Standard Chartered

Bank

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 Standard
Chartered

SUBMITTED TO: SUBMITTED BY:

Mr. JITENDRA TOMAR RAM JANGID
(FACULTY GUIDE) BBA – 5TH sem.

AMITY UNIVERSITY, UTTAR PRADESH

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Standard
Chartered

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 Standard
Chartered

__________________________

………… with due respect I wish to

express my deep sense of gratitude ,
Indebtedness and sincere phrase of thanks to Mr. Pushpendra
Jain( Territory Sales Manager) ]Standard Chartered
Bank, Jaipur; for providing his co-operation and
encouragement which helped me to complete this project
successfully and give me an exposure in the corporate
world.
And the manager zonal office of “The Standard
Chartered Bank” for their valuable suggestions and
exuberant guidance without their help and support it
would be too difficult to complete this analytical study
efficiently.
I record my deep appreciation to Lecturer
Mr. Jitendra Tomar for providing me the necessary
guidance through discussion.
………………….

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 Sta
ndard
Chartered

Introduction
1 Banking Sector in India
2 Introduction of Standard Chartered Bank
3 History
4 Growth of Standard Chartered bank
5 Vision, Strategic Intent & Brand Promise
6 Major Branches of SCB
7 Achievement
8 Organizational Structure & Employee profile
9 SWOT Analysis

Product Acknowledgement

1 Product of Standard Chartered Bank

2 Personal Loan
3 Eligibility criteria of PL
4 Documentation

Survey-report

1 Case Study: Market Research & Sales promotion

2 Objective of Case Study
3 Research methodology adopted
4 Finding

Limitations

5
Solutions & Recommendation

Conclusion

Glossary

Bibliography

Annexure

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7
 Introduction

Since India attained independence, the banking system in the country

has recorded rapid progress due to planned economic growth, increase in
money supply, growth of the banking habit, control and guidance by
RBI and, most of all, nationalization of banks undertaken in July 1969.
The nationalization of 14 major banks with deposits of Rs. 50 crore or
more was taken on the ground that the commercial banking system was
not playing a proper role in the development of the country. The
industrialists and business magnates controlling it had abused the public
funds to serve their own interest and in building private industrial
empires. Small industrial and business units, agriculture and other
priority sectors were being neglected, and this was affecting the
economy adversely. The main idea of nationalization was to mobilize
deposits through expansion of banking activity in rural and semi-urban
areas and to ensure flow of financial assistance to the priority sectors.

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 There has been a massive increase in number of branches since
nationalization. The total number of commercial banks put together
increased from 8,260 in 1969 (out of which 1,860 were in rural areas) to
64,240 at the end of June 1998 (out of which 32,880 were in rural areas).
Although branch expansion has led to an integration of rural and urban
areas as well as an integration of organized and unorganized money
markets, it has created other kinds of problems. The costs incurred in
expansion and maintenance of a vast network of branches as well as
providing credit at confessional rates has led to low profitability of
public sector banks. The recovery of interest of loans to the priority
section as well as the principal amount has been very poor, further
deteriorating the finances of these banks.

The bank deposits have also shown in tremendous increase. In

1970-71 the bank deposits of scheduled commercial banks totaled Rs.
5,910 crore and this increased to Rs. 7, 71,680 crore in 1998-99. Along
with the bank deposits, there has been a continued expansion of bank
credit reflection the rapid expansion of industrial and agricultural output.
The bank credit extended by scheduled commercial banks increased
from Rs. 4,690 crore in 1970-71 to Rs. 3, 66,000 crore in 1998-99. This

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was mainly on account of large reductions in reserve requirements (CRR
and SLR).

Historically, the banks have concentrated on trading activities and

traditional industries such as cotton textiles and jute. In recent years,
banking has moved away from its traditional bent towards new
directions. The concept of banking is now much wider; its functions do
not stop at merely accept ion deposits and loaning funds, but it also
involves development-oriented banking. The banks are now
increasingly catering to the needs of the industrial and agricultural
sector. From Short term lending, banks have shifted to medium-term
lending. From providing a large chunk of loans to big industrial and
business houses (prenationalisation) the banks are now concentration of
the small-scale sector, small farmers and other hitherto neglected
sections of the society. A significant move in this development effort is
the adoption of the lead bank scheme under which each district of the
country is allocated to some bank or the other. The lead bank is actively
providing the saving of the people in the district. The performance of the
lead bank can be judged not by the numbers of branches opened by them
but by the number of projects financed by them for improving
productivity of creating employment opportunities for the development
of the district.

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 The changes which have taken place in the country since
1969 have necessitated the banks to give up now functions according to
the market requirements. The Government of India issued
guidelines to

The banks under Section 6 of the Banking Regulation Act, 1949,

permitting and encouraging them to diversify their functions. The
commercial banks have since diversified into various wide-ranging
activities such as merchant banking and underwriting, equipment
leasing, mutual fund operations, venture capital funds and housing
finance. Since of the banks have also floated subsidiaries to take up new
lines of activity.

