axe Lakme
Rexona
Ayush
.
Competition statusHindustan Unilever Limited considers quality as one of
the principal strategic objectives to guarantee its growth and leadership in the
markets in which it operates.
The company is committed to respond creatively and competitively to the

changing needs and aspirations of our consumers through relentless pursuit
of technological excellence, innovation and quality management across our
businesses, and offer superior quality products and services that are
appropriate to the various price points in the market as well as to our
commitment to building shareholder value.
The company recognises that its employees are the primary source of
success in its operations and is committed to training and providing them the
necessary tools and techniques as well as empowering them to ensure broad
base compliance of this policy in the organisation at all levels.
The company is committed to fulfill its legal and statutory obligations and
international standards of product safety and hygiene and will not knowingly
sell product that is harmful to consumers or their belongings. It will institute
systems and measures to monitor compliance in order to meet its
responsibilities to consumers.
The company will maintain an open communication channel with its
consumers and customers and will carefully monitor the feedback to
continuously improve its products and services and set quality standards to
fulfill them.
The company is committed to extend its quality standards to its contract

manufacturers, key suppliers and service providers and by entering into
alliances with them, to jointly improve the quality of its products and services.
This policy is applicable to production from its own facilities as well as to
production that is outsourced.
The company will periodically review this quality policy for its effectiveness
and consistency with business objectives.
The company delegates authority and responsibility for dissemination and

implementation of this policy to each Business and Unit HeadSales/Turnover
sensitivity factors
Marketing/Sales Staff: Numbers, Locations, operating patterns (sales office,
field sales, telemarketing, cold-calling, etc.)
What type of training is being provided to sales staff? (In-house, external,
scope, depth, etc.)
Sales staff remuneration/motivation e.g. performance base remuneration,
commissions, bonuses, awards, etc.

Recruitment Policy and procedures:
Is it done in-house, or through any authorized consultant?
OBJECTIVE: - When the need arises for recruiting the person, do best to
select the person with required skill, knowledge, ability etc.
COVERAGE: - Vacancies at all the levels.
This is one of the most widely used methods for filling up the vacancies.
PROCEDURE
 In this case a circular is put within the company regarding the vacancies
and interested employees within the company can apply for the post.
 Or it can be done through promotions and transfers.
How are job openings advertised?

All the vacancies for recruitment are published in newspaper as TIMES OF INDIA,
INDIAN EXPRESS ETC.
It can also be done through campus interviews.
How are prospective employees for various positions assessed?
• Deciding goals & objective:- To relate future human resources to future

company needs so as to maximize future return on investment.
• Determining future manpower requirement:-Manpower requirement is
affected by no factors as a {business forecast b}expansion
c}management philosophy
Induction/orientation pattern, initial training period/s etc.
COVERAGE
 All the new entrants/employees.
PROCEDURE
 It mainly begins with the selection of candidates
 On joining he/she is welcomed and all the formalities regarding joining are
to be fulfilled as
o Joining report
o Nomination form (Form-F) for Gratuity
o Nomination and declaration form for unexempted and exempted
establishment.
o Declaration form, Employee’s State Insurance Corporation.
 Later he/she (field sales representatives) undergoes the training

programme for the period of 15 days.
 Next step is to see that the new entrant is sent to respective HQ and
undergoes 6 days on job training and then 6 months training, 6months
probation and then confirmation.
How are the employees educated about the company’s HR Policies and
procedures?
They educate the employees about Hr policies through a welcome letter

& at the time of induction.
Details of the nature and scope of Performance Appraisal and Management

System/s in place
PERFORMANCE APPRAISAL
OBJECTIVE:-
Appraisal system is used to meet the needs of both organization and also
individual.
For organization:- To provide systematical judgments to backup the

salary increase, transfers, demotions or termination.
For individual:- They act as basis for coaching and counseling the
individual by the superior.
COVERAGE:-
All the sales promoting Employees.
PROCEDURE:-
Appraisal system used here is of 180degree(i.e. where superiors

appraise their subordinates)
Training & Development:
OBJECTIVE:-
The main objective of training to new entrants is to impart them detailing
skills and along with it also provide them basic knowledge about field,
products etc.
COVERAGE:-
All sales promoting employees
TRAINING PROCEDURE:-
i. In house training at PUNE for the period of 15 days.
ii. During this period classroom training is given where they are
exposed to various products of the company and along with it they are
also made aware of the competitors products.
How is the Effectiveness of Training Programme measured?

