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PEST Analysis

PEST Analysis

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What is PEST Analysis?

It is very important that an organization considers its environment before beginning the
marketing process. In fact, environmental analysis should be continuous and feed all aspects of
planning.

The organization's marketing environment is made up of:

1. The internal environment e.g. staff (or internal customers), office technology, wages and
finance, etc.
2. The micro-environment e.g. our external customers, agents and distributors, suppliers, our
competitors, etc.

3. The macro-environment e.g. Political (and legal) forces, Economic forces, Sociocultural
forces, and Technological forces. These are known as PEST factors.

Political Factors.

The political arena has a huge influence upon the regulation of businesses, and the spending
power of consumers and other businesses. You must consider issues such as:

1.How stable is the political environment?

2.Will government policy influence laws that regulate or tax your business?

3.What is the government's position on marketing ethics?

4. What is the government's policy on the economy?

5. Does the government have a view on culture and religion?

6. Is the government involved in trading agreements such as EU, NAFTA, ASEAN, or others?

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Economic Factors.

Marketers need to consider the state of a trading economy in the short and long-terms. This is
especially true when planning for international marketing. You need to look at:
1. Interest rates.

2. The level of inflation Employment level per capita.

3. Long-term prospects for the economy Gross Domestic Product (GDP) per capita, and so on.

Sociocultural Factors.

The social and cultural influences on business vary from country to country. It is very important
that such factors are considered. Factors include:

1.What is the dominant religion?

2.What are attitudes to foreign products and services?

3.Does language impact upon the diffusion of products onto markets?

4.How much time do consumers have for leisure?

5.What are the roles of men and women within society?

6.How long are the population living? Are the older generations wealthy?

7.Do the population have a strong/weak opinion on green issues?

Technological Factors.

Technology is vital for competitive advantage, and is a major driver of globalization. Consider
the following points:

1. Does technology allow for products and services to be made more cheaply and to a better
standard of quality?

2.Do the technologies offer consumers and businesses more innovative products and services
such as Internet banking, new generation mobile telephones, etc?

3.How is distribution changed by new technologies e.g. books via the Internet, flight tickets,
auctions, etc?

4.Does technology offer companies a new way to communicate with consumers e.g. banners,
Customer Relationship Management (CRM), etc?

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PESTLE analysis is a useful tool for understanding the “big picture” of the environment, in
which we are operating, and the opportunities and threats that lie within it. By understanding the
environment in which we operate (external to your company or department), we can take
advantage of the opportunities and minimize the threats.
Specifically the PEST or PESTLE analysis is a useful tool for understanding risks associated
with market growth or decline, and as such the position, potential and direction for a business or
organization.

The PESTLE Analysis is often used as a generic 'orientation' tool, finding out where an
organization or product is in the context of what is happening out side that will at some point
effect what is happening inside an organization.

A PESTLE analysis is a business measurement tool, looking at factors external to the

organization. It is often used within a strategic swot analysis (Strengths, Weaknesses,
Opportunities and Threats analysis).

PESTLE is an acronym for

Political, Economic, Social, Technological, Legal and Environmental factors,

which are used to assess the market for a business or organizational unit strategic plan

The PESTLE analysis headings are a framework for reviewing a situation, and can also be used
to review a strategy or position, direction of a company, a marketing proposition, or idea. There
are many variants on this model including PEST analysis and STEEPLE analysis.

Completing a PESTLE analy

WEB SITE: http://www.allfreeessays.com/essays/Pestle-Analysis/72908.html

INDAIN BANKING SECTOR REFORM:

A retrospect of the events clearly indicates that the Indian banking sector has come far away from the
days of nationalization. The Narasimham Committee laid the foundation for the reformation of the
Indian banking sector. Constituted in 1991, the Committee submitted two reports, in 1992 and 1998,
which laid significant thrust on enhancing the efficiency and viability of the banking sector. As the
international standards became prevalent, banks had to unlearn their traditional operational methods
of directed credit, directed investments and fixed interest rates, all of which led to deterioration in the
quality of loan portfolios, inadequacy of capital and the erosion of profitability.