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 Banking Sector Reforms

There have been major changes in domestic macro environment in

recent years, the most important of which has been the greater focus on
containing fiscal deficit. Subsidence of inflationary pressures and
restoring to monetary policy, its defining function of regulating money
and credit. These changes have coincided with movement towards
global financial integration which would call for greater measure of
competitive efficiency in the banking system to be able to face the
challenges of increasing competition from abroad. Inspired by these
changes, the government appointed, in November 1997. Committee on
Banking Sector Reform, under the Chairmanship of Mr. M.
Narasimham. The Narasimham Committee submitted its report April
1998 which addressed a number of vital issues pertaining to the health
and stability of financial system and the action necessary to strengthen
it. Here we shall discuss some recommendations of the sound
Narasimham Committee.

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• Capital Adequacy

Let us first take up the issue of capital adequacy ratio.

Regarding this the recommendations of the Committee are to assign
risk weights to government approved securities, to take care of the
market risks and also assign risk weights to open position in forex and
gold. The Committee has also suggested increase in this ratio to 10
percent, 9% to be achieved by achieved by March 2000 and 10
percent by 2002.

On the issue of income recognition the Committee’s

recommendation is to change the definition of NPA in line with the
international norm. According to the international norm income on
any asset is not recognized if it not received within 90 days after it is
past due. In this context the committee recommended that an asset be
classified as doubtful if it is in the sub-standard category for 18
months in the first instance and eventually for 12 more months. The
Committee also recommended that for the purpose of evaluating the
quality of asset portfolio, government-guaranteed advances which
have turned sticky should be treated as Naps. The Committee, in this

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connection, also expressed its resentment over the extent of Naps in
the banking sector as a whole.

Presently, a large number of public sector banks have net Naps

ranging between 10-20 percent of net advances. The committee
opined that the average level of net Naps for all banks is to be
reduced to 3 percent by 2002 and to zero for banks with international
presence. In this contest the committee recommended that in case of
all future loans, asset classification and provisioning norms should
apply even to government guarantee advances in the same manner as
for any other advances. For existing government advances a
mechanism for a phased rectification should be worked out.

Another major recommendation of the committee is on the issue of

reorientation of banking structure. A restructuring is necessary
because factors like non-remunerative branches, low productivity,
over manning also affect the profitability of banks. The main thrust
in restructuring in on merger of banks. Unlike normal practice
the committee put stress on the merger of strong units as a means
of strengthening them and providing for greater opportunities for
competition. For the weak bank the committee prescribed that these
Banks should resort to ‘narrow bonking’ i.e. they should restrict their
operation only in gilt-edged securities and other securities of zero-risk

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variety. If even after following this safe track of investment, the weak
banks fail to recover themselves, the units should be closed
altogether.

Directed credits pose a serious problem before the banks. These

credits generally turn to be bad debts. Previously direct credit, in
general, indicated priority sector lending. But now-a-days there are a
variety of governments sponsored programmes which are to be
funded by banks. The Narasimham Committee has recommended that
given the special needs of this sector, the current practice may
continue. However, for ensuring greater involvement and
accountability and also appraisal of schemes on commercial
considerations without any extraneous influences, the branch
managers of banks should be fully responsible for the identification of
beneficiaries under the government sponsored credit linked schemes.
However, this recommendation is yet to be acted upon. Generally,
beneficiaries in such schemes are political persons or persons favored
by political parties. Implementation of this recommendation means
direct attack on political interest.
There is no doubt that the first phase of financial reform yielded
fruitful results. The second phase of the process also got started with
the implementation of the recommendation of the Narasimham

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Committee in the 1998 monetary and credit policy, announced by the
Reserve Bank of India, Governor Dr. Bimal Jalan.

Let us start with the issue of capital adequacy ratio. In his first
Report Mr. Narsimham proposed that the capital base of bank can be
increased in to 2 ways. First by building a fund with the recovered
bad loans of the banking sector as a whole. this fund will be termed
assets Reconstruction Fund (ARF) and capital will be infused from
this fund for recapitalization of weak banks with low capital adequacy
ratio, in the second method recapitalization will be made by using
massive budgetary funds .The committee was in favor of the
following the first route because the second one is not costly but it is
unsustainable over time. Unfortunately the Gov. in the last couple of
years fallowed the second route in order to get quick and immediate
result. For exp. The State Bank of India and the Oriental Bank of
India were the only public sector banks to assess the market and
fallow the conventional way of boosting their capital with infusion of
funds from the Gov. However this policy is against the long run
objective of reducing fiscal deficit of the govt. and totally
undesirable. In his second report, Mr.Narashiam again recommended
the constitution of ARF, both to meet the problems of Nap’s and low
capital adequacy ratios.

