Environmental factor responsible for development of

IDBI bank performance

PLACE: BOKARO STEEL CITY

STATE: JHARKHAND
A
SUMMER TRAINING REPORT

SUBMITTED
IN PARTIAL FULFILMENT FOR THE AWARD OF THE DEGREE
OF
BACHELOR OF BUSINESS ADMINISTRATION
2007-2010

GUIDED BY: SUBMITTED BY:

Ms ANSHUL SHRIVASTAVA MR AVISHEKH SHARMA

(HOD)
MANAGEMENT DEPARTMENT

SUBMITTED
TO

DEPARTMENT OF MANAGEMENT
JAIN COLLEGE GWALIOR
(AFFLIATED TO JIWAJI UNIVERSITY GWALIOR)
 STUDENT DECLEARATION

I AVISHEKH SHARMA hereby declare that this Summer training report entitled,

Environmental factor responsible for development of IDBI bank performance” is

carried out by me at IDBI, BOKARO under the guidance of Mr ARUN

KUMAR for partial fulfillment for the award of the degree of, Bachelor of Business

Administration at Department of Management Jain College, Gwalior(M.P).

DATE :

PLACE :

AVISHEKH SHARMA
 GUIDE CERTIFICATE

It is certified that the Summer training report entiteled Environmental factor

responsible for development of IDBI bank performance is submitted by Mr.

Avishekh Sharma for partial fulfillment for the award of the degreeof Bachelor of

Business Administration at Department of Management, Jain College,Gwalior(M.P).It

is a record of candidate’s own work carried out at IDBI BOKARO

(ARUN KUMAR)
Area Trainee
Manager(IDBI)
BOKARO(JHARKHAND)
 ACKNOWLEDGEMENTS

The completion of Summer training report entitled ‘Environmental factor responsible

for development of IDBI bank performance’ give me an opportunity to convey my
gratitude’s to all those who have helped me to complete this research work successfully
and well within time.

I would like to express my deep sense of gratitude to ARUN KUMAR to give me an

opportunity to do my project work at IDBI,BOKARO I am sincerely thanks to my
guide for his ideas and suggestion during my project work which inspired me to put in
best my efforts in the research work.

I would be failing in my duties if I do not express my overwhelming sense of gratitude to

Mr. Manoj Jain ,Chairman, Mr. Sanjay Jain and Ms. Mayuri Chaudry, Director, Jain
College, Gwalior(M.P).

I owe utmost thanks, Ms. Anshul Shrivastav H.O.D MGMT DEPT. Jain
College, Gwalior(M.P). for their valuable suggestion and discussion made throught my
research work.

In the last I would like to thank all individuals known or unknown who have helped me
directly or indirectly during the research fellowship period.

I must say that all of those great people have done their social job, which I will also like
to obilige others in from of similar or even better support throught my life.

Ms. Anshul Shrivastav Avishekh Sharma

INTRODUCTION OF PROJECT
The Indian Banking industry, which is governed by the Banking Regulation Act of India,

1949 can be broadly classified into two major categories, non-scheduled banks and

scheduled banks. Scheduled banks comprise commercial banks and the co-operative

banks. In terms of ownership, commercial banks can be further grouped into nationalized

banks, the State Bank of India and its group banks, regional rural banks and private sector

banks (the old/ new domestic and foreign). These banks have over 67,000 branches

spread across the country in every city and villages of all nook and corners of the land.

The first phase of financial reforms resulted in the nationalization of 14 major banks in

1969 and resulted in a shift from Class banking to Mass banking. This in turn resulted in

a significant growth in the geographical coverage of banks. Every bank had to earmark a

minimum percentage of their loan portfolio to sectors identified as “priority sectors”. The

manufacturing sector also grew during the 1970s in protected environs and the banking

sector was a critical source. The next wave of reforms saw the nationalization of 6 more

commercial banks in 1980. Since then the number of scheduled commercial banks

increased four-fold and the number of bank branches increased eight-fold. And that was

not the limit of growth.

After the second phase of financial sector reforms and liberalization of the sector in the

early nineties, the Public Sector Banks (PSB) s found it extremely difficult to compete

with the new private sector banks and the foreign banks. The new private sector banks

first made their appearance after the guidelines permitting them were issued in January

1993. Eight new private sector banks are presently in operation. These banks due to their

late start have access to state-of-the-art technology, which in turn helps them to save on
manpower costs.

