Ax|s bank Ax|s bank

ke|nvent|ng bank|ng ke|nvent|ng bank|ng

resented by
nlkun[ Shah
8eshma Sonawane
!ayesh Surve
Sanll 1harwal
AnklLa 1rlvedl
ndlan 8anklng SysLem
lsLory of 8anklng ln ndla
1he flrsL bank ln ndla Lhough conservaLlve was
esLabllshed ln 1786 Lhe [ourney of ndlan 8anklng
SysLem can be segregaLed lnLo Lhree dlsLlncL phases
9hase 1
1786 Lo 1969
1786 1he Ceneral 8ank of ndla
nexL came 8ank of lndusLan and 8engal 8ank
1he LasL ndla Company esLabllshed 8ank of 8engal
(1809) 8ank of 8ombay (1840) and 8ank of Madras
(1843) as lndependenL unlLs and called lL 9resldency
8anks
1hese Lhree banks were amalgamaLed ln 1920 and
mperlal 8ank of ndla was esLabllshed whlch sLarLed
as prlvaLe shareholders banks
n 1863 Allahabad 8ank was esLabllshed and flrsL
Llme excluslvely by ndlans 9un[ab naLlonal 8ank
LLd was seL up ln 1894 wlLh headquarLers aL Lahore
8eLween 1906 and 1913 8ank of ndla CenLral 8ank
of ndla 8ank of 8aroda Canara 8ank ndlan 8ank
and 8ank of Mysore were seL up
8eserve 8ank of ndla came ln 1933
urlng Lhe flrsL phase Lhe growLh was very slow
8anks also experlenced perlodlc fallures beLween 1913 and
1948
1here were approxlmaLely 1100 banks mosLly small
Lhe CovernmenL of ndla came up wlLh 1he 8anklng
Companles AcL 1949 whlch was laLer changed Lo 8anklng
8egulaLlon AcL 1949 as per amendlng AcL of 1963 (AcL no 23
of 1963)
8eserve 8ank of ndla was vesLed wlLh exLenslve powers for
Lhe supervlslon of banklng ln ndla as Lhe CenLral 8anklng
AuLhorlLy
9hase 2
n 1933 lL naLlonallsed mperlal 8ank of ndla wlLh
exLenslve banklng faclllLles on a large scale speclally
ln rural and semlurban areas
L formed SLaLe 8ank of ndla Lo acL as Lhe prlnclpal
agenL of 88
7 8anks formed subsldlary of SLaLe 8ank of ndla
were naLlonallsed
L was Lhe efforL of Lhe Lhen 9rlme MlnlsLer of ndla
Mrs ndlra Candhl
14 ma[or commerclal banks ln Lhe counLry was
naLlonallsed
1he branches of Lhe publlc secLor bank ndla rose Lo
approxlmaLely 800 ln deposlLs and advances Look a
huge [ump by 11000
9hase 3
1hls phase has lnLroduced many more producLs and
faclllLles ln Lhe banklng secLor ln lLs reforms measure
n 1991 under Lhe chalrmanshlp of M naraslmha a
commlLLee was seL up by hls name whlch worked for
Lhe llberallsaLlon of banklng pracLlces
1he counLry ls flooded wlLh forelgn banks and Lhelr
A1M sLaLlons
LfforLs were belng puL Lo glve a saLlsfacLory servlce Lo
cusLomers
9hone banklng and neL banklng was lnLroduced
1he enLlre sysLem became more convenlenL and
swlfL
1lme was glven more lmporLance Lhan money
Lmergence of 9rlvaLe 8anks
9rlvaLe banklng ln ndla was pracLlced slnce Lhe beglnnlng of
banklng sysLem ln ndla
1he flrsL 9rlvaLe 8ank ln ndla Lo recelve an ln prlnclple
approval from Lhe 8eserve 8ank of ndla was ouslng
evelopmenL llnance CorporaLlon LlmlLed
L was lncorporaLed ln AugusL 1994 as lC 8ank LlmlLed wlLh
reglsLered offlce ln Mumbal and commenced operaLlons as
Scheduled Commerclal 8ank ln !anuary 1993
|st of r|vate 8anks |n Ind|a
8ank of 9un[ab
8ank of 8a[asLhan
CaLhollc Syrlan 8ank
CenLurlon 8ank
ClLy unlon 8ank
hanalakshml 8ank
evelopmenL CredlL 8ank
lederal 8ank
lC 8ank
CC 8ank
8 8ank
ndusnd 8ank
nC vysya 8ank
!ammu kashmlr 8ank
karnaLaka 8ank
karur vysya 8ank
Laxml vllas 8ank