The recent international consensus on preserving the soundness of the banking system has veered
around certain core themes. These are: effective risk management systems, adequate capital provision,
sound practices of supervision and regulation, transparency of operation, conducive public policy
intervention and maintenance of macroeconomic stability in the economy.

Until recently, the lack of competitiveness vis-à-vis global standards, low technological level in
operations, over staffing, high NPAs and low levels of motivation had shackled the performance of the
banking industry.

However, the banking sector reforms have provided the necessary platform for the Indian banks to
operate on the basis of operational flexibility and functional autonomy, thereby enhancing efficiency,
productivity and profitability. The reforms also brought about structural changes in the financial sector
and succeeded in easing external constraints on its operation, i.e. reduction in CRR and SLR reserves,
capital adequacy norms, restructuring and recapitulating banks and enhancing the competitive element
in the market through the entry of new banks.

The reforms also include increase in the number of banks due to the entry of new private and foreign
banks .

WEBSITE: http://www.oppapers.com/essays/Indian-Banking-Sector-Reforms/157151?read_essay
Crm In Indian Banks

CUSTOMER RELATIONSHIP MANAGEMENT IN INDIAN BANKS

* Popli, G.S ** Rao, D.N.

1. Background
Relationship Marketing is the process of building long term mutually beneficial relationship with
the customers. The Financial Institutions in the developed countries are using this marketing tool
very effectively by taking full advantage of Information and Communication Technologies. The
Indian Banking Industry which was operating in a bureaucratic style prior to 1991 had to
undergo large scale transformation with the opening up of the economy. The Sector has been
facing unprecedented challenges with the wave of liberalization, privatization and globalization
of Indian Economy. Banks in India are under intense pressure in today’s volatile market place.
Steep competition, globalization, growing customer demand and exposure to higher credit risks
are forcing the banks to find new ways of improving profitability. On the other hand, cost-cutting
measures have forced banks to manage

operations with few Customers Relationship Managers and Product Specialists. Industry
consolidation also poses fresh challenges to this sector. Even today, most of the banks in India
rely on the legacy of Customer Information System. In such a scenario, it is difficult to have a
complete customer view across divisions. They face unprecedented challenges to sustain their
growth path for survival. The challenges include customer retention, reducing transaction costs,
risk management and Regulation Compliance. The result was a huge proliferation in customer’s
choice. The strategic tool that was chosen for aiding this process was Information Technology
and most of the banks went through adoption of various stages and forms of IT over the years
and the process is still continuing. *Popli, G.S. is currently working as General Manager with
Oriental Bank of Commerce. **Rao, D.N. is currently working as Director, Centre for
Management Education, All India Management Association, New Delhi.

http://www.oppapers.com/essays/Crm-In-Indian-Banks/296026

date: 03/16/2010

The Indian Consumer And E-Banking- It; Telecom & Banking Industry -Csfs
And Constraints
The Indian Consumer and e-Banking- IT; Telecom & Banking Industry -CSFs and constraints

[pic]
Saraswati Stands for Knowledge. Only a True knowledge seeker devoid of Ego and Lust for
Material Success can achieve Excellence.

PREPARED BY: GUIDED BY :

Mr. Vijayendra Gupta Dr. Renuka Garg
M.B.A.- Marketing Professor & Head
Lecturer –NLCCM-Navsari D.B.I.M. Surat

ABSTRACT
The rapid increase of marketing technology from the second half of the 20th century has
touched nearly every area of life. Education, entertainment and other leisure activities have all
benefited from technological advances, which mainly focus on Internet and communication
technology. Banking is no exception to this paradigm.

http://www.oppapers.com/essays/The-Indian-Consumer-And-E-Banking-It/224813

date: 08/15/2009

1 Indian Banking System A Transition From Tradition Banking To Mobile

Banking

INDIAN BANKING SYSTEM

A Transition from Traditional Banking to Mobile Banking
BY: Abhilasha Sharma date : 10/24/2009
Indian Banking system: An Overview