During the year 2000, the State Bank Of India (SBI) and its 7 associates accounted for a

25 percent share in deposits and 28.1 percent share in credit. The 20 nationalized banks

accounted for 53.2 percent of the deposits and 47.5 percent of credit during the same

period. The share of foreign banks (numbering 42), regional rural banks and other

scheduled commercial banks accounted for 5.7 percent, 3.9 percent and 12.2 percent

respectively in deposits and 8.41 percent, 3.14 percent and 12.85 percent respectively in

credit during the year 2000.about the detail of the current scenario we will go through the

trends in modern economy of the country.

COMPANY PROFILE
Current Scenario:

The industry is currently in a transition phase. On the one hand, the PSBs, which are the

mainstay of the Indian Banking system are in the process of shedding their flab in terms

of excessive manpower, excessive non Performing Assets (Npas) and excessive

governmental equity, while on the other hand the private sector banks are consolidating

themselves through mergers and acquisitions.

PSBs, which currently account for more than 78 percent of total banking industry assets

are saddled with NPAs (a mind-boggling Rs 830 billion in 2000), falling revenues from

traditional sources, lack of modern technology and a massive workforce while the new

private sector banks are forging ahead and rewriting the traditional banking business

model by way of their

sheer innovation and service. The PSBs are of course currently working out challenging

strategies even as 20 percent of their massive employee strength has dwindled in the

wake of the successful Voluntary Retirement Schemes (VRS) schemes.

The private players however cannot match the PSB’s great reach, great size and access to

low cost deposits. Therefore one of the means for them to combat the PSBs has been
through the merger and acquisition (M& A) route. Over the last two years, the industry

has witnessed several such instances. For instance, HDFC Bank’s merger with Times

Bank Icici Bank’s acquisition of ITC Classic, Anagram Finance and Bank of Madurai.

Centurion Bank, Indusind Bank, Bank of Punjab, Vysya Bank are said to be on the

lookout. The UTI bank- Global Trust Bank merger however opened a pandora’s box and

brought about the realization that all was not well in the functioning of many of the

private sector banks.

Private sector Banks have pioneered internet banking, phone banking, anywhere banking,

mobile banking, debit cards, Automatic Teller Machines (ATMs) and combined various

other services and integrated them into the mainstream banking arena, while the PSBs are

still grappling with disgruntled employees in the aftermath of successful VRS schemes.

Also, following India’s commitment to the W To agreement in respect of the services

sector, foreign banks, including both new and the existing ones, have been permitted to

open up to 12 branches a year with effect from 1998-99 as against the earlier stipulation

of 8 branches.

Tasks of government diluting their equity from 51 percent to 33 percent in November

2000 has also opened up a new opportunity for the takeover of even the PSBs. The FDI

rules being more

rationalized in Q1FY02 may also pave the way for foreign banks taking the M& A route

to acquire willing Indian partners.

Meanwhile the economic and corporate sector slowdown has led to an increasing number
of banks focusing on the retail segment. Many of them are also entering the new vistas of

Insurance. Banks with their phenomenal reach and a regular interface with the retail

investor are the best placed to enter into the insurance sector. Banks in India have been

allowed to provide fee-based insurance services without risk participation, invest in an

insurance company for providing infrastructure and services support and set up of a

separate joint-venture insurance company with risk participation.

Aggregate Performance of the Banking Industry:

Aggregate deposits of scheduled commercial banks increased at a compounded annual

average growth rate (Cagr) of 17.8 percent during 1969-99, while bank credit expanded

at a Cagr of 16.3 percent per annum. Banks’ investments in government and other

approved securities recorded a Cagr of 18.8 percent per annum during the same period.

In FY01 the economic slowdown resulted in a Gross Domestic Product (GDP) growth of

only 6.0 percent as against the previous year’s 6.4 percent. The WPI Index (a measure of

inflation) increased by 7.1 percent as against 3.3 percent in FY00. Similarly, money

supply (M3) grew by around 16.2 percent as against 14.6 percent a year ago.