SouLh ndlan 8ank
unlLed WesLern 8ank
u1 8ank
D@I 8ANk
nLroducLlon
Axls 8ank (lormerly known as u1) was one of Lhe few
prlvaLe banks Lo have began operaLlons ln 1994
1he 8ank was promoLed [olnLly by Lhe AdmlnlsLraLor
of Lhe speclfled underLaklng of Lhe unlL 1rusL of ndla
(u1)
Llfe nsurance CorporaLlon of ndla (LC)
Ceneral nsurance CorporaLlon LLd (CC)
naLlonal nsurance Company LLd
1he new ndla Assurance Company
1he CrlenLal nsurance CorporaLlon
unlLed nsurance Company LLd
ourney Irom D@I to AkIS
19941997
ncorporaLed as u1 8ank headquarLered ln
Mumbal
llrsL 8ranch lnauguraLed aL Ahmedabad
CompleLes flrsL proflLable year ln operaLlon ln
1993
eposlL crosses 8s10bn mark ln 1996
19982000
Successfully compleLes lLs 9C ln 1998 and geLs lLself
llsLed on nSL and 8SL
Cash managemenL servlces as well as credlL card
launched
9roflL crosses 8s300m ln 2000
Launches nLerneL banklng module lConnecL reLall
loans lnLroduced
llnanclal advlsory servlces and ecommerce lnLroduced
Second largesL A1M neLwork ln Lhe counLry wlLh 200
A1Ms
20012003
9rlvaLe placemenL of 26 sLake Lo CC CaplLal
9arLners
eposlL crosses 8s100bn mark ln 2001 advances
crosses 8s30bn
llrsL commerclal bank Lo open an A1M aL a posL
offlce
Crosses Lhe 1000 A1M mark ln 2003
CeLs llsLed on Lhe London SLock Lxchange ralses
$2393m
20062008
Cpens lLs flrsL lnLernaLlonal branch ln Slngapore
Cpens 8epresenLaLlve Cfflce ln Shanghal
Crosses Lhe 2000 A1M mark ln 2006
Cpens a lull Llcence 8ank 8ranch ln ong kong
8ebrands lLself as Axls 8ank
,umba| u| 30 2007 u1 8ank on Monday
rechrlsLened lLself as Axls 8ank
kC8,
W 1L CAnCL 1L8 nAML l8CM u1
1C AxS 8Ank
1L8L A8L 3 MAn 8LASCnS
1 1hey had Lo glve up Lhe u1 name afLer uslng lL for
13 years as we were noL prepared Lo accepL Lerms
and condlLlons (lncludlng royalLy) from u1 AMC
1he declslon Lo rebrand lLself was Laken by Lhe bank
as lL was allowed Lo use Lhe u1 brand name for
free Llll !anuary 31 2008 beyond whlch lL had Lo
pay royalLy for uslng Lhe name
2 1he recommendaLlon for name change Lo Axls 8ank
has arlsen from Lhe exlsLence of several
shareholderunrelaLed enLlLles uslng Lhe u1 brand
and Lhe consequenL brand confuslon LhaL Lhls
generaLes
3 1he name u1 bank was changed Lo AxS bank as u1
gave a look of governmenL secLor bank 1hey had Lo
change our name Lo have our own brand and
ldenLlLy
8ebrandlng Lxerclse
1he name was Laken lnLo effecL consequenL Lo Lhe
approval of shareholders 8eserve 8ank of ndla and
Lhe cenLral governmenL (8eglsLrar of Companles)
1he u1 brand ls owned by u1 AsseL ManagemenL
Company
1he bank would change logo and colour of logo Lhe
bank ls llkely Lo spend around 8s 30 crore ln Lhe re
brandlng exerclse
1he bank acqulred Lhe servlces of Cgllvy MaLher
(CM) Lo deslgn and lmplemenL Lhe rebrandlng
campalgn
1he new name AxS
1he new name was chosen conslderlng Lhe bank's
panndlan as well as lnLernaLlonal presence
1he flrsL Llme LhaL a bank has dropped an
esLabllshed brand for an unknown name
1he name Axls ls chosen as lL ls slmple and lL
conveys a sense of solldlLy and a sense of
maLurlLy L also has a unlversal appeal
1he new Logo
The logo depicts a strong growth path for the bank
supported by a strong base, indicating that the bank is
moving on from a position of strength.
