1

The origins of State Bank of India date back to 1806 when the
Bank of Calcutta (later called the Bank of Bengal) was established. In
1921, the Bank of Bengal and two other Presidency banks (Bank of
Madras and Bank of Bombay) were amalgamated to form the Imperial
Bank of India. In 1955, the controlling interest in the Imperial Bank of
India was acquired by the Reserve Bank of India and the State Bank of
India (SBI) came into existence by an act of Parliament as successor to
the Imperial Bank of India.

The government-controlled bank--the Indian government maintains

a stake of nearly 60 percent in SBI through the central Reserve Bank of
India--also operates the world's largest branch network, with more than
13,500 branch offices throughout India, staffed by nearly 220,000
employees. SBI is also present worldwide, with seven international
subsidiaries in the United States, Canada, Nepal, Bhutan, Nigeria,
Mauritius, and the United Kingdom.
Today, State Bank of India (SBI) has spread its arms around the world and has a
network of branches spanning all time zones. SBI's International Banking Group delivers the
full rangeof cross-border finance solutions through its four wings - the Domestic division, the
ForeignOffices division, the Foreign Department and the International Services division.

PRODUCTS AND SERVICES OFFERED BY SBI :

Personal Banking.

NRI Services.
Agriculture.
International.
Corporate.
SME.
Domestic Treasury.

Personal Banking

Deposit schemes
Personal finance
Services

Agricultural/Rural

Agricultural banking
Micro credit
Regional rural banks

Trade finance
Merchant banking
Correspondent banking

International

Corporate Banking

Corporate accounts
Project finance

NRI Services

NRE rupee accounts

Savings bank
Current accounts
Term deposits (interest paid out quarterly)
Non-resident (ordinary) account
NRO A/cs rupee accounts for crediting income in India
Foreign currency non-resident accounts.

Internet banking

Moblie banking
Atm services
Demat services

Services

Govt. Business

Public provident fund

SBI e -tax

PRODUCT
Product of SBI bank is studied under the broad headings of
product development, product variety, market share of the bank in
specific product category and growth of the business over the years
during the study period.

PRODUCT DEVELOPMENT:
Personal and Service Banking Department of SBI at central office
is involved in developing and marketing products and services for the
personal segment clientele which is more sensitive and needs variety.
Concern of the Bank for product development can be marked from the
fact that it has created a Product Development Group (PDG) under
this department as early as 1992. Though PDG was set up in 1992
only, the concept and the process were not new to the Bank. The long
list of products launched by the Bank stands as evidence to the fact.
The product development process in the Bank (in below figure) is
more or less based on the theoretical framework given by Philip Kotler.
As the figure indicates, the idea for a new product is conceived from
any of the following: market research, suggestions from technological
developments, etc. After these ideas are given a concrete shape they
are screened and their viability is tested through appraisal of their
strengths and weaknesses. Then, the product is put to a pilot testing. If
the outcome of the pilot test is not favorable, then steps are taken to
reformulate it.
If reformulation is not possible then it is abandoned. But if the
pilot testing comes out successful, regulations measures covering its
operational aspect are formulated and the product is launched keeping
a continuous track of the feedback and its proper evaluation.

PRODUCT DEVELOPMENT FRAMEWORK AT SBI.

MARKET
RESEARCH
STAFF
COMPETITORS
IDEAS

ENVIRONMENT
TECHNOLOGY
CONCRETISIN
G
SCREENING
VIABILITY

ABONDON
REFORMULATE

FAILURE

PILOT TESTING

REGULATION
S
PRODUCT
LAUNCH

PRODUCT MIX :

FEEDBACK AND
EVALUATION

The product mix of SBI consists of three product lines (as shown
in the following figure) such as Deposits, Loans and Advances and
other subsidiary services.
PRODUCT LINE-I (Deposits)
Deposits are the main source of fund for the bank to carry on its
lending operations. For the said purpose, the bank has floated different
deposit schemes. Mainly there are two types of deposits---- demand
deposits and term deposits.
PRODUCT LINE-II (Loans and Advances)
The SBI after providing for cash reserve as stipulated by the RBI
from time to time and giving due care to maintain statutory liquidity
ratio lends the money it has in most profitable manner. The various
forms of advances , as given in the figure are demand loans,
overdrafts, cash credit, term loan, Bills purchased and Discounted.
PRODUCT LINE-III (Miscellaneous Business)

7
In addition to main services of accepting deposit and advancing
loans to commercial banks also render a number of other services.
Such other services rendered by the bank are grouped under
Miscellaneous Business. The figure shows the types of other services
rendered by the Bank. These are Government business, Remittances,
Bills transaction, gift cheques, letter of credit, Bank guarantees safe
custody/deposits/locker facility etc.