The growth in aggregate deposits of the scheduled commercial banks at 15.4 percent in

FY01 percent was lower than that of 19.3 percent in the previous year, while the growth

in credit by
SCBs slowed down to 15.6 percent in FY01 against 23 percent a year ago.

The industrial slowdown also affected the earnings of listed banks. The net profits of 20

listed banks dropped by 34.43 percent in the quarter ended March 2001. Net profits grew

by 40.75 percent in the first quarter of 2000-2001, but dropped to 4.56 percent in the

fourth quarter of 2000-2001.

On the Capital Adequacy Ratio (CAR) front while most banks managed to fulfill the

norms, it was a feat achieved with its own share of difficulties. The CAR, which at

present is 9.0 percent, is likely to be hiked to 12.0 percent by the year 2004 based on the

Basle Committee recommendations. Any bank that wishes to grow its assets needs to also

shore up its capital at the same time so that its capital as a percentage of the risk-weighted

assets is maintained at the stipulated rate. While the IPO route was a much-fancied one in

the early ‘90s, the current scenario doesn’t look too attractive for bank majors.

Consequently, banks have been forced to explore other avenues to shore up their capital

base. While some are wooing foreign partners to add to the capital others are employing

the M& A route. Many are also going in for right issues at prices considerably lower than

the market prices to woo the investors.

Interest Rate Scene

The two years, post the East Asian crises in 1997-98 saw a climb in the global interest

rates. It was only in the later half of FY01 that the US Fed cut interest rates. India has

however

remained more or less insulated. The past 2 years in our country was characterized by a

mounting intention of the Reserve Bank Of India (RBI) to steadily reduce interest rates

resulting in a narrowing differential between global and domestic rates.

The RBI has been affecting bank rate and CRR cuts at regular intervals to improve

liquidity and reduce rates. The only exception was in July 2000 when the RBI increased

the Cash Reserve Ratio (CRR) to stem the fall in the rupee against the dollar. The steady

fall in the interest rates resulted in squeezed margins for the banks in general.
 VISION

To be a world class provider of financial security to individuals and corporates and to be

amongst the top three private sector life insurance companies in India
 MISSION

To be the first preference of our customers by providing innovative, need based life
insurance and retirement solutions to individuals as well as corporates. These solutions
will be made available by well-trained professionals through a multi channel distribution
network and superior technology.

Our endeavour will be to provide constant value addition to customers throughout their
relationship with us, within the regulatory framework. We will provide career
development opportunities to our employees and the highest possible returns to our
shareholders
 OBJECTIVE

 Integrity

 Commitment

 Passion

 Seamlessness

 Speed
 ORGANIZATIONAL STRUCTURE

Industrial development bank of India

The industrial development bank of India(IDBI) was established in 1964 by parliament as

wholly owned subsidiary of reserve bank of India. In 1976, the bank’s ownership was

transferred to the government of India. It was accorded the status of principal financial

institution for coordinating the working of institutions at national and state levels engaged

in financing, promoting, and developing industries.

IDBI has provided assistance to development related projects and contributed to building

up substantial capacities in all major industries in India. IDBI has directly or indirectly

assisted all companies that are presently reckoned as major corporates in the country. It

has played a dominant role in balanced industrial development.

IDBI set up the small industries development bank of India (SIDBI) as wholly owned

subsidiary to cater to specific the needs of the small-scale sector.

IDBI has engineered the development of capital market through helping in setting up of

the securities exchange board of India(SEBI), National stock exchange of India

limited(NSE), credit analysis and research limited(CARE), stock holding corporation of

India limited(SHCIL), investor services of India limited(ISIL), national securities

depository limited(NSDL), and clearing corporation of India limited(CCIL)

In 1992, IDBI accessed the domestic retail debt market for the first time by issuing

innovative bonds known as the deep discount bonds. These new bonds became highly

popular with the Indian investor.

In 1994, IDBI Act was amended to permit public ownership up to 49 per cent. In July

1995, it raised over Rs 20 billion in its first initial public (IPO) of equity, thereby

reducing the government stake to 72.14 per cent. In June 2000, a part of government

shareholding was converted to preference capital. This capital was redeemed in March

2001, which led to a reduction in government stake. The government stake currently is 51

per cent.