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 Merger
Coming to the problem of merger of bank branches in the line
proposed by the second Narshiam committee... The committee
disfavored the idea of merger among strong and weak units in the
argument that it might be produce advise impact on the assets quality
of the strong units as a result of acquiring the hollow portfolio of the
weaker unit in the absence of any system of writing off the NPS’s of
the weaker unit before merger. On the other according to the
committee, merger of strong units may produce beater multiplier
effect. How ever, many economists conveyed their dissent on this
prescription of the second committee. They argued that such merger
between stronger banks in different countries, i.e., in the U.S.A.
Japan, Singapore, failed to produce positive result in recent past. The
most important point to argue is that merger in those countries was
the result of pressure of competition .Hence that was inevitable but
here such merger is going to be imposed on them. This might have
adverse impact.
Argument is also there against the method of ‘narrow’
banking prescribed by the second committee for the recovery of weak

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banks. It is argued that there is insufficiency supply of risk less
assetto back potential demand for risk less deposits.Moreover,
increased demand for risk less assets would raise their prices in a
narrow

Banking world. Some have also argued that instead of narrow

banking these banks require aggressive banking. This means that
these banks should not resort to risk less investment which is
generally low yielding. Instead they should invest in securities of first
class commercial companies which are risky but high yielding. With
this aggressive banking they would be more attentive and give more
effort in recovering bad debts.

It may be said that there may be arguments and counter arguments

on various issues. But this does not mean that the reform should be
halted and the debate should be solved first. Rather we have to
advance following trial and error method. Let us finish with the words
of the second Narasimham committee which sounds like
“The process strengthening the banking system has to be viewed
as a continuing one. There is not finite end to improve the levels
of efficiency and profitability. In fact, the situation is one where
the system has to cope constantly with changes in the broader
environment in which it functions and face new challenges that
these developments impost on it.”

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 Introduction:

The Chartered Bank opened its first overseas branch in India, at Kolkata,
on 12 April 1858. Eight years later the Kolkata agent described the
Bank's credit locally as splendid and its business as flourishing,
particularly the substantial turnover in rice bills with the leading Arab
firms. When The Chartered Bank first established itself in India,
Kolkata was the most important commercial city, and was the centre of
the jute and indigo trades. With the growth of the cotton trade and the
opening of the Suez Canal in 1869, Bombay took over from Kolkata as
India's main trade centre. Today the Bank's branches and sub-branches
in India are directed and administered from Mumbai (Bombay) with
Kolkata remaining an important trading and banking centre.

Standard Chartered has maintained a long local presence, since 1858,

with particular emphasis on relationship banking. Significant networks
have been established with vendors and financial-related organizations
to enable us to offer our customers a comprehensive range of flexible
financial services, with special focus on transactional banking products.
Supported by state-of-the-art operations, Standard Chartered is pro-
active in improving every part of our services. Electronic Delivery
system has been put in place to ensure that transactions are handled
speedily. We have our Cash Product Specialists and dedicated Customer
Service Centres to provide our customers with effective solutions. The
currency of India is the Rupee (SWIFT code: INR).

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Standard Chartered fully understands the importance of time,
convenience and efficiency to the success of your business.
We make easy the complex financial world for you and help
you maximize every opportunity.

With over 140 years of experience in trade finance and an

extensive international branch network, Standard Chartered
is committed to help you succeed in every competitive
environment. To keep pace with your changing needs, we
will constantly review our comprehensive cash, trade and
treasury products and services, ensuring that a full range of
flexible and innovative services is always available for you
wherever you trade.

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 A brief history of Standard Chartered:
Standard Chartered is the world’s leading emerging markets bank
headquartered in London. Its businesses however, have always been
overwhelmingly international. This is summary of the main events in the
history of Standard Chartered and some of the 23organizations with
which it merged.

The early years

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Standard Chartered is named after two banks which merged in 1969.
They were originally known as the Standard Bank of British South
Africa and the Chartered Bank of India, Australia and China. Of the
two banks, the Chartered Bank is the older having been founded in
1853 following the grant of a Royal Charter from Queen Victoria.
The moving force behind the Chartered Bank was a Scot, James
Wilson, who made his fortune in London making hats. James
Wilson went on to start The Economist, still one of the world's pre-
eminent publications. Nine years later, in 1862, the Standard Bank
was founded by a group of businessmen led by another Scot, John
Paterson, who had immigrated to the Cape Province in South Africa
and had become a successful merchant. Both banks were keen to
capitalize on the huge expansion of trade between Europe, Asia and
Africa and to reap the handsome profits to be made from financing
that trade. The Chartered Bank opened its first branches in 1858 in
Calcutta and Mumbai. A branch opened in Shanghai that summer
beginning Standard Chartered's unbroken presence in China. The
following year the Chartered Bank opened a branch in Hong Kong
and an agency was opened in Singapore. In 1861 the Singapore
agency was upgraded to a branch which helped provide finance for
the rapidly developing rubber and tin industries in Malaysia. In 1862
the Chartered Bank was authorized to issue bank notes in Hong
Kong. Subsequently it was also authorized to issue bank notes in
Singapore, a privilege it continued to exercise up until the end of the
19th Century. Over the following decades both the Standard Bank
and the Chartered Bank printed bank notes in a variety of countries
including China, South Africa, Zimbabwe, Malaysia and even
during the siege of Marketing in South Africa. Today Standard
Chartered is still one of the three banks which print Hong Kong's
bank notes.