The effectiveness of training programme is measured through the feedback
form & this is a continuous process.
What other facilities/opportunities exist for employee development?
Certain ED programmes are
INTERPERSONAL RELATIONSHIP, TRANSACTION ANALYSIS

AND TEAM BUILDING
Is there a programme for Employee Satisfaction Measurement, and if yes,

how is it designed and implemented?
Yes in every three months they conduct satisfaction survey for their employees through a
questionnaire which is prepared by Hr department
G. About Supply Chain Management:

The nature, scope and implementation of Vendor
Development initiatives/programmes:
If your dream is to become a successful entrepreneur, join Hindustan Unilever

Network.
Started in 1003, Hindustan Unilever Network (HLN) is HUL's Direct Selling arm. It
already has about 3.5 lakh consultants - all independent entrepreneurs, trained
and guided by HLN's expert managers and trainers.
Among them, there are over 10 consultants who are earning at over a rate of
Rs.1 million per annum. Over 15 consultants earn over Rs.50,000 per month.
What is encouraging is that they all started their business with earnings of less
than Rs.500 per month!
HLN offers you to build a business with different categories of Home & Personal
Care (HPC) and Food products. They are all essential household needs. And they
are all exclusive to HLN, specifically developed for the Direct Selling channel, and
not available in the retail channel.
HLN has already spread to 1500 towns and cities, backed by 41 offices and over
150 service centres across the country.
HLN's vision is to be amongst the top 1 players in the Direct Selling Channel by
1008 with a base of 1 million consultants.
What Makes HLN's Promise Unique And Competitive
• Reputation of Hindustan Unilever

• HLN requires one of the lowest investments for entry (Rs.1450
only to register as a consultant)
• A richly rewarding Compensation (earning opportunity) Plan
providing 7 types of earning backed by a powerful business
development system
• Widest reach amongst Direct Selling companies in India (over 150
servicing points )
• Widest range of top quality Home Care, Personal Care and Food
products
• Highly affordable prices
• Focussed training system and tools to aid self development
Explore HLN's Range Of Products

Among HLN's Home & Personal Care products are:
Detergents (Unilever Home)
Home cleaning (Unilever Home)
Personal care & cosmetics for women (Aviance)
Soaps (Ayush Spa range, Aviance and Denim Xclusive)
Oral care (Mentadent)
Health care (Ayush Spa)
Male grooming (Denim xclusive)
Kids Care (Little Animalz)
Among HLN's Food products are:

Children's nutrition (Ayush Poshak Rasayana)
Ready-to-cook rice meals (Indus Valley)
Why Direct Selling?

Direct Selling, one of the fastest emerging sectors, is already over Rs.1300 crores
as an industry. Hindustan Unilever and Hindustan Unilever Network are well-
poised to ride this growth.
Why HUL?
No one knows India and Indian consumers better than HUL. The company has
access to both global and local research, technology and development teams.
HLN is fully supported by Hindustan Unilever's nation-wide manufacturing and
distribution support system. Finally, at HLN you have access to Hindustan
Unilever's world-famous management education and business training.
H. About Finance:
AUDITED FINANCIAL RESULTS FOR THE YEAR ENDED 31ST
DECEMBER, 1007
Rs. Crores
Unaudited Results for the Unaudited
Results Audited Results for the
Fourth Quarter ended for 9 Months
ended Year Ended
31st December 30th September 31st
December
1007 1006 1007 1007 1006
3,687.40 3,156.10 1. Net Sales