In august 2000, IDBI became the first all India financial institution to obtain ISO 9002:

1994 certification for its treasury operations. It also became the first organization in the

Indian financial sector to obtain ISO 9001:2000 certification for its forex services.
 FINANCE DEPARTMENT

IDBI has played a pioneering role, particularly in the pre-reform era (1964-91),in
catalyzing broad based industrial development in the country in keeping with its
Government-ordained ‘development banking’ charter. In pursuance of this mandate,
IDBI’s activities transcended the confines of pure long-term lending to industry and
encompassed, among others, balanced industrial growth through development of
backward areas, modernisation of specific industries, employment generation,
entrepreneurship development along with support services for creating a deep and vibrant
domestic capital market, including development of apposite institutional framework.

Narasimam committee recommends that IDBI should give up its direct financing
functions and concentrate only in promotional and refinancing role. But this
recommendation was rejected by the government. Latter RBI constituted a committee
under the chairmanship of S.H.Khan to examine the concept of development financing in
the changed global challenges. This committee is the first to recommend the concept of
universal banking. The committee wanted to the development financial institution to
diversify its activity. It recommended to harmonise the role of development financing and
banking activities by getting away from the conventional distinction between commercial
banking and developmental banking.

In September 2003, IDBI diversified its business domain further by acquiring the entire
shareholding of Tata Finance Limited in Tata Home finance Ltd., signaling IDBI’s foray
into the retail finance sector. The fully-owned housing finance subsidiary has since been
renamed ‘IDBI Home finance Limited’. In view of the signal changes in the operating
environment, following initiation of reforms since the early nineties, Government of
India has decided to transform IDBI into a commercial bank without eschewing its
secular development finance obligations. The migration to the new business model of
commercial banking, with its gateway to low-cost current, savings bank deposits, would
help overcome most of the limitations of the current business model of development
finance while simultaneously enabling it to diversify its client/ asset base. Towards this
end, the IDB (Transfer of Undertaking and Repeal) Act 2003 was passed by Parliament in
December 2003. The Act provides for repeal of IDBI Act, corporatisation of IDBI (with
majority Government holding; current share: 58.47%) and transformation into a
commercial bank. The provisions of the Act have come into force from July 2, 2004 in
terms of a Government Notification to this effect. The Notification facilitated formation,
incorporation and registration of Industrial Development Bank of India Ltd. as a
company under the Companies Act, 1956 and a deemed Banking Company under the
Banking Regulation Act 1949 and helped in obtaining requisite regulatory and statutory
clearances, including those from RBI. IDBI would commence banking business in
accordance with the provisions of the new Act in addition to the business being
transacted under IDBI Act, 1964 from October 1, 2004, the ‘Appointed Date’ notified by
the Central Government. IDBI has firmed up the infrastructure, technology platform and
reorientation of its human capital to achieve a smooth transition.

IDBI Bank, with which the parent IDBI was merged, was a vibrant new generation Bank.
The Pvt Bank was the fastest growing banking company in India. The bank was pioneer
in adapting to policy of first mover in tier 2 cities. The Bank also had the least NPA and
the highest productivity per employee in the banking industry.

On July 29, 2004, the Board of Directors of IDBI and IDBI Bank accorded in principle
approval to the merger of IDBI Bank with the Industrial Development Bank of India Ltd.
to be formed incorporated under the Companies Act, 1956 pursuant to the IDB (Transfer
of Undertaking and Repeal) Act, 2003 (53 of 2003), subject to the approval of
shareholders and other regulatory and statutory approvals. A mutually gainful proposition
with positive implications for all stakeholders and clients, the merger process is expected
to be completed during the current financial year ending March 31, 2005.
 HUMAN RESOURCE DEPARTMENT

The Human Resources department of IDBI had an induction manual on the intranet to
initiate new employees into the organization. The manual had reams and reams of text
running into hundreds of pages. The volume of information made it difficult for the user
to assimilate company policies and operating procedures.

IDBI partnered with Indigo Consulting to transform a standard induction manual into a
fun and lively user experience. The Indigo Consulting team developed a strategy and
outlined the contours of a solution:

i) Reader-friendly - The solution required to be innovative in presenting text, text and

more text.

ii) Holds the user's attention till the end - The proposed solution had to ensure that HR
could track usage and the user completed reading the entire manual.

iii) Maintenance-friendly - The new induction manual required updating from time to
time. The solution had to account for a content management system.