A8CD@ AkIS
,|ss|on
CusLomer Servlce and 9roducL nnovaLlon
Luned Lo dlverse needs of lndlvldual and
corporaLe cllenLele
ConLlnuous Lechnology up gradaLlon whlle
malnLalnlng human values
9rogresslve globallzaLlon and achlevlng
lnLernaLlonal sLandards
Lfflclency and effecLlveness bullL on eLhlcal
pracLlces
Core values of Axls
CusLomer SaLlsfacLlon Lhrough
9rovldlng quallLy servlce effecLlvely and efflclenLly
Smlle lL enhances your face value ls a servlce quallLy
sLressed on
9erlodlc CusLomer Servlce AudlLs
MaxlmlzaLlons of SLakeholder value
Success Lhrough 1eamwork nLegrlLy and 9eople
1he banks buslness ls dlvlded lnLo four segmenLs
8eLall corporaLe Lreasury and merchanL banklng
AparL from Lhls Lhe bank ls also lnLo lnsurance
lnvesLmenL banklng morLgage flnanclng credlL cards
and deposlLory servlces amongsL oLhers
lL ls also reglsLered on Lhe followlng exchanges
C@I
8S
NS
ondon stock exchange
Servlces
8eLall banklng
eposlLs schemes
Loans and advances
9ersonal loans
ouslng loans
Cards
Consumer durables
AuLo loans
9ersonal banklng
AccounLs
1erm deposlL
llxed deposlL
8ecurrlng deposlL
Cards
lfferenL varlanL llke Cold plus card Cold card Sllver sllver
plus cards
CorporaLe banklng
AccounLs
normal CurrenL AccounL
1rusL/nCC Savlngs AccounL
Servlces
9rlvaLe LqulLy Mergers AcqulslLlons
Advlsory Servlces
CaplLal MarkeL lundlng
L8roklng
8ecenL evelopmenLs
Shlkha Sharma was named as Lhe banks
managlng dlrecLor and CLC on 20 Aprll 2009
As on Lhe year ended March 31 2009 Lhe
8ank had a neL proflL of 8s 181336crores
1he bank now has 833 branches lncludlng
exLenslon neLworks across 30 SLaLes and 4
unlon 1errlLorles
1he bank also has overseas offlces ln Slngapore
Chlna ong kong and ubal
Crosses Lhe 3723 A1M mark ln 2009
Launches 9laLlnum CredlL Card ndlas flrsL LMv chlp
based card
Axls 8ank ls now Lradlng aL 8s 91183 (17
Lh
sep)
Ax|s I|nanc|a| os|t|on
art|cu|ars ,ar 07 ,ar 08 ,ar 09
eposlLs 3878360 8762622 11737411
Advances 3687648 3966114 8133677
Share CaplLal 28163 33771 33901
neL worLh 340221 877069 1021480
8ook value 12080 24319 28433
nLeresL earned 436040 700332 1083349
nLeresL expendlLure 299332 441996 714927
neL proflL 63903 107103 181336
neL n9As 061 036 033
1oLal AsseLs 7323721 10937784 14772206
8eLurn on AsseLs 110 124 144
8s ln crs
Ax|s 8ank kat|o Ana|ys|s
art|cu|ars ,ar 07 ,ar 08 ,ar 09
CaplLal Adequacy 8aLlo 11.57 13.73 13.69
neL proflL margln 12.01 12.22 13.31
CperaLlng Lxpense / 1oLal nc 23.26 26.20 24.95
8eLurn on neL worLh () 19.37 12.21 17.77
neL nLeresL ncome/LoLal funds 4.01 4.74 4.98
non nLeresL ncome/LoLal funds 0.03 0.02 0.06
neL 9roflL / 1oLal lunds 1.07 1.17 1.41
Larnlng per share 23.40 29.94 50.57
LqulLy lvldend () 45.00 60.00 100.00
8evenue 8reak up of Axls
Segment kevenue ,ar 09
1reasury 2029071
CorporaLe /wholesale
banklng
728014
8eLall banklng 667331
CLher banklng buslness (340)
#s in crs
ComparaLlve Analysls
art|cu|ars Ax|s nDI N8 nS8
eposlLs 11737411 14281138 20976030 4997027
Advances 8133677 9888303 13470299 2738868
Share CaplLal 33901 42338 31330 449916
neL worLh 1021480 1303273 1463363 112143