10,030.35 13,717.75 11,103.39
1,706.64 1,186.84 i) Domestic FMCG - HPC
7,136.93 9,943.57
8,851.35
571.80 490.58 ii) Domestic FMCG -
Foods (including Ice Cream) 1,640.07
1,111.87 1,840.83
3,178.44 1,777.41 Domestic FMCG - Total
( i+ii) 8,877.00 11,155.44
10,691.18
343.65 347.31 iii) Exports
998.61 1,341.16 1,178.88
65.31 31.37 iv) Others
154.74 110.05 110.61
3,687.40 3,156.10 a) Continuing Business (
i+ii+iii+iv) 10,030.35 13,717.75
11,081.68
- - b) Discontinued
business -
11.71
159.70 106.95 1. Other Income
301.98 461.68 354.51
115.01 77.19 a) Operational

109.80 114.81 191.46
44.69 19.66 b) Financial

193.18 137.87 163.06
(3,113.10) (1,656.07) 3. Total
Expenditure (d+e+f+g) (8,708.85)
(11,831.05) (10,455.33)
17.05 (11.57) a) Increase/
(decrease) in stock in trade 117.35
144.40 115.97
(1,359.57) (1,106.15) b)
Consumption of raw/packing materials
(3,930.81) (5,190.38) (4,867.14)
(557.57) (493.73) c) Purchase
of goods (1,607.31)
(1,164.88) (1,751.51)
(1,900.09) (1,711.45) d) Cost of
Goods Sold (a+b+c) (5,410.77)
(7,310.86) (6,501.78)
(194.47) (133.57) e) Staff Cost
(573.34) (767.81)
(641.81)
(375.90) (184.01) f)
Advertising & Promotions (1,047.00)
(1,411.90) (1,171.88)
(651.74) (517.03) g) Other
expenditure (1,677.74)
(1,330.48) (1,036.86)
(1.58) (1.83) 4. Interest
(11.91) (15.50)
(10.74)
711.31 605.15 5. Gross Profit [1+1-3-4]
1,601.56 1,311.88
1,991.84
(36.88) (34.11) 6.
Depreciation / Amortisation (101.48)
(138.36) (130.16)
641.33 543.10 7. Profit before interest
and taxation [1+1(a)-3-6] 1,319.81 1,971.15
1,709.36
684.44 570.93 8. Profit before taxation
[5-6] 1,500.08 1,184.51
1,861.68
(93.50) (81.35) 9. Provision
for taxation - current tax (184.71)
(378.11) (195.00)
(38.63) (9.44) 10. Provision for
taxation - deferred tax (0.30) (38.93)
(16.80)
1.68 4.19 11. Taxation
Adjustments of Previous Periods (net) -
1.68 (0.11)
553.99 483.43 11. Profit after taxation,
before exceptional items [8-9-10-11] 1,115.07
1,769.06 1,539.67
77.45 17.75 13. Exceptional Items,
net of taxes 78.96 156.41
315.70
631.44 511.18 14. Net Profit [11+13]
1,194.03 1,915.47
1,855.37
0.00 0.00
(0.00) (0.00) 0.00
117.75 110.68 Paid up Equity Share
Capital ( face value Re 1 per share) 110.77
117.75 110.68
Reserves excluding Revaluation Reserve

1,110.81 1,501.14
1.90 1.31 Basic and Diluted

Earnings per Share of Re 1 (not annualised) - Rs. 5.86
8.73 8.41
11.60 9.17 Basic and Diluted
Earnings per Share of Re 1 (annualised) - Rs. 7.81
8.73 8.41
Aggregate of Non-Promoters Holdings
1,041,613,895 1,071,916,637 - Number of Shares

1,071,849,667 1,041,613,895 1,071,916,637
47.88% 48.57% - Percentage of Shareholding
48.60% 47.88% 48.57%
1. Name of the organization:proctal &gamble
2. Sector Classification : (FAST MOVING CONSUMER GOODS