PRODUCT MIX OF SBI

PRODUCT MIX

PRODUCT LINE-1
(DEPOSITS)

DEMAND
DEPOSITS

PRODUCT LINE-2
(LOANS &
ADVANCES)

TERM DEPOSITS

PRODUCT LINE-3
(SUBSIDIARY
SERVICES)

GOVT
BUSINESS

BILLS
COLLECTION

CURRENT A\C
LETTER OF
CREDIT

SAVING A\C

BANK
GUARANTEE

DEMAND
LOANS

OVERDRAFT

CASH
CREDIT

TERM
LOANS

BILLS
DISCOUNT
ED

PRICE

In Indian commercial banks prices of different products are fixed

either by RBI/IBA or by the respective banks. Prior to deregulation,
banks were operating in an administered price regime. RBI, with the
powers vested with it through banking regulation act, 1949,
determines the rates of interest on deposits and loans and advances.
The charges on subsidiary services are fixed by the IBA which are
being implemented under uniform schedule of charges.
The banks are given freedom to stipulate the rate schedule in
respect of the services which are not included in the uniform schedule.
But since 1991, with the onset of financial sector reforms and
consequent various measures of deregulation the banks were allowed

9
to fix interest rates on major portion of deposits and advances on their
own, making pricing of the products a challenging job for the banks.
Thus pricing mechanism which was of little relevance in can
administered price regime has assumed more importance from the
marketing point of view. Therefore in the present study an attempt has
been to know the price structure of the various products, fluctuation in
price during the period of study and pricing mechanism.

DOMESTIC TERM DEPOSITS

The revised interest rates on Domestic Term Deposits effective from
the 30th June 2008 are furnished as under:
Existing Interest Rates
Duration

15 days to 45 days
46 days to 90 days
91 days to 180 days
181 days to less than 1
year
2 year to less than 3
years
5 years and up to 10
years

Interest
Rate
(% p.a.)
4.75
5.25
7.00
7.50
8.75
9.00

Revised Interest Rates

(W.e.f.30th June 2008)
Duration
Interest
Rate
(% p.a.)
15 days to 45 days
4.75
46 days to 90 days
5.25
91 days to 180 days
7.00
181 days to less than 1
8.00
year
2 year to less than 3
years
5 years and up to 10
9.00
years

SERVICE CHARGE
SERVICE CHARGES AND FEES W.E.F 11.2.2008
(Uniform to all Branches)
Sr.
No.

1.

Item

Issue of MICR

Core/Non-Core Banking Branches Regular Branches

including PBBs, irrespective of Location (w.e.f 11th
Feb. 2008)
Rs 2.00 per cheque leaf and 25 leaves free in a year

10
cheque-SB

( Other than Multi city cheque Book)

2.

Issue of nonMICR chequeSB

Rs 2.00 per cheque leaf and 25 leaves free in a year(

Other than Multi city cheque Book)

3.

Issue of MICR
cheque- CA

Rs 2.00 per cheque leaf other conditions to remain

4.

Issue of non
MICR chequeCA

Rs 2.00 per cheque leaf other conditions to remain

Prior to deregulation the service charges were as per the rate

ixed by IBA .
This was done with an intention to have a uniform rate for a similar
type of service rendered by all public sector Bank and also to avoid cut
throat competition among them. But this rate were hardly related to
the cost of service to particular bank and move particularly to a
specific activity .This rate which 30-40% higher then earlier rates were
outcome of an importance decision taken by the bank in the letter part
of their 1997 .The policy of charging lower rate at the rural area was
abolish on the ground that the said concession was in many cases
availed by an industry and did not really benefited the clientele to any
great extent.
With the improved technical capability it is high time for the bank
to collect information to build a quality data base and be cost
conscious.Further, the price and quality should go hand in hand as the
customers expect the increase in prices should accompany the
improvement in quality