8ook value 28433 34444 41674
nLeresL earned 1083349 1633226 1932616 63269
nLeresL expendlLure 714927 891110 1229330 2661
neL proflL 181336 224494 30908 12912
neL n9As 033 149 017 142
1oLal AsseLs 14772206 18327078 24691862 946203
8eLurn on AsseLs 144 110 113 131
As on Mar 09 8s ln crs
ComparaLlve 8aLlo Analysls
art|cu|ars Ax|s nDI N8 nS8
CaplLal Adequacy 8aLlo 13.69 1360 1296 1331
neL proflL margln 13.31 1133 1376
CperaLlng Lxpense / 1oLal nc 24.95 3306 2133
8eLurn on neL worLh () 17.77 1332 2332
neL nLeresL ncome/LoLal funds 4.98 686 434 666
non nLeresL nc/LoLal funds 0.06 023 284
neL 9roflL / 1oLal lunds 1.41 142 140 439
Larnlng per share 50.57 3277 9803
LqulLy lvldend () 100.00 10000 200
neL nLeresL margln () 333 440 338
omparat|ve keach Ana|ys|s
8anks 8ranches A@,s |t|es Incept|on yr Cverseas presence
Axls 833 3393 313 1994 4
lC 1416 3382 330 1993
9n8 4668 2130 21408 1893 3
S8C 178 130 1939 83
Ax|s 8ank Ax|s 8ank
,arket|ng Cverv|ew ,arket|ng Cverv|ew
arketing anagement
arketing Objectives
Axis Bank want to achieve following marketing
objectives by the end of the year 2011.
To get the market capitalization 500 Crore
To get the 200 Crore retail investment.
To get 125 Crore Corporate investments.
To get the 175 Crore Capital investments.
8L88AnnC
as reLalned Lhe burgundy color buL has
changed Lhe logo
Spend around 8s30 Crore ln Lhe rebrandlng
exerclse
ad hlred adverLlslng flrm CM
Bankers dentify Near-Team and
Long Term Concerns

Maintaining proIitability
Credit PortIolio Management
Service Quality
Regional Economy
Cost Management / Expense reduction
Declining Earnings/ more Iailures
Market / customer Iocus
Capital adequacy
Stock market value
Industry Overcapacity
Service quality
Maintaining proIitability
Market / customer Iocus
Operations/systems/technology
Credit portIolio management
Productivity improvement
Investment to stay competitive
Stock market value
Asset/liability management
Electronic Banking
$OT ANALY$$ OF AX$ BANK
S@kNG@nS
8rand name
SupporL of varlous promoLers
lgh level of servlces
knowledge of ndlan markeL
JAkNSS
noL havlng good lmage
MarkeL caplLallzaLlon ls very low
noL been fully able Lo poslLlon lLself
correcLly
CCk@DNI@IS
Crowlng ndlan banklng secLors
9eople are becomlng more servlce
orlenLed
n Lhe global markeL
lssaLlsfled CusLomers
8uslness advlslng for smaller 9layers
@nkA@S
AdvenL of MnC banks
lorelgn banks
CovL banks
luLure markeL Lrends
SWC1
!$TL ANALY$$ OF AX$ BANK
Competitive $trategy
For the private sector banks:
Differentiation on the basis of area coverage.
#estricted #each.
Level of service is the same.
Axis got advantage because of !roduct nnovation.
Competitive $trategy
For the government sector banks
High level of service quality and through
product innovation.
AX$ not any where near, but has created a
different set of segment.
!eople who believe in the higher set of
services
Competitive $trategy
For the nternational Banks :
Differentiated itself on the base of the reach
and coverage to the people.
$ervice level is somewhat same.
n the future these banks may create a
problem.