P&G PALAZA
CARDINAL GRACIAS ROAD ,CHAKALA,
ANDHERI(E)
MUMBAI-400099
MH INDIA
1951STABLISHED IN 1951 IN USA
IN 1964 A PUBLIC LIMITED COMPANY , RICHARDSON
HINDUSTAN LIMITED IS FORMED WHICH OBTAINS AN
INDUSTRIAL LICENCE TO UNDERTAKE MANUFACTURE OF
MENTHOL AND VICKS RANGE OF PRODUCTS LIKE VICKS
VAPORUB ,VICKS COUGH DROPS AND VICKS INHALER.
In 1993, Procter & Gamble Home Products is incorporated as a 100% subsidiary
of The Procter & Gamble Company, USA. Procter & Gamble Home Products
launches Ariel Super Soaker.
In 1993, Procter & Gamble India divests the Detergents business to Procter &
Gamble Home Products.
In 1995, Procter & Gamble Home Products enters the Haircare Category with the
launch of Pantene Pro-V.
In 1997 Procter & Gamble Home Products launches Head & Shoulders
shampoo.
In 1000, Procter & Gamble Home Products introduced Tide Detergent Powder -
the largest selling detergent in the world.
In June 1000, Procter & Gamble Home Products Limited launched Pantene
Lively Clean its unique Pro-Vitamin formula cleans oil-build up, dirt and grime in
just one wash, delivering lively, free-flowing and sparkling-clean hair.
In August 1000, Procter & Gamble Home Products Limited launched New Ariel
Power Compact detergent with a new global technology that breathes new life
into clothes, by removing dinginess from them and restoring the original colors of
the fabric, by detecting and removing deposits which are left behind from
successive washes.
In November 1000, Procter & Gamble Home Products Limited presented India in
the first International Hair Styling and Beauty Expert Contest- Hair Asia Pacific
1000 in collaboration with Sri Lankan Association of Hairdressers and Beautician.
During this period, Procter & Gamble Home Products also re-launched the
international range of Head & Shoulders, best-ever Anti-dandruff shampoo with
an improved formula, new pack-design and logo, in three variants - Clean &
Balanced, Smooth & Silky and Refreshing Menthol, which offers the fine
combination of anti-dandruff efficacy and hair conditioning.
In January 1001, Procter & Gamble Home Products Limited and Whirlpool India
Ltd. launched a special 'Ariel - Whirlpool Superwash' offer, making washing
machines more affordable to the people of Hyderabad. On purchase of either a
500gms, 1kg or 1.5kg economy pack of New Ariel Power Compact, consumers
are automatically eligible to buy a Whirlpool Washing Machine for as low as
Rs.138/- in Equal Monthly Installments for 14 months, by filling in the application
form that comes with the Ariel pack and contacting any one of the Whirlpool
dealers mentioned on the pack.
In June 1001, Procter & Gamble in partnership with the Association of Beauty
Therapy & Cosmetology (ABTC), India hosted the Pantene Artist 1001 a national
stylist competition, which included categories such as Bridal Dressing, Hair
Cutting and Body Painting. Present at the event was world-renowned hairdresser
and stylist Jun L. Encarnecion, who demonstrated the hottest international
haircuts and styles in vogue via an interesting hairhsow. Mr. Encarnecion has
trained students in leading hairdressing schools like Robert Fielding School of
Hair Dressing (U.K), Pierre Alexander International Academy (U.K), Vidal
Sassoon Academy, (U.S.A) among others and also enjoys the reputation of