The Solution
To overcome the challenge of presenting lots of textual information in an interesting and
user-friendly fashion, the idiom of motorcar rally was used. This creative concept was
finalised over many others keeping in mind the young target audience, and their interests.
Each department was presented as a metophor for a racing situation. For instance, the
Finance department was a 'petrol pump' in the course of the Rally - where the driver
(employee going through the module) stops to refuel. The importance of the function,
along with its structure, was presented at the stop. For the legal department, the car drove
towards a check post.

The solution offered the user the option to determine the type and order of sections to be
accessed, while quizzes along the way ensured attention & assimilation. On completion
of the quiz, the score was mailed to the department head. When the user completed the
manual, a registration form with details of the user was submitted to generate an
employee ID. This ensured that the entire course was completed. An elementary content
management system was provided that enabled the client to update the manual.
The module was developed in Flash and XML. Flash Scripting made it possible to track
user movement, his score and time spent in the various sections. XML was consciously
chosen to overcome the 'complex future maintenance' trap that most Flash projects fall in
to after initial development. 3-D graphics were used to set the context and recreate a
specific environment.

MARKETING DEPARTMENT

Marketing involves a range of processes concerned with finding out what consumers
want, and then providing it for them. This involves four key elements, which are referred
to as the 4P's (the marketing mix). A useful starting point therefore is to carry out market
research to find out about customer requirements in relation to the 4Ps.

Market research

There are two main types of market research: Quantitative research involves collecting a
lot of information by using techniques such as questionnaires and other forms of survey.
Qualitative research involves working with smaller samples of consumers, often asking
them to discuss products and services while researchers take notes about what they have
to say. The marketing department will usually combine both forms of research.

The marketing department will seek to make sure that the company has a marketing focus
in everything that it does. It will work very closely with production to make sure that new
and existing product development is tied in closely with the needs and expectations of
customers
 PRODUCTION DEPARTMENT

IDBI Bank offer bulk filing of returns for its corporate salary account customers, under
the Suvidha scheme offered by the income-tax department. This service will be offered
jointly by IDBI Bank and Filemyreturns in six cities — Mumbai, New Delhi, Bangalore,
Chennai, Ahmedabad and Pune.

The services are being offered with special discounts for IDBI Bank customers in the
range of 25 per cent. Corporate customers will have an added advantage with help-desks
and seminars with experts for personal counselling on tax planning. Filemyreturns will
also provide advice and assistance in filling any tax-saving instruments and in application
for PAN.

IDBI Bank head (retail banking) Ajay Bimbhat says: "This

tie-up is in keeping with our pursuit to offer value-added
services to our customers. This is a step towards fulfilling a
gap between banking and non-banking services and we
will now be able to provide our customers with the best of both services."

www.filemyreturns.com is India’s premier citizen-to-government (C2G) payroll and tax

management services organisation that offers customers the advantage of convenient
banking, online tax consultancy and facilitation in filing tax returns.

"We intend to bridge the gap between the government and citizens by acting as a catalyst
that takes care of all the tax-related worries of a citizen at the same time assisting the
government in transparent tax administration, says Filemyreturns managing director
Prasad R.

"With the recent notification from CBDT allowing bulk filing of returns by salaried
employees Filemyreturns is uniquely poised to offer these services to the corporates. Our
endeavour is to bring the Aaykar Bhavan to the doorstep of the citizen and thereby
helping the income-tax department to widen the tax base of salaried individuals and
individuals coming under the one by six scheme," he adds.

The tie-up with IDBI Bank, he believes, "will help us to make the Suvidha scheme a
success and assist the government in their endeavour to simplify the tax process. We are
proud to be associated with IDBI Bank, whose mission is to become technology-led and
service-driven company marketing financial services with integrity."
 OBJECTIVE OF PROJECT

 To determine and analyze the Market Potential of the IDBI BANK Bokaro Steel
City

 To analyses the policy of IDBI.

 To study and determine the competitor position in the market.

 To know what consumer look for while policy of their share being purchased

 To know the satisfaction /dissatisfaction level towards IDBI

 To create familiar and motivate individual to banking sector

 To provide information related to product and policies of banking sector

 RESEARCH METHODOLOGY

Project study which is being conducted by me for the last two month is not only a

formality for the fulfillment of the two year full time Post Graduate Diploma in Business

Management. But being a management student and a good employee I tried my best to

extract best of the information available in the market for the use of society and people.