Features Of Axis Bank
Anywhere Banking
nstant Fund Transfer
nternet Banking
At-!ar (ulticity) Chequebook
AT cum Debit Card
obile Banking
!hone Banking
arketing ix in Banking ndustries
!roduct.
!rice.
!lace.
!romotion.
Other than these:
!eople.
!rocess.
!hysical vidence.
!enetration !ricing.
7 !s OF A#KTNG OF AX$ BANK
!roduct ix:
eposlLs
nvesLmenLs
Anywhere banklng
Loans
Cards
Moblle banklng
n8 servlces
!#CNG X
Value for money.
Lower fee charged.
!LAC X
aking available the promised services to
the ultimate users.
$electing a suitable place for bank
branches.
!lans to set up 210 more branches across
the country in this fiscal.
!#OOTON X
Advertising
!rint media
!ublicity
$ales promotion
!ersonal selling
Telemarketing
!#OC$$ X
Flow of activities
$tandardization
Customization
Number of steps
$implicity
!HY$CAL VDNC
nternet
!aperwork
Brochures
Furnishings
Business cards
Tangibles
!unch lines
mployees dress code
!O!L
LOY$
$T! ANALY$$
$egmentation strategy
Demographics variables
Location
etros & divisional cities
Occupation
Business persons
$alaried class (both Govt. and private)
orking woman
Age
$enior citizens
inor
!sychographic variables
Lifestyle
The people who believes in modern banking with higher set of
services i.e. nternet banking (icontact, mobile refill, travel currency
card etc.).
Targeting strategy
Target market
Corporate banking market: This market target the
industries and fulfil their financial needs.
CapitaI market: This segment is targeted on the
long term needs of the individual as well as of
industries
RetaiI banking market: This segment is for the
retail investor and provide them short term financial
credit for their personal, household needs.
Targeting strategy
$elective specialization strategy
Here the bank selected a number of segments, each
objectively attractive & appropriate. There may be
little or low synergy among the segment but each
segment proves to be worth full for it.
f we take the example of cards then Axis bank have
separate set of credit cards, each targeted at different
set of people i.e. segment and each one has its own
importance for the bank.
!ositioning strategy
Axis bank has positioned itself as a bank
which gives higher standard of services
through product innovation for the diverse
need of individual & corporate clients. $o they
want to highlight following points in their
positioning statement:
Customer centric
$ervice oriented
!roduct innovation
The Key Target Audience
orksheet
here does sales and usage come from?
From urban and sub-urban areas.
Does marketing objective require trial or
continued usage?
Continuous usage.
hat do we know about our target segment?
!eople bothered more about the services more in the
$T! analysis.
ho are the decision makers?
User of the services.
The Communication $trategy
orksheet
hat are the Communication Objectives ?
Bring the bank into the top 3 banks in ndia. (At present
it is on 6th position).
Generate Brand awareness.
Develop positive attitude about the brand.
Give product information.
Communicate Banks emphasis on high standard of
services.
#esult of the communication exercise:
mage change about the bank.
!urchase our services.
1he facL LhaL Lhe Lop 9 banks accounL for barely 378of Lhe markeL share
suggesLs LhaL several smaller players occupy Lhe remalnlng 422
98C81 8AnknC
AxS LllglblllLy CrlLerla
(AC8) of 8s 1 Lakh ln your savlngs accounL (73000 lf
ln case you have a salary accounL wlLh Axls 8ank)
8s 3 lacs ln comblnaLlon of your savlngs and Lerm
deposlLs (Mlnlmum AC8 of 8s 30000 ln Lhe savlngs
accounL)
Mlnlmum Average quarLerly relaLlonshlp of 8s 10
lacs across members of Lhe same famlly sub[ecL Lo a
mlnlmum (AC8) of 8s 80000 belng malnLalned ln
Lhe savlngs accounL of each member and Lhe
remalnlng amounL ln 1erm eposlLs
Ax|s 8ank Ax|s 8ank
n k Cverv|ew n k Cverv|ew
C8!LC1vLS Cl 8 n AxS 8Ank
nlLlaLe lnsLlLuLlonallze globally compeLlLlve 8 pracLlces
9uL ln place relevanL 8 sLraLegles and use modern
meLhodologles
CreaLe a performancedrlven culLure and an exclLlng
workplace
CreaLe a pool of enLrepreneurlal managers and buslness
leaders
CreaLe a learnlng organlzaLlon for employees
lunC1CnS Cl 8
ulLlmaLe alm of Lhe human resources funcLlon ls Lo bulld and
manage a moLlvaLed pool of professlonals dellverlng opLlmum
value Lo cusLomers
Ma[or plaLforms on whlch Lhe success of Lhe banks corporaLe
sLraLegy resLs ls brlnglng on board Lhe requlslLe skllls
oung bank wlLh an average age of 29 years and a LalenL pool
comprlslng a mlx of new recrulLs and experlenced offlcers
CCn1
1ralnlngSchedullng
9erformance ManagemenL
CompensaLlon/8eward AdmlnlsLraLlon
Crlevance andllng
8 8uSnLSS MCLL
nk 8DkIN@ ICk 8DSINSS DkIVN
nk kICk,S
8 SLeerlng CommlLLee
kC!