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PLACE
Here attempt has been made to study the branch network of the
SBI and to ascertain banks effort in developing place element of
marketing mix.
The bank has the distinction of having largest network of branches
among all the banks in the world. So no bank in India matches its
network of branches. In orissa it is also the leader with 470 branches,
alone accounting for 35
In the post-nationalization period there was a concerted effort by
all banks to expand geographically to take banking products to-banked
and under-banked areas and turn class banking into mass banking.
But, for SBI, as it is government sponsored and government partnered,
the above concept was not new. That is why the pace of growth of
branches for SBI was not as fast as that of ASCBs in the postnationalisation period.
BRANCH EXPANSION OF SBI SINCE ITS INCEPTION
Period
1955
1955-69
1969-1990
1990-98
1998-2008

Branches
added during
the period
1176
6749
503
1075

Annual
additions

Total branches

84
321
63
107

497
1673
8422
8925
10000

The Bank Has a good number of its branches spread over the
country.The bank is the leader in branch network all over India.In the
pursuit of reaching to masses the bank ended up with large number of
branches but the advancement in IT increased the capacity of bank
handling business and it opened the eyes of the banks to bring change
in branch expansion policy and thus bank adopted a cautious approach
in branch expansion leading to a drastic change in number of
branches.

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PROMOTION
SBI has been giving advertisements and publicity to its products
and services whenever there is need for it. Particularly, when a new
product was launched, the bank goes for it in large scale. The various
ways in which the bank does it are advertisements through press,
holdings, pamphlets, posters road shows, souvenir, press conferences,
radio, TV, personal selling etc.
DEPOSIT MOBILIZATION EFFORTS
Besides money spent ion advertising and publicity, the study of the
efforts the bank has put into mobilize deposits is of quite significance
at this stage. The bank has formulated various measures based on
specific strategies to mobilize deposit. They are as follows:
1. Staff involvement:
It is realized that involvement of all employees is sine-quanon for the business growth. So, not only the branch managers but
also all employees should be involved in the process.
2. Periodical meetings:
To rejuvenate the spirit of the staff and keep them
involved, branch managers should convene a staff meeting
periodically. They should disclose the profit and business budget
settled for the branch.
3. Allocation of budget:
There should be informal allocation of budget of deposits
to each member of staff as agreed by them and this should be
reviewed in every monthly meeting and recognition should be recorded
for excellent performance under the signature of branch manager, if
possible, under signature of controller(AGM/DGM)
4. Target group:
Target groups like executives/ employees of large corporate,
pensioners, railways central and state govt. departments, defense staff
of large institutions, should be identified.
5. valued customers:
A shortlist of valued customers/depositors of the branch
should be prepared to keep track of their business. All new
schemes/changes in interest rates should be communicated to them
individually.

13

6. Campaigns:
Deposit mobilization campaigns should be organized by
the branches. The periodicity and the manner should be decided
depending upon the local requirements. Customers specific meet such
as: NRI meet retired employees meet etc. should be held by the
branches on different dates.

EXPENSES INCURRED ON ADVERTISING AND PUBLICITY

1990-91

EXPENSES ON
ADVERTISING AND
PUBLICITY
7.2

1991-92

8.9

5.09

1992-93

5.49

2.59

1993-94

12.67

4.61

1994-95

9.33

1.30

1995-96

13.87

1.67

1996-97

11.87

0.88

1998-99

15.02

0.80

2006-07

26.23

.3.21

YEAR

Source: Annual Report of SBI

PERSONNEL

AS A PERCENTAGE
OF NET PROFIT
6.73

14

People are living, thinking and feeling beings that constitute the
internal, social human sub-system of an orgnaisation. It requires
planned and systematic approach for procuring, developing, and
managing workforce in order to achieve organizational objectives in an
effective manner. Thus internal marketing where the employee is the
point of concentration assumes so much of importance. Emphasis
given to this aspect of marketing by SBI is studied here, under the
following heads, such as recruitment, training, experience promotion
and staff welfare.
RECRUITMENT:
To select personnel of right aptitude the bank takes help of the
Institute of Banking Personnel. A series of sophisticated selection
techniques like written aptitude tests, group discussions and interviews
are conducted to select right type of personnel for jobs at various
levels.
TRAINING
Special attention to the development of human resources
through training has been one of the core competencies of the bank. It
has clear cut HRD mission an training philosophy. They are as follows:

TRAINING PHILOSOPHY
Training in the State Bank is a proactive, planned and continuos
process as an integral part of organisation development. It seeks to
impart knowledge, improve skills and reorient attitudes for individual
growth and organizational effectiveness.