being the official hairdresser for the 1993 Miss Universe pageant.
In July 1001, Procter & Gamble Home Products Limited launched New Ariel Total
Compact with Magicare a New System of Washing that completely removes
stains without scrubbing, significantly reducing time spent on washing clothes.
In September 1001, Procter & Gamble Home Products launched New Pantene
Pro-V range of five shampoos in India which gave consumers the look they want
Smooth & Silky for straighter hair, Volume & Fullness for thicker hair, Balanced
Clean for shinier hair, Lively Clean for livelier hair and Anti-Dandruff for dandruff-
free hair.
In December 1001, Procter & Gamble in partnership with the Southern India
Beauty Specialists & Hairdressers Association (SIBHA) hosted the Pantene-
SIBHA Look N Learn Seminar where Raman Bhardwaj hairdresser to former
Miss India, Celina Jaitley demonstrated the Latest and Trendiest Hair Cuts
(Modern & Classic) to beauticians and hairdressers in Chennai.
In April 1001, Procter & Gamble Home Products Limited announced the launch
of a special Ariel Bar Refund Offer along with its new Advanced Ariel Compact.
Under the Ariel Bar Refund Offer, consumers could exchange their detergent bar
on purchase of Advanced Ariel Compacts 1kg and 500gms packs, and avail of a
Rs.15 and Rs.7 discount respectively on MRP.
Additionally, Procter & Gamble Home Products announced the Beat The
Summer Dandruff offer on which 100ml Head & Shoulders bottle was available
for Rs.99/- only, thus giving a benefit of a Rs.13/- discount to consumers.
In August 1001, Pantene unveiled the launch of the Shine Morning to Night
campaign that helps consumers get long lasting hair shine with regular use of
Pantene. The Shine Morning to Night campaign had two exciting components to
it The MTV Shine Your Soul contest where one could win diamonds worth
Rs.11.5 lacs and the launch of the Pantene Shine Booths across the country to
help achieve the shine that lasts from morning to night.
During the same period, Pantene also hosted Hair Asia Pacific 1001 the biggest
Hair Cutting & Styling event in Kuala Lumpur, Malaysia. Pantene Hair Asia
Pacific is a prestigious international hair cutting & styling contest attracting expert
hairdressers and beauty care advisors from more than 13 Asia Pacific countries.
Additionally, Pantene also hosted Pantene World Teen Queen contest in Goa.
Contestants from UK, USA, South Africa, Kenya, Tanzania, Mauritius, Middle
East and Hong Kong participated to win the coveted World Teen Queen crown.
In November 1001, Procter & Gamble Home Products Limited launched Head &
Shoulders Naturally Clean, a new variant in its Head & Shoulders range of
Shampoos especially for Tamil Nadu, Kerala, Andhra Pradesh, Karnataka and
West Bengal. Its Smart ZPT combined with Natural Citrus (lemon) extracts
removes 100% dandruff and rinses oil and stickiness from the scalp, giving light,
loose, free flowing hair.
In January 1003, Procter & Gamble Home Products Limited reduced the prices of
Pantene and Head & Shoulders 7.5ml sachets from Rs. 4/- to Rs. 3/-, with no
change in its superior product-quality or packaging, improving affordability to a
large number of Indian consumers.
Procter & Gamble Home Products Limited also announced the launch of its Tide