The objectives have been classified by me in this project form personal to professional,

but here I am not disclosing my personal objective which have been achieved by me

while doing the project. Only professional objectives which are being covered by me in

this project are as following-

- To know about environmental factors affecting IDBI Bank’s performance.

- To analyze the role of advertisement for bank performance.

- To know the perception and conception of customers towards banking products

and specially focused for IDBI Bank’s product.

- To explore the potential areas for the new bank branches which will provide both

price and people to the bank with constant promotion and placing strategy.
 TYPES OF RESEARCH

• Descriptive V/s Analitical

• AppliedV/s Fundamental

• Quantitive V/s Qualititative

• Conceptual V/s Empirical

• Simulation Research

• Exploratory Research

• Historical Research
 TYPES OF DATA

For the purpose of project data is very much required which works as a food for process

which will ultimately give output in the form of information. So before mentioning the

source of data for the project I would like to mention that what type of data I have

collected for the purpose of project and what it is exactly.

1. Primary Data:

Primary data is basically the live data which I collected on field while doing cold

calls with the customers and I shown them list of question for which I had required

their responses. In some cases I got no response form their side and than on the basis

of my previous experiences I filled those fields.

Source: Main source for the primary data for the project was questionnaires which I

got filled by the customers or some times filled myself on the basis of discussion with

the customers.

2. Secondary Data:
 Secondary data for the base of the project I collected from intranet of the Bank and

from internet, RBI Bulletin, Journal by ICFAI University.

DATA ANALYSIS TOOLS

As no study could be successfully completed without proper tools and techniques, same

with my project. For the better presentation and right explanation I used tools of statistics

and computer very frequently. And I am very thankful to all those tools for helping me a

lot. Basic tools which I used for project from statistics are-

- Bar Charts

- Pie charts

- Tables

bar charts and pie charts are really useful tools for every research to show the result in a

well clear, ease and simple way. Because I used bar charts and pie cahrts in project for

showing data in a systematic way, so it need not necessary for any observer to read all the

theoretical detail, simple on seeing the charts any body could know that what is being

said.

Technological Tools

Ms- Excel

Ms-Access

Ms-Word
Above application software of Microsoft helped me a lot in making project more

interactive and productive.

Microsoft-Excel had a great role in my project, it created for me a situation of “you sit

and get”. I provided it simply all the detail of data and in return it given me all the

relevant information..

Microsoft-Access did the performance of my personal assistant who organizes my all the

details of document without disturbing them even a single time in all the project duration.

And in last Microsoft-Word did help me for the documentation of the project in a

presentable form.

Applied Principles and Concepts

While I started to do the project the main thing which was the matter of concern was that

around what principles I have to revolve my project. Because with out having any

hypothesis and objective we can not determine that what output or result we are

expecting form the project.

And second thing is that having only tools and techniques for the purpose of project is not

relevant until unless we have the principals for which we have to use those tools and

techniques.
Mathematical Averages

Standard Deviation

Correlation

GRAPHICAL REPRESENTATION OF COLLECTED DATA

Table1: Correlation between awareness of customers about IDBI bank

& their Age

AGE NO. OF RESPONSE

20-25 25
25-30 46
30-35 34
35-40 23
40-45 21
45-50 22
50-60 24
60-ABOVE 55
 RESPONSES 60
50
40
30 NO. OF RESPONSE
20
10
0

VE
5

0
0

-A 0
-2

-3

-5
-3

-4

-4

60 -6
BO
20

25

30

35

40

45

50
AGE GROUP

TABLE 2: PERCEPTION OF IDBI AS A BANK

TYPE OF BANK RESPONSES

PRIVATE 50
PUBLIC 45
PRIVATE/PUBLIC 100
DON'T KNOW 55
 RESPONSES

DON'T KNOW PRIVATE PRIVATE

PUBLIC
PUBLIC PRIVATE/PUBLIC
PRIVATE/PUB DON'T KNOW
LIC

TABLE 3 : RATING OF CUSTOMERS FOR IDBI BANK AS A

GOOD BANK

PARAMETER RESPONSES
EFFICIENCY 75%
INTERNET BANKING/ATMs 25%
PRODUCT RANGE 95%
NETWORK 33%
PHONE BANKING 22%
 22%
33% EFFICIENCY
75% INTERNET
BANKING/ATMs
PRODUCT RANGE