15
As on 31st March 1998, the bank has 2.37 lac employees and to
provide them with proper attitudinal orientation there are 53 staff
training centres (STCs) spread over the country out of which 3 are in
Orrisa, one each at Bhubaneshwar, Gopalpur and Rourkela. Besides, it
has two apex level colleges one each at Hyderabad and Gurgoan and 2
institutes: State Bank Institute of Information and Communication
Management (SBIICM) State Bank Institute of Rural Development
(SBIRD), both at Hyderabad. Through this network of STCs staff
colleges and institutes the bank provides in-house training facility to its
employees.
The bank has various tailor made programmes of training for its
officers, clerks, subordinate staffs. Its officers both probationary
officers and trainee officers at the beginning of their career go through
various programmes like induction programmes, intermediate
programmes and foundation level programmes. The objectives of such
programmes are as follows:

To create an understanding of the economic environment of the

country and the role of banking sector in the process of planning
and development.

To help the trainees understand basic marketing concepts,

marketing of banks services and the position of the customer in
the business conducted by the bank and to create a customer
orientation.

Familiarising with the basics of banking law and practice, banks

accounting
system,
systems
and
procedures,
internal
housekeeping,

Familiarising with the various Acts, Regulations, relevant to

banking operations and the contents of Banks Book of
Instructions.

To help develop a service-oriented approach in dealing with the

customers and in marketing the banks products and services
with suitable emphasis on productivity.

EXPERIENCE:
Exposure on a job improves the efficiency of the employee in
terms of speed and quality, but the marginal contribution the efficiency
decreases with the increase of experience on a job. After certain span
of experience efficiency reaches a point of stagnation. Keeping this in
view, the Banks takes up the task of job enlargement through

16
exposure to variety of jobs and job enrichment through assigning
higher responsibilities to its employees.
PROMOTION:
The bank provides promotional opportunities to all its staff to the
officers. Both experiences and merit have been the criteria for all
promotions. The various promotional opportunities available to its
different categories of employees are as follows:
Subordinate Staff
Basing on branch level seniority, its subordinate staffs are
promoted to Senior Messenger, Duftry etc. under in cadre promotion.
To get promotion to the higher cadre such as Record Keepers, Cashiers
etc. they face on the basis of vacancy of post. To seat in such
examination candidates who have passed Xth standard are eligible after
five years of service and those who are non-matriculates are eligible
after 8 years of service.
Clerical Staff
For clerks under in-cadre promotions to Tellers, Assistant Head
Cashier, Deputy Head Cashier, Head Assistants etc. Branch seniority is
taken into account subject to existing vacancy. For promotion to higher
cadre, i.e. supervising cadre, there are two channels. First one is
general channel where candidates for promotion are identified. Such
identified candidates are to get through written test and interviews to
quantify for the higher posts. The second channel is trainee officers.
Those who have passed CAIIB part-I and have service of over 4 years
as on 1st January are eligible to sit in all India level competitive test
conducted for the said purpose.

Supervising Staff
There are various grades in the supervising cadre as follows:Grades
Junior Management Grade Scale-I (JMGS)
Middle Management Grade Scale II
(MMGS-II)
Middle Management Grade Scale III
(MMGS-III)
Senior Management Grade Scale IV
(SMGS-IV)
Senior Management Grade Scale V (SMGS-

Designation
Assistant Manager
Deputy Manager
Manager
Chief Manager
Assistant General Manager

17
V)
Senior Management
(SMGS-VI)
Senior Management
(SMGS-VII)

Grade

Scale

Grade

Scale

VI Deputy General Manager

VII General Manager

Above the position of general manager the other positions in order

positions in order of rank and file are Chief General Manager, Deputy
Managing Director and Chairman who is the head of the organizations.

STAFF TRAINING COLLEGE

THE PEOPLE

18

Sophisticated technologies no doubt, inject life and strength to

bank efficiency but the instrumentality of sophisticated technologies
start turning sour if the human resources are not managed in a right
fashion. We can't deny the fact that if foreign banks are performing
fantastically; it is not only due to the sophisticated information
technologies they use but the result of a fair synchronization of new
information technologies and a team of personally committed
employees. Thus we accept the fact that generation of efficiency is
substantially influenced by the quality of human resources. Even
efficiency essentially is supported by
HRD MISSION
HRD in the State Bank of India is continuous process movement
and direction to enable every individual as a member of an effective
team and the state bank community to realize and activate his
potential so as to contribute to the achievement of banks goal and
derive satisfaction there from
To achieve this mission SBI has been consistently carrying out
training programme with 53 staff training centers spread all over India.
Also SBI greatly stress on proper promotion of their employees after
certain span of experience and efficiency. With all this efforts SBI is
increasing its efficiency supported by ethical dimension, humanity and
humanism.