Sampark
9aramarsh
Axls llnanclal 8ewards lor 8uslness Leaders
MepLlkshna
r 9ollcy lor Cverseas SelecLlon eploymenL
r 8esourclng 9ollcy
9erformance Appralsal SysLem lor Clerlcal And SubsLaff
Axls LLAL8S9 LvLLC9MLn1 CLn18L
8LC8u1MLn1 98CCLSS n AxS
8Ank
Cv Submlsslon And AppllcaLlon LvaluaLlon
AblllLy 1esLs
CapablllLy 8ased nLervlews
8eply LeLLers
!ob Cffer
Ax|s 8ank Ax|s 8ank
Informat|on System Cverv|ew Informat|on System Cverv|ew
INICk,A@ICN SS@,
mplemenLed a new derlvaLlves sysLem SummlL l1
wlLh Lhe help of global flnanclal appllcaLlons provlder
Mlsys
9rovldes ablllLy Lo sLrucLure derlvaLlve producLs ln real
Llme and glve a slngle vlew of Lhe enLlre LransacLlon Lo
Lhe cusLomer
1he bank hopes Lo leverage Lhe ablllLy Lo raLlonallze lLs
currenLly dlspersed funcLlons Lo provlde a slngle vlew
of every LransacLlon Lo cusLomers
CCn1
AparL from creaLlng a new derlvaLlves producL lL also helps
from a regulaLory compllance sLandpolnL
88 favors LransparenL onllne sysLems LhaL can Lrack every
LransacLlon and reporL lL exacLly as lL ls
An auLomaLed sysLem removes Lhls anomaly and lmprove
compllance Lo a greaL exLenL
Sun1LC'S 1CCL lC8 AxS 8Ank
AxS 8ank Chose Sun1ec 8uslness SoluLlons sofLware Lo
cenLrallze and sLreamllne Lhe bank's prlclng and bllllng
processes
mplemenLed a soluLlon LhaL helps Axls 8ank creaLe
personallzed producL packages and manage fee bllllng for
paymenL and cash managemenL whlle havlng a unlfled vlew
of lLs cusLomers
Axls 8ank ls Sun1ec's second banklng servlces cllenL ln ndla
afLer CC 8ank
SCl1WA8L 8LSCu8CLS
k|skompass
9yxls sysLems has provlded AxS bank lLs 8lskompass as Lhe
sofLware soluLlon for flnanclal derlvaLlves rlsk managemenL
L enables cllenLs Lo manage derlvaLlve Lrades ln a furLher
conLrolled way from Lhe fronL Lo back offlce
AuLomaLed sysLem LhaL can be accessed by anyone on Lhe
dlfferenL locaLlons of Lhe bank
SmooLher deal processlng wlLh verlfylng and onllne rlsk
monlLorlng mechanlsm
1he sysLem ls user frlendly and Lhe sofLware offers good
porLfollo managemenL feaLures
C1L8 SCl1WA8LS
ALom 1echnologles A Subsldlary Cf 1he 8sellsLed llnanclal
1echnologles (ndla) LLd (l1L) Whlch 8uns 1he MulLl
CommodlLy Lxchange Cf ndla as nnovaLed A 1echnology
Whlch Lnables Moblle 9aymenLs
LlecLronlc Clearlng Servlce (LCS CredlL)
nLl1
8eal 1lme Cross SeLLlemenL (81CS)
C8CAnSA1Cn 18AnSAC1Cn 98CCLSSnC SS1LM
8S (8lllloq 5olotloos)
L ls Lhe MerchanL AccounL provldlng company parLnered
wlLh Axls 8ank
vlsuallzes you how Lo become more compeLlLlve and help
you Lo make Lhe changes Lo your onllne paymenL
processlng for rlsk free buslness
L8S 9aymenL CaLeway ls speclflcally deslgned Lo
accommodaLe Lhe lncreaslng demand by ecommerce
companles for sophlsLlcaLed paymenL soluLlons Lo Lap Lhe
enormous opporLunlLles for global nLerneL LransacLlons
nCJ I@ JCkkS?