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Standard Chartered in the 1990s

Even within this period of apparent retrenchment Standard

Chartered expanded its network, re-opening in Vietnam in 1990,
Cambodia and Iran in 1992, Tanzania in 1993 and Myanmar in
1995. With the opening of branches in Macau and Taiwan in 1983
and 1985 plus a representative office in Laos (1996), Standard
Chartered now has an office in every country in the Asia Pacific
Region with the exception of North Korea. In 1998 Standard
Chartered concluded the purchase of a controlling interest in Banco
Exterior de Los Andes (Extebandes), an Andean Region bank
involved primarily in trade finance. With this purchase Standard
Chartered now offers full banking services in Colombia, Peru and
Venezuela. In 1999, Standard Chartered acquired the global trade
finance business of Union Bank of Switzerland. This acquisition
makes Standard Chartered one of the leading clearers of dollar
payments in the USA. Standard Chartered also opened a new
subsidiary, Standard Chartered Nigeria Limited in Lagos, acquired
75 per cent of the equity of Nakornthon Bank, Thailand; and agreed
terms to acquire 89 per cent of the share capital of Metropolitan
Bank of the Lebanon

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standard Chartered today
Today Standard Chartered is the world’s leading emerging markets bank
employing 30,000 people in over 500 offices in more than 50 countries
primarily in countries in the Asia Pacific Region, South Asia, the Middle
East, Africa and the Americas.

The new millennium has brought with it two of the largest acquisitions
in the history of the bank with the purchase of Grind lays Bank from the
ANZ Group and the acquisition of the Chase Consumer Banking
operations in Hong Kong in 2000.

These acquisitions demonstrate Standard Chartered firm committed to

the emerging markets, where we have a strong and established presence
and where we see our future growth

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______________________________________________________

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 LEADING the way in Asia, Africa and the Middle East
.Standard Chartered employs 30000 people in over 500 locations in
more than 50 countries in the Asia Pacific Region, South Asia, the
Middle East, Africa, The United Kingdom and the America. It is one of
the world’s most international banks, with a management team
comprising 70 nationalities.
Standard Chartered is listed on both The London Stock Exchange and
The Stock Exchange of Hong Kong and is the top 25 FTSE-100
company is by market capitalization.
It serves both consumer and wholesale banking customers.
Consumer banking provides credit cards, personal loans, mortgages,
deposit taking and wealth management services to individuals and small
to medium sized enterprises. Wholesale banking provides corporate and
institutional clients with services in trade finance, cash management,
lending, custody, foreign exchange, debt capital market and corporate
finance.
Standard Chartered is well established in growth markets and aims to be
the right partner for its customers. The bank combines deep local know-
ledge with global capability.

The bank is trusted across its network for its standard of

governance and its commitment to making a difference in the
communities in which it operates.

Corporate Governance
The principles of Corporate Governance set best practice for the
way in which companies are led and managed, the structure and
role of the board of directors, relations with stakeholders and the

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framework of internal control. The Board of Directors of Standard
Chartered PLC is committed to proper standards of corporate
governance.

The Board itself is responsible for ensuring that proper standards

are maintained and that a full and effective control framework
exists. This framework begins at the very top of the company with
separation of the roles of Chairman and Group Chief Executive.
There is also leadership from a strong team of executive and non-
executive directors, all of whom are subject to regular re-
appointment by shareholders in general meeting.

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Values
Our staff claims these values as their own and lives them. Our values
create
Our unique culture and drive us in everything we do. They are reflected to
You in our Brand.

Strategic Intent
Our goal is simple - We want to be 'The World's Best International
Bank'.

This is quite an aspiration. Achieving it won't happen overnight but we

have what it takes to do it. We are starting the journey. It's a journey
that's being taken by every employee regardless of where they're located
and which part of the business they're in.

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The first stage of the journey started in November 2003 when we
launched and rolled out "Leading the Way". During that week every
member of staff was told what it meant to be the 'best' and what it meant
to 'lead the way'. Every employee needs to understand how he or she can
contribute to the Group's aspiration and the roles they all play.

The Leading the Way website describes how we will conduct ourselves
on this journey. It sets out clearly our core values and our brand
promise; it describes the commitments we have made to our many
stakeholders and our approach to the business we have chosen to pursue.
In short it describes how we will make profit, but with principles.

There are exciting times ahead and I am really looking forward to

working with everyone on this journey.

We're all stepping up to the challenge!

Brand promise
_______________________________

The Right Partner

Last year we launched our brand promise – The Right Partner. This year
we did much more to drive The Right Partner theme through the way we
communicate with customers. Customer Week was a good example. The
Right Partner is an incredibly powerful notion. But there’s much more to

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be done to make this brand promise real.

The brand promise is about what we want to deliver to customers; what

we’re adding are statements about the Bank as a whole – what our
aspiration is, how we will succeed, what our commitments are.