THE PROCESS
It is the flow of activities of banks to follow RBI guidelines. There
has to be adherence to certain rules and principles in the banking
operations. The activities have been segregated into various

19
departments accordingly. Banks have got standardized procedures got
typical transactions. In fact not only all the branches of a single-bank,
but all the banks have some standardization in them. This is because
of the rules they are subject to. Besides this, each of the banks has its
standard forms, documentations etc. Standardization saves a lot of
time behind individual transaction.

STANDARD TIME FOR FOLLOWING PROCESSING

Sr.
No.
1
2
3
4
5
6

Name of the activity

Cash receipt SB and current
account
Cash payment SB and current
account
Issue of cheque book
Opening of saving account
Issue of demand draft
Payment of draft

Standard time (in

minutes)
4
8
8
16
12
8

THE PHYSICAL EVIDENCE

The physical evidences include signage, reports, punch lines,
other tangibles, employee's dress code etc.

Signage:

20

Bank has its logo by which a person can identify the bank. Thus
such signages are significant for creating visualization and corporate
identity. SBI logo helps even the common people of remote areas to
identify their bank.

Tangibles:
SBI give pens, writing pads to the internal customers. Even the
passbooks, chequebooks, etc. are provided easily to the customers.

Punch lines:
Punch lines or the corporate statement depict the philosophy and
attitude of the bank. The influential punch lines of SBI is PURE
BANKING AND NOTHING ELSE which highlights the transparency
and trust that SBI wants to develop with its customers.

STAFF WELFARE
The bank has various schemes for the welfare of its staff. These
are subsidized canteens, recreational facilities, dispensaries and free
beds in hospitals, educational scholarships to the meritorious children
of employees, reservation of school seats, holiday homes, consumer
co-operative stores, employees mutual welfare schemes etc.
Besides the above, bank also provides its employees the facility of
various deposits and advances on better terms and conditions the
interest allowed to staff on saving bank deposits is one percent higher
than interest allowed to general public.

21

Under staff co-operative housing schemes loans are granted to

the extent of Rs.15,000 (subordinate staff) to Rs.50,000(supervising
staff).These loans are free of interest and recovered in 20 years. Under
individual housing schemes, loan amounting to Rs.2lacs, Rs3lacs, and
Rs.5lacs are granted to subordinate staff, clerical staff and supervising
staff respectively. These loans are granted without any margin. The
principle amount is recovered in 180 EMIs and interest accrued in
subsequent 60 EMIs.
The analysis of internal marketing aspect of the bank revels that
it has proper plans and programs to develop its work force. Its training
system looks mature with it provision of training needs assessment,
network of training centers and programs designed to suit the
requirement of the bank by creating an able work force. Banks concern
for development of the human resources through exposure to various
responsibilities and recognisation of their abilities through various
promotional facilities is clearly discernible. Above all, various welfare
measures adopted by the bank will go a long way in creating an able
workforce willing to give its best

CUSTOMER SERVICE
As stated earlier internal marketing is essential in creating a
loyalty in customer towards the organisation and its effectiveness can
be measured through the satisfaction derived by the customer out of
the services rendered by the bank. Thus, here an attempt has been
made to study banks endeavor to render effective customer services.
The bank has implemented 122 out of 176 different recommendations
of Talwars Committee and out of 97 recommendations of Goiporia
Committee the bank has implemented 72 and remaining 25 are in the
process of implementation/examination. The bank is aware of the ever
increasing expectation of customers, concern of government and RBI
and tries to implement different customer services proactively, not in
letter but also in spirit.
To gauge the extent to which the service rendered by the bank
has been appreciated by the customers, the bank has devised different
tools like customers day, customer meet, customer relation programs,

22
customer service committee meeting, customer calls, customer
councils etc. These give the bank an opportunity to interact with the
customer to identify its area of short comings and improve there on.
The bank has a special customer complaint handling machinery.
Bank recognizes the effect that a complaining customer is better than
a non complaining dissatisfied customer as he has atleast not broken
his relations with the bank and left the ball in banks court, therefore,
the bank gives quick redressal to customers grievances the prime
importance. Bank maintains a transparent glass window box as a
complaint-cum-suggestion box under the responsibility of the Branch
Manager.