1LCnCLCCCAL AvAnCLMLn1S
LxLenslve neLwork
CenLrallzed Servlce esk
Comprehenslve MS
Moblle AlerL Servlce
Cperat|ons erspect|ve
kebrand|ng
u1 8ank has changed lLs name Lo Axls 8ank LLd
mmedlaLely Lhe bank replaced slgnages
nformed cusLomers abouL Lhe brand change
Lhrough varlous channels
8esLrucLured lLs operaLlons afLer rebrandlng
now the|r strategy changed after rebrand|ng
Larller Lhey were only cusLomer cenLrlc
nCW Lhey have added Servlce cenLrlc and
producL lnnovaLlon lnLo Lhelr sLraLegy
Informat|on @echno|ogy
9layed a vlLal role ln growLh of organlzaLlon
1o reLaln a compeLlLlve edge Lhe 8anks
Lechnology lnfrasLrucLure ls conLlnuously
upgraded
use of Lechnology
flrsL among ndlan banks ln submlLLlng cenLrallsed
8eLurn for forelgn exchange LransacLlons
flrsL bank ln Lhe ndla Lo markeL LMv chlp
embedded eblL 9laLlnum 1ravel Currency and
CredlL 9laLlnum cards
New In|t|at|ves
kem|ttance ard
A unlque producL LhaL has changed Lhe way money ls senL
across borders
Avallable as a dellvery mode for remlLLances made Lhrough
Lhe Web 9orLal www8emlL2ndlacom
8ased on Lhe remlLLer's requesL a personallsed 8emlLLance
Card ls prepared for Lhe beneflclary whlch ls preloaded wlLh
Lhe funds remlLLed Lo hlm ln n8
VISA ,oney @ransfer Serv|ce
1o send money from an AxS 8ank accounL Lo any of Lhe vSA
Cards lssued ln ndla
1o pay vSA credlL card bllls by glvlng Lhe card number and
maklng a dlrecL paymenL
1he sender's accounL would be deblLed lnsLanLaneously wlLh
Lhe Lransferred amounL buL Lhe funds wlll reach Lhe
beneflclary's vSA Card wlLhln one or Lwo days
1he servlce has been enabled Lhrough all Axls bank's A1Ms
and lcoooect (nLerneL 8anklng)
,V standard based |at|num red|t ard
Card has an embedded chlp whlch sLores cardholder's
lnformaLlon ln an encrypLed formaL Lhereby provldlng
Lhe hlghesL level of securlLy Lo Lhe cardholder agalnsL
posslble mlsuse
Cffers clear auLhenLlcaLlon of deblL and credlL
paymenLs comblned wlLh easy fraud deLecLlon
1he chlp cannoL be dupllcaLed rullng ouL
counLerfelLlng and sklmmlng 1hls makes your card
safer and secure Lhan any oLher card ln ndla
now does |t work
Step 1
1he merchanL lnserLs Lhe
chlp card lnLo hls LC
Lermlnal ln Lhe chlp
reader sloL 1he card need
noL be swlped
1he card remalns lnserLed
ln Lhe Lermlnal
LhroughouL Lhe
LransacLlon
Step 2
1he purchase amounL
ls enLered ln Lhe
Lermlnal
Cnce Lhe purchase ls
approved a recelpL
wlll be prlnLed
Step 3
1he Cardholder slgns
Lhe recelpL and
removes hls/her card
from Lhe Lermlnal
Strateg|c @|eups
@|e up w|th 8anque r|vee dmond de
kothsch||d urope
Axls 8ank and 8anque 9rlvee Ldmond de 8oLhschlld
Lurope have slgned an agreemenL on SepLember 19
2007 ln Luxembourg
AgreemenL enabled boLh organlsaLlons Lo work
LogeLher and provlde WealLh ManagemenL soluLlons Lo
overseas ndlans