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Awards

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6 May 2004 Best Regional Custodian in Asia Pacific award
from Global Investor Magazine
Standard Chartered wins Best Regional Custodian in Asia Pacific Title
for the Third Consecutive Year
May 2004 Best Retail Bank in Hong Kong
Standard Chartered named “Best Retail Bank in Hong Kong” by The
Asian Banker
2004 2004 Best Foreign Exchange Bank in Africa
Global Finance magazine has named Standard
Chartered “Best Foreign Exchange Bank 2004 in
Africa”. We triumphed over stiff competition to steal
the award away from Citigroup - the 2003 title
holder.
2004 Standard Chartered Middle East Wins
Technology Leader Award!
Standard Chartered Bank received the Banker Middle East Banking
Awards 2004 for "Best use of IT for a Multi-Channel Strategy". The
gala ceremony was held under the patronage of HH Sheikh Hamden bin
Rashid Al Maktoum, Deputy Ruler of Dubai and UAE Minister of
Finance and Industry.

2003 2003 Awards List

Consumer Bank
Wholesale Bank
Africa / MESA
Corporate Social Responsibility
Other

Identity Card:

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Address 1 Aldermanbury Square EC2V7SB London
Internet site www.standardchartered.com
ISIN GB0004082847
Reuters code STAN.L
Local code STAN
Market place Frankfurt | London | Virt-x | Hong Kong |
Tokyo
Index
Number of shares 1,174,520,020
Auditor KPMG
Sector Finance
Industry Bank
Sub-Industry Miscellaneous (Banks)
32,000 (31/12/2006)
Number of employees 33,000 (31/12/2007)

Latest Broke Report * (More Report Share)

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Key figures
Year 2004 2005 2006 2007
Net Operating revenues* 4,090 4,464 4,539 4,753
Net Profit* 1,026 699 844 1,018
* in million(s) of US Dollar
Dividends
Fiscal Exercise 2007 2006 2005 2004
Dividend Net (Euro) 0.52 0.47 0.41 0.38

Sales per activity

Retail banking 52.00%
Commercial banking 48.00%
Data as of 31/12/2007
Sales per geographic area
Core Market
Hong Kong 30.00%
Geographic areas
Asia / Pacific 57.00%
Rest of the World 36.00%
Africa 7.00%
Data as of 31/12/2007

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Company Profile:

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Set up by James Wilson in 1853, at the request of Queen Victoria,
the Standard Chartered Bank aimed to finance and manages
trade between the British Empire and its colonies in India,
Australia and China. The end of the Empire did not cause the
bank’s downfall and it adapted to the new political and economic
climate. Today it offers traditional banking services? Retail
banking, fund management and account services to private
citizens, professionals and institutions. The Standard Chartered
Bank, generally known as Stanchart, has made a very original
choice. It mainly operates in emerging countries? Asia-Pacific,
Latin America, the Middle East and Africa. In all, it has 500
branches in 56 countries.

Employee Profile:

Chef Executive Officer

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 India Head

Zonal/India Head

Zonal Manager

Branch Sales Manager

Territory Manager

Sales Manager

Assistant Sales Manager

Unit Manager

Advisor Front Line

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STRENGTH

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• Standard Chartered Bank is one of the largest financial institutions
in India.

• Standard chartered Bank is 154-year-old Company (Founded in yr

1858).

• Standard chartered bank has been awarded for the best-

Performance award in last few years.

• Fast & reliable services

WEEKNESS

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 • Only few branches in India.

• High interest rates.

• Strict Eligibility Criteria.

• Low awareness of Standard Chartered bank in India.

• Standard Chartered bank target only high income group.

• Negative Areas

• Lack of References

OPPORTUNITY

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• Huge opportunity in India.

• First company to launch on line premium payment.

• Due to increase in literacy rate, literate people prefer Standard

Chartered Bank.

• Better product as compare to other companies.

• SCB give opportunity to other business to grow in market.

THREATS

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• Tough competition from National Banks as:ICICI, SBI .

• Tough competition from private companies like: HDFC, ICICI,

ABN-AMRO.

• Due to less number of branches in rural market.

• Threat for SCB is new companies are entering into the Market.

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 S.C.B.Products
Wealth:
1. Liabilities
• Current
• Saving

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• Two in one
• Business Plus
2. Priority Banking
3. Investment Services
4. Access plus
5. FAS
6. N R Account
7. Demat

Unsecured:-
1. Credit Cards
Gold
• Executive
Classic
Sapnay
Diva
Smart Credit
2. Personal Loan

Secured:-
1. Auto Loans
2. Mileage
3. Mortgage
4. Home Saver
5. Education Loan
6. Home Loan

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• What is a Personal Loan?
A Personal Loa is a quick and simple cash loan offered to
individuals who are:
i. employed in listed public limited companies, government
organization and multinational corporations

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 ii. between 24 to 58 years of age
iii. GMI of Rs. 11500/-
• What can I do with my Personal Loan?
Tucked away n a corner of your heart are dreams –to transfer your
house in to your dream home , to go on an exotic holiday ,to go
that extra mileto make a family wedding even more memorable –to
do things that would put a smile on the faces of your loved once.
Now you can –with a Standard Chartered Personal Loan ,a unique
multipurpose Loan designed to help you make your dreams come
true.
• Does the Bank demand any guarantor r physical security?
No, none at all.
• How much Loan can I avail?
You can avail a Loan of Rs. 25000/- to Rs. 500,000/- depending on
your eligibility.
• How much interest do I pay?
Our interest rates are amongst the lowest in the industry. Get loan
up to Rs. 500,000/- at the lowest possible EMIs(equated monthly
installments).