Super Whiteness Gold Dhamaka at the Tide Junction in Giant Hypermarket,
Hyderabad. The Tide Super Whiteness Gold Dhamaka gave consumers a
chance to get their clothes super-white and Win an Exquisite Handcrafted Pure
Gold Jewellery Set worth Rs.15,000 and other prizes from Estelle Jewellery.
In June 1003, Procter & Gamble Home Products Limited launched Pampers -
world’s number one selling diaper brand with sales of US$ 6 billion annually.
Pampers provides superior dryness for uninterrupted overnight sleep, with just
one pampers diaper. In India, Pampers Fresh & Dry is available in a variety of
three sizes – 4s, 10s and 15s.
In July 1003, Procter & Gamble Home Products Limited launched Pantene Long
Black, the ultimate solution for achieving the Long and Black hair look, and Head
& Shoulders Silky Black - the only shampoo in India to offer the dual benefits of
100% dandruff-free as well as silky black hair.
In September 1003, Procter & Gamble Home Products Limited announced that
its superior quality Tide sachet is now available at Re. 1 per sachet and its Ariel
sachet at Rs. 1 per sachet, thus making the world’s best detergents available at
lower prices.
In January 1004, Procter & Gamble Home Products Limited announced the
launch of Rejoice – Asia’s No. 1 shampoo, in India. Rejoice’s patented Micro-
Silicone conditioning technology gives twice as smooth, and easy to comb hair
versus ordinary shampoos, at affordable prices in 100 ml bottles and 7.5 ml
sachets.
In March 1004, Procter & Gamble Home Products Limited reduced the prices of
Ariel and Tide bags (large packs) by 10-50%, while maintaining the superior
quality. The superior quality one kg pack of Tide now cleans a family’s one month
laundry in just Rs.13/-, while a one kg pack of Ariel cleans a family’s one month
laundry in just Rs.50/-.
In April 1004, Procter & Gamble Home Products Limited announced the launch
of Pantene Hair Fall Control, which is designed to free women of their hair fall
concerns by reducing hair fall due to breakage by up to 50% within just two
months, thus giving them stronger, thicker looking and beautiful hair. The prices
of Pantene 100ml and 100ml bottles were reduced by 16%, offering superior
value to consumers.
In August 1004, Procter & Gamble Home Products Limited signed Preity Zinta –
Bollywood's #1 Actress, as Brand Ambassador for its Head & Shoulders anti-
dandruff shampoo that gives 100% dandruff-free soft beautiful hair.
In October 1004, Procter & Gamble Home Products Limited launched New
Pantene Amino Pro-V Complex shampoos, which makes hair ten times stronger.
In November 1004, Procter & Gamble Home Products Limited launched New
Tide Bar. The New Tide Bar is unique as compared to the available detergent
bars because of its three unique features: (i) It has green speckles called
Whiteons, which release a unique whitening action on reacting with sunlight; (ii)
Its technology also ensures that it lasts longer, does not dissolve easily and
delivers a good balance between bar-hardness and ease of application on
clothes and; (iii) It has a lemony & refreshing fragrance that lingers on clothes
hours after wash.
About finance
Turnover 17,117 118,354
Total Income 17,337 118,831
Earnings Before
Depreciation, Interest 4,711 10,515
and Tax (EBDIT)
Depreciation 1,108 4,815
Profit After Tax 1,747 11,943