NETWORK
95% PHONE BANKING
25%

TABLE 4: MARKET SHARES IN SAKET IN COMPARISION TO

COMPETITORS

BANK NAME % OF SHARE

SBI 30%
IDBI 15%
ICICI 25%
PNB 10%
HDFC 5%
HSBC 5%
OTHERS 10%
 SBI
30%
ICICI
25% SBI
IDBI
20%
IDBI ICICI
15% PNB
PNB OTHERS HDFC
10%
HSBC
HDFC HSBC
5% OTHERS

0%
% OF SHARE

TABLE 5: FACTORS RESPONSIBLE FOR PERFORMANCE OF

IDBI BANK IN NOIDA

PARAMETERS % OF SHARE
PRODUCT 50%
ADVERTISMENT 5%
MANPOWER 25%
NET-BANKING 2%
PHONE BANKING 5%
INVESTMENT SCHEME 10%
NETWORK 3%
 60%
50%
PERSENTAGE 50% PRODUCT
ADVERTISMENT
40%
MANPOWER
30% 25% NET-BANKING
PHONE BANKING
20%
INVESTMENT SCHEME
10%
10% 5% 5% NETWORK
2% 3%
0%
% OF SHARE
PARAMETERS

TABLE6 : COMPARATIVE STUDY WITH MAJOR COMPETITORS

ON BASIC PARAMETERS

CANAR
PARAMETERS/BANKS IDBI ICICI SBI PNB HSBC
A BANK
PRODUCT 20% 15% 30% 15% 10% 10%
ADVERTISMENT 3% 45% 15% 20% 7% 10%
MANPOWER 10% 50% 2% 3% 25% 10%
NET-BANKING 3% 50% 10% 12% 8% 17%
PHONE BANKING 10% 40% 5% 5% 30% 10%
INVESTMENT SCHEME 5% 25% 50% 10% 5% 5%
 NETWORK 2% 40% 40% 5% 3% 10%
CREDIBILITY 20% 10% 40% 20% 5% 5%

C OMPAR ATIVE GR AP H S

60%
50%
PERCENTAGE

P RODUCT
40%
30% A DV E RTIS M E NT
20% M A NP OW E R
10%
0% NE T-B A NK ING
P HONE B A NK ING
I
BI

BC
IC

SB

NK
PN
ID

IC

INV E S TM E NT S CHE M E
HS

BA
RA

NE TW ORK
NA

CRE DIB ILITY

CA

BANKS

TABLE 7: THE EFFECTIVENESS OF COMMERCIALS OF IDBI

BANK

DAYS AFTER THE AD

IS SEEN POSITIVE RESPONSE
0-5 days 100
6-10 days 67
11-15 days 43
more than 15 days 40
 POSITIVE RESPONSE
REMEMBERED THE AD

120
NO. OF PEOPLE

100
80
60 POSITIVE RESPONSE
40
20
0
0-5 days 6-10 11-15 more
days days than 15
days
NO. OF DAYS AFTER AD

FINDINGS

1. The credibility of IDBI bank is good in comparison to its competitors as GOI

(Government Of India) is a major share holder in the company.

2. IDBI bank has potential a tapped market in SAKET in region and hence has an

opportunities for growth.

3. The products of IDBI bank has good credibility in the region compare to its

competitors.

4. The advertisement of the bank was very effective from the first day of its airing

till the fifth day and there after it starts declining.

5. The initial balance for A/C opening is Rs, 5000/- and that’s why people are

reluctant in opening the same.

RECOMMANDATION

1. Since there is only two branch of IDBI bank and only three atms in Saket, so it is

necessary for IDBI bank to open more branches and install more atms to serve the

vast market of saket especially.

 2. More resources should be allocated in the market of Saket as there is big

untapped market in saket, so it becomes necessary for IDBI bank for taking an

edge over the competitors.