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ELIGIBILITY CRITERIA:

SALARIED
: GMI = 11.5k
: DESIGNATION = OFFICER
: MUST HAVE ANY Credit Card

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 : AGE= 24 to 58 year

SELF EMPLOYED-
: ITR >= 1Lac
: MUST HAVE SCB CC
:AGE = 27 to 65 year.

NOTE :( Those who don’t come under these two programs are covered
by the following SARROGATE Program.)

SARROGATE PROGRAMMS-

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SCB Credit Card SARROGATE : Must be 1 year old
CC. minimum limit = 25k

Any Bank CC. SARROGATE : Must be 1 year old card

CC. minimum limit = 25k

LIC SARROGATE : Must be 2 year old policy

: Minimum premium limit

Auto-Reward SARROGATE : Car Loan from any MNCs

Liability SARROGATE : SCB saving a/c holder

: Min. Balance 25k (Av.Balance)

Balance Transfer SARROGATE : Any existing 1year old personal Loan

from any MNC

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 DOCUMENTATION FOR PERSONAL LOAN

For Salaried person:

: Salary slip of latest 3 months

: Bank statement for 3 months
: IASD proof
: Credit Card photocopy
: Passport size 2 photo of candidate

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For Self-Employed person:
: Self attested 2 photocopies of ITR
: Latest 6 months Bank statement
: IASD proof
: Photocopy of SCB Credit Card
: Passport size 2 photo of candidate

For SURROGATE PROGRAM

SCB Credit Card surrogate:

: Photocopy of SCB Credit Card front & back side

: Passport size 2 photo of candidate

Any Bank Credit Card surrogate :

: Credit Card photocopy (3 months later)

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 : Bank statement ;( but should not to be paid late
charges in latest 3 months)
: IASD proof
: Passport size 2 photo of candidate

Liabilities surrogate:
: IASD proof
: Passport size 2 photo of candidate

Life-Insurance surrogate:
: LIC cover note photocopy
: Latest premium report
: IASD proof
: Passport size 2 photo of candidate

Auto-Reward surrogate:
: Insurance cover note photocopy
: Registration certificate of Car (photocopy)
: Repayment schedule photocopy
(No bounce should be in latest 3 months
But; in 1 year only one bounce can be neglected)

Or

Track record for 1 year later

: IASD proof
: Passport size 2 photo of candidate

for auto reward surrogate :

LOAN Tenure Must be paid EMIs

56
12 10
24 12
36 15
48 18
60 24

Balance transfer surrogate:

: Repayment schedule photocopy
: Bank statement of latest 12 months
: IASD proof
: Passport size 2 photo of candidate

AGE PROOF DOCUMENTS POLICY

KYC

Drivng lisence Y Y
PAN Card Y Y
Passport Y Y
School leaving certificate/12/10 marksheet N Y
Voter I Card Y N
LIC Policy Y N
Ration Card N Y

57
MCD Cer5tificate N Y
Employer Letter N Y
CCMS N N
RLS Y N
Hogan Y N

ADDRESS PROOF DOCUMENTS POLICY

KYC

Utility bill y
(phon,water electricity)
D.L. (laminated) y y
Passport y y
Voter I Card y y
Employer’s letter y y
LI Polcy y y

58
Mobile bill, WLL bill n y
Notary leased agreement y y
(with Govt. of India stamp)
3 Consecutive CC Statement y y
PAN Intimation letter n y
Resident verification n y
Ration Card y y

MAXIMUM LOAN LIMIT PROVIDED

@ Reducing rate
For Salaried : Company A+ = 7-8 times 12.5%

Company A = 7-8 times 16.5%

Company B = 6-7 times 16.5%
Company C = 6-7 times 17.5%
Company D = 6-7 times 17.5%

For Self Employed : = 10 Lac 18.5%

OR
2time of ITR

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For Surrogate Program:
SCB CC = 1.5 Lac
OR
2 times of C Balance

Any Bank CC = 1.5 Lac

OR
1.5 times of CC Balance

LIC Policy of any Bank = 1.5 Lac

(except AVIVA)

Liabilities Surrogate = 1.5 Lac

Balance Transfer Surrogate = whatever balance is

FOR AUTO REWARD SUROGATE:
CAR LOAN FROM ANY MNB LIMITS –
Category A MARUTI 800, MATIZ - 1Lac
Category B SANTRO, INDICA - 1.75 Lac
Category C ESTEEM, CORSA -2.25 Lac

For CAT series only Age

Normal 21.5% 2.00% 24-58
Other CC 19.95% 2.00% 24-58
SCB CC 19.5% 2.00% 24-58
Top-up 19.5% 2.00% 24-58

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For Cross sell to SCB CC Age
Pvt. ltd. 21.00% 2.00% 24-58
Self-employed 21.00% 2.00% 27-65
For Auto-Reward plus Age
salaried 22.00% 2% 24-58
Self-employed 22.00% 2% 27-65