Banking in India originated in the last decades of the 18th century. The oldest bank in existence
in India is the State Bank of India, a government-owned bank that traces its origins back to June
1806 and that is the largest commercial bank in the country. Central banking is the responsibility
of the Reserve Bank of India, which in 1935 formally took over these responsibilities from the
then Imperial Bank of India, relegating it to commercial banking functions. After India's
independence in 1947, the Reserve Bank was nationalized and given broader powers. In 1969 the
government nationalized the 14 largest commercial banks; the government nationalized the six
next largest in 1980.
Currently, India has 88 scheduled commercial banks (SCBs) - 27 public sector banks (that is
with the Government of India holding a stake), 31 private banks (these do not have government
stake; they may be publicly listed and traded on stock exchanges) and 38 foreign banks. They
have a combined network of over 53,000 branches and 17,000 ATMs. According to a report by
ICRA Limited, a rating agency, the public sector banks hold over 75 percent of total assets of the
banking industry, with the private and foreign banks holding 18.2% and 6.5% respectively

http://www.oppapers.com/essays/Indian-Banking-System-A-Transition-From/245874

IT IN BANKING: http://www.50883.com/it-in-banking/

DR.RAJESHWARI, READER IN COMMERCE AND PRINCIPAL,

India’s banking sector has made rapid strides in reforming and aligning itself to the new competitive
business environment .Indian banking industry is in the midst of the IT revolution.Tehnological
infrastructure has become an indispensable part of the reforms process in the banking system,with the
gradual development of sophisticated instruments and innovations in market practices.combination of
regulatory and competitive reasons have led to increasing importance of total banking automation in
the Indain banking industry. Information Technology has basically been used under two different
avenues in Banking. One is Communication and Connectivity and other is Business Process
Reengineering. Information technology enables sophisticated product development, better market
infrastructure, implementation of reliable techniques for control of risks and helps the financial
intermediaries to reach geographically distant and diversified markets.
Entry of new banks resulted in a paradigm shift in the ways of banking in India. The growing
competition, growing expectations led to increased awareness amongst banks on the role and
importance of technology in banking. The arrival of foreign and private banks with their superior
state-of-the-art technology-based services pushed Indian Banks also to follow suit by going in
for the latest technologies so as to meet the threat of competition and retain their customer base.

With the fierce competition and liberalized policies, the banks have diversified into non-
traditional areas like:

Merchant banking. Lease Finance. Project Finance. Trust and Pension Management. Executor /
Trusteeship Business. Free Based Services. Investment Banking. Cash Management Product.
Real Estate Financing, especially Housing Finance. Negotiating and Syndicating borrowings for
Corporate Customers in international markets. Forex Loans. Securities Operations. Gold and
gold related Products. Management Consultancy for Corporate Customers. Mergers, Acquisition
and Divestitures. Factoring Forfeiting.

Today, technology has changed the contours of three major functions performed by banks, i.e.,
access to liquidity, transformation of assets and monitoring of risks. Further, Information
technology and the communication networking systems have a crucial bearing on the efficiency
of money, capital and foreign exchange markets.

2
http://proquest.umi.com/pqdweb?index=14&did=906700&SrchMode=1&sid=2&Fmt=6&VInst=PROD&V
Type=PQD&RQT=309&VName=PQD&TS=1287161830&clientId=129893

check the pdf file on desktop “out”

3. Competition in Indian Banking

An Empirical Evaluation
1. A. Prasad
 1. A. Prasad is Advisor to Executive Director for India, International Monetary
Fund. Email: A.Prasad@imf.org

1. Saibal Ghosh
1. Saibal Ghosh is Assistant Adviser, Department of Economic Analysis, Reserve
Bank of India, Mumbai. Email: saibalghosh@rbi.org.in

Abstract
It is widely perceived that competition in the Indian banking sector has increased since the
inception of the financial sector reforms in 1992. Using annual data on scheduled commercial
banks for the period 1996–2004, the article evaluates the validity of this proposition in the Indian
context. The empirical evidence reveals that Indian banks earn revenues as if under monopolistic
competition.

http://sae.sagepub.com/content/8/2/265.abstract

4. Dynamics of emerging India's banking sector assets: A simple model

Soumitra K Mallick1, Amitava Sarkar2, Kalyan K Roy3

1
is Associate Professor at the Indian Institute of Social Welfare & Business Management,
Management House, College Square West, Kolkata, India. He holds a BCom (Hons) from
St.Xavier's College, University of Calcutta; and a CA from the Institute of Chartered
Accountants of India and a PhD from Department of Economics, New York University.
2
is Professor and Director of the School of Business Management, West Bengal University of
Technology, Salt Lake, Kolkata, India. He holds an MA in Economics from the University of
Calcutta and a PhD from the Department of Economics, University of Pittsburgh.
3
is Professor and Head, MBA department at the Indian Institute of Social Welfare & Business
Management, Management House, College Square West, Kolkata, India. He holds a BE degree
from Bengal Engineering College, University of Calcutta and a PhD degree from the Graduate
School of Business, University of South Carolina.