Equity Dividend % 110
Dividend Payout * 331 1,440
Equity Share Capital 310 1,393
Equity Share Suspense 14 60
Reserves and Surplus 14,381 61,514
Net Worth 14,715 63,967
Gross Fixed Assets 14,619 107,061
Net Fixed Assets 16,376 71,189
Total Assets 16,996 117,353
Market Capitalisation * 45,757 198,905
Number of Employees 14,696
Contribution to
3,530 Put 44
National Exchequer
About human resources
PROCEDURE
INDIAN EXPRESS ETC.

COVERAGE
PROCEDURE
to be fulfilled as
o Joining report
establishment.

procedures?


System/s in place
OBJECTIVE:-
individual.
COVERAGE:-
PROCEDURE:-

OBJECTIVE:-
products etc.
COVERAGE:-
iii. In house training at PUNE for the period of 15 days.
iv. During this period classroom training is given where they are


AND TEAM BUILDING

30. Name of the organization:PARLE PRODUCTS PVT LTD.
31. Sector Classification : (FAST MOVING CONSUMER GOODS

NIRLON HOUSE ,154B

Dr ANNIE BESENT ROAD ,WORLI
MUMBAI-400015 MH
TEL-01114931841,01114933089
FAX-01114933630.

1919 STABLISHED IN THE SUBURBS OF MUMBAI.1951
About finance
Turnover 17,117 118,354
Total Income 17,337 118,831
Earnings Before
Depreciation, Interest 4,711 10,515
and Tax (EBDIT)
Depreciation 1,108 4,815
Profit After Tax 1,747 11,943
Equity Dividend % 110
Dividend Payout * 331 1,440
Equity Share Capital 310 1,393
Equity Share Suspense 14 60
Reserves and Surplus 14,381 61,514
Net Worth 14,715 63,967
Gross Fixed Assets 14,619 107,061
Net Fixed Assets 16,376 71,189
Total Assets 16,996 117,353
Market Capitalisation * 45,757 198,905
Number of Employees 14,696
Contribution to
3,530 Put 44
National Exchequer
About human resources
PROCEDURE
INDIAN EXPRESS ETC.

COVERAGE
PROCEDURE
to be fulfilled as
o Joining report
establishment.

procedures?


System/s in place
OBJECTIVE:-
individual.

COVERAGE:-
PROCEDURE:-

OBJECTIVE:-
products etc.
COVERAGE:-
v. In house training at PUNE for the period of 15 days.
vi. During this period classroom training is given where they are


AND TEAM BUILDING

Yes in every three months they conduct satisfaction survey for their employees through a
questionnaire which is prepared by Hr department
BIBILOGRAPHY
WEB SITES
www.google.co.in
www.airtelworld.com
www.bharti.com
www.reliance.com
www.idea.com
www.hul.com
www.p&g.com
www.pearle.com
www.capitalmarket.com
www.investorsonline.com
www.crisil.com
www.sebi.com
www.hdfcbank.com
www.icicibank.com
www.axisbank.com
s
Books Recommended
Service marketing by Rampal
Market reseach by Beri
Magzines
Business Today
Business world
Business and economy
Business and management
News Papers
Economis times

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A.

About the Company:

1. Sector Classification : banking sector

• Type of organization: i.e. Public Ltd/

Custodians and against 30.31%

• Board Members/Ownership structure

Mr. N. Vaghul, Chairman

Ms. Madhabi Puri-Buch, Executive Director

2. Collaborations and affiliations:

BANGALORE: Intel has forged a collaboration with ICICI Bank to provide

Airtel launched M-Commerce solutions for its customers in collaboration

ICICI Bank in association with Jewellery

India Banking Service is a collaboration between ICICI Bank and Lloyds

• Rating/standing within its sector

Senior Debt & Deposit Ratings of ICICI Bank Limited

Agency India ICICI Bank Limited

Organization’s History: Overview

After consideration of various corporate structuring alternatives in the context of

5. Organization Structure: Top Management, Management Hierarchy,

B. About Products Portfolio:

C. About Marketing Strategies and Sales:

ICICI Bank is a diversified financial services company that

A number of sell-side research analysts provide research coverage of Icici bank.

Customer targeting strategies

D. About Clientele/Customer satisfactions and

F. About Human Resource Management:

A. About the Company:

9. Sector Classification : BANKING

Mail us your letters at:

For Credit Cards mail us at:

11. Constitution of the company

• Board Members/Ownership structure

12. Collaborations and affiliations:

BAJAJ ALLIANZE INSURANCE

• Current annual turnover 91,135,61 lac

• Rating/standing within its sector

14. Geographical Reach: Branch and / or distributors’ Locations at

HDFC Bank is headquartered in Mumbai. The Bank at present has an

15. Organization’s History:

• Specific achievements (hallmarks since establishment)

B. About Products Portfolio:

Retail Trust Account

Investments & Insurance

Access Your Bank

D. About Clientele/Customer satisfactions and

E. About After-Sales Scenario:

F. About Human Resource Management:

20. Sector Classification banking

The Central Office

22. Constitution of the company

23. Collaborations and affiliations: (Financial, Technical, Marketing, etc.)

B. About Products Portfolio:

B. About Products Portfolio:

. About Clientele/Customer satisfactions and

E. About After-Sales Scenario:

F. About Human Resource Management:

H. About Finance: FINANCIAL RESULTS

The authorised capital of AXISBank is Rs.450 crore (Rs.4.5 billion). The

Registered Office and Head Office Locations

Constitution of the company

• The erstwhile Brooke Bond's presence in India dates back to 1900.

Geographical Reach: international