For Govt. employees Age

Normal 21.5% 20.00% 24-60
Other CC 21% 20.00% 24-60
SCB CC 20.5% 20.00% 24-60

Professional Credit Age

Doctors 17.5% 20.00% 27-65
Arhitect 20.00% 20.00% 27-65
CAs 20.00% 20.00% 27-65

DETAILS TO BE TAKEN:

Name
Company’s name
Designation
Contact no.
Date of Birth
Credit Card No.
Loan a/c No.
Gross Salary
Net Salary
Form- 16 – Amount
ITR of 2years – Amount

61
MAXIMUM LOAN LIMIT
TO SALARED : Multiplier for CAT series company
CAT YEAR 11.5K-15K 15K-20K >20K
A 1 3 3 3
2 5 5 5
3 7 7 7
4 - - 8
B 1 3 3 3
2 5 5 5
3 6 6 7
C 1 3 3 3
2 4 5 5
3 5 6 6
D 1 3 3 3
2 4 4 5

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 3 5 5 6

TO PROFFESSINALS :Professional credit segment multiplier

For Doctors, Architects, & CAs
Gross ITR => 1 (Lac consisting of below)
Business income
Up to 33% of Business incomes
50 % depreciation
Doctor 4 times
Architects 2 times
CAs 2 times

63
64
 Marketing Research

Marketing Research is the function which links the consumer, customer,

and public to the marketer through information—information used to
identify and define marketing opportunities and problems; generate,
refine, and evaluate marketing action; monitor marketing performance;
and improve understanding of market as a process.
Marketing research specifies the information required to address these
issues; design the method for collecting information; manages and

65
implements the data collection information; manages and implements
the data collection process; analyses the results; and communicates the
findings and their implications.

Sales Promotion

All those promotion activities that enhance and support advertising,

public relations, and personal selling. Selling activities to supplement
advertising, personal selling, and other selling activities. Any Sales
activity that supplements or co-ordinates personal selling and advertising
.But which cannot be strictly classify as either. Marketing activities that
provide extra value or incentives to the sales force, distributors, or the
ultimate consumer and can stimulate immediate sales.

66
The objective of the survey is to study the market share and market
potential of Personal Loan in Standard Chartered Bank. The survey also
aims to promote the sale of Personal Loan. Following are the other
objectives behind conducting the research work for PL in SCB:

67
1. To find out that with which Bank’s PL, the customers are more
comfortable with .
2. To know the image of the Bank in the eyes of the customer who have
already
taken and are willing to take Personal Loan
3. To find out what more facilities, customers’ need from SCB so that
taking Loan becomes easy.

68
 RESERACH METHODOLOGY

Research Methodology forms an important part of any research project

as it defines how the research has been conducted. It stands to mean
what channels have been used in the research and what type of research t
would be. Research methodology is a step by step approach towards

69
solving the problem. It may be understood as a science of studying how
research is done significantly.
Research is an academic activity and as such the term should be used in
a technical sense. The purpose of research is to discover answer to
questions through the applications of scientific procedures.
The main aim of research is to find out the truth which is hidden and
which has not been discovered yet. Each research has its own specific
purpose, like to determine the characteristic of a particular individual,
situation or a group.

Research methodology adopted

The technique of finding facts from raw-data we use Sample Technique

for Delhi & Noida Region.

70
SAMPLE: - Sampling is simply the process of learning about
population on the basis of a sample drawn from it. Under this method a
small group of the universe is taken as a as the represented of whole
mass and the are drawn. It is a method to make social investigation
practicable and easy.
“A statistical sample is a miniature picture or cross section of the entire
group or aggregate from which the sample is taken. A sample is
reflection of the universe and bears all the characteristics of the
universe.”

The research method adopted in this study is stratified sampling.

Stratified random sampling or simply random sampling is one of the

random methods which by using the available information concerning
the population, attempt to design amore efficient sample then obtained
by simple random procedure while applying stratified random sampling
technique the procedure is given below-
• The universe to be sampled is subdivided into groups which are
mutually exclusive and include all the items in the universe.
• A simple random sample is then chosen independently from
each group. in stratified random sampling the sampling is
designed so that a designed number f items is chosen from each
stratum.

We have taken total 300 samples from the delhi and jaipur
population.

• 200 Delhi
• 100 Jaipur

71
Total Population considered from Delhi & Jaipur region is 300
Salaried Class 100
Self Employed 100
Self employed professional 100

72
Findings:

• The Self Employed were more interested towards taking Personal

Loan

• 75% of the population considered the P.L. as an unsecured

product.

73
 • The self employed class was more interested n taking P.L.

• Only 15% of he population was interested in Balance transfer

• The SCB enjoys 36% of the market share in P.L. all the banks.

• Most f the population find P.L. of SCB as quick & easy to take

Market Share

At present the market totally folded by the Loan division and there is a
lot of competition in the market both domestic and international Banks.
When we talk about the market share; the market share of the standard
chartered is 36% and ICICI Bank have 35%, SBI have 15%, others 14%.