1he Lleup wlll also enable Axls 8ank Lo offer lnvesLmenL
opporLunlLles ln global flnanclal producLs for overseas
ndlans and wlll offer Lhe [olnL producLs Lhrough lLs
branches ln ong kong Slngapore and ubal
@|eups w|th var|ous Govt Departments
CovL eparLmenLs
Cl1 e9aymenLs
MC Munlclpal 1ax or lees e9aymenLs
MC e1enderlng 9ro[ecL
Sampark uLlllLy 8lll e9aymenLs
8angalore Cne 9ro[ecL uLlllLy 8lll e9aymenLs
A|ternate hanne|s
A1M Channel
nLerneL 8anklng Channel
Moblle 8anklng Channel
A@, hanne|
All lLs A1Ms are connecLed Lo 8ase24 A1M swlLch
1he 8ank Lhrough lLs A1Ms offers Lhe followlng servlces
8anklng Servlces
Moblle AlrLlme 8eflll
8lll 9aymenL eg 8SnL M1nL
Llfe nsurance CorporaLlon 9remlum 9aymenL
9urchase and redempLlon of u1 MuLual lund
Schemes Lhrough Lhe A1M
Shared resource
8llaLeral A1M sharlng arrangemenL
SLaLe 8ank of ndla
A8n Amro 8ank
8ank of 8a[asLhan
karur vysya 8ank
Andhra 8ank
MulLllaLeral A1M sharlng arrangemenL
CashneL (A shared neLwork run by LuroneL ndla 9vL LLd)
8AnCS (lormerly known as Swadhan now run by L lunds
LLd)
Internet 8ank|ng hanne|
Axls bank provldes a number of valueadded servlces on Lhe
nLerneL banklng plaLform
Servlces
a) lunds 1ransfers
1o Lhe cusLomers own Axls 8ank accounL
1o any Axls bank accounL
1o any accounL ln any oLher bank ln ndla (9ower 1ransfer)
b) 8lll 9aymenL
9resenLmenL or L899 (LlecLronlc 8lll 9resenLmenL 9aymenL)
8lll presenLmenL happens
1he blller wlll send an elecLronlc verslon of Lhe blll
for accepLance and paymenL
lrecL 9aymenL
no blll presenLmenL happens
1he cusLomer ls free Lo selecL Lhe blller and pay
accordlngly Lo hls convenlence
c) $hopping etc.
,ob||e 8ank|ng hanne|
Deb|t or cred|t |n your account
8ecelve alerLs on your moblle phone every Llme Lhere ls a
deblL or credlL ln your Axls 8ank accounL for more Lhan
8s 3000
ou can also requesL for Lhe followlng lnformaLlon
8alance
LasL Lhree 1ransacLlons
know Lhe sLaLus of your cheque
8equesL securlLy balance ln demaL accounL
CrowLh 9rospecLs of Axls
Cver Lhe lasL flve years Lhe CAC8 for loan growLh for Lhe banklng lndusLry
has been 2326 per cenL for Axls 8ank lL has been above 40 per cenL
noneLheless Lhe bank ls sLlll expecLed Lo grow lLs loan porLfollo aL 13
17x Lhe lndusLry average
n l09 lLs advances grew aL Lhe raLe of 373 per cenL
n l10 Lhey are expecLed Lo grow aL Lhe raLe of 2728 per cenL and ln
l11 aL 23 per cenL
lor Lhe banklng lndusLry as a whole Lhe loan book ls expecLed Lo grow aL
18 per cenL ln l10 and 16 per cenL ln l11
1hus Axls 8ank's fasL pace of growLh ls expecLed Lo susLaln over Lhe nexL
couple of years
Concluslon !!!!
AxS bank has dlfferenLlaLed lLself very well on Lhe basls of
hlgh level servlce and producL quallLy
1hey have successfully lmplemenLed Lhe change and due Lo
Lhls Lhelr markeL share has lncreased only desplLe of Lough
compeLlLlon prevalls
1hank you