Banking sector loans are the principal source of capital for small and medium business ventures in India,
comprising firms that are not large enough to be registered with stock exchanges. Non-performing
assets (NPAs) are an important measure of the success of these businesses, as well as of their levels of
discretion in carrying out their commercial activities conditional on their role in developing India's
entrepreneurship outside the stock markets. In this article we analyze certain properties of NPAs in
Indian Banks over the 1990s, when liberalization was introduced by opening up a significant portion of
the public sector, allowing private banks to do business. We arrive at three conclusions for emerging
India's banking sector. First, NPAs (as a ratio of loans and advances) are significantly sticky over time.
Second, larger NPAs are associated with larger advances and vice-versa. Third, NPAs do not seem to
have spiraled out of control over the 1990s. A simple cointegration test is carried out and a set of
dynamic graphs, using notions of ‘fibration’, is presented to support the results.

5. Changing Income Structure, Ownership and Performance: An

Empirical Analysis of Indian Banking Sector

Umakrishnan, K U and Bandyopadhyay, Arindam (2005): Changing Income Structure,

Ownership and Performance: An Empirical Analysis of Indian Banking Sector. Unpublished.

Full text available as:

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Abstract

This paper investigates the relationship between the changing patterns of bank’s source of
income and risk adjusted performance. A database of 77 banks over the period of 1999 to 2004 is
constructed for the 27 public sector banks, 22 private banks, 25 foreign banks and 3 cooperative
banks to compare their change in income composition. Bank’s performance is measured by risk
adjusted return on BIS risk allocated capital (RARORAC). To examine the relationship between
ownership pattern and performance, we compare the difference between new generation private
sector banks and foreign banks with their public sector and cooperative banks counterparts. We
argue that in a competitive financial market in order to change the profitability drivers in
banking, Indian banks need to improve their non-interest income and also augment risk adjusted
interest income through better risk based pricing.

Keywords:banking ,value creation and performance

http://mpra.ub.uni-muenchen.de/5779/

6. Technical efficiency and its determinants in the Indian domestic banking industry: an
application of DEA and Tobit analysis

Sunil Kumar A1 and Rachita Gulati A2

A1
Punjab School of Economics, Guru Nanak Dev University, Amritsar-143005, Punjab, India.
A2
Punjab School of Economics, Guru Nanak Dev University, Amritsar-143005, Punjab, India

http://inderscience.metapress.com/app/home/contribution.asp?referrer=parent&backto=issue,3,6;
journal,3,5;linkingpublicationresults,1:121163,1

Abstract:

Using cross-sectional data for 51 banks, this paper not only endeavours to measure the extent of
technical efficiency in the Indian domestic banking industry, but also explores the most
influential factors explaining its variations across banks. The empirical results show that: only 9
of the 51 banks operating in the financial year 2006-2007 are found to be efficient and, thus,
define the efficient frontier of the Indian domestic banking industry; the technical efficiency
scores range from 0.505 to 1, with an average of 0.792; de novo private sector banks dominate in
the formation of the efficient frontier; managerial inefficiency is the main source of Overall
Technical Inefficiency (OTIE) in the Indian domestic banking industry; the efficiency
differences between public and private sector banks are not statistically significant; significant
differences between large and medium banks appear with regard to Scale Efficiency (SE);
exposure to off-balance sheet activities and profitability are the most influential determinants of
Overall Technical Efficiency (OTE).
Website:
http://www.google.co.in/#q=literature+review+on+indian+banking+industry&hl=en&prmd=iv&
ei=mW68TOb3ApGevgPAy83NDQ&start=10&sa=N&fp=1cd46c46d7aeed3a

Downloaded the pdf files of literature review.