74
SCB SBI ICICI Others Total(%)
36 15 35 14 100

75
 T o t a l( %)
40
120

30 100

80
20 S e rie s 1
60 T o t a l( %)

10 40

20
0 0
SCB SBI IC IC I O t h e rs 1

SCB SBI ICICI Others

36 15 35 14

76
 SCB
SBI
ICICI
Others

Unsecured Secured
Population(%
) 75 20

77
 80

60
P o p u la t io n (% )
40

20

0
U n s e c u re d S e c u re d

Self-
Employe Self-Employed
d Professials Salaried
Delhi 70 60 70

78
Noida 30 40 30

80
60 Delhi
40 Noida
20
0
S elf-E m ploy edS elf-E m ploy ed S alaried
P rofes s ials

Interested uninterested Total

Delhi 45 155 200
15 85 100
Total 60 240 300

79
350
300
250 D e lh i
200
N o id a
150
100 To ta l
50
0
In te re s te d u n in te re s te d To ta l

80
Limitations

81
 In spite f honest and sincere efforts there are some bounds to be
certain discriptencies and inconsistence in the treatment of the matter .
Again there are several limitations; both statistical & non statistical
within the project . Some of them are -

• Negative Areas

• Lack of References

• Time Constrains

• High Interest rates

• High Eligibility Criteria

• Available only to MGMT. Cadre people

• Unsecured feeling about Loans

82
• Choosing the right strategy .The right strategy choice is
not a matter of positioning choice alone. It involves the
very way a company organizes itself to do business. It is
configuration of the entire value chain of the company
through a different set of activity to deliver unique value
to customer. The set of activity cover all upstream &
downstream activities, from the selection of the product

83
 mix, way to the product are priced, promoted, the type of
distribution mechanism used, the way customers are
served and so on.

• Need based Positioning. This type of positioning s based

on the differing need of different groups of consumers.
This can be done successfully if a company has unique
strength to service a group of consumers needs better
than others.

• The prospective customers who were unaware about P.L.

were given full information

The customers were approached when they were free.

• The interest rate is easy in nationalized banks; but they

would also like to have some security while in SCB it
is not required.

• Those who were salaried eon and posses SCB Credit

Card were granted to have P.L.

84
Market expansion:

There has been an over all expansion in the market. This

has been possible due to improved awareness levels thanks to the large
number of advertising companies launched by the player. The scope of

85
expansion is still unlimited in UK, USA etc. gradually it is expanding
it’s business in India also such as only in Delhi region there is 26
branches .

Channel of Distribution:

From last few years the only mode of distribution of financial

products is through agents . While agents continue to be predominant
distribution channel, today a number of innovative alternative channels
are being offered to consumers .Some of them are direct marketing
persons, brokers, etc. through it is too easy to predict, the wide spread of
bank branch network in India could lead to team-leaders emerging as a
significant distribution mechanism .

86
 __________________________

PDC: (Post dated Cheque)

The cheque which is to be paid in future . These are to be
submitted as security.

EMI: (Easy monthly installment)

87
 The form of payments of Loan in monthly installments is called
EMI. It includes (principle +interest)

IASD : (Identity, Address, Signature, Date)

These all are to be verified with the help of some related &
reliable documents such as: PAN Card, ID voter Card etc.

FLOATING RATE :
The rate which is going on in the market; at present.

FLAT RATE :
The rate which can’t be changed .

REDUCING RATE :
The rate ;which is going on in the Loan Division. It decreases in
respective order of payment of EMIs.

PRE-PAYMENT CHARGES :
If any customer would like to pay full amount in themed of
payment period he will have to pay at extra interest rates .

LPC : ( Local processing charge)

88
 The charges which is to be levied on customers; as processing
charge.

ITR : (Income Tax Return)

This is a document which is to be submitted by the customers.

89
• PHILIP KOTLAR (MARKETING MGMT.)
• BOOK
• SANTOSH GUPTA (RESEARCH METHOLOGY)
• BOOK
• ECONOMIC TIMES (JUNE - AUGUST)
• TIMES OF INDIA (JUNE - AUGUST)
• www.standardcharteredbank.co.in
• www.moneycontrol.com

90
• www.google.com

91
You are a
I. salaried ii.selfemployed iii. Selfemployed
professional

In your opinion personal loan is a

i.secured product ii.unseured product

Why do we need of personal loan?

i.for personal use ii. To increase the office
infrastructure iii.for travel/holidays iv.others

Personal loan should be

92
 i.quick ii.forward iii.easy to take iv.all

According to your view which bank personal loan is best

in terms of interest rates, less time consuming, quick &
forward?
i.ABN AMRO ii.Stan.Chart. iii.ICICI iv.City
Bank v.other

Are you planning to take any loan from following?

Impersonal loan ii.housing loan iii.autoloan
iv.other

Would you be interested to know about quick and instant

access personal loan from St.Ch. Bank?
i.yes ii.no iii.may be

Have you any from the following

i.auto loan ii. SCB.CC. iii. any bank CC. iv. any
2 year old LIC policy v. SCB a/c holder (a/c no.)
vi. Any exiting PL. (1-year)

93
Would you like to go for a low rate Balance Transfer for
P.L.?
i.yes ii.no iii.may be

Name :
Contact No.:
Address :
E-mail id :

94
95