3. A short advertising campaign in Saket has produced good results in a short span

of times, so to gain long term benefits is very necessary for IDBI bank to carry on

this campaign with more intensity

4. Besides opening more branches it should also look for opening some extension

counter in Kutub near meherauli and one in Khanpur.

5. As Government is the majority share holder in the shares of IDBI bank, which

makes this bank more reliable than other private banks, this thing can be used in

the favour of IDBI bank by making people aware about this fact and winning their

faith.

CONCLUSION

1. Consumers of Saket have good awareness level about IDBI bank as well as about

its services and products.

2. The advertising campaign has successfully been able to increase the market share

of IDBI in Saket
.

3. The modern days technology like internet banking, phone banking, used by IDBI

bank for providing banking services has sent positive signals in the mind of

consumes

4. The network of IDBI in Saket is lagging behind a little than its competitors like

ICICI bank and HDFC bank.

5. It can be distilled from data that IDBI bank has good market share as compared to

its competitors considering the amount of resources deployed by them in the

market.

BIBIOLIOGRAPHY

www.idbibank.com

www2.idbibank.com

www.google.com

R.S. Sharma, Business statistics, First India Print, India, 2004,

Aaker Kumar and Day, Marketing research, 6th Ed.,john willy & sons,1997.

ICFAI Journal of Banking

The Economics times

The Times of India

APENDIX

Questionnaire

NAME………………………………………………………………………………

AGE……………………………………. SEX: MALE/FEMALE

ADDRESS:……………………………………………………………………………...…

……………………………………………………………………………………………

CITY………………………………………PIN CODE………………………………....

CONTACT NO. …………………………………………………………………………

1. DO YOU KNOW ABOUT IDBI BANK LTD.?

YES NO

2. IDBI BANK IS A –

PRIVATE BANK PRIVATE/PUBLIC BANK

PUBLIC BANK DON’T KNOW

3. RANK THE IDBI BANK ON THE FOLLOWEING FEATURES –(RANK 1 FOR BEST

AND 5 FOR WORSE ON 1 TO 5 SCALE)

EFFICENCY MANPOWER

INTERNET BANKING/ATMs NETWORK

PRODUCT RANGE PHONE BANKING

4. YOU WOULD LIKE TO BE A CUSTOMER OF BANK BECAUSE –

…………………………………………………………………………………………………………

5. YOU WOULD NOT LIKE TO BE A CUSTOMER BANK BECAUSE-

6. NAME THE BANK WHICH COMES IN YOUR MIND AT VERY FIRST AND WHY?

………………………………………………………………………………………………………….

7. DO YOU THINK IDB IBANK IS A SAFE PLACE FOR YOUR MONEY?

YES NO

8. DO YOU THINK IDBI BANK NEED MORE ADVERTISMENT?

YES NO
9. YOUR LEVEL OF SATISFACTION WITH IDBI BANK-

VERY SATISFIED SATISFIED NORMAL DISSATISFIED VERY DISAT.

10. IF YOU WILL HAVE OPTION AGAINEST IDBI BANK YOU WILL GO FOR –

SBI PNB

ICICI OTHER

11. DO YOU REMEMBER THE COMMERCIAL OF IDBI BANK?

YES NO

12. WHEN DID YOU LAST SEE THE ADVERTISEMENT OF IDBI BANK?

0-5 DAYS BACK 6-10 DAYS BACK

11-15 DAYS BACK MORE THAN 15 DAYS BACK

13. DO YOU KNOW WHERE IS THE BRANCH OF IDBI LOCATED IN SAKET?

…………………………………………………………………………………………………………

14. IDBI BANK LTD. IN SAKET IS EFFECTIVE BECAUSE-

………………………………………………………………………………………………………….

15. IDBI BANK LTD. IN SAKET IS NOT EFFECTIVE BECAUSE-

…………………………………………………………………………………………………………

16. IDBI BANK LTD. IS A GOOD BANK FOR-

SERVICE PEOPLE BUSINESS

PERSONS

POLITICIANS GENERAL PUBLIC

ALL OF ABOVE

17. NAME IDBI BANK LTD. GIVE BLUE-PRINT IN YOUR MIND OF-
 HIGH NETWORK FINANCILALLY EFFICIENT BANK

HI-TECH BANK CUSTOMER FRIENDLY

OTHER (PLEASE SPECIFY)

……………………………………………………………………….