Knowing fully well the customer friendliness has been perceived

much lower in the banks in comparison to its service audit to study the
status of implementation of Goiparia Committee recommendations at
its various branches.

Nomination: To avoid difficulties at the time of repayment of the

balance in the account of the deceased person, nomination
facility is provided. Existing accounts without survivorship clause
are persuaded to get such nomination.

Updating of Pass Book: Pass Books received by the bank are

updated and customers are educated to get it done regularly.

Changes in Interest Rates: New term deposits are accepted

with new interest rates issued by RBI, subject to confirmation on
receipt of official communication.

Issue of cheque books at of cost savings bank account holders.

Automatic renewal of term deposits for a similar period at the

then prevailing interest rate in absence of any instruction of the
customer.

Payment of drafts upto Rs.10,000 at any of the branch other than

the one which it is drawn at centers(other than the four metros)
where the bank has more number of branches.

23

Business hours to suit the banking needs of the customer of the

locality which the bank serves.

Working hours of the bank staff to start at metropolitan urban

centers to start of business hours.

Provision of a separate inquiry may I help you counter at

branches with staff strength of 30 or more. At other branches,
the functions of the counter must attached to some other
counter, depending upon the load. This counter is to be located,
invariably, at the branch entrance.

Facility for exchange of mutilated soiled currency notes.

Customer Days:

The bank observes customers day on 15th of every month.

Branch manager, manager of division is available at the branch
between 3pm and 5pm on that day. DGM and AGM are also
available on this day. Customers and user public may call on any
executive/officer of the bank with or without appointment.
However, based on the discussions in the meeting of standard
committee of customer services (banking division), the bank
identified five areas of customer service for focus attention at
branches. They are:
Immediate credit of outstation cheques upto Rs. 5,000.
Automatic payment of interest on delayed collection of
outstation cheques.
Provision for single window service for issue of drafts/bankers
cheque etc. to avoid delay.
Display of notice regarding availability of nomination facility.
Updating and prompt delivery of savings bank pass book.
To sum up, the bank has taken various steps to boost its
customer service and stay ahead of others in the field. Its an
option of most of the recommendations of Talwar and Goiporia
Committee on customer service, introduction of tools to gauge
the effectiveness of various customer service programmers,
importance given to quick redressal of customer grievances and

24
self imposed code of fair banking practices etc., stand as
evidence to its endeavour to render effective customer service.

CONCLUSION
The State Bank of India, the countrys oldest Bank and a premier
in terms of balance sheet size, number of branches, market
capitalization and profits is today going through a momentous phase of
Change and Transformation. The bank is entering into many new
businesses with strategic tie ups Pension Funds, General Insurance,
Custodial Services, Private Equity, Mobile Banking, Point of Sale
Merchant Acquisition, Advisory Services, structured products etc each
one of these initiatives having a huge potential for growth.

Today, the Bank is the largest provider of infrastructure debt and

the largest arranger of external commercial borrowings in the country.
It is the only Indian bank to feature in the Fortune 500 list.The
Bank is changing outdated front and back end processes to modern
customer friendly processes to help improve the total customer
experience. With about 8500 of its own 10000 branches and another
5100 branches of its Associate Banks already networked, today it offers
the largest banking network to the Indian customer.
Throughout all this change, the Bank is also attempting to change
old mindsets, attitudes and take all employees together on this
exciting road to Transformation. In a recently concluded mass internal
communication programme termed Parivartan the Bank rolled out
over 3300 two day workshops across the country and covered over

25
130,000 employees in a period of 100 days using about 400 Trainers,
to drive home the message of Change and inclusiveness.
The CNN IBN, Network 18 recognized this momentous
transformation journey, the State Bank of India is undertaking,
and has awarded the prestigious Indian of the Year Business,
to its Chairman, Mr. O. P. Bhatt in January 2008

26

INDEX
SR
NO.

1.
2.
3.

4.

5.
6.

TOPICS
INTRODUCTION
SBI BRIEF HISTORY
MARKETING MIX
Product
Price
Place
Promotion
PERSONNEL
Training
Promotion
Experience
Staff welfare
CUSTOMER SERVICE
CONCLUSION

PAGE NO.

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1
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6-7
8
9-10
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15
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